Die Autoren dieses Artikels gehen der Frage nach, wie Organisationen im Jahr 2020 mit Wissen umgehen werden. Dazu haben sie in einem ersten Schritt nationale und internationale Wissensmanagementkonferenzen, Publikationen und Internetveröffentlichungen analysiert, um Wissensmanagement-Visionäre aufzufinden. Dabei sind vier Visionäre aufgrund Ihrer Keynotes und ihrer Veröffentlichungen zu Wissensmanagement-Trends aufgefallen: David Griffiths, Dave Snowden, David Gurteen und Norbert Gronau. Sie werden hier zusammen mit ihren Thesen und Visionen zum Umgang mit Wissen vorgestellt. 

Im Artikel werden auf Basis von aufgestellten Grundanforderungen gängige WikiLösungen vorgestellt, die für den Einsatz in Unternehmen oder anderen  Organisation geeignet sind. Anhand bestimmter Features werden sie verglichen und bewertet, inwieweit sie für die Anwendung im Bereich Wissensmanagement geeignet sind. Die Wikis werden in Bezug auf Benutzerfreundlichkeit, Recherche, Strukturierung und Validierung von Wissen verglichen

Something to disseminate widely!

A bit dated study of Fraunhofer-Institute but it shows clearly where are the problems when SMEs try to globalize

A review of the literature on self-managed or self-directed work groups lends itself to the fact that more and more organizations are changing as a more competitive global society emerges. As a result, individual, team, and organizational roles are much different now than they were even twenty years ago. In order to stay competitive, organizations must allow themselves to evolve. By tapping into an ever present resource, their employees, the organization gains a wealth of expertise, enabling them to transform externally and, as a result, transforms internally to a healthier work environment. In spite of the challenges, self-managed work groups are an obvious win-win solution in our ever changing environment.

an informal paper on trust in high performance virtual teams

A video made by an Indian collaborator on how his international team collaborates. More on tools but a bit on processes as well

Global virtual teams are internationally distributed groups of people with an organizational mandate to make or implement decisions with international components and implications. They are typically assigned tasks that are strategically important and highly complex. They rarely meet in person, conducting almost all of their interaction and decision making using communications technology. Although they play an increasingly important role in multinational organizations, little systematic is known about their dynamics or effectiveness. This study built a grounded theory of global virtual team processes and performance over time. We built a template based on Adaptive Structuration Theory (DeSanctis and Poole 1994) to guide our research, and we conducted a case study, observing three global virtual teams over a period of 21 months. Data were gathered using multiple methods, and qualitative methods were used to analyze them and generate a theory of global virtual team dynamics and effectiveness. First, we propose that effective global virtual team interaction comprises a series of communication incidents, each configured by aspects of the team's structural and process elements. Effective outcomes were associated with a fit among an interaction incident's form, decision process, and complexity. Second, effective global virtual teams sequence these incidents to generate a deep rhythm of regular face-to-face incidents interspersed with less intensive, shorter incidents using various media. These two insights are discussed with respect to other literature and are elaborated upon in several propositions. Implications for research and practice are also outlined.

In a lightweight study of virtual teams, Stanford management science researcher Pamela Hinds found that 6 months after virtual team members participated in an intense week-long team-building retreat there was zero correlation to their ability to work together. Hinds believes that in order to increase a group's relational coordination or ability to problem-solve through mutual respect and open communication, members need to "know-who" each other are in their work contexts. Bringing people who don't usually see each other to do team-building exercises in a neutral hotel doesn't help because Hinds points out, "the truth is we don't work in neutral territory." She emphasizes, "Learning to work together is learning how people work, not just what kind of beer do you like," even though she adds, "that's useful information."

Virtual teams, although relatively new to the global business landscape, are already recognized as a boon to international organizations. Without the time, cost and hazards of travel, groups can now share information, chat, innovate and make decisions together. Creating effective virtual teams has proved to be more difficult than expected. Managers cannot simply create high-performance by assigning members and 'letting them run'. Without careful structuring, support and attention to processes, virtual teams do not achieve their potential and may not even get off the ground. Here we focus on four of the most important challenges: effective communication, relationship building, managing conflicts and leadership.

An article from 2001 (!) which however captures the essence of virtual teams in five categories: Communicate Chat Change it up Cut out Celebrate

From Wikibooks - quite a good summary of challenges and solutions for virtual teams

Quite a good and simple presentation on the essence of what is effective virtual collaboration.

It is a 100 page PDF describing scenarios for the future of work: Scenario 1: Global product creation in a networked company Scenario 2: E-professionals in ad-hoc self-organising teams Scenario 3: Coordinating distributed work of individual worker Scenario 4: Community-based collaborative workspace Scenario 5: Mobile workplaces in a collaborative business network Scenario 6: Mobile competence workers in global supply chain

The office of the future will be chaotic and hyperconnected. The mobile device will replace the desktop. People will be working from any location. Photo: Nic Walker What will the workplace of the future look like? It's a question that's been around for years and the different scenarios keep coming.

HILLSBORO, Ore. - Intel was never one of those technology companies where employees had beanbag chairs, designer desks and pinball machines. Its offices were known for their endless rows of gray cubicles, low ceilings and fluorescent lighting. For decades it resisted any changes to its office environment. In the last two years, however, Intel has quietly been trying to inject a little more fun into its offices and make them places where employees can be more collaborative. The company has remade one million square feet of office space thus far in a sweeping redesign.