Global Business: Virtual Workplaces and Collaborations

Mehta, Kamlesh T.; Shah, Vivek

doi:10.30845/ijbht.v9n4p1

Cited by 3 publications

(4 citation statements)

References 3 publications

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“…Through personal interactions, trust grows over time. An increase in team communication can help develop trust in a virtual team when face-to-face encounters are not possible due to cost and time constraints, even though they occasionally improve the building of trust among team members (Mehta & Shah, 2019). Tan et al (2019) referred to teams that cover numerous time zones and wide geographical distances as global virtual teams.…”

Section: Background Of Studymentioning

confidence: 99%

A Systematic Review on Brand with Virtual Team For NGOs

Mohd Zahri,

Mohd Rashid,

Abdul Hamid

2023

JPMM

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A brand is what comes to mind when a potential supporter, donor, or consumer hears an organization's name. Brands are growing part of the workings of non-governmental organizations (NGOs) engaged in international aid and development. From telling and selling, branding has moved to communicating and sharing. In the NGO sector, branding draws attention to the complexities and clashes within NGO identity. This study examines the brand with a virtual team for NGOs. A systematic review of academic literature was done to find these. This review was constructed from the Reporting Standards for Systematic Evidence Synthesis (ROSES) protocol. To conduct this review, 128 articles were collected from three databases, which were chosen from Research Gate, Emerald Insight, and Google Scholar, and then articles were identified, screened, and reviewed. Once the selection was done, an analysis was then conducted. This was done to identify important branding elements that served as the basis for analysis when looking at the methods of a chosen brand for NGOs.

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Section: Background Of Studymentioning

confidence: 99%

A Systematic Review on Brand with Virtual Team For NGOs

Mohd Zahri,

Mohd Rashid,

Abdul Hamid

2023

JPMM

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Section: Theoretical Foundationsmentioning

confidence: 99%

“…The purpose of the team is mainly to complete a project. The members of the team rarely engage in face-to-face contact; instead, they collaborate by utilizing the emerging technologies related to computers and communications (Hertel et al, 2005;Liao, 2017;Lurey and Raisinghani, 2001;Maynard et al, 2019;Mehta and Shah, 2019). In the real world, industries apply virtual teams to adapting to the global market and making quick responses to the changing business environment (Bergiel et al, 2008;Dulebohn and Hoch, 2017;Maynard et al, 2019;Mulebeke and Zheng, 2006).…”

Section: Theoretical Foundations 21 Virtual Teammentioning

confidence: 99%

“…Organizations can implement virtual teams for business operations. Virtual teams are that the members are scattered at different locations, distances and times and are linked together through the techniques of electronic medium communication (Mehta and Shah, 2019). Because virtual teams can bring benefits to organizations, many industries have applied virtual teams in response to the global competitive market (Anderson and Ramalingam, 2021).…”

Section: Introductionmentioning

confidence: 99%

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Identifying the development stages of virtual teams – An application of social network analysis

Lin

Roan

2021

ITP

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PurposeThe purpose of this study is to explore some quantitative indicators from the social network analysis, observe the variations of these indicators over time and determine whether these indicators fit into the traditional team development stages model or theory. The primary focus is on the perspective of social interaction rather than the suitability of the indicator, i.e. the authors will not determine the optimal indicators nor compare the performance of different indicators. This study aims to propose a quantitative method to identify the development stages of virtual teams.Design/methodology/approachTwo phases were designed in this study. The first phase was a simple study to prove the preliminary ideas and explore which quantitative indicators would be suitable for analysis. In total, 16 undergraduates were randomly assigned to two virtual teams. They were required to complete an information system (IS) project through virtual teamwork and use information and communications technologies (ICTs) to communicate with each other. After proving the preliminary ideas, the authors collected communication data of the 30 virtual teams working on IS projects in the second phase. The total duration of this process was two months.FindingsThe findings practically identified three stages, which were found to be consistent with that of the previous qualitative studies. In the initial (inclusion) stage, intensity had an upward trend. In the second (control) stage, centralization had an upward trend. In the final (affection) stage, intensity and density had upward trends and centralization had a downward trend. Both density and centralization also became smooth in this final stage. The conclusion can serve as a basis for further studies in virtual team development.Originality/valueA successful virtual team will help industries to reduce their costs and increase performance and benefits. The findings will help industries quickly and objectively identify which stage they are at. This quantified approach will provide managers and leaders with a simple, useful way to highlight the needs for managing different aspects of team behavior at each stage of development. After establishing this approach, managers and leaders will be able to make plans to improve existing processes, set priorities, provide suitable principles and guidelines, etc., and eventually improve virtual team performance.

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Coping Strategies for a Collarless Workforce: An Employee Experience Guide

Bester¹,

Bester

2021

Agile Coping in the Digital Workplace

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Global Business: Virtual Workplaces and Collaborations

Cited by 3 publications

References 3 publications

A Systematic Review on Brand with Virtual Team For NGOs

A Systematic Review on Brand with Virtual Team For NGOs

Identifying the development stages of virtual teams – An application of social network analysis

Coping Strategies for a Collarless Workforce: An Employee Experience Guide

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