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" Nader Ale Ebrahim, PhD Candidate's Publications PhD Candidate, FACULTY OF ENGINEERING , UNIVERSITY OF MALAYA Kuala Lumpur, Malaysia Research field: Management Science / Operations Research - Management Science * Attributions for Performance in Virtual Teams * Collaboration Technology * Collaborative Systems * Conceptual Modelling * Concurrent Engineering * Engineering Product Design * Industrial Engneering * New Product Develop Web Page (1) | Conference Proceedings (16) | Journal Article (14) Journal Article Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim, Abdul Rashid, Zahari Taha (2012) Effective virtual teams for new product development, 1971-1985. In Scientific Research and Essays 7 (21). http://www.academicjournals.org/sre/a... http://papers.ssrn.com/sol3/papers.cf... Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha (2012) Technology Use in the Virtual R & D Teams, 9-14. In American Journal of Engineering and Applied Sciences 5 (1). http://ssrn.com/abstract=1999445 http://mpra.ub.uni-muenchen.de/36487/... http://hal.archives-ouvertes.fr/hal-0... Download PDF (680.73 KB) Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, M a Wazed, Zahari Taha (2012) Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs, 1653-1659. In Advanced Materials Research. http://www.scientific.net/AMR.433-440... M. a. Wazed, S. Ahmed, Yusoff Nukman, Nader Ale Ebrahim (2011) Models for Component Commonality in Multistage Production, 258-266. In Applied Mechanics and Materials. http://www.scientific.net/AMM.110-116... Nader Ale Ebrahim, Salwa Hanim Abdul Rashid, Shamsuddin Ahmed, Zahari Taha (2011) The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs, 109-114. In Industrial Engineering and Management Systems 10 (2). http://papers.ssrn.com/sol3/papers.cf... http://eprints.um.edu.my/2162/1/10%2D... Download PDF (85.97 KB) Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha (2011) Virtual R&D Teams: A potential growth o

"Assessing the Quality of Collaboration in Virtual Teams Posted in June 12th, 2008 by Betsy Carroll in Challenges, Collaboration, Leadership, Teamwork For those who are interested in virtual team collaboration, the concept of teamwork is crucial. But rarely is "teamwork" actually defined. Just as the adage goes, we know it when we see it, but we may have trouble explicitly saying what makes for good teamwork. This week, Surinder sent me an academic journal article by Martin Hoegl and Hans Georg Gemuenden that has great practical application for defining what good collaboration or teamwork consists of. The authors call their concept "teamwork quality", and define it in terms of 6 facets. They are: Communication Coordination Balance of member contributions Mutual support Effort Cohesion The authors found evidence that teamwork quality is related both to team performance (defined by quality and efficiency) and personal success of team members (defined by satisfaction and learning). This post, based on that article, has two pieces. First, I will briefly define and describe each facet of teamwork quality. This should be useful for people in the field to assess the quality of their virtual teamwork. Second, I will discuss some ways to foster teamwork quality when the team is virtual, something the authors of the article don't specifically discuss. Please note that the term "teamwork quality" in this article does not include the nature of the team's task or the quality of interactions with others outside the team - it is only about the processes within a team. 1. Communication: How frequent, informal, direct, and open is your team's communication? Generally, more frequent communication is productive, but this should be relative to what is sufficient or necessary for the task. The authors describe informal communication as being more spontaneous. Direct communication happens when people talk to one another rather than relayi

