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"Home > Vol 6, No 3 > Lesko, Jr. Incorporating Virtually Immersive Environments as a Collaborative Medium for Virtual Teaming Charles J. Lesko, Jr., Christine R. Russell Abstract Virtually immersive environments incorporate the use of various computer modelling and simulation techniques enabling geographically dispersed virtual project teams to interact within an artificially projected three-dimensional space online. This study focused on adoption of virtually immersive technologies as a collaborative media to support virtual teaming of both graduate and undergraduate-level project management students. The data and information from this study has implications for educators using virtually immersive environments in the classroom. In this study, we specifically evaluated two key components in this paper: 1) students' level of trust and; 2) students' willingness to use the technology, along with their belief about the virtual environment's ability to extend and improve knowledge sharing in their team work environment. We learned that while students did find the environment a positive add on for working collaboratively, there were students who were neither more nor less likely to use the technology for future collaborative ventures. Most of the students who were not very positive about the environment were "fence sitters" likely indicating needs related to additional training to improve communication skills. Finally, based on the full study results we have provided basic recommendations designed to support team trust building in the system along with interpersonal trust building to facilitate knowledge transfer and better strategic us of the technology. References Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009). Virtual R & D teams in small and medium enterprises: A literature review. Scientific Research Essay, Volume 4, Issue 13, 1575-1590. Babbie, E. (1990). Survey Research Methods. Belmont, CA: Wadsworth Publishing Company. Blythe, A. (2011, May 30). Bu

" HOME > Journal Browse > About Journal > Journal Vol & Issue > Full Record The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs facebook Journal title : Industrial Engineering and Management Systems Volume 10, Issue ,2, 2011, pp.109-114 Publisher : Korean Institute of Industrial Engineers DOI : 10.7232/iems.2011.10.2.109 Title & Authors The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs Ale Ebrahim, Nader ; Abdul Rashid, Salwa Hanim ; Ahmed, Shamsuddin ; Taha, Zahari ; Abstract The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of new products coupled with new emerging opportunities of virtual teams, a collaborative approach is believed to be the future trend. This research explores the effectiveness of virtuality in SMEs' virtual R&D teams. Online questionnaires were emailed to Malaysian manufacturing SMEs and 74 usable questionnaires were received, representing a 20.8 percent return rate. In order to avoid biases which may result from pre-suggested answers, a series of open-ended questions were retrieved from the experts. This study was focused on analyzing an open-ended question, whereby four main themes were extracted from the experts' recommendations regarding the effectiveness of virtual teams for the growth and performance of SMEs. The findings of this study would be useful to product design managers of SMEs in order to realize the key advantages and significance of virtual R&D teams during the new product development (NPD) process. This is turn, leads to increased effectiveness in new product development's procedure. Keywords Virtual Teams . New Product Development . Survey Fin

"Some Tips For Virtual Team Of Startup Company By Martin at February 11, 2013 | 8:26 am | Print Some Tips For Virtual Team Of Startup Company Almost every startup is a virtual team these days, since most don't start out with dedicated office space, and some or all members of the team work part-time or out of their own home. It's a small world, so these team members may not even be in the same town, or the same country. Outsourcing is just another extension of the virtual team concept to people you don't even know. Working effectively with a virtual team of any sort has many challenges. How do entrepreneurs establish and maintain rapport with people they rarely see, and team members who have never met? How do they keep track of what everyone is doing and assure effective communication between all team members? Experts on this subject, including Yael Zofi, in her recent book, "A Manager's Guide to Virtual Teams," has identified eight key characteristics of high-performing virtual teams, which every startup founder should understand and enable: 1. Members exhibit a global mindset - they look outward, not inward. Effective virtual leaders widen their focus from the local to the global, which implicitly creates an environment of respect. Respect engenders buy-in, without which members can't take ownership of work product and work toward a common goal. 2. Members share responsibility for achieving the mission. High performing teams have a sense of purpose where members internalize their piece of the mission, thereby transcending the isolation that defines working in a virtual environment. Team members develop an understanding about their mutual dependence to achieve objectives. 3. A culture of openness facilitates trust and authenticity. Effective founders work to create and maintain an environment of team trust to defuse miscommunications. They focus on behaviors, not on personalities, because they know this engenders trust. Then they "say what t

