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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 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 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 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 moreWith the development of new technologies, and particularly information communication technologies (ICTs), teams have evolved to encompass new forms of interaction and collaboration. By focusing on the communicative dimensions of global virtual teams, this paper demonstrates that e-collaboration is more than a technological substitution for traditional face-to-face collaboration.
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Show moreProject Mangers, or Managers who lead geographically and/or time zone dispersed virtual teams or whom outsource business services of such. The research provides insight into critical factors that drive the effectiveness of these teams, from which a manager may find useful.
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Show moreFemales, Managers, or anyone in the organization responsible for building teams or who will be participating on a virtual team should read this article. It provides insight into the differences in expectations between men and women in both face-to-face and virtual teams. This information could be useful when determining when, for how long, and how often to use virtual teams and online collaboration in lieu of face-to-face collaboration.
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Show moreThere is in available literature a quite impressive list of gains from turning traditional disadvantages such as time zone differences, and geographical dispersion into competitive advantages.
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Show moreAs it becomes possible for more work to be done outside the traditional office, trust will become more important to these virtual organizations. What are the keys for managers to be successful managing these virtual organizations?
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