The “wonderland” of virtual teams

Johnson, Pamela R.; Heimann, Virgínia; O’Neill, Karen

doi:10.1108/13665620110364745

Cited by 80 publications

(69 citation statements)

References 2 publications

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“…Unlike traditional teams were all the members are located in the same organisation, department or building, and have the same working hours, share the same language and culture, the members of the virtual team work across space, time and organisational boundaries. They form webs of communication and can be from different geographic locations, different languages, cultures, time zones and even different organisations (Johnson, P., Heimann, V., O'Neill, K., 2001). Different cultures, background domains, and research areas lead to issues that even an effective knowledge-sharing strategy might not resolve entirely.…”

Section: Virtual Teammentioning

confidence: 99%

Virtual team environment for collaborative research projects

Precup¹,

O’Sullivan²,

Cormican³

et al. 2006

IJIL

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One of the main limiting factors that reduce the potential output the innovation projects, involving different organisations and individuals from different geographical areas, is the poor communication and knowledge sharing between members of the virtual team. In this context collaboration and virtual team management are key issues that need to be addressed by today's innovation projects. This paper presents a literature review developed on the concept of collaboration between project team members and the advantages and requirements of virtual teams. A possible solution for the development of a virtual team environment that fosters innovation and ensures a good collaboration between individuals working in an innovation project is also presented. This solution was build using the Microsoft Sharepoint Services Beta 2 collaborative platform.

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Section: Virtual Teammentioning

confidence: 99%

Virtual team environment for collaborative research projects

Precup¹,

O’Sullivan²,

Cormican³

et al. 2006

IJIL

View full text Add to dashboard Cite

show abstract

“…Chen, 2008;Ge & Hu, 2008;Guniš, Šišlák, & Valčuha, 2007;Kankanhalli, Tan, & Wei, 2006;Kusar et al, 2004;Lipnack & Stamps, 2000;May & Carter, 2001;Mulebeke & Zheng, 2006;Prasad & Akhilesh, 2002;Shachaf, 2008;Sorli et al, 2006;Sridhar, Nath, Paul, & Kapur, 2007;S. Zhang, Shen, & Ghenniwa, 2004) 2 Greater degree of freedom to individuals involved with the development project (Badrinarayanan & Arnett, 2008;Ojasalo, 2008;Prasad & Akhilesh, 2002) 3 Reduce design time (Sharma et al, 2006;Vaccaro et al, 2008) 4 short-time development, Evolving organizations from production-oriented to service/information-oriented, Faster response times to tasks, Providing flexible hours for employees, More sense of responsibility is developed (Gassmann & Von Zedtwitz, 2003b;Johnson et al, 2001;Precup et al, 2006) 6 Better team outcomes (quality, productivity, and satisfaction), Higher team effectiveness and efficiency (Gaudes et al, 2007;May & Carter, 2001;Ortiz de Guinea, Webster, & Staples, 2005;Shachaf & Hara, 2005) 7…”

Section: Benefits Of Virtual Teamsmentioning

confidence: 99%

“…(Leenders et al, 2003) 3 Making business together (Jain & Sobek, 2006) 4 Reduce travelling time and cost (Bergiel, Bergiel, & Balsmeier, 2008;Wayne F. Cascio, 2000;M. A. Fuller, Hardin, & Davison, 2006;Hardin, Fuller, & Davison, 2007) 5 Reduce the number of working hours need to solve the task (Gassmann & Von Zedtwitz, 2003b;Johnson et al, 2001;Precup, O'Sullivan, Cormican, & Dooley, 2006) 6 Collaborative solutions (Coleman & Levine, 2008;Thissen et al, 2007) 7 Facilitates data collection in NPD project (Leenders et al, 2003) 8 Interact with customers for gathering new product features (Andersen & Drejer, 2009;Daoudi, 2010) Provide quantity answer (Zemliansky & Amant, 2008) 10 Generate an easy interpretable answer (Corso, Martini, Pellegrini, Massa, & Testa, 2006;Zemliansky & Amant, 2008) 11 Ease of generating reports (Kirkman et al, 2002) 12 Ease of data entry (Corso et al, 2006;Thissen et al, 2007;Zemliansky & Amant, 2008) 13 Ability to accommodate multiple users (Wayne F. Cascio, 2000;Gaudes, Hamilton-Bogart, Marsh, & Robinson, 2007;Kratzer, Leenders, & Engelen, 2005),…”

Section: Virtual Team Working: Process Point Of Viewmentioning

confidence: 99%

“…Telework provides cost-saving to employees by eliminating time-consuming commutes to central offices and offers employees more flexibility to coordinate their work and family responsibilities (Johnson et al, 2001). Eppinger and Chitkara (2006) defined global product development (GPD) as combining certain centralized functions with some engineering and related product development functions distributed to other sites or regions of the world.…”

Section: Various Forms Of "Virtual" Workmentioning

confidence: 99%

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Virtual R&D Teams: A New Model for Product Development

Ebrahim

2015

Int. J. Innov.

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Increased global competitions have urged small and medium enterprises (SMEs) to develop new products faster. Virtual research and development (R&D) teams in SMEs can offer a solution to speed up time-to-market of new product development (NPD). However, factors that affect the effectiveness of virtual teams for NPD are still not adequately verified. This paper presents the correlations between virtual R&D team constructs and virtual team effectiveness by developing a "Virtual Research and Development Team" (ViR&DT) model. The items, which may influence the effectiveness of virtual teams, are taken from the literature. Through an online survey and by application of structural equation modeling (SEM) technique, the proposed model (ViR&DT) has been tested. The results suggest that the process construct is strongly correlated to the effectiveness of virtual teams. Therefore, NPD managers in virtual R&D teams should concentrate on the process of new product development rather than simply equipping the teams with the latest technology or employing highly qualified experts. Further empirical research is recommended to fully explore and appreciate the breadth of application of the ViR&DT model. This paper is a part of my PhD journey.

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“…In this new paradigm virtual teams create value by synthesising information and knowledge across organisations and geographical borders in order to create new products and services (Prasad, and Akhilesh, 2002;Johnson, Heimann, O'Neill, 2001;Ratcheva, and Vyakarnam, 2001;Pawar, and Sharifi, 2000). Work is organised around value adding projects that are carried out by small multi-skilled self managed teams.…”

Section: Introductionmentioning

confidence: 99%

A groupware system for virtual product innovation management

Cormican

O’Sullivan

2007

Hum Ftrs & Erg Mfg Svc

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We are experiencing a radical shift in the way organisations are designed, structured and organised. New organisational forms such as virtual strategic partnerships and networks are replacing traditional bureaucratic, hierarchical organisations. Business leaders are adopting project focused, re-configurable e-business models or networks to maximise core competencies in order to fulfil customers' needs. This is particularly evident in the area of product innovation where organisations are adopting new approaches or ways of working in order to compete. Product innovation management is a complex process because of the range of technical issues that must be addressed and the variety of competencies that must be employed over the life of the development effort. Such initiatives require a substantial investment in terms of resources such as time, money and effort, all of which are limited.Therefore it is imperative that this process is properly managed and supported by effective structures and systems. This paper focuses on product innovation management in a distributed or virtual environment. It reports on a qualitative case study targeted at product managers. The challenges to managing a portfolio of product innovation projects in a virtual environment are identified and discussed. From this analysis, a web-enabled groupware system is presented.

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The “wonderland” of virtual teams

Cited by 80 publications

References 2 publications

Virtual team environment for collaborative research projects

Virtual team environment for collaborative research projects

Virtual R&D Teams: A New Model for Product Development

A groupware system for virtual product innovation management

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