"Posted by Brad Egeland virtual team11 300x233 Virtual Teams: Key Success Factors Part 1The business justification for virtual teams is strong. They increase speed and agility and leverage expertise and vertical integration between organizations to make resources readily available. Virtual teams also lessen the disruption of people's lives because the people do not have to travel to meet. And in today's business world that's big. That's green. Team members can also broaden their careers and perspectives by working across organizations and cultures and on a variety of projects and tasks. Although the effective use of electronic communication and collaboration technologies is fundamental to the success of a virtual team, virtual teams entail much more than technology and computers. When virtual teams and their leaders are asked about successes and failures, they rarely mention technology as a primary reason for either. While it's important that software packages such as Seavus' Project Planner or Project Viewer are used to keep virtual teams informed and in sync, it's not all about technology. There are seven key success factors for virtual teams, of which technology is only one. Others are human resource policies, training and development for team leaders and team members, standard organizational and team processes, organizational culture, leadership, and leader and member competencies. We'll look at these in more detail in the next article. Not all of the key success factors need to be in place for virtual teams to succeed. The implementation of virtual teams within an organization can actually push toward the attainment of key success factors. Successful virtual teams seem to demand certain conditions, and the existence of the teams will, over time, help to create the infrastructure conditions that make them work. NORTEL's Information Systems Group implemented virtual teams before it had attained many of the key success factors. The t

"Virtual team collaboration and innovation in organizations Document Information:Title: Virtual team collaboration and innovation in organizations Author(s): Leif Jarle Gressgård, (International Research Institute of Stavanger, Bergen, Norway) Citation: Leif Jarle Gressgård, (2011) "Virtual team collaboration and innovation in organizations", Team Performance Management, Vol. 17 Iss: 1/2, pp.102 - 119 Keywords: Innovation, Knowledge management, Knowledge sharing, Team working, Virtual organizations Article type: Conceptual paper DOI: 10.1108/13527591111114738 (Permanent URL) Publisher: Emerald Group Publishing Limited Abstract: Purpose - Virtual teams, understood as teams with geographically dispersed members communicating primarily by use of information and communication technologies (ICT), have become a viable form for work in innovation projects involving one or several organizations. Knowledge development and creation of a shared understanding among team members are often stressed as fundamental to successful innovation processes. This paper aims to address how use of ICT in team collaboration impacts on the creation of a shared understanding and knowledge development within the teams, and how these factors are important for organizations' innovation capabilities. Design/methodology/approach - Based on a review of the literature, the paper discusses how modern ICT may impact on the organization of innovative activities and organizations' innovation capabilities. Findings - Several important factors related to the use of ICT in teams working on innovation projects are highlighted. A conceptual model and directions for future research based on a literature review are proposed. Practical implications - Based on the discussion, a conceptual model is presented which highlights the need for well-functioning computer-mediated team interaction in order to realize the innovation potential of organizations. Originality/value - The paper emphasizes the re

"Results 1 - 21 of 21 Additional Information View Results by: 1 four stars Establishing Virtual R&D Teams: Obliged Policy Creator/Author: Nader Ale Ebrahim Shamsuddin Ahmed Zahari Taha; Date: 2012-08-04 Summary: In a global and technology oriented world the requirements that products and services have to fulfill are increasing and are getting more complicated. Research and development (R&D) is becoming increasingly important in creating the knowledge that mak... Collection: Computing Research Repository (arXiv) 2 four stars Target ISI Journals: "HOW TO WRITE/PUBLISH ISI PAPERS" Creator/Author: Nader Ale Ebrahim; Date: 2010-01-01 Summary: * "I wanted to write a high quality paper, how can I prepare in the shortest possible time?" * " I do not now the Journal acceptance procedure. How many steps are needed?" * "I have written an article, and I am not able to find a proper ISI Journal" * "I ... Collection: CiteSeer 3 four stars Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process Creator/Author: Nader Ale Ebrahim Shamsuddin Ahmed Zahari Taha; Date: 2012-10-28 Summary: In today s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements... Source: African Journal of Marketing Management, 1(9) (2009) 211-219 Collection: Computing Research Repository (arXiv) 4 four stars New Product Development in Virtual Environment Creator/Author: Nader Ale Ebrahim; Date: 2008-01-01 Summary: Purpose - The literature on the topic has evolved exponentially since eight years ago. Relaying on a review of studies published in recent years, this article proposes and discusses a framework which incorporates a set of virtual team

