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Tuesday, 12 April 2016

The influence up working in virtual environments: A comparison between real and virtual workers

 Source: http://openaccess.uoc.edu/webapps/o2/handle/10609/47441?mode=full



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http://hdl.handle.net/10609/47441

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dc.contributor.authorSteizel, Sebastián-
dc.contributor.otherUniversitat Oberta de Catalunya. Internet Interdisciplinary Institute (IN3)-
dc.date.accessioned2016-04-05T11:28:58Z-
dc.date.available2016-04-05T11:28:58Z-
dc.date.issued2016-02-08-
dc.identifier.urihttp://hdl.handle.net/10609/47441-
dc.description.abstractEl
present treball s'ha focalitzat a analitzar de quina manera els
treballadors virtuals adapten els seus comportaments per influir sobre
els seus caps distants en comparació amb els presencials; i de quina
manera utilitzen els mitjans de comunicació per dur endavant aquesta
tasca. Es van realitzar estudis qualitatius i quantitatius (taules de
contingència) per analitzar el procés d'influència interpersonal cap
amunt. L'estudi qualitatiu va identificar una nova tàctica d'influència
que anomenem intermediació. En l'estudi quantitatiu, els resultats van
mostrar que els treballadors presencials comencen l'esdeveniment
d'influència amb una interacció cara a cara, a través de tàctiques de
raó i amistat, per després continuar a través del correu electrònic amb
tàctiques més dures. Per la seva banda els treballadors virtuals
comencen la influència amb mitjans asincrònics amb tàctiques de raó i
amistat, per continuar de forma sincrònica amb tàctiques que involucren a
altres. Es ressalten les contribucions teòriques al camp de la
influència interpersonal i la teoria de successió de mitjans (Stephens,
2007).
ca
dc.description.abstractEl
presente trabajo se ha focalizado en analizar de qué manera los
trabajadores virtuales adaptan sus comportamientos para influir sobre
sus jefes distantes en comparación con los presenciales; y de qué manera
utilizan los medios de comunicación para llevar adelante esta tarea. Se
realizaron estudios cualitativos y cuantitativos (tablas de
contingencia) para analizar el proceso de influencia interpersonal hacia
arriba. El estudio cualitativo identificó una nueva táctica de
influencia que denominamos intermediación. En el estudio cuantitativo,
los resultados mostraron que los trabajadores presenciales comienzan el
evento de influencia con una interacción cara a cara, a través de
tácticas de razón y amistad, para luego continuar a través del correo
electrónico con tácticas más duras. Por su parte los trabajadores
virtuales comienzan la influencia con medios asincrónicos con tácticas
de razón y amistad, para continuar de forma sincrónica con tácticas que
involucran a otros. Se resaltan las contribuciones teóricas al campo de
la influencia interpersonal y la Teoría de sucesión de medios (Stephens,
2007).
es
dc.description.abstractThis
work has been focused to discuss how virtual workers adapt their
behavior to influence their distant leaders compared with virtual
workers; and how they use information technology to carry out this task.
Qualitative and quantitative analysis were conducted to analyze the
process of interpersonal upward influence. The qualitative study
identified a new influence tactic called intermediation. In the
quantitative study, results showed that traditional workers begin the
event of influence with a face-to-face interaction, through tactics of
reason and ingratiation, and then continue through email with hard
tactics. On the other side, virtual workers begin the influence process
through asynchronous media, with reason and ingratiation tactics; and
continue synchronously with tactics that involve third agents. This work
contributes to the field of interpersonal influence tactics and to the
ICT Succession Theory (Stephens, 2007).
en
dc.language.isospa-
dc.publisherUniversitat Oberta de Catalunya. Internet Interdisciplinary Institute (IN3)-
dc.rightsLa
consulta d'aquesta tesi queda condicionada a l'acceptació de les
següents condicions d'ús: La difusió d'aquesta tesi per mitjà del
repositori de la UOC ha estat autoritzada pels titulars dels drets de
propietat intel.lectual únicament per a usos privats emmarcats en
activitats d'investigació i docència. No s'autoritza la seva reproducció
amb finalitats de lucre ni la seva difusió i posada a disposició des
d'un lloc aliè al repositori de la UOC i/o al servei TDX. Aquesta
reserva de drets afecta tant al resum de presentació de la tesi com als
seus continguts. En la utilització o cita de parts de la tesi és obligat
indicar el nom de la persona autora.
ca
dc.subjecttàctiques d'influència cap amuntca
dc.subjecttreball virtualca
dc.subjectrelacions diàdiques virtualsca
dc.subjecttácticas de influencia hacia arribaes
dc.subjecttrabajo virtuales
dc.subjectrelaciones diádicas virtualeses
dc.subjectupward influence tacticsen
dc.subjectvirtual worken
dc.subjectdyadic virtual relationshipen
dc.subject.lcshDissertations, Academicen
dc.titleLa influencia hacia arriba en entornos virtuales de trabajo: Una comparación entre trabajadores presenciales y virtuales-
dc.typeDoctoral thesis-
dc.subject.lemacTesis i dissertacions acadèmiquesca
dc.subject.lcshesTesis y disertaciones académicases
dc.rights.licensehttp://creativecommons.org/licenses/by-nc-nd/3.0/es/-
dc.contributor.directorRimbau Gilabert, Eva-
Appears in Collections:Doctoral Thesis


