Group items tagged

Dana E. Jarvis, MPA, MSW, is a Former U.S. Marine with over 18 years of management and leadership experience focused on organizational development in collocated and virtual environments.  His collaborative approach has engaged diverse stakeholders via projects in management consulting, learning and development and strategic human resources.  Major project outcomes led by Dana include corporate universities, performance management systems, leadership programs, strategic planning initiatives, supervisory training program and a values-based cultural endeavor.  Along his journey, Dana has developed and taught graduate courses at multiple universities.  Currently, he is a Visiting Instructor at the Palumbo * Donahue School of Business at Duquesne University.  Dana’s graduate business courses integrate theoretical and practical applications of topics on virtual teams, leadership, business ethics, diversity, management, strategy, change and assessment.  In contributing to the fields he works in, Dana is the author of the “7 Essentials for Managing Virtual Teams”, a regular contribute to Dear Workforce and speaker at international conferences.  Dana’s ongoing insights on accelerating organizational success can be found at www.danajarvis.org.

M. A. Wazed1, a, S. Ahmed1, b, Y. Nukman, c and Nader Ale Ebrahim (2012), Models for Component Commonality in Multistage Production, Applied Mechanics and Materials Vols. 110-116 (2012) pp 258-266 (ISI-Cited Publication)

Ale Ebrahim, N., Ahmed, S. & Taha, Z., Effective Virtual Teams for New Product Development. Scientific Research and Essay(ISI indexed-Q2) (ISI-Cited Publication) Ale Ebrahim, N., Ahmed, S. & Taha, Z., Virtual Teams in R&D, Advantages and Pitfalls: An Empirical Study, Advanced Science Letters (ISI-indexed). (ISI-Cited Publication)

Ale Ebrahim, N., Ahmed, S.*, Abdul Rashid, S. H., Taha, Z. & Wazed, M. (2012), "Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs" Advanced Materials Research, 433-440, 1653-1659 (ISI cited). (ISI-Cited Publication)

A virtual team (also known as a geographically dispersed team or GDT) is a group of individuals who work across time, space and organizational boundaries with links strengthened by webs of communication technology. Powell, Piccoli and Ives define virtual teams in their literature review article "as groups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks"[1]. Ale Ebrahim, Ahmed, & Taha, in their recent literature review article (2009), added two new key issue in the virtual teams definition “a virtual team: small temporary groups of geographically, organizationally and/or time dispersed knowledge workers who coordinate their work, predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks” [2]. Members of virtual teams communicate electronically and may never meet face-to-face. Virtual teams are made possible by a proliferation of fiber optic technology that has significantly increased the scope of off-site communication.[3] Virtual teams allow companies to procure the best talent without geographical restrictions.[3] According to Hambley, O’Neil, & Kline (2007), "virtual teams require new ways of working across boundaries through systems, processes, technology, and people,[4] which requires effective leadership...despite the widespread increase in virtual teamwork, there has been relatively little focus on the role of virtual team leaders."

1. Ale Ebrahim, N.; Abdul Rashid, S.H.; Ahmed, S.; Taha, Z. (2011) The effectiveness of virtual R&D teams in SMEs: experiences of Malaysian SMEs. Industrial Engineering and Management Systems, 10 (2). pp. 109-114. ISSN 1598-7248 Preview2. 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 Preview3. 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 Preview4. Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) SMEs, virtual research and development (R&D) teams and new product development: a literature review. International Journal of the Physical Sciences, 5 (7). pp. 916-930. ISSN 1992-1950 Preview5. Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Modified stage-gate: a conceptual model of virtual product development process. African Journal of Marketing Management, 1 (9). pp. 211-219. ISS

Raval, R. R.; Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) Work together… when apart challenges and what is need for effective virtual teams. Journal of Information, Knowledge and Research in Business Management and Administration, 1 (1). pp. 1-3. ISSN 0975 – 671X

Ale Ebrahim, N.; Abdul Rashid, S.H.; Ahmed, S.; Taha, Z. (2011) The effectiveness of virtual R&D teams in SMEs: experiences of Malaysian SMEs. Industrial Engineering and Management Systems, 10 (2). pp. 109-114. ISSN 1598-7248

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