"Full-Text Articles in Entrepreneurial and Small Business Operations Virtual Teams And E-Entrepreneurship, Nader Ale Ebrahim Dec 2012 Practical Guide To Write A Phd Thesis, Nader Ale Ebrahim Nov 2012 Approach To Conduct An Effective Literature Review, Nader Ale Ebrahim Oct 2012 Publication Marketing Tools - "Enhancing Research Visibility And Improving Citations", Nader Ale Ebrahim Oct 2012 An Introduction To The Effective Use Of Research Tools Box, Nader Ale Ebrahim Jul 2012 Virtual R&D Teams Definition, Nader Ale Ebrahim Jul 2012 Effective Virtual Teams For New Product Development, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha Jun 2012 Virtual Collaborative R&D Teams In Malaysia Manufacturing Smes, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha, M. A. Wazed Feb 2012 Technology Use In The Virtual R&D Teams, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha Feb 2012 Collaboration Tools For Education - "Learn And Teach Online", Nader Ale Ebrahim Sep 2011 Managing Communication In New Product Development Process: Virtual R&D Teams And Information Technology, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha Jul 2011 The Effectiveness Of Virtual R&D Teams In Smes: Experiences Of Malaysian Smes, Nader Ale Ebrahim, Salwa Hanim Abdul Rashid, Shamsuddin Ahmed, Zahari Taha Jun 2011 How To Increase H-Index, Nader Ale Ebrahim Apr 2011 Virtual Collaborative R&D Teams In Malaysia Manufacturing Smes, Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha Feb 2011 Virtual R&D Teams: A Potential Growth Of Education-Industry Collaboration, Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha Feb 2011 Virtual Teams And Management Challenges, Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha Feb 2011 How To Conduct A Literature Review, Nader Ale Ebrahim Jan 2011 Determinants Of Foreign Direct Investment In Iran: An Empirical Study Using Stru

"Virtual Teams: From Merely Working Together to Truly Collaborating with One Another. 1 Posted by Sebastian Reiche | Posted on Jan 17, 2013 Category : Cases, Comments and Current Trends Tags: cultural diversity, distant leadership, global leadership, global organizations, virtual teams 'It's like monopoly on a global scale, with people, factories, offices, and ideas, crisscrossing the world to get the job done in time and on budget'. In my opinion, this metaphor that a recent CNN article mentioned serves as a fitting description for today's globally dispersed business environment, and as a great introduction for a blog post on global virtual teams. As global businesses adjust to these 'monopoly' settings, managing global virtual teams quickly becomes the norm. Although they are very attractive cost wise, and may also help to save time , managing global virtual teams effectively is still a challenge. There is limited face-to-face interaction, work occurs across different time zones, and collaboration involves different cultural and language backgrounds - all of which make virtual teamwork and virtual leadership quite a difficult task. This is probably one reason for why entering 'virtual team' into any Internet search engine results in a sheer endless number of publications with 'to do' and 'top tips' lists in their headings. And although the majority of recommendations for managing traditional teams would also serve well for virtual teams (e.g. specify roles, create a common meaningful goal, value all team members), the differences should be evident. Lacking face-to-face interaction makes virtual teams much more vulnerable to 'merely working together' instead of truly collaborating with one another. What happens naturally in groups who see each other daily should be deliberately fostered in remote virtual groups. In this context, a relevant HBR blog article suggests that global team leaders must deliberately create 'moments'.

