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"Tips for virtual team leaders: Teach your employees to manage up By Jessica Stillman Mar. 16, 2012, 6:02am PT 2 Comments inShare32 Managing a virtual team is like managing a traditional team on steroids. If miscommunications and blurry understandings of responsibility will hurt you in an office-based team, they'll torpedo your work if your team is hundreds of miles away. (On the upside, research indicates that you're less likely to be irked by the human foibles and political intrigues of your co-workers when you're not forced into close daily proximity.) Which means that while tried-and-true management practices like setting measurable goals, holding people to account and praising success continue to hold in a virtual team setting, other aspects of being a boss need to be beefed up and refined for the specific case of remote teams. What are these essential tweaks for managing virtually? Blog Workshifting recently came up with a list of seven. Old standbys, like providing your team with the proper tools, are solid reminders but probably won't come as an eye-opener to most - however, one tip in particular may have never occurred to managers of remote teams in quite the way Workshifting puts it. The blog suggests: Tell them how to manage up. Telework team members aren't in the office all the time learning how you work. Instead of making your team members figure out the best time to get your attention - tell them. Let them know the best topics to cover via email and the ones they should call about. Also inform them of those things they can just handle and never tell you. Or the ones they can handle and tell you after the fact. As managers, we spend a lot of time trying to figure out the right ways to direct employees, to coach their performance and to recognize them properly. Why not also let employees know how they should deal with you as their manager? It would save a lot of time and frustration. This is in line with advice from commu

"VTMM - Virtual Team Maturity Model AUTHOR(S) Friedrich, Ralf; Bleimann, Udo; Stengel, Ingo; Walsh, Paul PUB. DATE January 2011 SOURCE Proceedings of the European Conference on Management, Leadership;2011, p159 SOURCE TYPE Conference Proceeding DOC. TYPE Article ABSTRACT As virtual teamwork becomes more and more widely used the performance of many virtual teams is still low and initiatives improving virtual team performance are often ignored (Kostner, 1998, Lipnack and Stamps, 2000, St�ger and Thomas, 2007). One of the reasons is the lack of a reference model against which virtual teams can be assessed and gaps in the performance can be identified and closed. In two rounds of control group experiments, carried-out in 2010 and 2011 and an organisational analysis of a global engineering organisation in 2011, it was identified that a gap in performance is closely related to inappropriate behaviours of team leaders and team members in a virtual environment. VTMM - Virtual Team Maturity Model addresses this gap. It is designed to assess the current maturity of a virtual team and proposes clear steps to improve the virtual team performance quickly. This is achieved through a set of pre-defined virtual team processes. Implementing these processes will lead to a new behaviours applied by all members of the virtual team and this new behaviour will lead then to increased team performance. The increased performance can be measured in maturity levels, showing evidence of the degree of implementation of the virtual team processes. In addition to the processes, VTMM offers two best practice libraries: One for virtual team tools and one for virtual team culture. ACCESSION # 69727370 Tags: VIRTUAL reality; teams in the workplace; EMPLOYMENT practices; ORGANIZATIONAL structure; BEST practices"

"[texts] Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process - Nader Ale Ebrahim 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, 211-219. Keywords: Modified stage-gate system; virtual product development; conceptual model Downloads: 32 [texts] Technology Use in the Virtual R&D Teams - Nader Ale Ebrahim ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2012. Technology Use in the Virtual R&D Teams. American Journal of Engineering and Applied Sciences, 5, 9-14. Keywords: Collaboration Teams; questionnaires; performance; cross-functional Teams; product development; structural equation modeling; measurement model; literature review Downloads: 20 [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: 92 [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; Surv

"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

"Team Knowledge Research Emerging Trends and Critical Needs 1. Jessica L. Wildman 2. Amanda L. Thayer 3. Davin Pavlas 4. Eduardo Salas 1. University of Central Florida, Orlando 1. John E. Stewart 1. Army Research Institute, Fort Rucker, Alabama 1. William R. Howse 1. Damos Aviation Services, Gurnee, Illinois 1. Eduardo Salas, PhD, Institute for Simulation & Training, University of Central Florida, 3100 Technology Parkway, Orlando, FL 32826; e-mail: esalas@ist.ucf.edu. Abstract Objective: This article provides a systematic review of the team knowledge literature and guidance for further research. Background: Recent research has called attention to the need for the improved study and understanding of team knowledge. Team knowledge refers to the higher level knowledge structures that emerge from the interactions of individual team members. Method: We conducted a systematic review of the team knowledge literature, focusing on empirical work that involves the measurement of team knowledge constructs. For each study, we extracted author degree area, study design type, study setting, participant type, task type, construct type, elicitation method, aggregation method, measurement timeline, and criterion domain. Results: Our analyses demonstrate that many of the methodological characteristics of team knowledge research can be linked back to the academic training of the primary author and that there are considerable gaps in our knowledge with regard to the relationships between team knowledge constructs, the mediating mechanisms between team knowledge and performance, and relationships with criteria outside of team performance, among others. We also identify categories of team knowledge not yet examined based on an organizing framework derived from a synthesis of the literature. Conclusion: There are clear opportunities for expansion in the study of team knowledge; the science of team knowledge would benefit from a

