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"Virtual R&D Teams: A New Model for Product Development Other Languages ID: 41771 Authors: Nader Ale Ebrahim Journal: International Journal of Innovation Abstract: Increased global competitions have urged small and medium enterprises (SMEs) to develop new products faster. Virtual research and development (R&D) teams in SMEs can offer a solution to speed up time-to-market of new product development (NPD). However, factors that affect the effectiveness of virtual teams for NPD are still not adequately verified. This paper presents the correlations between virtual R&D team constructs and virtual team effectiveness by developing a "Virtual Research and Development Team" (ViR&DT) model. The items, which may influence the effectiveness of virtual teams, are taken from the literature. Through an online survey and by application of structural equation modeling (SEM) technique, the proposed model (ViR&DT) has been tested. The results suggest that the process construct is strongly correlated to the effectiveness of virtual teams. Therefore, NPD managers in virtual R&D teams should concentrate on the process of new product development rather than simply equipping the teams with the latest technology or employing highly qualified experts. Further empirical research is recommended to fully explore and appreciate the breadth of application of the ViR&DT model. This paper is a part of my PhD journey. Keywords: Collaborative teams, cross-functional teams, product development, questionnaires, Team performance, Virtual R&D teams ABNT Citation: EBRAHIM, N. A.Virtual R&D Teams: A New Model for Product Development. International Journal of Innovation, v. 3, n. 2, p. 1-27, 2015. APA Citation: Ebrahim, N. A.(2015). Virtual R&D Teams: A New Model for Product Development. International Journal of Innovation, 3(2), 1-27. DOI: http://dx.doi.org/10.5585/iji.v3i2.43 Permalink: http://spell.org.br/documentos/ver/41771/virtual-r-d-teams--a-new-model-for-product-development/i/en Document type

"Chris Ducker: The Art of Managing a Virtual Team By Thursday Bram Nov. 9, 2010, 9:00am PT 3 Comments inShare Chris Ducker has made an art out of outsourcing. He not only writes about effectively building virtual business systems and teams at Virtual Business Lifestyle, but he also operates Virtual Staff Finder. Ducker's in-depth knowledge of how to work with team members who may be on the other side of the world gives him special insight into managing teams virtually. He answered a few questions for us about his process. Thursday Bram: How do you make sure that, day in and day out, the team members you work with virtually stay on top of your projects? Chris Ducker: I use a project management system that I had one of my staff program - it's very close to Basecamp, but watered-down. I also have my personal assistant speak with them on a daily basis, too. I am not a major slave-driver with my virtual assistants. I allow them to pretty much do whatever they want, and work whenever they want‚ just as long as the work itself gets done and to the high level that I expect. Thursday: What training or tools do you think someone interested in working with a team virtually needs? Ducker: This really changes from one case to another. For some it can be very little, for others, quite intense. For sure, the virtual assistants have to be very, very web savvy. They should know their way around all the social networking sites properly, blogging tools, and be able to use Google and Google Apps. Training can be done mostly via videos on YouTube and perhaps some more personalized screencasts that you can make with software like Jing, for example. I also use Dropbox for all of the sharing and back-up needs that we have, too. Thursday: What problems do you commonly see with organizations or individuals interested in working with a virtual assistant? Ducker: It has to be that they believe that one single virtual assistant is going to be able to perform like a team, and do

"The case for more (virtual) meetings By Jessica Stillman Feb. 7, 2012, 6:03am PT 1 Comment inShare36 Everyone hates meetings. Makers complain that they interrupt their concentration and flow. Managers moan that their entire schedule gets eaten up by trips to the conference room, leaving no time for thinking, and virtual meetings in particular are so loathed that the internet is peppered with long lists of suggested activities to distract yourself and survive them. So it takes a bold character to suggest that what the business world needs is more virtual meetings, but that's just what Wayne Turmel did on Management Issues recently. Of course, Turmel is a clever guy and aware that his suggestion won't be popular, so between multiple pleas for patience from his readers, he's at pains to point out that what he's advocating isn't an increase in the total number spent by virtual teams in meetings but a redistribution of meeting time from few long meetings to more, shorter ones. Why? Turmel says that remote workers have stuck too closely to patterns formed in physical offices since moving their work online. Setting up an in-person meeting is usually a logistical challenge, as multiple schedules need to be coordinated and physical meeting spaces booked. For this reason, traditional meetings are generally infrequent but long in order to accomplish what needs doing when you can actually manage to get everyone together. But this is a flawed approach to virtual meetings, according to Turmel When people started to do online meetings, they followed the same model, for the same reasons, but there are several fundamental differences between thoughtfully run webmeetings and a traditional meeting: People's attention spans are naturally shorter online. Asking someone to sit for a long time in a static environment is going to impact their ability to engage, contribute and add value. You'll get better work and attention from people who still have some en

