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"An integrated product design approach for development of a desktop organiser: CAD/CAE and design for environment as enablers of integration"

"Managing Geographically Dispersed Teams: From Temporary to Permanent Global Virtual Teams Tine Hansen VIA University College Alexander John Hope Northumbria University Robert C. Moehler University of Northumbria at Newcastle May 25, 2012 Abstract: The rise and spread of information communication technologies (ICT) has enabled increasing use of geographically dispersed work teams (Global Virtual Teams). Originally, Global Virtual Teams were mainly organised into temporary projects. Little research has focused on the emergent challenge for organisations to move towards establishing permanent Global Virtual Teams in order to leverage knowledge sharing and cooperation across distance. To close this gap, this paper will set the scene for a research project investigating the changed preconditions for organisations. As daily face-to-face communication is not the basis for developing manager-subordinate, as well as member-member relations, the development of teams to work together efficiently and effectively in a virtual setting has often been neglected. Part of this discussion are the changed parameters in relation to increasing global competition; a new generation of self-lead digital natives, who are already practising virtual relationships and a new approach to work, and currently joining the global workforce; and improved communication technologies. Number of Pages in PDF File: 16 Keywords: Global Virtual teams, ICT, leadership, motivation, self-management, millenials working papers series "

"AsiaSim 2012 Communications in Computer and Information Science 2012, pp 230-239 Exploring a P2P Based Collaborative Feature Modeling through a Procedural 3D CAD Language Jiacai Wang, Ichiro Hagiwara Look Inside Get Access Abstract Real time collaborative feature-based CAD modeling within geographically dispersed participants is one of the current research hot spots in collaborative design community. Most existing collaborative design prototypes are based on C/S network architecture which has some weaknesses, such as a single point of failure and bottleneck, low expansibility and higher maintenance costs. This paper proposed a more effective and efficient scheme of real time collaborative parametric feature-based CAD modeling through concurrently programming 3D CAD model macro file with a procedural 3D CAD scripting language within a Peer-to-Peer (P2P) based collaborative editing system of our PRC platform, developed on the top of an improved JXTA. This paper describes the hybrid P2P network infrastructure, the procedural 3D CAD language, and a hierarchical, dynamic locking approach for consistent maintenance in P2P based collaborative editing. The rudimentarily developed prototype has verified that the proposed scheme is feasible. AsiaSim 2012 AsiaSim 2012 Look Inside Other actions Export citations About this Book "

"Journal of Information & Knowledge Management (JIKM) 2005 - 2012 Edited by Professor Suliman Hawamdeh from World Scientific Publishing Co. Pte. Ltd. Series data maintained by Tai Tone Lim (tltai@wspc.com.sg). Access Statistics for this journal. Track citations for all items by RSS feed Is something missing from the series or not right? See the RePEc data check for the archive and series. Volume 09, issue 04, 2010 Investigating Barriers to Knowledge Management Success: A Conceptual Model and a Comparative Case Analysis pp. 303-318 Downloads Chihab BenMoussa Personal Knowledge Abilities and Knowledge Management Success pp. 319-327 Downloads Iftikhar Hussain, Shakeel Ahmed and Steven Si An Analysis of the Impact of Blogging on Knowledge Processes pp. 329-339 Downloads Stefania Mariano Knowledge Management in Small- and Medium-Sized Enterprises pp. 341-353 Downloads Joanna DiPasquale and Claire R. McInerney Staff Motivation at Kuwait University Libraries pp. 355-363 Downloads Taghreed Alqudsi-ghabra and Huda H. Mansouri Technology Transfer Mediations of Technical Writers: Perspectives from the Philippine Software Industry pp. 365-375 Downloads Francis Raymond Calbay KM Modules: An Analysis of Coursework pp. 377-385 Downloads Sajjad ur Rehman and Haya Sumait Contribution of Knowledge Management Practices in Creating Sustainable Competitive Advantage for Business Schools in India pp. 387-397 Downloads Pankaj Madan and Sheetal Khanka Volume 09, issue 03, 2010 A Series of Encounters: The Information Behaviour of Participants in a Subject-Based Electronic Discussion List pp. 183-201 Downloads Sally Irvine-Smith Knowledge Economy in India: Challenges and Opportunities pp. 203-225 Downloads Sonali Bhattacharya Information and Communication Technology (ICT) Policy: A Quantitative Assessment for Sustainable Development pp. 227-239 Downloads Mirghani S. Mohamed, Mona A. Mohamed and Kevin J. O'Sullivan Growing the ERM Energy and

"A Conceptual Model of Virtual Product Development Process by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha"

" Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs Added by aleebrahim Item Type Journal Article Title Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs Author Ale Ebrahim, Nader Author Ahmed, Shamsuddin Author Taha, Zahari Abstract This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literatures, attempt has been made to study the aspects by online survey method in Iran and Malaysia. In both countries, SMEs play an important role in their economies, employments, and capacity building. Virtual R&D team can be one of the means to increase SMEs efficiency and competitiveness in their local as well as global markets. In this context, surveys have been conducted to evaluate the effects of virtuality to the growth of SMEs. The study addresses some differences between two countries in engaging virtual research and development (R&D) teams in their SMEs. It is observed that there is a significant difference between the SMEs turnover that employed virtual team and that did not employ the virtual team. The way for further studies and recommend improvements are proposed. Publication African Journal of Business Management Volume 4 Issue 11 Pages 2368-2379 Date 2010 4 September URL http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1688934 Extra undefined Afr. J. Bus. Manage. Tags Virtual R&D team, small and medium enterprises, survey, developing countries."

"Coaching wielokulturowych zespołów wirtualnych 20.03.2012 11:00 2 wyświetleń 0 komentarzy Tagi: Quality, Czas, Europie, International, Projekt, Prace, Główny, Logistics, Systems, Przygotowanie, Projektu, Business, Grupa, Organizacja, Global, Group, Work, Team, Start, Page, Akademii, Jako, Management, Engineering, Development a5Bożena Wujec, Rozdział w książce pod red. Lidii D. Czarkowskiej "Coaching katalizator rozwoju organizacji"; Referat wygłoszony na II Międzynarodowej Konferencji Coachingu &Coaching jako katalizator rozwoju organizacji&, Akademia Leona Koźmińskiego, 23-25 stycznia 2011 Coaching zespołów wirtualnych, które dodatkowo są wielokulturowe jest złożonym rodzajem interwencji. Zawiera w sobie aspekty związane z nie tylko z funkcjonowaniem indywidualnych osób i grup, lecz także zespołów międzynarodowych i wielokulturowych w wyjątkowym, wirtualnym środowisku pracy. Organizacje pierwszej dekady XXI wieku działające w niezwykle dynamicznym, zmiennym i złożonym środowisku stają obecnie przed szeregiem ważnych wyzwań. Po pierwsze, wszelka działalność ekonomiczna zmierza w kierunku globalizacji (Acs, Preston 1997). Po drugie, ograniczoność zasobów planety oraz kwestie ekologiczne powodują konieczność zupełnie nowych, innowacyjnych rozwiązań technologicznych. Po trzecie, niezwykle wysoka globalna konkurencyjność wymaga szybkich działań biznesowych i skrócenia czasu dotarcia produktu na rynek. Nowe wyzwania kreują potrzebę nowych rozwiązań w sferze badań i rozwoju, technologii produkcji, organizacji oraz nowoczesnych metod pracy i logistyki. Jest to niezwykłe zadanie biorąc pod uwagę fakt, że ściśle współpracujące ze sobą działy są często odległe od siebie o tysiące kilometrów i kilka stref czasowych. Z drugiej strony, szybki rozwój mediów informatycznych i elektronicznych powoduje, że ich praca staje się prostsza, szybsza i bardziej efektywna (Hertel 2005). Złożone zadania

"Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs 1 year ago 1 Comments 120 Views Project, Program & Portfolio Management This paper presents the results of empirical research conducted during March to September 2009. The study focused on the influence of virtual research and development (R&D) teams within Malaysian manufacturing small and medium sized enterprises (SMEs). The specific objective of the study is better understanding of the application of collaborative technologies in business, to find the effective factors to assist SMEs to remain competitive in the future. The paper stresses to find an answer for a question "Is there any relationship between company size, Internet connection facility and virtuality?". The survey data shows SMEs are now technologically capable of performing the virtual collaborative team, but the infrastructure usage is less. SMEs now have the necessary technology to begin the implementation process of collaboration tools to reduce research and development (R&D) time, costs and increase productivity. So, the manager of R&D should take the potentials of virtual teams into account."