" General Management Guest Blogger 5 secrets to managing a virtual team By Yael Zofi on December 7th, 2011 | Comments (0) 24 inShare Yael Zofi is founder and CEO of human capital consulting firm AIM Strategies and author of the new book "A Manager's Guide to Virtual Teams." Her organization development work focuses on helping leaders and their teams become more successful through organizational alignment. She has created many team-based alignment tools, facilitated global team strategy retreats, designed international talent management programs and facilitated merger integrations with three global organizations. As a virtual manager, how can you tell if someone is really working? When a team member continually pushes back deadlines, are the reasons valid? How long does it take to detect someone who is not fulfilling his or her responsibilities in a virtual environment? What do you do if someone stops responding to your e-mails and phone calls, and you cannot stop by his or her desk? Is this team member lost, missing or just avoiding you? Many clients tell me that the virtual environment makes it easier for team members to hide. Some members may take advantage of the lack of daily oversight and get "lost" - hence the phrase "lost riders." The first clue is that deadlines are continually pushed back, and then deliverables aren't produced for days, weeks or months. The critical time to notice situations that could lead to potential issues is during the early phase of a new project or when a new member joins the team. And when you do notice a problem, follow these helpful tips to resolve them. Tips for handling lost riders: Have short-term goals and deliverables. That way, you can identify issues early. Bring issues to light as soon as you discover them. Discuss them with the members involved. Come up with techniques to deal with people who are not responding. You can prevent this behavior by creating team rules early in the life of

"Virtual R&D Teams [26] Virtual teams are spread over a number of locations, and their boundaries are adjusted depending on their tasks. They substantially rely on the use of modern communication and information technologies. R&D activities at BMW are organized in matrix form with one axis for functional capabilities (e.g. car body, chassis, engines) and one axis for the car series (e.g. series 3, 5, 7). A supervisory project team is responsible for organization of the projects and coordinates integration and module teams. Each car part is handled by module teams specifically staffed for a certain purpose (e.g. engine for a 320d model), while R&D employees can be staffed in several teams. Development projects are split into different phases from project definition to line maintenance. Depending on the phase, module teams are very flexible and constantly change their size and member composition except for module and project managers. Simultaneous engineering teams (SE teams) are set up when development occurs in cooperation with external partners such as for example technology suppliers, whose experts then become members of the team. Communication between BMW and suppliers is carried out by extensive use of internet, while quality of knowledge transfer depends on development skills and autonomy of the supplies involved. In summary, the core team represents a physically collocated steering team assuming the role of a system architect and as a central node being responsible among others for product architecture, coordination and control of decentralized activities, and system integration. Local teams take on module development and place their team leaders in the core team. Depending on the situation, specialists take care of functional problems in virtual teams. Local line managers are supervised by a steering committee guaranteeing alignment with relevant project interests. The overall setup is shown in Figure 7 and can be described as an organization of transnation

" Cross Functional (Global) Team Building Is your organization challenged with building a global team for a critical project? Are you seeking to align cross-functional teams in a time-challenged M&A or restructuring environment? If you're faced with one or both of these scenarios, you know the challenges of designing and implementing enterprise-level global initiatives in today's economic downturn. And, more recently, global events such as the unrest in the Middle East have added to the hurdles senior HR executives must overcome in managing global teams. Now more than ever, cross-functional global projects in business and technology are especially in need of a nuanced and custom-tailored approach, as managing cross-functional and multicultural teams in disparate locations presents unique business and social challenges. Cross-Functional & Multicultural Teams A cross-functional team is a group of employees from different functions within an organization-such as human resources, information technology, marketing and finance-who are all focusing on a specific objective and have the responsibility to work as a team to achieve shared goals. Multicultural teams, on the other hand, are made up of people from different social and professional cultures, who work together toward a common goal. Managing cross-functional teams is a complex endeavor by itself, but it becomes even more challenging when the multicultural component is added to the mix. In fact, in today's global and knowledge-oriented environment, the alignment of human resources is just as important as raw materials, production and marketing, as a team that cannot work together will not produce much in terms of results. What complicates the situation is that in today's dynamic and volatile business environment, senior HR executives require a keen understanding of relevant factors impacting the formation and utilization of global teams. However, with cooperative, involved management from senior HR ex

