Skip to main content

Home/ Virtual R&D Teams/ Group items tagged software

Rss Feed Group items tagged

Nader Ale Ebrahim

Search results for "Virtual Teams" - FacetedDBLP - 0 views

  •  
    " Alanah Mitchell, Ilze Zigurs Trust in virtual teams: solved or still a mystery? Search on Bibsonomy DATA BASE The full citation details ... 2009 DBLP DOI BibTeX RDF computer mediated groups, group task, trust, virtual teams, distributed teams, collaboration technology 3 Rose Saikayasit, Sarah Sharples The Influence of Shared-Representation on Shared Mental Models in Virtual Teams. Search on Bibsonomy HCI The full citation details ... 2009 DBLP DOI BibTeX RDF shared-representation, collaboration, virtual teams, shared mental models 3 Niina Nurmi Unique Stressors of Cross-Cultural Collaboration through ICTs in Virtual Teams. Search on Bibsonomy HCI The full citation details ... 2009 DBLP DOI BibTeX RDF Coping, Virtual Teams, Stress, Cross-Cultural Collaboration 3 Hilko Donker, Malte Blumberg Collaborative process management and virtual teams. Search on Bibsonomy CHASE The full citation details ... 2008 DBLP DOI BibTeX RDF groupware, project management, virtual teams, process management, collaborative process, collaborative software, team effectiveness 3 Anne Powell, Gabriele Piccoli, Blake Ives Virtual teams: a review of current literature and directions for future research. Search on Bibsonomy DATA BASE The full citation details ... 2004 DBLP DOI BibTeX RDF IS teams, distributed collaborative work, computer mediated communication, virtual teams 3 Pierre A. Balthazard, Richard E. Potter, John Warren Expertise, extraversion and group interaction styles as performance indicators in virtual teams: how do perceptions of IT's performance get formed? Search on Bibsonomy DATA BASE The full citation details ... 2004 DBLP DOI BibTeX RDF big five personality model, contextual performance, extraversion, group interaction styles, virtual teams, expertise, task performance 3 Claude Godart, Pascal Molli, Gérald Oster, Olivier Perrin, Hala Skaf-Molli, Pradeep Ray, Fethi A. Rabhi The ToxicFarm Integrated Cooperation Framework for Vi
Nader Ale Ebrahim

Co-sourcing in software development offshoring: A case study of risk perception and all... - 0 views

  • Co-sourcing in software development offshoring: A case study of risk perception and alleviation
  •  
    "Co-sourcing in software development offshoring: A case study of risk perception and alleviation Research - peer-review › Article in proceeding Documents Schlichter_&_Persson_2013_-_The co-sourcing strategy in software development offshoring 301 KB, PDF-document 03/12/13 Links Proceedings By the same authors Business-case metode for kommunale IT-investeringer, version 2.0 Book The Cross-Cultural Knowledge Sharing Challenge: An Investigation of the Co-location Strategy in Software Development Offshoring Article in proceeding A Business Case Method for IT Investments in Danish Municipalities Book chapter Agile distributed software development : enacting control through media and context Journal article E-government value priorities of Danish local authority managers Book chapter Bjarne Rerup Schlichter John Stouby Persson Department of Computer Science Research Centre for Socio-Interactive Design Information Systems SFX-link View graph of relations Software development projects are increasingly geographical distributed with offshoring, which introduce complex risks that can lead to project failure. Co-sourcing is a highly integrative and cohesive approach, seen successful, to software development offshoring. However, research of how co-sourcing shapes the perception and alleviation of common offshoring risks is limited. We present a case study of how a certified CMMI-level 5 Danish software supplier approaches these risks in offshore co-sourcing. The paper explains how common offshoring risks are perceived and alleviated when adopting the co-sourcing strategy in a mature (CMMI level 5) software development organization. We found that most of the common offshoring risks were perceived and alleviated in accordance with previous research, with the exception of the task distribution risk area. In this case, high task uncertainty, equivocality, and coupling across sites was perce
Nader Ale Ebrahim

Co-sourcing in software development offshoring - Research - Aalborg University - 0 views