"Developing Real Skills for Virtual Teams"

" General Management Guest Blogger 5 secrets to managing a virtual team By Yael Zofi on December 7th, 2011 | Comments (0) 24 inShare Yael Zofi is founder and CEO of human capital consulting firm AIM Strategies and author of the new book "A Manager's Guide to Virtual Teams." Her organization development work focuses on helping leaders and their teams become more successful through organizational alignment. She has created many team-based alignment tools, facilitated global team strategy retreats, designed international talent management programs and facilitated merger integrations with three global organizations. As a virtual manager, how can you tell if someone is really working? When a team member continually pushes back deadlines, are the reasons valid? How long does it take to detect someone who is not fulfilling his or her responsibilities in a virtual environment? What do you do if someone stops responding to your e-mails and phone calls, and you cannot stop by his or her desk? Is this team member lost, missing or just avoiding you? Many clients tell me that the virtual environment makes it easier for team members to hide. Some members may take advantage of the lack of daily oversight and get "lost" - hence the phrase "lost riders." The first clue is that deadlines are continually pushed back, and then deliverables aren't produced for days, weeks or months. The critical time to notice situations that could lead to potential issues is during the early phase of a new project or when a new member joins the team. And when you do notice a problem, follow these helpful tips to resolve them. Tips for handling lost riders: Have short-term goals and deliverables. That way, you can identify issues early. Bring issues to light as soon as you discover them. Discuss them with the members involved. Come up with techniques to deal with people who are not responding. You can prevent this behavior by creating team rules early in the life of

" Team Compact Posted in July 7th, 2008 Broadly speaking, a team compact is a document that: Establishes guidelines and boundaries for behavior within a team. Clarifies what's expected of each member at different stages of the team's task or project. Determines a framework for interactions in the present as well as future time. A team compact is similar to the team charter that project managers create for their teams. A critical difference is that a team charter is created by a team leader with input from key stakeholders, such as the project sponsor and team members whereas a team compact is created by the team. Importance of a team compact for virtual teams Very often, members of a virtual team have not worked with each other before. Consequently, they have uncertainty about others in the team (e.g., can I depend on this member? is s/he capable of doing the work? will s/he watch out for me?) and the work to be carried out in the team. This uncertainty inhibits the formation of trust, which is an important prerequisite for creating a cohesive and high performance team. When a team creates a team compact, it is giving itself a chance to reduce (if not eliminate) the uncertainty faced by its members. As part of the process of creating a team compact, team members create rules of engagement, which make explicit the what, when, who, and how of task completion, decision-making, and communication within the team. Among the things covered by the rules of engagement are the nature and frequency of communication, communication media to be used, the values that the team will live by, the response times for messages, how conflict will be resolved, how the decisions will be made (including who makes what decisions), and how the tasks will be completed (including who accomplishes what tasks). The team compact's value is in compelling the team to discuss roles, expectations, and protocols. In addition to clarifying expectations for team members and impro

"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

"Task Types and Team-Level Attributes Synthesis of Team Classification Literature Jessica L. Wildman1 Amanda L. Thayer1 Michael A. Rosen2 Eduardo Salas1 John E. Mathieu3 Sara R. Rayne4 1University of Central Florida, Orlando, FL, USA 2Johns Hopkins University School of Medicine, Baltimore, MD, USA 3University of Connecticut, Storrs, CT, USA 4FedEx Corporate Services, Memphis, TN, USA Eduardo Salas, University of Central Florida, Institute for Simulation and Training, 3100 Technology Parkway, Orlando, FL 32826, USA Email: esalas@ist.ucf.edu Abstract Within team research, there is no shortage of literature classifying teams. However, the team taxonomic literature suffers from a few limitations. First, many taxonomies claim to classify teams into mutually exclusive classes, yet when examined closely, are not. Second, some of the most well-known taxonomies are descriptive of various tasks teams engage in, but not of the holistic team-level properties that define different types of teams. A clear understanding of both is necessary if human resource development (HRD) professionals are to develop and train different teams effectively. Therefore, the purpose of the current article is twofold: to present an integrative taxonomy of task types and a set of team-level characteristics that have been carefully synthesized from the prior literature and to explain how these tools can be used in conjunction to inform team-oriented HRD research and practice. "

" Modified stage-gate: A conceptual model of virtual product development process"

"ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009a. Virtual R & D teams in small and medium enterprises: A literature review. Scientific Research and Essay, 4, 1575-1590. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009b. Virtual Teams for New Product Development - An Innovative Experience for R&D Engineers. European Journal of Educational Studies, 1, 109-123. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009c. Virtual Teams: a Literature Review. Australian Journal of Basic and Applied Sciences, 3, 2653-2669."

"How do you develop a positive and resilient attitude within your virtual team? Sometimes we can go weeks without being appreciated for the important work we contribute, and this can feel deflating. Slowly, a negative attitude can seep into our lives, and before we know it, we become pessimistic and cynical. Fortunately, we can learn to become more optimistic. It all depends on how you frame both negative and positive events. Have you trained yourself to look for the positive aspects in a failed project or assignment? Do you encourage yourself for a job well done, considering the hard work and dedication you put forth, instead of just brushing it off? What are some ways you keep yourself, and your virtual team, in a hearty, resilient frame of mind? We'd love to hear from you!"