"Papers: Year ↓ Title ↓ Cited ↓ 2009 Virtual Teams: a Literature Review In: Post-Print. [Full Text][Citation analysis] 8 2009 Virtual teams: A literature review.(2009) In: MPRA Paper. [Full Text][Citation analysis] This paper has another version. Agregated cites: 8 2009 Virtual R & D teams in small and medium enterprises: A literature review In: Post-Print. [Full Text][Citation analysis] 9 2009 Virtual R & D teams in small and medium enterprises: A literature review.(2009) In: MPRA Paper. [Full Text][Citation analysis] This paper has another version. Agregated cites: 9 2009 Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process In: Post-Print. [Full Text][Citation analysis] 3 2009 Modified stage-gate: A conceptual model of virtual product development process.(2009) In: MPRA Paper. [Full Text][Citation analysis] This paper has another version. Agregated cites: 3 2009 Innovation and R&D Activities in Virtual Team In: Post-Print. [Full Text][Citation analysis] 4 2009 Innovation and R&D Activities in Virtual Team.(2009) In: MPRA Paper. [Full Text][Citation analysis] This paper has another version. Agregated cites: 4 2009 Virtual Teams for New Product Development: An Innovative Experience for R&D Engineers In: Post-Print. [Full Text][Citation analysis] 8 2009 Virtual Teams for New Product Development - An Innovative Experience for R&D Engineers.(2009) In: MPRA Paper. [Full Text][Citation analysis] This paper has another version. Agregated cites: 8 2010 SMEs; Virtual Research and Development (R&D) Teams and New Product Development: A Literature Review In: Post-Print. [Full Text][Citation analysis] 2 2010 SMEs; Virtual research and development (R&D) teams and new product development: A literature review.(2010) In: Post-Print. [Full Text][Citation analysis] This paper has another version. Agregated cites: 2 2010 SMEs; Virtual research and development (R&D) teams and new product development: A literature review.(2010) In: MPRA Paper.

"RePEc Author Service Nader Ale Ebrahim Names first: Nader last: Ale Ebrahim Contact homepage: http://aleebrahim.com/ Affiliations Universiti Malaya English name: Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya website location: Malaysia, Kuala Lumpur Research profile author of: Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari Virtual Teams: A New Opportunity to Develop a Business by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari SMEs; Virtual research and development (R&D) teams and new product development: A literature review by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari Critical factors for new product developments in SMEs virtual team by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari Virtual Teams for New Product Development - An Innovative Experience for R&D Engineers by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari Dealing with Virtual R&D Teams in New Product Development by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari Concurrent Collaboration in Research and Development by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari New Product Development in Virtual Environment by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari R&D Network and value Creation in SMEs by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari Virtuality, Innovation and R&D Activities by Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahar

"Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Z. (2011) Virtual collaborative R&D teams in Malaysia manufacturing SMEs. In: 2nd International Conference on Mechanical, Industrial, and Manufacturing Technologies (MIMT 2011), February 26-28, Hotel Royal, Singapore. Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Zahari (2010) Virtual R&D teams: a potential growth of education-industry collaboration. In: 2nd International Congress on Engineering Education (ICEED 2010), 8th - 9th December, Sunway Resort Hotel & Spa, Kuala Lumpur, Malaysia. Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha , Z. (2010) Virtual teams: a new opportunity to develop a business. In: International Conference on Entrepreneurship Across Boundaries, 5 - 6 AUGUST, Section For Co-curricular Courses, External Faculty Electives and TITAS, University of Malaya, Kuala Lumpur, Malaysia. Ale Ebrahim, N.; Ahmed, S.; Taha, Z. (2010) Critical factors for new product developments in SMEs virtual team. African Journal of Business Management, 4 (11). pp. 2247-2257. ISSN 1993-8233 Ale Ebrahim, N.; Ahmed, S.; Taha, Z. (2010) Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs. African Journal of Business Management, 4 (11). pp. 2368-2379. ISSN 1993-8233 Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) Benefits and pitfalls of virtual R&D teams: an empirical study. In: 6th International Communication & Information Technology Management Conference (ICTM 2010) , February. 23-24, Tehran, Iran. Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Concurrent collaboration in research and development. In: National Conference on Design and Concurrent Engineering (DECON) 2008, 28-29 October 2008, Melaka, Malaysia. Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Dealing with virtual R&D teams in new product development. In: The 9th Asia Pacific Industrial Engineering & Management Systems Conference and the 11th Asia Pacific Regional Meeting of the International Foundation for