"By Shawn Ardaiz Tackling complex problems, fostering creativity and positive impact requires well-formed teams. This is the future of business. Those with the ability to combine innovative scenarios with well-thought-out strategy in a collaborative team setting have the potential for outstanding results. Making the impossible possible will take teams that have a carefully selected communication method, use collaboration not just coordination, and have the ability to recruit members with diverse backgrounds and expertise. Methods of communication are critical. Technology has made it convenient to work at a distance. In the DMBA program, our team meetings often center around video chat. However, have we taken the time to think about the potential impact? The dance of communication is lost in the delays associated with technology. We lack the non-verbal cues which help us determine whose turn it is to talk. Matching communication method and task is critical in maximizing a team's potential. Virtual teams tend to be more task-oriented. In the article "Virtual teams Versus Face-to-Face teams: An Exploratory Study of a Web-based Conference System," we see that the exchange of information is more difficult in virtual teams, slowing the development of relational links. Another article, "Interdisciplinary Collaboration in Digital Media Arts," examines the importance of relational links and how they foster openness, personal trust, willingness to compromise, common interests, sympathy and spatial proximity. Why are developing relational links so important within teams that collaborate? Think back to being on a team that had problems congealing. What methods of communication were being used? How might this have affected the team's relational links? Relational links foster "enhanced creativity and motivation, increased morale, better decisions and fewer process losses." The best teams quickly build a safe environment of respect and trust where collabora

"Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs Ale Ebrahim, Nader and Ahmed, Shamsuddin and Abdul Rashid, Salwa Hanim and Taha, Zahari and Wazed, M. A. Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs. Advanced Materials Research, 2012, vol. 433-44, pp. 1653-1659. [Journal Article (Print/Paginated)] [img] Text Virtual Collaborative team.pdf - Published version Download (487Kb) | Preview Alternative locations: http://ssrn.com/abstract=1999447, http://eprints.um.edu.my/2574/1/AMR.433-440.1653.pdf English abstract 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 to assist SMEs to remain competitive in the future. The paper stresses to find an answer for a question "Is there any relationship between company size, Internet connection facility and virtuality?". The survey data shows SMEs are now technologically capable of performing the virtual collaborative team, but the infrastructure usage is less. SMEs now have the necessary technology to begin the implementation process of collaboration tools to reduce research and development (R&D) time, costs and increase productivity. So, the manager of R&D should take the potentials of virtual teams into account. Item type: Journal Article (Print/Paginated) Keywords: Small and medium enterprises, Collaborative tools, Questionnaires, Virtual teams. Subjects: C. Users, literacy and reading. G. Industry, profession and education. G. Industry, profession and education. > GH. Education. L. Information technology and library technology. Depositing user: Dr. Nader Ale Ebrahim Date deposited: 03 Jul 2013 14:09 Last modified: 03 Jul 2013 14:09 U

" Search in this title: Journal cover: Journal of Knowledge Management Journal of Knowledge Management ISSN: 1367-3270 Online from: 1997 Subject Area: Information and Knowledge 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: . Teams as a sub-process for knowledge management Document Information:Title: Teams as a sub-process for knowledge management Author(s): John R. Turner, (College of Information, University of North Texas, Tyler, Texas, USA), Tekeisha Zimmerman, (College of Information, University of North Texas, Tyler, Texas, USA), Jeff M. Allen, (College of Information, University of North Texas, Tyler, Texas, USA) Citation: John R. Turner, Tekeisha Zimmerman, Jeff M. Allen, (2012) "Teams as a sub-process for knowledge management", Journal of Knowledge Management, Vol. 16 Iss: 6, pp.963 - 977 Keywords: Knowledge creation, Knowledge management, Knowledge sharing, Knowledge transfer, Team performance, Teams Article type: Conceptual paper DOI: 10.1108/13673271211276227 (Permanent URL) Publisher: Emerald Group Publishing Limited Acknowledgements: Received: March 2012 Revised: July 2012 Accepted: July 2012 Abstract: Purpose - Within the expansive body of literature on knowledge management, very little research is found that examines the use of Teams as a sub-process for knowledge management. This article addresses this limitation by seeking to provide a theoretical framework that examines the similarities between the benefits of incorporating Teams into the workplace and incorporating knowledge management principles. Recognizing that knowledge management has several critical dimensions, the framework that ties workplace Teams to each of these knowledge management dimensions is built. Knowledge management and Teams in the workplace are viewed at the individual, team and organizational leve

"Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study by Pnina Shachaf , 2008 "... ..." Abstract - Cited by 12 (0 self) - Add to MetaCart 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 Virtual R&D teams: Innovation and Technology Facilitator by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha - IN: ENGINEERING EDUCATION IN 2025, 11-12 MAY,2009 SCHOOL OF ENGINEERING AND TECHNOLOGY, UNIVERSITY OF TEHRAN, TEHRAN, IRAN. UNIVERSITY OF TEHRAN, , 2009 "... Innovation is becoming the most important key issue for company's success in the 21st century. In the competitive environment is necessary for the enterprises to put together different capabilities and services with the goal. It's a widely accepted that innovation is better achieved by working in te ..." Abstract - Cited by 2 (2 self) - Add to MetaCart Challenges and Remedies by Sheila L. Margolis, Core Insites "... Collaborative learning is a hot topic in higher education and the aggregate evidence from research studies is highly positive. However, there appears to be little research on negative learning outcomes in collaborative team projects, especially in the context of online learning and virtual teams. Th ..." Abstract - Add to MetaCart Management, 8(2), 46-60. Bridging by Pnina Shachaf "... cultural diversity through e-mail ..." Abstract - Add to MetaCart Virtual Environments Innovation and R&D Activities: Management Challenges by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha "... Companies wil

" članak: 1 od 1 Computer Science and Information Systems / ComSIS 2011, vol. 8, br. 1, str. 1-26 jezik rada: engleski članak doi:10.2298/CSIS100127033R VPN solutions and network monitoring to support virtual teams work in virtual enterprises (naslov ne postoji na srpskom) Roşu Marius Sebastiana, Drăgoi Georgeb aSpecial Telecommunications Service, Information Technology Department, Bucharest, Romania bPolytechnic University of Bucharest, PREMINV Research Center, Bucharest, Romania e-adresa: sebastianrosu@stsnet.ro, gdragoi@mix.mmi.pub.ro Sažetak (ne postoji na srpskom) In order to be competitive enterprises continuously implement ICT strategies & architectures to improve manufacture, research, products quality, sales, services and costs control. All large enterprises have a local area network, a virtual private network, an Intranet and Internet, servers and workstations for operations, administration and management working together for the same objective: profits. The virtual enterprise and the virtual team's concepts are discussed in this article. This work analyzes the network architecture for geographically dispersed enterprises (seen as virtual enterprises) as support for virtual project development by virtual teams work. In addition, the paper presents an enterprise networks monitoring solution using open source software (OSS). Ključne reči virtual enterprise; virtual team; enterprise network; virtual network; network management Reference *** (2009) OSPF design guide 2008-2009. Cisco Systems Inc, www.cisco.com Dec. 2009 CrossRefKoBSON Akgun, A., Lynn, G., Yilmaz, C. (2006) Learning process in new product development teams and effects on product success: A socio-cognitive perspective. Industrial Marketing Management, 35(2): 210-224 Ale, E.N., Ahmed, S., Taha, Z. (2009) Innovation and R&D activities in virtual team. European Journal of Scientific Research, vol. 34, br. 3, 297-307, Literature review CrossRefKoBSON Anderson

