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"Search Results Results: 1 through 3 of 3 (0.008 secs) You searched for: creator:"Nader Ale Ebrahim" AND subject:"Virtual teams" Advanced search [texts] Effective Virtual Teams - Nader Ale Ebrahim ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2012. Effective Virtual Teams for New Product Development. Scientific Research and Essay, 7, 1971-1985. Keywords: Virtual teams; collaboration; questionnaires; communication; information; integration; performance; success; cross-functional teams; product development Downloads: 2 [texts] SMEs; Virtual research and development (R&D) teams and new product development: A literature review - Nader Ale Ebrahim 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, 916â930. Keywords: Virtual teams; small and medium enterprises; new product development; R&D Downloads: 83 [texts] The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs - Nader Ale Ebrahim 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, 109-114. Keywords: Virtual Teams; New Product Development; Survey Finding; Small and Medium Enterprises Downloads: 9 "

"Managing from a distance - How to manage virtual teams This blog post follows the Deloitte e-tolling article (written by Candice Silverstone and published on the 18th March 2011) which discussed the effect e-tolling will have on employees. I have provided an excerpt from the article below: "Given the impact that this proposed system will have on organisations and their employees, it is crucial that companies consider the implications on their Reward and Travel policies and practices, as well as changes to traditional modes of working. In order to cut travel time and associated costs, the creation of home offices, particularly by professionals and knowledge workers, is likely to become more attractive with the implementation of e-tolling. The trend of remote/off-site/virtual teams is therefore likely to increase, particularly with advances of technology. Such working arrangements may present socio-psychological challenges however, such as a decline in team spirit due to little personal contact and supervision, feelings of social isolation as a result of increased use and dependence on technology, and poor employee well-being and frustration due to possible role uncertainty". Managing from a Distance - How to manage virtual, remote and/or dispersed teams by Candice Silverstone of Deloitte Consulting As many organisations are aware, non-traditional teams are growing locally and internationally as enterprises convert to global organisational structures and invest in more complex technology. The introduction of toll roads is also likely to decrease face to face time in the hope of reducing travel costs. It is time to stop thinking of dispersed teams as special cases and start developing management strategies for dealing with the new challenges that they create so as not to risk team dysfunction and sub-optimal performance. Critical Success Factors for High Performing Dispersed Teams Extensive research, coupled with our own client experience, demonstrates

"Virtual Teams: a Literature Review by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha - AUSTRALIAN JOURNAL OF BASIC AND APPLIED SCIENCES , 2009 "... 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 ..." Abstract - Cited by 5 (4 self) - Add to MetaCart 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 considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted. Innovation and R&D Activities in Virtual Team by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha "... Innovation plays a central role in economic development, at regional

"Effective Virtual Teams for New Product Development by Nader Ale Ebrahim نادر آل ابراهیم Ale Ebrahim N., Ahmed S., Abdul Rashid S.H., Taha Z. (2012) Effective Virtual Teams for New Product Development. Scientific Research and Essay 7:1971-1985. DOI: 10.5897/SRE10.1005. 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... Virtual teams, collaboration, questionnaires, communication, information, integration, performance, success, cross-functional teams, product development., Virtual Teams, Collaboration, Cross-functional teams, New Product Development, and Performance Studies Download (.pdf) Quick view View on papers.ssrn.com 19 On Selection of project team members and complexity by Dimitris Antoniadis Published in - THE JOURNAL "NUOVA ATLANTIDE", June 2012 "In construction the sub-process of selecting team members, as in individuals not partners, is not implemented. However interconnections and boundaries are formed between both individuals within a team and teams as a whole within the... Complexity Theory, Complex Adaptive Systems, Social Complexity, Complexity, Complex Adaptive Systems, Human Systems Dynamics, Social Evolution, Collective Behavior, Self-Organization, Cooperation, Complex Systems, Teams, Virtual Teams, Leadership, management, motivating, parasocial realtionships, and evolutionary effects on the foregoing. Guiding highly educated individuals in professional environments. Guiding teams to increase output without compromise to quality., Self Managed Teams, Cross-functional teams, Project Management, and Construction Project Management View on danton-progm.co.uk 8 Complexity and the process of selecting project team members by Dimitris Antoniadis To be published in the CIB W117 stream journal "The sub-process of selecting team members, as in people not orga

