Knowledge-based decision making in virtual team environment

Qiu, Yuan Fu; Chui, Yoon Ping; Helander, Martin G.

doi:10.1109/iemc.2004.1407440

Cited by 3 publications

(5 citation statements)

References 10 publications

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“…The introduction of any tool into an environment has the potential to serve as a catalyst for change (Cooper, 2003). System support tools can also impose different kinds of conflicts (Cooper, 2003; Qiu et al , 2004b):Conflict with the natural flow of decision making process – system support interrupts the cognitive decision making process of the individual team members.Conflict in supporting the right team member – system support does not know who it should support, and even alter the roles of team members.Conflict in conveying the precise knowledge – system support hides or eliminates important contextual knowledge during knowledge transferring process.The system support should be delivered in a format so as to reduce these conflicts and match the needs of the intended users.…”

Section: Knowledge Management For Collaborative Decision Making In Product Designmentioning

confidence: 99%

“…MacMillan (2001), for example, described six characteristics of a high performance team:common purpose;crystal clear roles;accepted leadership;effective processes;solid relationships; andexcellent communication.However, little work has been done successfully on how to optimize team processes for decision making. The dynamic factors mainly exist in the following issues (Qiu et al , 2004b):…”

Section: Knowledge Management For Collaborative Decision Making In Product Designmentioning

confidence: 99%

“…In order to improve team performance, it is essential to support know‐what, know‐who, know‐why and know how for collaborative design making (Qiu et al , 2004b): Sharing task knowledge for know what Designers require that teamwork objectives and decision tasks should be clearly defined. Figure 6 illustrates that knowledge about the task is the important input for a product designer's decision making.…”

Section: Knowledge Management For Collaborative Decision Making In Product Designmentioning

confidence: 99%

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Knowledge identification and management in product design

Chui

Helander

2006

Journal of Knowledge Management

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PurposeThe paper seeks to improve the understanding of knowledge identification and management in product design by studying designers' cognition and behavior.Design/methodology/approachKnowledge management becomes an essential process in product design. However, most organizations and designers do not understand what knowledge should and can be managed. Little research is focused on studying the cognitive and social psychological factors within knowledge activities. This paper is mainly focused on knowledge issues in product design. This study focuses on the internal human activities and explores knowledge management research utilizing a human factors perspective.FindingsIn this paper knowledge in product design is defined; knowledge in product design is identified and classified based on design decision‐making processes. Furthermore, how to improve the knowledge management process in collaborative decision making is presented.Research limitations/implicationsThis study uses an experimental approach and hopefully the research can therefore be generalized to other situations.Practical implicationsThis study provides guidelines for information technology support for knowledge management in product design.Originality/valueKnowledge used in product design is identified and classified. The paper explores knowledge management research by analyzing human activity, in combination with the study of management and engineering technologies.

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Section: Knowledge Management For Collaborative Decision Making In Product Designmentioning

confidence: 99%

Section: Knowledge Management For Collaborative Decision Making In Product Designmentioning

confidence: 99%

Section: Knowledge Management For Collaborative Decision Making In Product Designmentioning

confidence: 99%

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Knowledge identification and management in product design

Chui

Helander

2006

Journal of Knowledge Management

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“…The teamwork processes can rarely be evaluated by quantitative characteristics, except of the time management and resource management indicators. Performance measurement is important, as it reveals negative and positive outcomes, measures satisfaction and brings the result as feedback to the system (Qiu et al, 2004). Yet, the quality of the project result and of the teamwork success can only be compared to the preset goals and evaluated only after the final deadline of its completion.…”

Section: Introductionmentioning

confidence: 99%

The Individual Performance Measurement Framework in Virtual Team Learning

Sakalauskas

Kriksciuniene

2010

Proceedings of the 2nd International Conference on Computer Supported Education

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Learning in teams is aimed to develop skills of solving problem-based tasks by using various competences, performing effective virtual communication and knowledge exchange activities. The problem analysed in this article deals with the individual performance measurement for students working in virtual teams. The evaluation and management of learning processes in virtual teams has many specific features, as compared to the face-to-face learning mode. The goal of the article is to present evaluation framework, which could allow us to estimate performance indicators, not only by measuring efforts of teams or individuals by finding specific variables of virtual communication., but also by revealing their causal relationships to the final outcome of the virtual project work. Therefore the suggested method is based on the balanced scorecard concept, applied for virtual teamwork evaluation along analysed dimensions of the teamwork. The balanced values are included to the compound grade for individual performance evaluation, which is designed by calculating the teamwork grade and multiplying it to individual performance coefficient. These evaluation compounds consist of grades, estimated of individual and team input variables, and the results of internal self-assessment of the virtual team members. The experimental data of the real virtual teamwork was applied for analysis of the quality of suggested method, aimed to ensure that the final grade of the project assessment reveals the individual progress of each learner related to team performance.

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“…Moreover, system support tools can also impose various conflicts (Cooper, 2003;Qiu, Chui, & Helander, 2004b):…”

Section: Problems Of Tools For Supporting Product Designmentioning

confidence: 99%