" 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

"1. Ale Ebrahim, Nader; Abdul Rashid, Salwa Hanim; Ahmed, Shamsuddin and Taha, Zahari (2011): The effectiveness of virtual R&D Teams in SMEs: experiences of Malaysian SMEs. Published in: Industrial Engineering and Management Systems , Vol. 10, No. 2 (June 2011): pp. 109-114. 2. Ale Ebrahim, Nader; Ahmed, Shamsuddin; Abdul Rashid, Salwa Hanim and Taha, Zahari (2010): Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs. Published in: Paper presented at the 2nd International Conference on Mechanical, Industrial, and Manufacturing Technologies (MIMT 2011), Singapore. , Vol. 2, (27. February 2011): V2-114. 3. Ale Ebrahim, Nader; Ahmed, Shamsuddin and Taha, Zahari (2010): Virtual R&D Teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs. Published in: African Journal of Business Management , Vol. 4, No. 11 (04. September 2010): pp. 2368-2379. 4. Ale Ebrahim, Nader; Ahmed, Shamsuddin; Abdul Rashid, Salwa Hanim and Taha, Zahari (2010): The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs. Published in: In: The 11th Asia Pacific Industrial Engineering and Management Systems Conference (APIEMS 2010), Melaka, Malaysia. (09. December 2010): pp. 1-6. 5. Ale Ebrahim, Nader; Ahmed, Shamsuddin; Abdul Rashid, Salwa Hanim and Taha, Zahari (2010): Virtual R&D Teams: A potential growth of education-industry collaboration. Published in: In: 2010 2nd International Congress on Engineering Education (ICEED 2010), 8th - 9th December Sunway Resort Hotel & Spa, Kuala Lumpur, Malaysia. (08. December 2010): pp. 7-9. 6. Ale Ebrahim, Nader; Ahmed, Shamsuddin and Taha, Zahari (2010): SMEs; Virtual research and development (R&D) Teams and new product development: A literature review. Published in: International Journal of the Physical Sciences , Vol. 5, No. 7 (July 2010): pp. 916-930. 7. Ale Ebrahim, Nader; Ahmed, Shamsuddin; Abdul Rashid, Salwa Hanim and Taha, Zahari (2010): Virtual Teams: A New Opportunity to Develop a

"1. View online Virtual marketing in virtual enterprises Virtual marketing in virtual enterprises by Nader Ale Ebrahim Downloadable article Publication: Ale Ebrahim, Nader; Fattahi, Hamaid Ali and Golnam, Arash (2008): Virtual marketing in virtual enterprises. Published in: In: 2nd International Marketing Management conference, Tehran, Iran. pp. 1-12. (22. January 2008): pp. 1-12. Database: OAIster Libraries that own this item: WorldCat Libraries View Now 2. View online Innovation and R&D Activities in Virtual Team Innovation and R&D Activities in Virtual Team by Nader Ale Ebrahim Downloadable article Publication: Ale Ebrahim, Nader; Ahmed, Shamsuddin and Taha, Zahari (2009): Innovation and R&D Activities in Virtual Team. Published in: European Journal of Scientific Research , Vol. 34, No. 3 (2009): pp. 297-307. Database: OAIster Libraries that own this item: WorldCat Libraries View Now Editions and formats » 3. View online The Effectiveness of Virtual R&D Teams in SMEs:... The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs by Nader Ale Ebrahim Downloadable article Publication: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Abdul Rashid, Salwa Hanim and Taha, Zahari (2010): The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs. Published in: In: The 11th Asia Pacific Industrial Engineering and Management Systems Conference (APIEMS 2010), Melaka, Malaysia. (09. December 2010): pp. 1-6. Database: OAIster Libraries that own this item: WorldCat Libraries View Now Editions and formats » 4. View online New Product Development in Virtual Environment New Product Development in Virtual Environment by Nader Ale Ebrahim Downloadable article Publication: Ale Ebrahim, Nader; Ahmed, Shamsuddin and Taha, Zahari (2008): New Product Development in Virtual Environment. Published in: International Conference on Technology Management and Innovation in China: Challenges and Opportunities in the 21s

"Virtual multicultural teams: real communication in the virtual world Intercultural | Irina Budrina | August 8, 2011 8:43 am The following situation sounds common enough for Romania, a country which has been chosen by many companies as their outsource location. The cheaper and more skilled labor force, plus the expansion of online technologies make it easy for Romanians to tele work with colleagues in other countries. But how easy is it to communicate with them? By Irina Budrina Let's start from the following situation: A company based in the United States develops multimedia software with a team of 7 free-lance developers located in 3 different countries, including Romania. The team was formed through Internet chat groups or interpersonal relations and is completely virtual. All developers are under commercial contract with the main company. The company has no offices and developers have never met with each other. All employees tele-work from home and informally communicate through electronic means. Each developer has specific tasks and is in charge of one part of the software development. They plan the work together at the beginning of each project. They work on the same data file and post their contributions on a collaborative platform. The company's job is to assemble the different pieces developed by the tele-workers. Many companies use virtual teams of geographically dispersed people to work on short- and long-term projects. A long-term "virtual" team is one that conducts its work almost entirely through electronic technology. Such technology and the expansion of global business have changed the work environment for organizations of all sizes, allowing even small companies to compete in the international market place. Communicating across cultures using technology can be a difficult task. It requires understanding the advantages and limitations of technology and how to build relationships via technology. Though it gives an opportunity for fre