  •  
    "Co-sourcing in software development offshoring: A case study of risk perception and alleviation Research - peer-review › Article in proceeding Documents Schlichter_&_Persson_2013_-_The co-sourcing strategy in software development offshoring 301 KB, PDF-document 03/12/13 Links Proceedings By the same authors Investigating multimodal communication in virtual meetings: The sharing of dynamic representations Journal article Trust in Co-sourced Software Development Article in proceeding Business-case metode for kommunale IT-investeringer, version 2.0 Book The Cross-Cultural Knowledge Sharing Challenge: An Investigation of the Co-location Strategy in Software Development Offshoring Article in proceeding A Business Case Method for IT Investments in Danish Municipalities Book chapter Bjarne Rerup Schlichter John Stouby Persson The Faculty of Engineering and Science Department of Computer Science Research Centre for Socio-Interactive Design Information Systems SFX-link View graph of relations Software development projects are increasingly geographical distributed with offshoring, which introduce complex risks that can lead to project failure. Co-sourcing is a highly integrative and cohesive approach, seen successful, to software development offshoring. However, research of how co-sourcing shapes the perception and alleviation of common offshoring risks is limited. We present a case study of how a certified CMMI-level 5 Danish software supplier approaches these risks in offshore co-sourcing. The paper explains how common offshoring risks are perceived and alleviated when adopting the co-sourcing strategy in a mature (CMMI level 5) software development organization. We found that most of the common offshoring risks were perceived and alleviated in accordance with previous research, with the exception of the task distribution risk area. In this case, high task uncertainty, equivo
Nader Ale Ebrahim

Research Paper Publishing - IJSER, Volume 4, Issue 1, January 2013 - 0 views

  •  
    "Organizational Citizenship Behaviour of Distributed Teams: A Study on the Mediating Effects of Organizational Justice in Software Organizations[Full-Text ] Harry Charles Devasagayam Globalization has changed the dynamics of team working in software development. Part of adapting and accepting globalization is to work with a heterogeneous group of people located in different parts of the world with different perceptions, different attitudes and varied characteristics. The challenge for software development organizations in this scenario is to source, coordinate and manage an adept pool of professionals and help them work for complementing tasks of distributed teams, keep them motivated so as to practice extra role behaviors which will in turn help the organization grow its business. However, in order that distributed employees feel motivated, valued and respected; the organizations through their employee friendly policies create an environment for people to perceive organizational support and role efficacy. A fairly supportive system and effective utilization of competencies is likely to create a sense of organization being fair to employees. This research examined the relationships between perceptions of organizational support, role efficacy and organizational citizenship behavior by examining the mediating effects of organizational justice. A questionnaire was given to 970 software professionals. The responses of 276 people selected through a convenience sample across globally located software organizations was used for the study. The data collected from the responses was analyzed using factor analysis to rule out factors not contributing to the study. Further the data was analyzed using correlation coefficient and hierarchical regression tests to find out the relationship and mediating effects between variables. There are seven hypotheses in this study. All of which has been accepted. As predicted a significant relationship was found between perceived organizatio
Nader Ale Ebrahim

Ontology based interface design and control methodology for collaborative product devel... - 0 views

  •  
    "Ontology based interface design and control methodology for collaborative product development Keyvan RahmaniCorresponding author contact information, E-mail the corresponding author, E-mail the corresponding author [Author Vitae], Vincent Thomson1, E-mail the corresponding author [Author Vitae] Department of Mechanical Engineering, McGill University, 817 Sherbrooke St. West, Montreal, Quebec, H3A 2K6, Canada Received 20 January 2011. Accepted 11 December 2011. Available online 24 December 2011. http://dx.doi.org/10.1016/j.cad.2011.12.002, How to Cite or Link Using DOI Permissions & Reprints Abstract Interfaces between subsystems in collaborative product development projects are presently defined by interface control documents. This paper presents a computer aided methodology for defining and controlling subsystem interfaces. Interfaces are considered as interconnections between subsystem ports. Ports are specified by using an ontology that ensures consistency of interface definitions among different design teams. Every port that is based on the ontology is eventually defined by a set of attributes that are derived from its form and function. Interfaces between ports are formed when ports are mated. The essence of port mating is described by logical information that is expressed in two forms. First, a set of requirements are defined for an individual port to ensure that it functions properly. Second, connectivity rules are expressed between ports to guarantee that they integrate correctly. A software architecture that operates on port information and controls the status of subsystem interfaces during collaboration is described. A piece of software is implemented based on the proposed architecture and its functionality is demonstrated by two examples. The examples show how the software can be used to replace interface control documents and support collaboration. The software allows designers to load subsystem descriptions from a shared
Nader Ale Ebrahim

