INNOVATION PROCESS IS FACILITATED IN VIRTUAL ENVIRONMENT OF R & D TEAMSM. Shafia1, N. Ale Ebrahim2, S. Ahmed2, Z. Taha2 1Faculty of Industrial Engineering, University of Science and Technology (IRAN) 2Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya (UM) (MALAYSIA)Innovation is becoming the most important key issue for company's success in the 21st century. In the competitive environment it is necessary for the enterprises to put together different capabilities and services with the goal. It is widely accepted that innovation can be better achieved by working in team particularly in the virtual environments. The employed web services technology, although very popular nowadays but it is still not mature enough, so dealing with it can bring new findings. Virtual teams base on information technology are formed to facilitate transnational innovation processes and it should be noted that innovation has a positive impact on corporate performance if it is well guided. This has the pronounced effect when it comes to the learning issues as the virtual preconditions persist. In this environment the possibility of getting closer to the interest of learner from the new environment raise as the barriers being imposed by the service provider is reduced and the freedom of what is require to learn is improved. Information and communication technology has brought about significant changes in organizations and produced important benefits, including in the areas of innovation which is recognized as a prime source of national competitive advantage.
This contribution proposes a conceptual model for understanding and analyzing the process of virtual R&D team as an innovation and technology assimilation facilitator when it comes to the issue of conveying innovative message for learning by individuals. The context of the knowledge-based economy introduces a major shift from serial to simultaneous R&D in the way of idea conception to technology creation is conceived. This paper briefly reviews the existing perspectives on virtual teams and their effect on innovation and technology regarding the learning capability which is being altered. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in the topic. To support the theoretical analysis, this paper provides a comprehensive review based on authentic and reputed publications. We argue that scanty research has been conducted to facilitate understanding the problem of systematically governing creative innovation toward a technology through virtual R&D teams in the atmosphere of educating individuals based on what they interest them to learn.
keywords: virtual team, e-learning, innovation, research and development, learning.
Nader Ale Ebrahim on 07 Aug 12"Virtual Teams: Selection and Assessment of Team Members Stephen M. Urquhart Webster University Abstract This paper reviews current literature spanning theoretical and practical research of virtual teams. Ultimately, the paper will identify the most likely predictors of success to aid in the selection and assignment of employees and other members to a virtual team. Four key areas of research are covered: the virtual team environment; critical success factors in a virtual team; individual behaviors and success factors; and current practices for vetting and assigning virtual team members. Finally, a research approach is proposed to build on the currently defined success factors, measured in the context of how they would be applied in a virtual team setting. Introduction "Ever-greater virtualization is eating away at organizational structures and replacing them with networks of free agents." - Michael Malone, The Virtual Corporation (Ante, 2009) The concept of virtual teams has existed for more than two decades (Terrie, 1987; Kirkman, Rosen, Gibson, Tesluk and McPherson, 1995; Coyle and Schnaar, 1995), however, the technology to fully optimize the benefits of a team with members in different parts of the world in support of a common set of goals is relatively new and appears to be evolving. It is conceivable that the pace of technology has in some ways outstripped the capability of workers to keep up and adapt in a way where they can make a proactive and substantive contribution to organizational goals. Based on initial research into this area of concern, there appears to be insufficient guidance available to human resource (HR) practitioners and business managers in determining which employees are a good fit for a virtual team, what predictors can be used to accurately determine suitability, and how to effectively evaluate candidates for virtual assignments in advance to avoid failures and degraded productivity. This paper will evaluate the current lite