Virtual R&D Teams Definition
Nader Ale Ebrahim
The literature related to virtual R&D teams reveals a lack of depth in the definitions(AleEbrahim et al., 2010). Although virtual teamwork is a current topic in the literatureconcerning global organizations, it is problematic to define the meaning of 'virtual teams'across multiple institutional contexts (Chudoba et al., 2005). The concept of a "team" isdescribed as a small number of people with complementary skills who are equally committedto a common purpose, goal, and working approach for which they hold themselves mutuallyaccountable (Zenun et al., 2007). It is worth mentioning that virtual teams (VTs) are oftenformed to overcome geographical or temporal separations (Cascio and Shurygailo, 2003).VTs work across boundaries of time and space using modern computer-driven technologies(Ebrahim et al., 2010). The term "VTs" is used to cover a wide range of activities and forms
of technology-supported working (Anderson et al., 2007). Gassmann and Von Zedtwitz(2003) defined "virtual team as a group of people and sub-teams who interact throughinterdependent tasks guided by common purpose and work across links strengthened byinformation, communication, and transport technologies". Another definition suggests thatvirtual teams, are distributed work teams whose members are geographically dispersed andcoordinate their work, predominantly with electronic information and communicationtechnologies (e-mail, video conferencing, telephone, etc.) (Hertel et al., 2005). From the perspective of Leenders et al. (2003), VTs are groups of individuals collaborating in theexecution of a specific project while geographically and often temporally distributed, possibly anywhere within (and beyond) their parent organization. Among the differentdefinitions for virtual teams the following form is one of the most widely accepted definition:''VTs as groups of geographically, organizationally and/or time dispersed workers broughttogether by information technologies to accomplish one or more organization tasks''(Powellet al., 2004).Therefore, a comprehensive definition of virtual teams may be taken as:
small temporary groups of geographically, organizationally and/or time dispersed knowledge workers whocoordinate their work, predominantly with electronic information and communicationtechnologies in order to accomplish one or more organization tasks (Ale Ebrahim et al.,2009).
Nowadays, this definition have gained popularity as found in Wikipedia(wikipedia,2011). Virtual R&D team is a kind of virtual team that concentrate on the R&D tasks andleft:522px;to
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