What kind of software and online services are research labs using for social collaborat... - 0 views

  •  
    "Question What kind of software and online services are research labs using for social collaboration, and project, knowledge and lab management? There is a wide variety of cloud-based and locally installable software tools available for potentially enhancing the output of a research lab. These include (with examples): project management (Basecamp), wikis (Confluence), microblogging (Yammer), document management (Skydox), reference management (Mendeley), scientific collaboration platforms (colwiz), general online collaboration platforms (Zoho), e-notebooks (Labvantage), laboratory management systems (CambridgeSoft) and instant messaging (Skype). We are currently looking to improve the way we work in our lab regarding communication and data management. Being an academic research unit of about 80 people studying nanophotonics, we are currently generating huge amounts of data on network drives and paper notebooks, and communicating in a semi-random fashion. Everyone is using their own tools. Clearly there is much room for improvement, or is there? So, the question is, what kind of software services are other labs using? How did you identify the needs of the users, selected the tool and got everyone to use it? in Topics / Science 2.0 and Open Access Answer Share 2 Votes · 2 Answers · 4 hours ago All Answers (2) [Roi Paz] Roi Paz · 4.8 · Interdisciplinary Center Herzliya Our lab find Sparklix as our main e-notebook, wilki, project management, collaboration tool, document and files management. They give unlimited space and it is for free. Also shortly they will release an inventory system.. Check them our at http://www.sparklix.com/ 7 minutes ago [Antonio Badia] Antonio Badia · University of Louisville As far as I know, this is still a research area. Just handling all the data (generating metadata, annotating, classifying, making it available for search and browsing) is a huge challenge. I do not know of any *comprehensiv
Nader Ale Ebrahim

ScienceDirect.com - Procedia Technology - ICT Tools Functionalities Analysis for the De... - 0 views

  •  
    "Procedia Technology Volume 5, 2012, Pages 649-658 4th Conference of ENTERprise Information Systems - aligning technology, organizations and people (CENTERIS 2012) Cover image ICT Tools Functionalities Analysis for the Decision Making Process of Their Implementation in Virtual Engineering Teams Cosmina Carmen Aldeaa, Anca-Diana Popescua, Anca Draghicia, Corresponding author contact information, E-mail the corresponding author, George Draghicib a Politehnica University of Timisoara, Management Faculty, 14 Remus str., 300191 Timisoara, Romania b Politehnica University of Timisoara, Mechanical Engineering Faculty, 1 Mihai Viteazu Str., 300222 Timisoara, Romania http://dx.doi.org/10.1016/j.protcy.2012.09.072, How to Cite or Link Using DOI Permissions & Reprints Abstract Modern businesses processes are developed by virtual teams (VT) using an adequate collaborative environment consist of specific software, information technology platforms linked together by Internet/Extranet/Intranet. The required functionalities of the ICT tools/platforms have been developed in terms related to knowledge management activities as: sharing, transfer, acquisition, integration, archive etc. that are needed by virtual networks activities. In this context, the paper presents an overview of VT definitions and characteristics that reinforce them with efficiency-effectiveness. Then will be analyzed the software tools main functionalities that are needed to support the VT tele-working and there will be presented the decision making process approach for choosing the right software solution (using ELECTRE method). Keywords Information and Communication Technologies (ICT); Virtual Teams (VT); Collaborative Work; Software Functionalities"
Nader Ale Ebrahim