"The five "super" factors virtual teams must do well-or fail! By jaclynkostner On April 25, 2012 · Add Comment · In Virtual Collaboration, Virtual Leadership, Virtual Meetings, Virtual Relationship Building, Virtual Relationships, Virtual Team Collaboration, Virtual Team Trust, Virtual Team Trust-Building, Virtual Teamwork online meetings, virtual relationships, virtual community Virtual teams need more than a technical connection to work effectively together. What are the most important factors effective virtual leaders use to engage their virtual team to high performance? If your virtual team has little to no travel, five core factors drive a virtual team to be inspired, engaged, and connected on an interpersonal level when people are remote from each other. Here are five best practices that virtual leaders must do right when people are NOT face-to-face. Align your virtual team behind the "moment of truth," not just vision, mission, and goals. Stop micromanaging tasks! Instead, raise and focus your team's energy and passion to deliver a consistent "moment of truth" that pleases your virtual team's customers, internally or externally. Future blog posts will tell you more about this proven success factor that transforms work into joy and delivers consistent, excellent results when the leader can't be there to supervise the work. Vigorously collaborate in weekly web conference meetings. Is everyone is multi-tasking on other things during your weekly conference call or web conference meeting? Multi-tasking in online meetings is out of control today. It's the #1 symptom of collaboration failure. Connecting once a week through an audio bridge or a web conference link is not collaboration. Collaboration is the magic that happens when the team uses its collective knowledge, perspectives, and insights to create something unique and better together. The surprise is that virtual collaboration can be BETTER than face-to-face colla

"This post is part of the HBR Insight Center Making Collaboration Work. Teamwork and collaboration are critical to mission achievement in any organization that has to respond quickly to changing circumstances. My research in the U.S. intelligence community has not only affirmed that idea but also surfaced a number of mistaken beliefs about teamwork that can sidetrack productive collaboration. Here are six of them. Misperception #1: Harmony helps. Smooth interaction among collaborators avoids time-wasting debates about how best to proceed. Actually: Quite the opposite, research shows. Conflict, when well managed and focused on a team's objectives, can generate more creative solutions than one sees in conflict-free groups. So long as it is about the work itself, disagreements can be good for a team. Indeed, we found in our earlier research on symphony orchestras that slightly grumpy orchestras played a little better as ensembles than those whose members worked together especially harmoniously. Misperception #2: It's good to mix it up. New members bring energy and fresh ideas to a team. Without them, members risk becoming complacent, inattentive to changes in the environment, and too forgiving of fellow members' misbehavior. Actually: The longer members stay together as an intact group, the better they do. As unreasonable as this may seem, the research evidence is unambiguous. Whether it is a basketball team or a string quartet, teams that stay together longer play together better. Misperception #3: Bigger is better. Larger groups have more resources to apply to the work. Moreover, including representatives of all relevant constituencies increases the chances that whatever is produced will be accepted and used. Actually: Excessive size is one of the most common--and also one of the worst--impediments to effective collaboration. The larger the group, the higher the likelihood of social loafing (sometimes called free riding), and the more effort it takes to keep

"Coaching wielokulturowych zespołów wirtualnych 20.03.2012 11:00 2 wyświetleń 0 komentarzy Tagi: Quality, Czas, Europie, International, Projekt, Prace, Główny, Logistics, Systems, Przygotowanie, Projektu, Business, Grupa, Organizacja, Global, Group, Work, Team, Start, Page, Akademii, Jako, Management, Engineering, Development a5Bożena Wujec, Rozdział w książce pod red. Lidii D. Czarkowskiej "Coaching katalizator rozwoju organizacji"; Referat wygłoszony na II Międzynarodowej Konferencji Coachingu &Coaching jako katalizator rozwoju organizacji&, Akademia Leona Koźmińskiego, 23-25 stycznia 2011 Coaching zespołów wirtualnych, które dodatkowo są wielokulturowe jest złożonym rodzajem interwencji. Zawiera w sobie aspekty związane z nie tylko z funkcjonowaniem indywidualnych osób i grup, lecz także zespołów międzynarodowych i wielokulturowych w wyjątkowym, wirtualnym środowisku pracy. Organizacje pierwszej dekady XXI wieku działające w niezwykle dynamicznym, zmiennym i złożonym środowisku stają obecnie przed szeregiem ważnych wyzwań. Po pierwsze, wszelka działalność ekonomiczna zmierza w kierunku globalizacji (Acs, Preston 1997). Po drugie, ograniczoność zasobów planety oraz kwestie ekologiczne powodują konieczność zupełnie nowych, innowacyjnych rozwiązań technologicznych. Po trzecie, niezwykle wysoka globalna konkurencyjność wymaga szybkich działań biznesowych i skrócenia czasu dotarcia produktu na rynek. Nowe wyzwania kreują potrzebę nowych rozwiązań w sferze badań i rozwoju, technologii produkcji, organizacji oraz nowoczesnych metod pracy i logistyki. Jest to niezwykłe zadanie biorąc pod uwagę fakt, że ściśle współpracujące ze sobą działy są często odległe od siebie o tysiące kilometrów i kilka stref czasowych. Z drugiej strony, szybki rozwój mediów informatycznych i elektronicznych powoduje, że ich praca staje się prostsza, szybsza i bardziej efektywna (Hertel 2005). Złożone zadania

"Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Z. (2011) Virtual collaborative R&D teams in Malaysia manufacturing SMEs. In: 2nd International Conference on Mechanical, Industrial, and Manufacturing Technologies (MIMT 2011), February 26-28, Hotel Royal, Singapore. Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Zahari (2010) Virtual R&D teams: a potential growth of education-industry collaboration. In: 2nd International Congress on Engineering Education (ICEED 2010), 8th - 9th December, Sunway Resort Hotel & Spa, Kuala Lumpur, Malaysia. Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha , Z. (2010) Virtual teams: a new opportunity to develop a business. In: International Conference on Entrepreneurship Across Boundaries, 5 - 6 AUGUST, Section For Co-curricular Courses, External Faculty Electives and TITAS, University of Malaya, Kuala Lumpur, Malaysia. 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 Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) Benefits and pitfalls of virtual R&D teams: an empirical study. In: 6th International Communication & Information Technology Management Conference (ICTM 2010) , February. 23-24, Tehran, Iran. Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Concurrent collaboration in research and development. In: National Conference on Design and Concurrent Engineering (DECON) 2008, 28-29 October 2008, Melaka, Malaysia. Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Dealing with virtual R&D teams in new product development. In: The 9th Asia Pacific Industrial Engineering & Management Systems Conference and the 11th Asia Pacific Regional Meeting of the International Foundation for

"Productivity, Remote Teams At Time Doctor, we work with staff members in more than nine different countries - as you can imagine, team collaboration has a range of unique challenges. There are a number of tools that we use in our company, most of them are free. ((With over 10 years of experience under our belts, we've tried the best and worst of many collaborative tools - we thought it would be valuable to share the tools we we use and what exactly we use them for; Google Docs Google docs - provides free online spreadsheets and document management with a Gmail/Google Account. The spreadsheet feature is particularly useful when you need to have multiple people working on the same spreadsheet at the same time (something you can't do with Dropbox). It doesn't have all of the features of Excel, but it's very useful for collaborative editing of documents (including text files). You can use Google Docs effectively as a company "wiki" where anyone in the company is able to add any information to the document. How we use Google Docs: Domain management, financial reports, feature suggestion lists, payroll coverage, performance appraisals, ranking reports, login information, directory lists and online resources. Jing Project Jing Project - This is a fantastic free collaboration tool (although you need to pay for some features). It allows you to take a screen or video capture of anything on your desktop. Screen captures can be easily annotated, and you can record your voice along with any video to easily explain something. You can upload the capture to Screencast.com and they'll turn it into a simple link where anyone can view the capture. This is perfect for communicating with designers for example when you wish to write comments and explain to a designer what needs to be changed. Here is an example: http://screencast.com/t/GuTz0hjDteI How we use Jing: communicating with designers and developers, creating training and instructional vide

"Virtual teams: A literature review In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and s... Full description Alternative title: Virtual Teams: A Literature Review Year of Publication: 2008-12 Authors: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Institutions: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität Series: MPRA Paper Subjects: Virtual team | Literature review | Effective virtual team Classification: jel-L11; jel-O32; jel-M12; jel-L1; jel-L7; jel-O1; jel-M11; jel-M54; jel-P42; jel-O3 Type of Publication: Book / Working Paper Notes: Published in Australian Journal of Basic and Applied Sciences 3.3(2009): pp. 2653-2669 Title record from database: RePEc - Research Papers in Economics Availability: Full text Full text More options Cite Email Export Bookmark Description Summary: In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considerin

"Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2009): Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team. Published in: Proceedings of the 2010 International Conference on Industrial Engineering and Operations Management Dhaka, Bangladesh (9. January 2010): pp. 1-10. [img] PDF MPRA_paper_26984.pdf Download (561Kb) | Preview Abstract New product development (NPD) in small and medium-sized enterprises (SMEs) virtual team has not been systematically investigated in developing countries. Literatures have shown no significant differences between traditional NPD and virtual NPD in general. New product development especially for SMEs virtual team are somewhat lacking in the literature and constitute a research gap. This paper aims to bridge this gap. This study first reviews the NPD and its relationship with virtuality and then identifies the critical factors in definition of NPD in SMEs virtual team. The statistical method was utilized to perform the required analysis of the data from survey. The results are achieved through factor analysis at the perspective of NPD in some of Malaysian and Iranian manufacturing firms. The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines which hopefully will help managers of firms in developing countries to consider the main factors in NPD. Item Type: MPRA Paper Original Title: Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team English Title: Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team Language: English Keywords: Survey Finding, New Product Development, Factor Analysis, Virtual Team Subjects: L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance > L11 - Production, Pricing, and Market Struct

"hat is your idea about the paper entitled "The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs" available on line on http://eprints.um.edu.my/2162/1/10-2-03-Nader_IEMS.pdf . eprints.um.edu.my eprints.um.edu.my 8 days ago Like Comment Unfollow Flag More João Matias, Carlos Luna Huertas and 2 others like this 8 comments Steven Wu StevenUnfollow Steven Wu * I skimmed through the paper and noted that the respondents's comments were pretty generic. From the paper, it appears that these projects were mostly internal efforts with little external contributions. Some suggested areas for further analysis and investigation : - what are the preferred model? eg, completely virtual / hybrid, eg, cross job-posting - are research institutes / universities involved as virtual partners? what is the model for tech transfer? - do the projects involved mostly internal cross-divisional teams or are external partners involved? - how is project management implemented? PMO? - are the new products mostly incremental innovations? - are new product development initiated in response to perceived local market needs or by a global partner to address regional/global markets? - are there any examples of radical innovations, ie, new to the world market? - do MNC collaborate with SME virtually and which parties are the drivers/initiators ? - is IP sharing a key consideration before embarking on collaboration between SMEs and what is the preferred mode? 5 days ago * Like Ignasi Papell Garcia IgnasiUnfollow Ignasi Papell Garcia * I fully agree with Mr. Wu's comments amd suggestions for further research. Another issue could be if virtual teams among different SMEs in collaborative projects could be useful, for instance within a cluster's project... Regards, Ignasi Cluster manager of AINS-functional foods cluster in Catalonia 5 days ago * Like Steven Wu StevenUnfollow Steven Wu * And to add : - what unexpected risks/problems have been

"Coaching wielokulturowych zespołów wirtualnych Szczegóły Bożena Wujec Coaching zespołów wirtualnych, które dodatkowo są wielokulturowe jest złożonym rodzajem interwencji. Zawiera w sobie aspekty związane z nie tylko z funkcjonowaniem indywidualnych osób i grup, lecz także zespołów międzynarodowych i wielokulturowych w wyjątkowym, wirtualnym środowisku pracy. Celem artykułu jest przedstawienie tematyki dotyczącej zespołów wirtualnych a także specyfiki interwencji coachingowej podejmowanej w celu zwiększenia ich efektywności. Na początku zostanie przedstawiona charakterystyka zespołu wirtualnego, jako nowego trendu w rozwoju pracy zespołowej oraz jego odmiana - wirtualny zespół wielokulturowy. Potem zostaną przedstawione korzyści wynikające z pracy takiego zespołu oraz wyzwania przed którymi stoi, co jest punktem wyjścia do zastosowania interwencji coachingowej. Następnie, po omówieniu rodzajów coachingu stosowanego w obszarze zespołów wirtualnych zostanie przedstawiony przykład pełnej takiej interwencji na tle praw rządzących zespołem, tj. dynamiki grupowej i układu hierarchicznego w organizacji. Organizacje pierwszej dekady XXI wieku działające w niezwykle dynamicznym, zmiennym i złożonym środowisku stają obecnie przed szeregiem ważnych wyzwań. Po pierwsze, wszelka działalność ekonomiczna zmierza w kierunku globalizacji (Acs, Preston 1997). Po drugie, ograniczoność zasobów planety oraz kwestie ekologiczne powodują konieczność zupełnie nowych, innowacyjnych rozwiązań technologicznych. Po trzecie, niezwykle wysoka globalna konkurencyjność wymaga szybkich działań biznesowych i skrócenia czasu dotarcia produktu na rynek. Nowe wyzwania kreują potrzebę nowych rozwiązań w sferze badań i rozwoju, technologii produkcji, organizacji oraz nowoczesnych metod pracy i logistyki. Jest to niezwykłe zadanie biorąc pod uwagę fakt, że ściśle współpracujące ze sobą działy są często o