"Virtual Teams: a Literature Review by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha - AUSTRALIAN JOURNAL OF BASIC AND APPLIED SCIENCES , 2009 "... In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and s ..." Abstract - Cited by 5 (4 self) - Add to MetaCart In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted. Innovation and R&D Activities in Virtual Team by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha "... Innovation plays a central role in economic development, at regional

"Knowledge Virtualization and Local Connectedness among Smart High-tech Companies Contents: Author info Abstract Bibliographic info Download info Related research References Citations Lists Statistics Corrections Author Info Marina van Geenhuizen (m.s.vangeenhuizen@tudelft.nl) (Delft University of Technology, Delft) Peter Nijkamp (p.nijkamp@vu.nl) (VU University Amsterdam) Registered author(s): Peter Nijkamp Abstract Smart high-tech companies are characterized by knowledge intensity and open innovation. Even when these companies emerge in spatial clusters or dense urban places, they may utilize knowledge networks on a global scale. However, there is not much insight into the factors that shape knowledge networks, the role of virtualization herein and the impact of on global knowledge sourcing on local connectedness. This paper seeks to fill these gaps in understanding, by drawing on a selected sample of young high-technology companies in the Netherlands and application of rough set analysis to identify homogeneous categories of companies in the highly differentiated segment of young high-tech companies. The outcomes suggest that employing mainly local and employing mainly global knowledge networks coexist in city-regions, and that only part of the globalized companies are losing local connectedness, particularly those involved in co-creation with global customers and those acting as learning partners of multinational corporations ('reverse' knowledge transfer). Factors counteracting a weakening of local connectedness are specific local knowledge relationships and the strategy of developing local/regional customer markets. Download Info If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large. File URL: ht

"uccessful Global Teams Know How to Gain Traction Cornelius Grove & Willa Hallowell, 1998 This article appeared in the April 1998 issue of HRMagazine Focus, published by the Society for Human Resource Management. Following is the original, unedited typescript of that article. If you've ever tried to drive out of a snowdrift, you know that whirling wheels create even more slippery ice. Gunning your motor looks energetic and decisive, but it's more likely to yield frustration than forward movement. Or, you can get out and patiently dig and sand, preparing the conditions for success: traction for your wheels. If you're conscientious, you're on your way. So it is with global teams. Those that plunge right into work look efficient at first, but eventually spin their wheels. Those that succeed are guided by people who recognize the magnitude of the global team challenge and patiently prepare six conditions for success: Face-to-face relationships Informed, skillful leadership A communications "heartbeat" Intelliguent use of e-links A cross-cultural "third way" Time, money, managerial support 1. Face-to-face relationships The most productive global teams are those whose members enjoy working with each other so much that they want to do it again! This finding from a recent study by Dianne Hofner Saphiere (see references) resonates with the messages from other researchers who are seeking the conditions for success. All highlight the importance of trust, the glue of the virtual workplace. All say that, when it comes to making trust possible, face-to-face relationships have no equal, not even via electronic communications systems with every bell and whistle. By face-to-face, we don't mean videoconferencing. If you can't shake hands, you're not face-to-face. We're learning that informal, spontaneous talk adds value. It not only builds and maintains trust (which motivates people to work collaboratively), but it also absorbs the shocks of confli