" Search in this title: Journal cover: Employee Relations Employee Relations ISSN: 0142-5455 Online from: 1979 Subject Area: Human Resource Management Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues Options: To add Favourites and Table of Contents Alerts please take a Emerald profile Previous article.Icon: Print.Table of Contents.Icon: . EarlyCite Article Trust your teammates or bosses? Differential effects of trust on transactive memory, job satisfaction, and performance Document Information:Title: Trust your teammates or bosses? Differential effects of trust on transactive memory, job satisfaction, and performance Author(s): Rommel R. Robertson, (Farmingdale State College, The State University of New York), Christine Gockel, (University of Fribourg), Elisabeth Brauner, (Brooklyn College and the Graduate Center, The City University of New York) Citation: Rommel R. Robertson, Christine Gockel, Elisabeth Brauner, (2012) "Trust your teammates or bosses? Differential effects of trust on transactive memory, job satisfaction, and performance", Employee Relations, Vol. 35 Iss: 2 Article type: Research paper Publisher: Emerald Group Publishing Limited Abstract: Purpose - In two studies, we examined whether trust in teammates and trust in management influenced transactive memory and how strongly transactive memory, in turn, influenced perceived team performance and job satisfaction. Design/methodology/approach - Data were collected via questionnaires from two samples of employees (n1 = 383 and n2 = 40). Regression and mediational analyses were employed to test the hypotheses. Findings - Trust in teammates predicted transactive memory and transactive memory, in turn, predicted perceived team performance and job satisfaction. Trust in management did not predict transactive memory, but it did predict job satisfaction. Research limitations/implications - Data are cross-sectional and cannot establish cause-effect-relationships. Furthermore, object

"The effectiveness of virtual R&D Teams in SMEs: experiences of Malaysian SMEs Author Ale Ebrahim, Nader · Abdul Rashid, Salwa Hanim · Ahmed, Shamsuddin · Taha, Zahari Published 2011-04-07 See all Details 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 in turn, leads to increased effectiveness in new product development's procedure. back to top Reviews Nobody has reviewed this item yet. Why not be the first one? back to top Add Review Details Title The effectiveness of virtual R&D Teams in SMEs: experiences of Malaysian SMEs Author Ale Ebrahim, Nader · Abdul Rashid, Salwa Hanim · Ahmed, Shamsuddin · Taha, Zahari Year 2011 Published 2011-04-07 History 2011-05-30 Type Research Paper Language eng Ke

"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 "

" RUNNING EFFECTIVE VIRTUAL TEAM MEETINGS - QUESTION 4 OF 4 Posted by Yael Zofi on Leading Virtual Meetings ChallengesWith the rise of virtual teams, I have had the opportunity over the past two years to run numerous webinars for professional groups and organizations on issues related to managing in the virtual space. Last month I conducted a webcast for AMA titled How to EFFECTIVEly Lead Virtual Team Meetings which focused on successful practices for leading virtual meetings with full participant engagement. Attendees asked many interesting questions, which I believe are relevant to many of you. Therefore, I dedicated September's posts to answering selected questions asked by participants on this topic. Please click here to read the three prior questions and my comments. This fourth blog post on the topic focuses on handling challenging personalities during meetings, and concludes with what I call my 'golden rule' of cross cultural collaboration. As always, you can comment or send me a personal question via email: yael@aim-strategies.com, Facebook or LinkedIn. Question: Dealing with Dominant Personalities During Virtual Meetings "A few individuals do most of the talking during the virtual meeting, which crowds out others or discourages them. How do I handle dominant personalities that wish to either take over the discussion or override others' ideas?" Answer: If you don't want one person to dominate, it's up to you to monitor who is actively participating, and to (1) intervene when one person hogs air time and (2) engage everyone in the discussion, even if some participants say very little. As soon as you believe someone is dominating the discussion intervene immediately. For example, say, "Thanks, for making that point. Let's have Larry's take on that issue." Here are some other group dynamics to watch out for: Team discussions turning negative and personal Team members not contributing to the discussion