Top 15 Free Video Conferencing Tools 2012 - 0 views

  •  
    "Top 15 Free Video Conferencing Tools 2012 Best free downloadable and web-based video conferencing tools for holding multi-party video calls Photo of Robin Good Robin Good 1,612 followers, 18 pins Hall.com - Free video conferencing for up to 6 people on Windows, Mac and Linux - http://hall.com Hall.com - Free video conferencing for up to 6 people on Windows, Mac and Linux - hall.com 2 likes 3 repins hall.com Google Hangouts - Web-based - Video conferencing for up to 10 participants. www.google.com/hangouts/ Google Hangouts - Web-based - Video conferencing for up to 10 participants. www.google.com/... 4 repins google.com Pligus - Web-based - Free collaboration and video conferencing for up to 4 people. http://www.pligus.com Pligus - Web-based - Free collaboration and video conferencing for up to 4 people. www.pligus.com 2 likes 2 repins pligus.com Meetings.io - Web-based - Free persistent video conferencing rooms for up to 5 people - http://meetings.io Meetings.io - Web-based - Free persistent video conferencing rooms for up to 5 people - meetings.io 2 likes 3 repins meetings.io Emeet.me - Web-based - Free video conferencing for up to 5 people - http://emeet.me Emeet.me - Web-based - Free video conferencing for up to 5 people - emeet.me 2 likes 3 repins emeet.me Vidyoway - Free HD videoconferencing for up to 9 people which works across standard PCs, mobile units and legacy systems - http://info.vidyo.com Vidyoway - Free HD videoconferencing for up to 9 people which works across standard PCs, mobile units and legacy systems - info.vidyo.com 2 likes 3 repins info.vidyo.com Zoom.us - iOS, Windows, Mac - Free video conferencing for up to 15 people - http://zoom.us Zoom.us - iOS, Windows, Mac - Free video conferencing for up to 15 people - zoom.us 3 likes 4 repins zoom.us QNext - Windows, Mac, Linux - Downloadable software integrates video conferencing feature for up to 4 people - http://www.qnext.com QNext - Windows, Mac, Linux - Downloadable softw
Nader Ale Ebrahim

Scopus - Document details - 0 views

  •  
    "eam Performance Management Volume 23, Issue 5-6, 2017, Pages 227-242 Working separately but together: appraising virtual project team challenges(Article) Zuofa, T.aEmail Author, Ochieng, E.G.bEmail Author View Correspondence (jump link) aFaculty of Engineering, Environment and Computing, Coventry, United Kingdom bCranfield School of Management, Cranfield University, Cranfield, United Kingdom Abstract View references (72) Purpose: This paper aims to extend the extant knowledge on virtual teams by examining the challenges of virtual project teams in organisations in Nigeria. Design/methodology/approach: Data were collected through semi-structured interviews. Totally, 20 interviews were recorded, transcribed and analysed. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the virtual project team issues identified by participants. Findings: The findings from this study confirmed the growing relevance of virtual project teams in highly competitive global business environments. It emerged that some of the challenges identified in the study had some level of congruence with those previously identified from similar studies from other geographical locations. The findings also suggested that challenges in virtual project teams can be linked to the organisation, the project team and the virtual environment or even a combination of all. Practical implications: The present study corroborates the position that managing virtual project teams requires additional efforts to attain their objectives through effective communications and the adoption of appropriate technology. Originality/value: The originality of this study lies in its exploration of virtual project team challenges in a sub-Saharan Africa country (Nigeria). By identifying the challenges associated with virtual project teams, stakeholders will be better able to successfully establish and manage virtual project teams better. © 2
Nader Ale Ebrahim

"How Can Software Development Companies Build Engagement to Common Goal" by Greg Bartlo... - 0 views