"Technology Use in the Virtual R&D Teams - Nader Ale Ebrahim ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2012. Technology Use in the Virtual R&D Teams. American Journal of Engineering and Applied Sciences, 5, 9-14. Keywords: Collaboration teams; questionnaires; performance; cross-functional teams; product development; structural equation modeling; measurement model; literature review Downloads: 61 [texts] UM HIR Special Feature Nader Ale Ebrahim ( 27 5 2013) Edited - Nader Ale Ebrahim Abstract:The number of citations has over 30% share in Times Higher Education (THE) world university ranking system. Therefore, most of the researchers are looking for some helpful techniques to increase their citation record. Nader is developing a module for increasing the visibility of the research which directly influences the number of citations. This article reports just some of the key points of the module for improving the citation counts.Citation:N... Keywords: Research Tools; Increase H-index; Increase citations; Maximize visibility Downloads: 12 [texts] Maryam Farhadi's Paper In JATIT - Nader Ale Ebrahim M. FARHADI, H. SALEHI, M. A. EMBI, M. FOOLADI, H. FARHADI, A. AGHAEI CHADEGANI, and N. ALE EBRAHIM, "Contribution of Information and Communication Technology (ICT) in Country'S H-Index," Journal of Theoretical and Applied Information Technology, vol. 57, no. 1, 10 November, 2013. Keywords: Information and Communication Technology (ICT) development; H-index; Middle East Downloads: 14 [texts] Relationship among Economic Growth, Internet Usage and Publication Productivity: Comparison among ASEAN and World's Best Countries - Nader Ale Ebrahim Gholizadeh, H., Salehi, H., Embi, M. A., Danaee, M., Motahar, S. M., Ale Ebrahim, N., . . . Osman, N. A. A. (2014). Relationship among Economic Growth, Internet Usage and Publication Productivity: Comparison among ASEAN and World's Best Countries. Modern Applied Science, 8(2), 160-170. doi: 10.5539/mas.v8n2p160

"Organizations rely on collaboration in order to survive and grow in today's globalized world. This expansive collection of 19 titles covers topics such as distributed teams, virtual communities, the collaborative Web, trust in virtual environments, and much more, making it an ideal resource for academics and professionals with an interest in the use of technology to coordinate the efforts of individuals and accomplish an organization's goals. "

" Virtual R&D Teams for NPD in SMEs:Past, Present and Future Trend [Quick Edit] (2008) by Nader Ale Ebrahim, Shamsudin Ahmed, Zahari Taha posted to *file-import-10-10-31 virtual team small review rd papers nader medium literature enterprises ebrahims conference and ale by aleebrahim to the group Virtual R&D Teams on 2010-10-31 17:37:38 *****/ This copy of the article hasn't been liked by anyone yet(0) Abstract Copy My Attachments My Copy Abstract This paper provides a comprehensive review on different aspects of virtual teams based on authentic and reputed publications. The purpose of the state-of-the-art literature review is to provide an overview of what is known about the structure and dynamics of R&D collaboration in SMEs. SMEs are the backbone of the world business. The focus of the investigation is on virtual R&D teams in SMEs. After providing a definition and importance of virtual teams, research and development (R&D), small and medium enterprises ... Virtual R&D Teams: A Sustainable Infrastructure for Promoting SMEs [Quick Edit] (2008), pp. 217-223. by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha posted to *file-import-10-10-31 virtual teams smes small sized review rd medium literature enterprises and by aleebrahim to the group Virtual R&D Teams on 2010-10-31 17:37:38 *****/ This copy of the article hasn't been liked by anyone yet(0) Abstract Copy My Attachments My Copy Abstract Small and medium sized enterprises (SMEs) are a major part of the industrial economies. Their survival and growth has therefore been a prominent issue. Research and development (R&D) enables firms to create new technologies and/or to build on existing technologies obtained through technology transfer. Nowadays unpredictable environment suggests that many firms seek new ways of conducting their business through some kind of R&D activities to make a profit and stay ahead of the competition. To survive in the global economy SMEs ... SMEs: ERP or Virtual Collaboration Te

"Virtual R&D teams: A potential growth of education-industry collaboration Nader Ale Ebrahim, Shamsuddin Ahmed, ... Zahari Taha. crossref ():7-9 1 Dec 2010 We present our more than two years research experiences on virtual R&D teams in small and medium-sized enterprises (SMEs) and draws conclusions, giving special attention to the structure of virtual teams required to support education-industry collaboration. We report the relevant results of an onlin... "