"Is Working Virtually Making Us More Disconnected? By Yael Zofi Is it easier for virtual workers to relate to their computers than to each other? For decades, "the office" has been as central to the white-collar economy as factories are to industry. But today's Internet communication technologies enable employees to communicate effortlessly across space and in real time, while project-management software allows their bosses to coordinate and monitor that work remotely. This technological shift has only been accelerated by the economic recession, as internal restructuring aimed at cutting costs, and the Darwinian survival of companies with the lowest overhead, have replaced physical workplaces with distributed workforces. As brick-and-mortar buildings and square-feet of physical space are increasingly seen as inefficiencies from an earlier age, there's a question all businesses should be asking: are we eliminating certain kinds of employee interaction that, directly or otherwise, contribute to productivity? Or put another way, are human connections important to corporate health? In a study commissioned to celebrate the 10th anniversary of BBC's breakout comedy "The Office," Virgin Media Business recently surveyed 1000 U.K. Workers. When asked whether the offices of today will exist in ten years, 50 percent of respondents responded in the negative. Giving credence to this point of view is an MIT study on the rise of the virtual office, which forecasts increased adoption despite privacy and security issues associated with technology. Rather pointedly, though, the study concludes that "snazzy digital tools" are no substitute for able employees, and that "the office of the future might have fewer people in it, but the ones who are there will matter more than ever." Who can argue with the appeal of interactive media tools that offer convenience, speed and efficiency? Does anybody think there are real gains to be had by returning to electric

"Business Development Capabilities in Information Technology SMEs in a Regional Economy: An Exploratory Study Contents: Author info Abstract Bibliographic info Download info Related research References Citations Lists Statistics Corrections Author Info Charles Davis (c5davis@ryerson.ca) Elaine Sun Registered author(s): Abstract "Business development" is a corporate entrepreneurial capability (or competence) that has emerged in the Information Technology industry to support that industry's practice of co-creation of value with customers and complementors. As a set of practices that link the firm's value creating processes with its external environment, business development capabilities are a key factor in the success of IT SMEs. This article examines business development functions and business developer attributes in SMEs in the Information Technology Industry in Eastern Canada. The principal business development functions are finding profitable opportunities in business networks, developing and maintaining partnerships, providing support for new product development, and recognizing and responding to customer needs. The regional market and export markets require different business development capabilities. Copyright Springer Science+Business Media, Inc. 2006 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: http://hdl.handle.net/10.1007/s10961-005-5027-1 Download Restriction: Access to full text is restricted to subscribers. As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it. Bibliographic Info Article provided by Springer in its journal The Journal of Tech

"Problem statement: Although, literature proves the importance of the technology role in the effectiveness of virtual Research and Development (R&D) teams for new product development. However, the factors that make technology construct in a virtual R&D team are still ambiguous. The manager of virtual R&D teams for new product development does not know which type of technology should be used. Approach: To address the gap and answer the question, the study presents a set of factors that make a technology construct. The proposed construct modified by finding of the field survey (N = 240). We empirically examine the relationship between construct and its factors by employing the Structural Equation Modeling (SEM). A measurement model built base on the 19 preliminary factors that extracted from literature review. The result shows 10 factors out of 19 factors maintaining to make technology construct. Results: These 10 technology factors can be grouped into two constructs namely Web base communication and Web base data sharing. The findings can help new product development managers of enterprises to concentrate in the main factors for leading an effective virtual R&D team. In addition, it provides a guideline for software developers as well. Conclusion: The second and third generation technologies are now more suitable for developing new products through virtual R&D teams."

