2015
DOI: 10.1504/ijnvo.2015.070428
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Measuring virtuality in an organisational context: a quantitative study of Brazilian manufacturing companies

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Cited by 2 publications
(4 citation statements)
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“…Hence, we adopt a longitudinal study to provide a preliminary step towards understanding the dynamic nature of trust and collective awareness in virtual teams. The results of this study show that (Bhat et al, 2017) both trust and collective awareness levels increase over time; (Mattos and Laurindo, 2015) during the project, task processes are more important than socio-emotional processes; and (Preis and Seitz, 2012) higher (vs. lower) trust levels are associated with higher (vs. lower) collective awareness levels. The authors of study (Wu and Li, 2009) discuss inter-organisational trust in B2B commerce.…”
Section: Polyorbac Framework For Access Control and Collaboration In ...mentioning
confidence: 70%
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“…Hence, we adopt a longitudinal study to provide a preliminary step towards understanding the dynamic nature of trust and collective awareness in virtual teams. The results of this study show that (Bhat et al, 2017) both trust and collective awareness levels increase over time; (Mattos and Laurindo, 2015) during the project, task processes are more important than socio-emotional processes; and (Preis and Seitz, 2012) higher (vs. lower) trust levels are associated with higher (vs. lower) collective awareness levels. The authors of study (Wu and Li, 2009) discuss inter-organisational trust in B2B commerce.…”
Section: Polyorbac Framework For Access Control and Collaboration In ...mentioning
confidence: 70%
“…The tool helps organisations and managers to identify the unique characteristics of the employees to classify them accordingly in a specific cluster (Bhat et al, 2017). Another study (Mattos and Laurindo, 2015) aims to analyse the virtuality as a measurable construct along three dimensions (internal customers, external customers and suppliers), characterising companies according to their virtuality level. Cluster analyses were applied to achieve this aim.…”
Section: Polyorbac Architecturementioning
confidence: 99%
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“…Novel approaches, such as OBA, are prerequisites to the management of new organisational forms. In this regard, both supply chain relationships (e.g., Coleman, 2010;Hammervoll and Toften, 2010;Mazzawi and Alawamleh, 2013) and virtual organisations (e.g., Alves and Rabelo, 2013;De Mattos and Laurindo, 2015) have been observed by IJNVO scholars in the past. The second commonality relates to the transparency of information that is -as described above -central to OBA and IOCM as phenomena.…”
Section: Oba: An Inter-organisational Phenomenonmentioning
confidence: 98%