"Virtual team effectiveness: A quasi-experiment exploring personality-based coaching on team performance, team member satisfaction and trust by Attan, Anthony D., Ph.D., Capella University, 2012, 117 pages; AAT 3541345 Abstract (Summary) This study examined the impact of personality-based coaching on team effectiveness of virtual teams. Three specific components of team effectiveness were examined: perceived team performance, team member satisfaction and trust in team. Utilizing a quasi-experimental design, this study examined real virtual team members currently working within global companies. More specifically, this study utilized a non-equivalent control group design, with those in the experimental group receiving personality-based coaching in between pre and post testing. Each component was analyzed individually with repeated-measures ANOVA. The results showed that the personality-based coaching had a significant impact on the team member satisfaction component however this impact was not found to be significant for perceived team performance and trust in team. Additionally, a repeated-measures MANOVA in which the three components are treated as a composite score found personality-based coaching to have a significant impact when considering team effectiveness in this combined manner. This study provides evidence of the value coaching can have in the business world. Implications of these results as they relate to team effectiveness, virtual teams and coaching will be discussed. Indexing (document details) Advisor: Welch, Deborah Vogele Committee members: Santonastasi, Antonio, Wowra, Scott School: Capella University Department: Harold Abel School of Social and Behavioral Sciences School Location: United States -- Minnesota Keyword(s): Coaching, Personality-based coaching, Team effectivenss, Team member satisfaction, Virtual teams Source: DAI-B 74/03, Sep 2013 Source type: Dissertation Subjects: Occupational psychology, Organizational behavior Publication Number

"Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha, M. A. Wazed This paper presents the results of empirical research conducted during March to September 2009. The study focused on the influence of virtual research and development (R&D) teams within Malaysian manufacturing small and medium sized enterprises (SMEs). The specific objective of the study is better understanding of the application of collaborative technologies in business, to find the effective factors ... Published in 2012. Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha, M. A. Wazed This paper presents the results of empirical research conducted during March to September 2009. The study focused on the influence of virtual research and development (R&D) teams within Malaysian manufacturing small and medium sized enterprises (SMEs). The specific objective of the study is better understanding of the application of collaborative technologies in business, to find the effective factors ... Published in 2011. The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs Nader Ale Ebrahim, Salwa Hanim Abdul Rashid, Shamsuddin Ahmed, Zahari Taha The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtual R&D teams are believed to have high potential for the growth of SMEs. Due to the fast-growing complexity of ... Published in 2011. Virtual R&D Teams: A potential growth of education-industry collaboration Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha Introduction: With the advent of the global economy and high-speed Internet, online collaboration is fast becoming the norm in education and industry [1]. Information technolog