  •  
    "How Can Software Development Companies Build Engagement to Common Goals Among Globally Dispersed Teams? Greg Bartlomiejczuk, Cornell University Nicholas Born, Cornell University Publication Date Spring 2015 Abstract It's hard enough to get people who are co-located onto the same page. Add to that the complexity of multiple regions, varying cultures, and virtual communication that characterize globally dispersed teams, and the demands placed on leaders can quickly multiply. Not surprisingly, participation in and management of globally dispersed teams comes with its own unique opportunities and challenges. Globally dispersed teams allow organizations to garner talent from around the world, have greater cost flexibility, and can bring diverse perspectives to the table. On the other hand, they must overcome a greater likelihood of communication breakdowns, lack of collaboration, dissimilar work processes, and difficulty building trust and cohesiveness. In response, we embarked on our own investigation of what makes globally dispersed teams - specifically in the software development industry - high performing. Drawing from real-world examples, we will propose 3 key areas that HR professionals should hone in on to ensure that globally dispersed teams remain engaged, collaborative, and focused on common goals. Comments Suggested Citation Bartlomiejczuk, G., & Born, N. (2015). How can software development companies build engagement to common goals among globally dispersed teams?Retrieved [insert date] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/student/76 Required Publisher Statement Copyright held by the authors. "
Nader Ale Ebrahim

Creating a Company Culture with a Virtual Team | BostInno - 0 views

  •  
    " Creating a Company Culture with a Virtual Team July 11th, 2012 by Caroline McAlpine Posted in company culture, Management, teams, Virtual Worker Beehive Media +1 0 1 inShare When I arrived at Beehive Media last fall to take on my new role as the Client Services Director, one corporate behavior I had to quickly shed and transform was having historically only managed a core team face-to-face. Beehive Media's team is a virtual one - geographically dispersed in the greater Boston and New York areas, as well as Ukraine. Experts have studied virtual teams for the last three decades and from everything I've seen and read in the last six months, managing one is both an art and a science (sometimes a hair raising science - our CEO has no hair…coincidence?) A lot goes into managing a team across great distances, but with practice, a virtual team can be a great thing. When considering your virtual team, key questions arise such as when should we meet face-to-face? How will we communicate? What software solutions will help us manage and complete our work? How do you manage a virtual team's workload? When should we meet face-to-face? Convening a virtual team face-to-face makes complete sense; the real question to immediately ask is when and why. When you consider the stages of team development (organizational development) -forming, storming, norming, performing and adjourning (based on Bruce Tuckman's model)-it's most critical to meet as a team in the beginning when it's newly formed. It's important to meet early since people don't know each other. It's also an opportunity to create a team culture with norms, establish ground rules and expectations. Finally it's key to start to develop integral relationships among team members. Of course it's also key to meet face to face at critical points in a project - some things are better solved in person. Identifying these times is key and better to err on the side of meeting too often at the begi
Nader Ale Ebrahim

Toward a Theoretical Concept of E-Collaboration through Project Management in SMEs for ... - 0 views

  •  
    "Review Article Toward a Theoretical Concept of E-Collaboration through Project Management in SMEs for Reducing Time and Cost in New Product: A Review M. Mohammadjafari, S.Z.M. Dawal, S. Ahmed and H. Zayandehroodi ABSTRACT Reducing time and efficient project execution is an objective in many industries and project management is one of the important keys for lead the company to this allegation. The project manager needs some tools for lead the firm to the success. Collaboration is one way to success and collaboration has many types, one kind is electronic collaboration. On the other hand, small and Medium Size Enterprises (SMEs) are a part of manufacturing industries. Combining a literature review with our empirical experience we found that relationship between the project manager and related departments for production is essential for reducing time and cost in new product development. In this study, we describe about some definition of project management, E-collaboration, SMEs and new product and review some articles around this area. Services E-mail This Article Related Articles in ASCI Similar Articles in this Journal Search in Google Scholar View Citation Report Citation How to cite this article: M. Mohammadjafari, S.Z.M. Dawal, S. Ahmed and H. Zayandehroodi, 2011. Toward a Theoretical Concept of E-Collaboration through Project Management in SMEs for Reducing Time and Cost in New Product: A Review. Journal of Applied Sciences, 11: 174-182. DOI: 10.3923/jas.2011.174.182 URL: http://scialert.net/abstract/?doi=jas.2011.174.182 Received: August 16, 2010; Accepted: September 30, 2010; Published: November 10, 2010 INTRODUCTION Manufacturing industries play a vital role in many countries. SMEs are a part of manufacturing industries, but they have some limitation for attending and also for remaining in the market, especially in the global market (Mohammadjafari et al., 2010a). SMEs cannot compete with big companies, unless, they attend to customer needs.
Nader Ale Ebrahim

