Virtual R&D Teams

"N.A. Ebrahim, A. Shamsuddin, Z. Taha, (2009), Virtual Teams: a Literature Review, "Australian Journal of Basic and Applied Science", Nr 3(3), str. 2653-2669. "

"Effective management of virtual teams K Sanjay, Feb 08, 2012 :"

"SAP Offers SMEs In-Memory Analytic Solutions By SiliconIndia,Friday, 17 February 2012, 23:37 Hrs Bangalore: SAP, one of the world's leading enterprise software companies, recently announced that two of its HANA- related analytic software that will be made available for small and medium enterprises (SMEs). HANA (High Performance Analytic Appliance) is a database technology that analyzes data in a computer's memory instead of performing the analysis to the system's slower drives."

"A Resource-based View"

"Download "Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009). Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process. [Review]. African Journal of Marketing Management, 1(9), 211-219." from http://papers.ssrn.com/sol3/pa..."

"Virtual teams definition edit delete Thursday, April 14, 2011 Virtual teams Developments in communications technologies have seen the emergence of the virtual work team. A virtual team is a group of people who work interdependently and with shared purpose across space, time, and organisation boundaries using technology to communicate and collaborate. Virtual team members can be located across a country or across the world, rarely meet face-to-face, and include members from different cultures.[1] Ale Ebrahim, N., Ahmed, S. & Taha, Z. in their recent (2009) literature review paper, added two key issues to definition of a virtual team "as small temporary groups of geographically, organizationally and/ or time dispersed knowledge workers who coordinate their work predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks".[2] Many virtual teams are cross-functional and emphasis solving customer problems or generating new work processes. The United States Labour Department reported that in 2001, 19 million people worked from home online or from another location, and that by the end of 2002, over 100 million people world-wide would be working outside traditional offices.[3] 1. Kimble et al. (2000) Effective Virtual Teams through Communities of Practice (Department of Management Science Research Paper Series, 00/9), University of Strathclyde, Strathclyde, UK, 2000. 2. Ale Ebrahim, N.; Ahmed, S.; Taha, Z. (December 2009). "Virtual R & D teams in small and medium enterprises: A literature review" . Scientific Research and Essay 4 (13): 1575-1590. http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1530904 3. Pearlson & Sounders, 2001"

"Innovation Process is Facilitated in Virtual Environment of R&D Teams"

"Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process"

Subject Area

"Working Together Apart? Building a Knowledge-Sharing Culture for Global Virtual Teams"

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"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

"Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs," MPRA Paper 29177, University Library of Munich, Germany, revised 20 Dec 2010"

"Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs," MPRA Paper 29177, University Library of Munich, Germany, revised 20 Dec 2010. "

"Reviewing the impact of virtual teams in the information age"

"All for one, one for all: Coopetition and virtual team performance Yehuda Barucha [Author Vitae], Chieh-Peng Linb, Corresponding author contact information, E-mail the corresponding author [Author Vitae] a Rouen Business School, Mont-Saint-Aignan, France b National Chiao Tung University, Taipei, Taiwan, ROC Received 9 February 2011. Revised 16 December 2011. Accepted 18 January 2012. Available online 19 February 2012. http://dx.doi.org/10.1016/j.techfore.2012.01.008, How to Cite or Link Using DOI Permissions & Reprints View full text Purchase Abstract This study establishes a model based on coopetition theory to explain the formation of team performance in virtual teams. We tested the model in information technology (IT) organizations, and found applicability of coopetition in influencing team performance and knowledge sharing. Knowledge sharing is indirectly influenced by team politics and social capital (i.e., trust, social interaction and shared vision) via the mediation of cooperation and competition, while team performance is indirectly affected by team politics and social capital via the mediation of cooperation, team emotional intelligence and team competence."

"Organizational and behavioral factors that influence knowledge retention Document Information:Title: Organizational and behavioral factors that influence knowledge retention Author(s): Ellen Caroline Martins, (Director at Organisational Diagnostics cc, Johannesburg, South Africa), Hester W.J. Meyer, (Associate Professor in the Department of Information Science, University of South Africa, Tshwane, South Africa) Citation: Ellen Caroline Martins, Hester W.J. Meyer, (2012) "Organizational and behavioral factors that influence knowledge retention", Journal of Knowledge Management, Vol. 16 Iss: 1, pp.77 - 96 Keywords: Knowledge behavior, Knowledge loss, Knowledge management, Knowledge retention, Organizational behaviour, Principal component factor analysis, Tacit knowledge Article type: Research paper DOI: 10.1108/13673271211198954 (Permanent URL) Publisher: Emerald Group Publishing Limited Acknowledgements: Received: March 2011 Revised: July 2011 Accepted: August 2011 Abstract: Purpose - The purpose of this article is to identify and explore the organizational and behavioral factors that influence knowledge retention, specifically in the tacit knowledge sphere. Design/methodology/approach - A multidisciplinary approach focusing on knowledge management and organizational behavior was followed to develop a theoretical model that identifies the organizational and behavioral factors to be considered when addressing the issues relating to knowledge loss. A quantitative empirical research paradigm using the survey method was adopted to determine the organizational and behavioral factors that impact on knowledge retention. The survey was conducted electronically and on paper in the water supply industry. The exploratory principal component factor analysis technique (PCFA technique) was used to explore the factor structure underlying the variables. The theoretical model was compared with the newly proposed factor model to determine similarities and differences. Finding

"An overlapping-based process model for managing schedule and cost risk in product development"

""The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs" a paper available on http://eprints.um.edu.my/2162/1/10-2-03-Nader_IEMS.pdf"