- Klingenstein, Joanna (x)
- Leveraging Teams: An Annotated Bibliography (x)
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Show moreTrust is important for all groups to be successful but it is imperative for geographically dispersed groupsand R&D teams. Trust is usually gained over a period but time is a precious asset in today's rapid product and technology development environment. How can managers build the trust and accountability quickly?
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Show moreThe productivity of a modern organization lies in the leverage of its intellectual capabilities. How doesan organization find and optimize its intellectual capabilities?
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Show moreWhat factors can manager's focus on that will influence and shape the NPD experience? Managers thatdevelop successful new product development (NPD) teams look beyond functional expertise in selecting team members.
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Show moreThe paper analyzes the effect of threats on the behavior of individuals, groups, and organizations. Itshows how restrictions in information processing and constriction of control can result in functional and dysfunctional consequences, depending on whether the threat represents a known, anticipated, or trained condition or not.
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Show moreKnowledge transfer among teams is a key aspect of deriving value from the R&D process over the longterm. However, most organizations struggle wit executing successful knowledge transfer. This article will help managers spot key factors for making this a fail-safe process.
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Show moreWho should read this article and why: Managers, human resource professionals, researchers and anyone else who is interested in determining the critical elements of determining virtual team performance.
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Show moreThis paper explores the importance of a team's communication pattern in determining the amount ofcreativity possible, as well as addressing how creativity can be managed through the effective design and management of virtuality.
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Show moreGlobal managers, managers overseeing employees in remote locations or anyone in the organization responsible for building teams or who will be participating on a virtual team should read this article. It provides clear advice to team members concerning how to choose media between face-to-face meetings, identifying the important decision criteria.
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Show moreThis paper reports a study investigating whether burnout is contagious. Burnout, previously believed through empirical findings to demonstrate a contagion effect among health service professionals, has been quantitatively analyzed across 12 different European countries to validate that burnout is consciously and unconsciously communicated from one nurse to another.
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Show moreGVTs are commonly assigned the most critical organizational tasks, such as developing and launching new global products, negotiating and managing cross-border acquisitions, mergers, and alliances, and coordinating global account management programs (Maznevski & Chudoba, 2000). As GVTs are viewed by many practitioners and researchers as the nuclei of 21st century organizations (McDonough, Kahn, & Barczak, 2001), their increasing use presents a major challenge to the human resource management (HRM), particularly in terms of staffing (Pauleen, 2002).
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Show moreProject Managers and managers who have responsibilities for people who are in different locations, those dealing specifically with customer support teams. This article also assist in media choice for virtual teams.
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Show moreThis paper explores the challenges of creating and maintaining trust in a global virtual team whose members transcend time, space and culture. The challenges are highlighted by integrating recent literature on work teams, computer-mediated communication groups, cross-cultural communication, and interpersonal and organizational trust. To explore these challenges empirically, we report on a series of descriptive case studies on global virtual teams whose members were separated by location and culture, were challenged by a common collaborative project, and for whom the only economically and practically viable communication medium was asynchronous and synchronous computer-mediated communication. The results suggest that global virtual teams may experience a form of “swift” trust, but such trust appears to be very fragile and temporal. The study raised a number of issues to be explored and debated by future research. Pragmatically, the study describes communication behaviors that might facilitate trust in global virtual teams.
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Show moreManagers or leaders responsible for leveraging teams that are geographically and/or organizationally dispersed and that are assembled using a combination of telecommunication and information technologies to accomplish a variety of critical tasks. The importance of this research to understand and classify virtual teams and expose a three dimensional model that defines level of virtuality based in how much use the team relies on virtual tools, synchronicity and informational value.
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Show moreAnyone dealing with the functioning of teams in high stress environments would be advised to read this article, particularly those for which effective team performance under stress is critical, such as military or emergency personnel.
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