" result 1 Document A framework for SaaS software packages evaluation and selection with virtual team and BOCR of analytic network process Authors of Document Ergu, D., Peng, Y. Year the Document was Publish 2014 Source of the Document Journal of Supercomputing Number of Documents that reference this Document 0 Show record link row View at Publisher result 2 Document Why do many firms still miss the competitive advantage of virtual teams? Authors of Document Davidson, P.L. Year the Document was Publish 2013 Source of the Document 2013 Proceedings of PICMET 2013: Technology Management in the IT-Driven Services Number of Documents that reference this Document 0 Show record link row result 3 Document A study of virtual value management workshop: Identifying risks of its implementation Authors of Document Yuan, Z., Shen, G.Q.P., Chung, K.H., Ramly, Z.M. Year the Document was Publish 2013 Source of the Document ICCREM 2013: Construction and Operation in the Context of Sustainability - Proceedings of the 2013 International Conference on Construction and Real Estate Management Number of Documents that reference this Document 0 Show record link row View at Publisher result 4 Document Enhancing team performance through tool use: How critical technology-related issues influence the performance of virtual project teams Authors of Document Weimann, P., Pollock, M., Scott, E., Brown, I. Year the Document was Publish 2013 Source of the Document IEEE Transactions on Professional Communication Number of Documents that reference this Document 0 Show record link row View at Publisher result 5 Document The influence of virtualization of resources acquisition processes on the enterprises competitiveness Authors of Document Jelonek, D., Stepniak, C., Turek, T., Ziora, L. Year the Document was Publish 2013 Source of the Document ICETE 2013 - 10th Int. Joint Conf. on E-Business and Telecommunications; 4th Int. Conf. DCNET 2013, - 10th Int. Conf. on ICE-B 2013 and OPTICS 2013 - 4th

" [Paper] Virtual R&D Teams in Small and Medium Enterprises: A Literature Review (Citations: 1) Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha Small and medium enterprises (SMEs) are the driving engine behind economic growth. While SMEs play a critical role in generating employment and supporting trade, they face numerous challenges, the prominent among them are the need to respond to fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Towards that end, research and development (R&D) aspect deserves particular attention to promote and facilitate the operations of SMEs. Virtual R&D team could be a viable option. However, literature shows that virtual R&D teaming in SMEs is still at its infancy. This article provides a comprehensive literature review on different aspects of virtual R&D Teams collected from the reputed publications. The purpose of the state-of-the-art literature review is to provide an overview on the structure and dynamics of R&D collaboration in SMEs. Specifying the foundation and importance of virtual Teams, the relationship between virtual R&D team and SMEs has been examined. It concludes with the identification of the gaps in the existing literatures and calls for future research. It is argued that setting-up an infrastructure for virtual R&D team in SMEs still requires a large amount of engineering efforts and deserves consideration at top level management. Published in 2010. View Publication ( www.academicjournals.org ) Citation Context (1) ...Reference [11] developed one of the most comprehensive and widely accepted definitions of virtual Teams: "virtual team is the 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"... ...The availability of a flexible and configurable base infr

"Managing virtual teams - theory and methodology Managing virtual teams - theory and methodology Author(s): Kristian Hadjiev Subject(s): Economy Published by: Институт за икономически изследвания при Българска академия на науките Keywords: information society; knowledge economy; work group; team; SMWT-concept (self-managed working teams); virtual team; indicators and models of team effectiveness Summary/Abstract: This paper studies the types of management teams and identifies the essential characteristics of organizational models applied in management practice: work group - team - self-managed work team and virtual team. The focus is put on virtual teams. The key prerequisites, regularities and processes associated with the design and functioning of highly effective virtual teams are analyzed. The indicators of team effectiveness are specified and the factors influencing immediate results are analyzed. The multilateral relationships in the integrative models most cited in the last 20 years are explored not only at the input, but in the process of interaction, as well as the ways to achieve balance and good teamwork between team members. The aim is to find a common theoretical and methodological basis that brings together the fundamental models of virtual team effectiveness."