"Incl. Fee Electronic Paper Do Intelligent Leaders Make a Difference? The Effect of a Leader's Emotional Intelligence on Followers' Creativity Creativity and Innovation Management, Vol. 21, Issue 2, pp. 171-182, 2012 Francisca Castro , Jorge Gomes and Fernando Cardoso affiliation not provided to SSRN , affiliation not provided to SSRN and affiliation not provided to SSRN Date Posted: May 12, 2012 Accepted Paper Series Incl. Fee Electronic Paper Do Powerful CEOs Determine Microfinance Performance? Journal of Management Studies, Vol. 49, Issue 4, pp. 718-742, 2012 Rients Galema , Robert Lensink and Roy Mersland University of Groningen - Faculty of Economics and Business , University of Groningen - Department of Finance and University of Agder Date Posted: May 09, 2012 Accepted Paper Series Incl. Fee Electronic Paper Impact at the 'Bottom of the Pyramid': The Role of Social Capital in Capability Development and Community Empowerment Journal of Management Studies, Vol. 49, Issue 4, pp. 813-842, 2012 Shahzad Ansari , Kamal Munir and Tricia Gregg University of Cambridge - Judge Business School , University of Cambridge - Judge Business School and affiliation not provided to SSRN Date Posted: May 09, 2012 Accepted Paper Series Cause and Effects of Poison Pill Adoptions by Spinoff Units Journal of Economics and Business, Vol. 62, No. 4, 2010 Oneil Harris and Jeff Madura East Carolina University - Department of Finance and Florida Atlantic University - College of Business Date Posted: May 08, 2012 Accepted Paper Series Incl. Electronic Paper Social Science Strategies for User-Focused Innovation and Design Management Design Management Review, Volume 16, Issue 4, pages 73-79, 2005 Victor P. Seidel and John P. Pinto University of Oxford and Pinto Research Date Posted: May 08, 2012 Accepted Paper Series 6 downloads Incl. Electronic Paper Innovation in the Indian Telecommunication Industry: Examining Resource Based View from Emerging Economy Context Manas Puri University

"Effective Virtual Teams for New Product Development Contents: Author info Abstract Bibliographic info Download info Related research References Citations Lists Statistics Corrections Author Info Nader Ale Ebrahim (al_e_ebrahim@yahoo.com) (UM - University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya) Shamsuddin Ahmed (UM - University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya) Salwa Hanim Abdul Rashid (UM - University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya) Zahari Taha (UMP - Faculty of Manufacturing Engineering and Management Technology, University Malaysia Pahang - Education) Registered author(s): Abstract At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams. 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 l

"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

"Abstract Year: 2012 Volume: 5 - Issue: 1 Title: Technology Use in the Virtual R&D Teams Author: Nader Ale Ebrahim ; Shamsuddin Ahmed ; Salwa Hanim Abdul Rashid ; Zahari Taha Abstract: Problem statement: Although, literature proves the importance of the technology role in the effectiveness of virtual Research and Development (R&D) teams for new product development. However, the factors that make technology construct in a virtual R&D team are still ambiguous. The manager of virtual R&D teams for new product development does not know which type of technology should be used. Approach: To address the gap and answer the question, the study presents a set of factors that make a technology construct. The proposed construct modified by finding of the field survey (N = 240). We empirically examine the relationship between construct and its factors by employing the Structural Equation Modeling (SEM). A measurement model built base on the 19 preliminary factors that extracted from literature review. The result shows 10 factors out of 19 factors maintaining to make technology construct. Results: These 10 technology factors can be grouped into two constructs namely Web base communication and Web base data sharing. The findings can help new product development managers of enterprises to concentrate in the main factors for leading an effective virtual R&D team. In addition, it provides a guideline for software developers as well. Conclusion: The second and third generation technologies are now more suitable for developing new products through virtual R&D teams. Journal: American Journal of Engineering and Applied Sciences Issn: 19417020 EIssn: 19417039 Year: 2012 Volume: 5 Issue: 1 pages/rec.No: 9-14 Keywords Collaboration teams ; questionnaires performance ; cross-functional teams ; product development ; structural equation modeling ; measurement model ; literature review"

"In my recent article "Effective Virtual Teams for New Product Development ,Scientific Research and Essay, 7(21), 1971-1985, June 2012", I conclude that "Technology and Process are tightly correlated and need to be considered early in virtual teams. It is found that the role of Knowledge Workers in virtual teams is significant". So, Virtual team tools would not be the first priority of the virtual teams management. Like Reply 1 month ago in reply to Robert 1 Like seventhman Thanks Nader for sharing your insights - yes, tools and technologies to manage virtual teams are just a fraction of that contributing factor to success; people skills are important as well. Like Reply 1 month ago in reply to Nader Ale Ebrahim seventhman Thanks Robert - yes, project management software can help a lot, especially when managing virtual teams; it's just a piece of the pie."