"Bernardo T. Source College of Veterinary Medicine, Michigan State University, A227 Veterinary Medical Center, East Lansing, Michigan 48824, USA. tbernard@cvm.msu.edu Abstract 'A war against disease requires not only financial resources, sufficient technology, and political commitment, but also a strategy, operational lines of responsibility, and the capacity to learn along the way', according to J.D. Sachs. In our interdependent world, it is increasingly apparent that health is a global public good that requires collaboration across borders and generates transnational benefits. The same holds true for the information and knowledge necessary to uphold and defend it. It is only through collaboration that we can confront the complexity presented by host interactions and movement, genetic variability and environmental factors, ranging from chemical contamination to climate change. The Internet is an unprecedented tool for communication and collaboration which we need to use to best advantage for our purposes, be it to create value by combining data from various sources, harness mass reporting modalities, such as really simple syndication (RSS) feeds and blogs for surveillance and monitoring, participate in online ideas markets to spur research, use wikis to develop and share educational resources, or assemble virtual teams of experts as required. These are the skills for the 21st century which will facilitate disease prevention, early detection and rapid response to help protect human lives and livelihoods and to reduce the mass destruction of animals."

" RUNNING EFFECTIVE VIRTUAL TEAM MEETINGS - QUESTION 4 OF 4 Posted by Yael Zofi on Leading Virtual Meetings ChallengesWith the rise of virtual teams, I have had the opportunity over the past two years to run numerous webinars for professional groups and organizations on issues related to managing in the virtual space. Last month I conducted a webcast for AMA titled How to Effectively Lead Virtual Team Meetings which focused on successful practices for leading virtual meetings with full participant engagement. Attendees asked many interesting questions, which I believe are relevant to many of you. Therefore, I dedicated September's posts to answering selected questions asked by participants on this topic. Please click here to read the three prior questions and my comments. This fourth blog post on the topic focuses on handling challenging personalities during meetings, and concludes with what I call my 'golden rule' of cross cultural collaboration. As always, you can comment or send me a personal question via email: yael@aim-strategies.com, Facebook or LinkedIn. Question: Dealing with Dominant Personalities During Virtual Meetings "A few individuals do most of the talking during the virtual meeting, which crowds out others or discourages them. How do I handle dominant personalities that wish to either take over the discussion or override others' ideas?" Answer: If you don't want one person to dominate, it's up to you to monitor who is actively participating, and to (1) intervene when one person hogs air time and (2) engage everyone in the discussion, even if some participants say very little. As soon as you believe someone is dominating the discussion intervene immediately. For example, say, "Thanks, for making that point. Let's have Larry's take on that issue." Here are some other group dynamics to watch out for: Team discussions turning negative and personal Team members not contributing to the discussion

"Building Community in the Virtual Workplace Jennifer L. Carpenter "Work is a profoundly social activity. The design problem of cyberspace has thus become how to develop information systems that support work socially." -- Prof. David Hakken, SUNY Institute of Technology The Internet is more versatile than any other interactive medium available to us today. It enables us to communicate with friends or with total strangers, with individuals or with large groups, using our real names or remaining totally anonymous. The Internet is not simply a medium, like the telephone or mail system - it is also a place, a virtual community where people meet, engage in discourse, become friends, fall in love, and develop all of the relationships that are developed in physical communities. Yet, the very characteristics that make the Internet community unique - physical distance and the potential for anonymity - are the greatest obstacles to its success. Peter Kollock of UCLA's Center for the Study of Online Community explains, "The key challenges the Internet community will face in the near future are not simply technological, but also sociological: the challenges of social interaction and social organization. This is not to diminish the difficulties of creating new technologies, but rather to emphasize that even these tasks will pale beside the problems of facilitating and encouraging successful online interaction and online communities." 1 Nowhere are the social challenges of the Internet so pronounced as in the virtual workplace. More and more companies today rely on telecommuting to reduce overhead costs, increase productivity, and improve employee morale. 2 While technology and communications companies such as AT&T, Pacific Bell, Hewlett Packard, IBM and Cisco Systems have allowed telecommuting for years, financial services firms like Merrill Lynch and Arthur Anderson and retail companies like Levi Strauss, Pepsi Co., and Sears & Roebuck have recently instituted