"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

"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

"It shouldn't be difficult for you to imagine the last party you attended as we come out of the holiday season. Maybe you have a few standout memories of that special occasion: the food might have been delicious, the decorations, beautiful, and you might have found yourself immersed in the most interesting conversation ever with another guest. However, I'm willing to bet that those details would have meant very little without an outstanding host to tie everything together. We all know a great party host creates a safe and interesting environment for their guests and makes everyone's comfort level their top priority. Actually, when it comes down to it, an effective virtual leader possesses the very same qualities and demonstrates the same behaviours. When we really think about it, every great party host has a number of personal characteristics that enable them to be the centre of the party, providing everyone with energy, inspiration, and the ability to simply be themselves. He or she is interested in building a relationship with every guest; similarly, an effective virtual team leader builds relationships with the team members. A good party host will ask their guests questions; this is an indicator of politeness and also puts people at ease and makes them feel valued. Your host may ask "How was the drive over?" or "Have you seen any interesting movies lately?" Naturally, a virtual leader is also interested in putting their team members at ease and making them feel valued. In a virtual team situation, this involves keeping the lines of communication open; asking team members questions about the progress of their tasks or whether they need assistance. Open communication also means virtual leaders should reply to questions and issues that are raised by their team members in a timely and clear manner. An effective party host also has an unmistakable presence at their party; often, this involves achieving a balance between being overly involved with their

"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

"Home > Vol 16, No 2 (2012) > Olson Towards A Theoretical Model Of The Impacts Of Incorporating Webcams In Virtual Teams Joel Olson, Lynn Grinnell, Chad McAllister, Frank Appunn, Kimberly Walters Abstract Virtual teams have proliferated over the last ten years as businesses realized benefits in coordinating across geographic and departmental boundaries. Studies of virtual teams, however, have revealed uneven success in team effectiveness. With the increase in quality and availability of video over the Internet, there are opportunities to improve effectiveness of virtual teams by integrating videoconferencing into synchronous meetings. The purpose of this qualitative study is to evaluate the impact of video on team interactions and effectiveness. Results showed a relationship between the added richness and authenticity brought about by video and increased effectiveness, while also showing a relationship between the increased stress of learning new technology and decreased effectiveness."

"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

"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

"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

"1. The Effectiveness of Virtual R&D Teams in SMEs:... by Nader Ale Ebrahim The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs by Nader Ale Ebrahim; Salwa Hanim Abdul Rashid; Shamsuddin Ahmed; Zahari Taha Article Article Language: English Publication: Industrial Engineeering & Management Systems, v10 n2 (20110601): 109-114 Database: DBpia 2. Knowledge management in Iran by Nader Ale_Ebrahim. Knowledge management in Iran by Nader Ale_Ebrahim.; Ali Ghazizadeh.; Arash Golnam. Article : Conference publication : Government publication Language: English Publication: KNOWLEDGE MANAGEMENT INTERNATIONAL CONFERENCE & EXHIBITION, (2006 : Kuala Lumpur) : 6p. Database: WorldCat 3. A conceptual model of virtual product development... by Nader Ale_Ebrahim. A conceptual model of virtual product development process by Nader Ale_Ebrahim.; Shamsuddin Ahmed; Zahari Taha. Article : Conference publication : Government publication Language: English Publication: SUSTAINABLE DEVELOPMENT THROUGH ENGINEERING AND INFORMATION TECHNOLOGY : 2ND SEMINAR ON ENGINEERING AND INFORMATION TECHNOLOGY : SEMINAR PROCEEDINGS, 8th-9th July 2009, School of Engineering and Information Technology, Universiti Malaysia Sabah, Kota Kinabalu, Sabah, Malaysia / p. 191-196 Database: WorldCat 4. Concurrent collaboration in research and development by Nader Ale_Ebrahim. Concurrent collaboration in research and development by Nader Ale_Ebrahim.; Shamsuddin Ahmed; Zahari Taha. Article : Conference publication : Government publication Language: English Publication: DESIGN EXCELLENCE FOR MANUFACTURING SUSTAINABILITY : PROCEEDING OF THE NATIONAL CONFERENCE ON DESIGN AND CONCURRENT ENGINEERING 2008, 28-29 October 2008, Avilion Legacy Hotel, Melaka / p. 313-316 Database: WorldCat 5. View online Virtual marketing in virtual enterprises Virtual marketing in virtual enterprises by Nader Ale Ebrahim Downloadable article Publication: Ale Ebrahim, Nader; Fattahi, Hamaid

" The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs Nader Ale Ebrahim, 1Salwa Hanim Abdul Rashid, 2Shamsuddin Ahmed, 3Zahari Taha Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya Kuala Lumpur, Malaysia 1Centre for Product Design and Manufacturing, Faculty of Engineering, University of Malaya, 50603, Kuala Lumpur, Malaysia, 2Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya Kuala Lumpur, Malaysia, 3Faculty of Manufacturing Engineering and Management Technology, University Malaysia Pahang, 26300 Gambang, Pahang, Malaysia Received, January 12, 2011; Revised, April 12, 2011; Accepted, April 19, 2011 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

"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

"Effective virtual new product development teams: an integrated framework"