"Authors Ivo Blohm1, Ulrich Bretschneider2, Jan Marco Leimeister3, Helmut Krcmar4 1Chair for Information Systems (I17), Technische Universitat Munchen, Boltzmann Str. 3, 85748 Garching b. Munchen, Germany. 2Chair for Information Systems (I17), Technische Universitat Munchen, Boltzmann Str. 3, 85748 Garching b. Munchen, Germany. 3Chair for Information Systems (I17), Universitat Kassel, Nora-Platiel-Strasse 4, 34127 Kassel, Germany. 4Chair for Information Systems (I17), Technische Universitat Munchen, Boltzmann Str. 3, 85748 Garching b. Munchen, Germany Abstract Open innovation research shows that idea competitions are a promising approach for integrating customers and that most innovations are a result of intensive collaboration (Franke and Shah, 2003; Gasco-Hernandez and Torres-Coronas, 2004; Nemiro, 2001; Sawhney et al., 2005). Thus, fostering collaboration among idea contributors might be a fruitful approach for unleashing the customers' entire creative potential and making idea competitions even more successful. This paper reports on a field study in which idea contributors could collaborate in an IT-based idea competition using the wiki technology. We tested whether user collaboration positively influences the quality of the submissions applying an in-depth analysis of idea quality. Our results show that user collaboration enhances idea quality and that inducing user collaboration is a viable design element for making idea competitions more effective. This contributes to a more successful design, implementation and operation of idea competitions, as well as to better outcomes. The article concludes with a discussion of customer groups collaborating in idea competitions (extrinsically and intrinsically motivated customers). Keywords idea competitions, collaboration, open innovation, crowdsourcing, toolkits, software development, user innovation, new product development, R&, D, research and development, creative potential, creativity, wiki technology, idea quali

"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

"An Empirical Study on the Use of Team Building Criteria in Software Projects "

"Effective Virtual Teams for New Product Development Nader Ale Ebrahim, Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya Shamsuddin Ahmed Salwa Hanim Abdul Rashid Zahari Taha Abstract At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams. Suggested Citation Ale Ebrahim, N., Ahmed, S., Abdul Rashid, S. H., & Taha, Z. (2012). Effective Virtual Teams for New Product Development. [Full Length Research Paper]. Scientific Research and Essay, 7(21), 1971-1985. Download this Article Download Find in your library Forward to a colleague Share on facebook Share on twitter Share on linkedin Share on google More Sharing Services "

"Effective virtual teams for new product development Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Z. (2012) Effective virtual teams for new product development. Scientific Research and Essay, 7 (21). pp. 1971-1985. ISSN 1992-2248 [img] PDF - Submitted Version Download (609Kb) | Preview Official URL: http://www.academicjournals.org/sre/abstracts/abst... Abstract At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams. Item Type: Article Creators: Ale Ebrahim, N.(1 Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya, 50603, Kuala Lumpur, Malaysia) Ahmed, S. Abdul Rashid, S.H. Taha, Z. Journal or Publication Title: Scientific Research and Essay Additional Information: Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya, 50603, Kuala Lumpur, Malaysia Uncontrolled Keywords: Virtual teams, collaboration, questionnaires, communication, information, integration, performance, success, cross-functional teams, product development. Subjects: H Social Sciences > H Social Sciences (General) L Education > L Education (General) T Technology > T Technology (General) Divisions: Faculty o

"Outsourcing a portion of work is becoming more and more common for IT departments around the world. The main reason an agile software development company may outsource is to reduce costs due to lower wages in foreign countries or to seek out expertise not found in their local area. When a company outsources a portion of work to a team in another location, the two groups must work as a distributed team. While many people do not consider working on a distributed team as ideal compared to working with co-located teams, there are many ways to improve the group dynamic and achieve optimal results. The agile methodology can be an excellent way to work with distributed teams."