Leadership e tecnologia nei team virtuali - Padua@Research - 0 views

  • Ebrahim, N. A., Ahmed, S., & Taha, Z. 2009. Virtual R & D teams in small and medium enterprises: A literature review. Scientific Research and Essays, 4(13): 1575-1590. Cerca con Google
  •  
    "Poliandri, Vincenza (2013) Leadership e tecnologia nei team virtuali. [Tesi di dottorato] Full text disponibile come: [img] PDF Document 5Mb Abstract (english) Virtual teams (VT) are today a pervasive form of work since organizations increasingly use them to perform knowledge intensive tasks and innovative activities. VTs' features are global distribution of members (spatial and temporal dispersion), pervasive use of technologies as the main means of communication and collaboration and functional, organizational, disciplinary, cultural and linguistic heterogeneity of members. In the last years the research interest on VT has grown according to their diffusion in organizations, enabled by the development of new technologies and recent economic changes. Today the effectiveness of these teams is strategic for organizations because they have the potential to increase competitiveness and flexibility. The literature on VT and work at a distance provides numerous contributions on the factors influencing their effectiveness as technology use and leadership processes. As in traditional teams, even in VT the role of the leader is crucial for the performance of the group, but the traditional leadership models considered so far show their limits when they are moved into a virtual environment. This happens because leadership theories have been studied for co-located teams which are based on face-to-face interactions, while VTs' dynamics are partially different and cannot be completely explained by traditional theories. Another important factor related to the effectiveness of VT is technology, seen both as a means of communication and of collaboration. The VTs' leadership is expressed through technology, so leaders choose and use different types of technologies and combination of media; moreover, leaders and members must have the sense and the perception of the presence of technology and also being able to use it. However studies on how this two elements relate to each other
Brevity Software Solutions Pvt Ltd

Request for Quote - Event Management System Development - 0 views

  •  
    Get a quote within 24 hours of contacting Brevity Software Solutions Pvt Ltd for your website designing and development, mobile apps development, travel portal development, transport & logistics Software, enterprise mobility solutions, event management systems, web application, social media app, CRM software eCommerce & m commerce application development. Having any queries regarding our products or services? Just fill out our simple form to request a quote, information or advice and we will get back to you.
Nader Ale Ebrahim

Using Collaboration Software to Increase the Effectiveness of Virtual Teams | BrowseLea... - 0 views

  •  
    "Using Collaboration Software to Increase the Effectiveness of Virtual Teams"
  •  
    Using Collaboration Software to Increase the Effectiveness of Virtual Teams
Nader Ale Ebrahim

Printer Friendly - Jan/Feb 2012 Industrial Management-Managing the virtual world - 0 views

  •  
    "Managing the virtual world By Golnaz Sadri and John Condia Executive Summary The skyrocketing availability of communication tools has given enterprises the ability to establish project teams that not only include office compatriots, but colleagues from other countries and continents. Some say management is management, but those who pick team leaders and members face additional challenges when managing their far-flung charges. Jon Katzenback and Douglas Smith in Harvard Business Review define a work team as a group of people with complementary skills who are committed to a common mission, set of performance goals and task approach for which they hold themselves mutually accountable. Virtual teams possess these same qualities with the added ability to employ geographically dispersed people who use technology and communication to accomplish their work across time and space, according to Michelle LaBrosse in Employment Relations Today. The use of virtual teams is growing. A 2010 survey of employees at 600 multinational corporations conducted by RW3 CultureWizard found that 80 percent of respondents belonged to a virtual team. Those who manage virtual teams have challenges that sometimes differ from those who handle face-to-face teams. The following recommendations can help those involved in virtual team member selection, leadership and process, thereby maximizing their effectiveness. Though different in some ways, virtual teams have many characteristics in common with successful co-located teams. Blaise Bergiel, Erich Bergiel and Phillip Balsmeier in Management Research News describe the keys to success for both face-to-face and virtual teams as: high levels of trust, open and clear communication, strong leadership, clear goals and purpose and the use of appropriate levels of technology. Differences include the fact that virtual teams are able to span across spatial distance and multiple time zones. Team members can be as close as one floor away or as far apart a
Nader Ale Ebrahim

Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness - 0 views

  •  
    "Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness Martha L. Maznevski (martha@virginia.edu) and Katherine M. Chudoba (kchudoba@cob.fsu.edu) + Author Affiliations McIntire School of Commerce, University of Virginia, Charlottesville, Virginia 22903-2493 College of Business, Florida State University, Tallahassee, Florida 32306-1110 Abstract Global virtual teams are internationally distributed groups of people with an organizational mandate to make or implement decisions with international components and implications. They are typically assigned tasks that are strategically important and highly complex. They rarely meet in person, conducting almost all of their interaction and decision making using communications technology. Although they play an increasingly important role in multinational organizations, little systematic is known about their dynamics or effectiveness. This study built a grounded theory of global virtual team processes and performance over time. We built a template based on Adaptive Structuration Theory (DeSanctis and Poole 1994) to guide our research, and we conducted a case study, observing three global virtual teams over a period of 21 months. Data were gathered using multiple methods, and qualitative methods were used to analyze them and generate a theory of global virtual team dynamics and effectiveness. First, we propose that effective global virtual team interaction comprises a series of communication incidents, each configured by aspects of the team's structural and process elements. Effective outcomes were associated with a fit among an interaction incident's form, decision process, and complexity. Second, effective global virtual teams sequence these incidents to generate a deep rhythm of regular face-to-face incidents interspersed with less intensive, shorter incidents using various media. These two insights are discussed with respect to other literature and are elaborated upon in several proposit
Nader Ale Ebrahim

Virtual teams for new product development: an innovative experience for R&D engineers -... - 0 views

  •  
    "Virtual teams for new product development: an innovative experience for R&D engineers Ale Ebrahim, Nader and Ahmed, S. and Taha, Zahari (2009) Virtual teams for new product development: an innovative experience for R&D engineers. [Journal (Paginated)] Full text available as: [img] PDF - Published Version 433Kb Abstract New interaction tools such as internet allow companies to gain valuable input from research and development (R\&D) engineers via virtual teams. Consequently, engineers also get more expertise in diminutive time frames. Virtual R\&D teams present the key impetus to the technology acquisition process. The present knowledge-economy era is characterized by short product life-cycles. Virtual R&D teams may reduce time-to-market, make available a large pool of new product know-how and provide greater flexibilities, which are the key success factors in a competitive market. This comprehensive review contains almost 100 references and covers the recent literature with emphasis on the topic. The review has focused on authentic and reputed publications and extracts the results. This article presents the type of virtual teams and their main features and explains how virtual R&D team can play a prominent role in developing new products. The article is evolved future study guideline and also illustrates how to apply virtual interaction tools and integrate engineers into the innovation process. Management of virtual R&D teams in new product development (NPD) processes in an innovative, effective and efficient is of a high importance, but the issue has been poorly addressed in the previous studies. Findings show that virtual R&D team provides valuable input for new product development and R&D engineers are able to attain virtual experience. Item Type: Journal (Paginated) Keywords: Virtual R&D Teams, New Product Development, Virtual Experience, R&D Engineers Subjects: JOURNALS Computer Science > Human Computer Interaction Electronic Publishing > Peer Review ID Cod
Nader Ale Ebrahim

Improving globally distributed software development and support processes - A workflow ... - 0 views

  •  
    "Improving globally distributed software development and support processes - A workflow view"
Nader Ale Ebrahim

Why virtual teams need a new type of project management software? | Collaboration corner - 0 views

  •  
    " 01 Why virtual teams need a new type of project management software?"
1 - 20 of 150 Next › Last »
Showing 20 items per page