"As the world becomes more mobile, those looking for management positions need to be sure to have the skills necessary for leading virtual teams. This is an exciting opportunity for leaders to step up and change the way business is done, becoming trendsetters in new areas of expertise. Many of the skills developed in traditional leadership roles will be instrumental in creating a successful team. Clarity of focus is important. Be sure the members of the team are aware of their individual roles, as well as the goals of the entire team. In order for a virtual team to have a true connection, each member must be aware of the reasons he or she was chosen for the team. They must have confidence in their own skill sets, and understand what they each bring to the table. Virtual does not mean disorganized. Procedures must be established regarding communication protocol, meeting formats, and technologies that will be used. A team web page or social media page is a great place to connect; if properly done, it will serve as a virtual water cooler. Communication will promote discipline. Because information is sometimes shared at a slower pace between virtual teammates, it is crucial that the project manager ensures that time is managed effectively and deadlines are maintained. Foster transparency by keeping communication in a shared database. "Live" documents are a great way to promote teamwork; by allowing team members access to the same document at the same time, cooperation is encouraged and duplication is minimized. Every team member should have a voice. Solicit feedback, and act on the items that will best promote team cohesiveness. The key to building trust and success is to encourage candid feedback, and reinforce to team members that their voices are being heard. Trust is the key to a successful team. Traditional methods of trust building are difficult when team members are dispersed and interaction is minimal. Therefore, it is extremely importan

"Journal of Further and Higher Education Factors affecting university teaching team effectiveness in detached working environments Factors affecting university teaching team effectiveness in detached working environments Preview Buy now DOI: 10.1080/0309877X.2012.722201 Roger Bennetta* & Suzanne Kaneb Received: 01 May 2012 Accepted: 13 Aug 2012 Version of record first published: 24 Sep 2012 Article Views: 8 Alert me Abstract This paper presents the outcomes of a study of the factors that contribute to teaching team effectiveness in situations where team members rarely meet face to face. Academic faculty within a university Business School were asked to report the degrees to which they believed that the module teaching teams to which they belonged contained members who (1) were satisfied and committed, and (2) regarded their teams as cohesive and as engaging in reliable and useful internal communications. All the teams covered by the study operated in 'detached' manners. Team members' perceptions of the presence within their teams of trust, shared understanding, disparate educational orientations among participants and certain leadership styles were also examined. A model of the determinants of detached team effectiveness was constructed and tested. The respondents' opinions vis-à-vis levels of satisfaction, commitment, cohesion and the value of internal team communications were then compared with metrics concerning student satisfaction and rates of progression on specific modules. Trust, shared understanding, differences in educational orientation among team members, conflict and the frequency of (though not the length of time spent on) communications emerged as major influences on perceptions of team effectiveness. Teams that were regarded as operating effectively appeared to be associated with higher student satisfaction and progression ratings. View full text Download full text Keywords Detached teaching teams, team conflict,

" 1. Virtual R&D teams and SMEs growth: a comparative... by SSOAR - Social Science Open Access Repository Virtual R&D teams and SMEs growth: a comparative study between Iranian and Malaysian SMEs by SSOAR - Social Science Open Access Repository; Taha, Zahari; Ahmed, Shamsuddin; Ale Ebrahim, Nader Downloadable archival material Added 2012-08-08 12:26 2. Technology Use in the Virtual R&D Teams by Ale Ebrahim, Nader Technology Use in the Virtual R&D Teams by Ale Ebrahim, Nader; Ahmed, Shamsuddin; Abdul Rashid, Salwa Hanim; Taha, Zahari Downloadable article Publication: American Journal of Engineering and Applied Sciences Added 2012-08-08 12:26 3. WORK TOGETHER... WHEN APART CHALLENGES AND WHAT... by Mr. R. R., Raval WORK TOGETHER... WHEN APART CHALLENGES AND WHAT IS NEED FOR EFFECTIVE VIRTUAL TEAMS by Mr. R. R., Raval; Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Downloadable article Publication: Journal of Information, Knowledge and Research in Business Management and Administration Added 2012-08-08 12:26 4. Virtual teams: a literature review by SSOAR - Social Science Open Access Repository Virtual teams: a literature review by SSOAR - Social Science Open Access Repository; Taha, Zahari; Ahmed, Shamsuddin; Ale Ebrahim, Nader Downloadable archival material Added 2012-08-08 12:26 5. Virtual R&D Teams: A potential growth of education-industry... by Ale Ebrahim, Nader Virtual R&D Teams: A potential growth of education-industry collaboration by Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Downloadable article Publication: Academic Leadership Journal Added 2012-08-08 12:26 6. Critical Factors for New Product Developments... by Ale Ebrahim, Nader Critical Factors for New Product Developments in SMEs Virtual Team by Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari Downloadable article Publication: African Journal of Business Management Added 2012-08-08 12:26 7. Virtual Teams: a Literature Review by Ale Ebrahi