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Repositori institucional: La influencia hacia arriba en entornos virtuales de trabajo: Una comparación entre trabajadores presenciales y virtuales

Thursday, 24 March 2016

Workplace Factors that Shape Agile Software Development Team Project Success | Nguyen | American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS)



Workplace Factors that Shape Agile Software Development Team Project Success

Dan Schilling Nguyen


Abstract



This study has implications for positive social change because
organizations that understand the workplace factors may be able to
improve project management strategies and cost benefits leading to
higher efficiency, profitability, and productivity thus benefiting
management, employees, and customers.

Information technology (IT)
project success depends on having a project manager with effective
decision-making, leadership, and project management skills. Project
success also depends on completing the project in a given budget, time,
and scope. However, there is a limited understanding of the lived
experiences of agile managers and the following workplace factors:
cultural, functional, and organizational differences. The purpose of
this phenomenological study was to understand these lived experiences of
10 agile software development team project managers or leaders at
global workplaces based in the United States. The research questions
were focused on the effect of these workplace factors on agile software
development project success. In accordance with nonrandom purposeful
sampling strategies, a snowball technique was used to find more
participants. An open-ended, e-mail questionnaire was created and sent
to participants to collect data. The data were coded to discern themes
or patterns. According to study results, agile software development team
members should acquire broader array of knowledge and experience,
self-manage, and reduce time to market; culture is critical to agile
team software development project success; leverage technical expertise
and skills and foster team effectiveness ; align on outcome, work toward
common goal, and same management structure;

Accomplish more
tasks in short time frame; teams need to work through trust issues early
in a project and get to a point where there is trust across everyone on
the teams; all knowledge must be shared; teams should have a communal
location for all written knowledge, like a wiki; and servant leadership -
leaders should enable teams rather than direct them. 


Keywords



Agile Software Development Teams; Leadership; Workplace Factors.


Full Text:

PDF

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Workplace Factors that Shape Agile Software Development Team Project Success | Nguyen | American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS)

Wednesday, 16 March 2016

Are walls just walls? Organizational culture emergence in a virtual firm

Are walls just walls? Organizational culture emergence in a virtual firm  (Article)




Abstract

Though we often take
it for granted, we often think of organizational culture as occurring in
a physical location. For enduring utility, the concept needs an
extension to encompass alternative conceptualizations. As such, this
paper includes contributions from organizational culture (Schein,
Chatman, Spillman, Martin), virtual work (Wiesenfeld, Raghuram, and
Garud, Cummings, Wilson) and anthropology (Anderson and Appadurai),
among others to develop a framework for maintaining organizational
culture without a physical environment. Using data from a qualitative
and quantitative case study, I explore whether a small, completely
virtual organization can maintain a shared imagined community using
selection, socialization, and other processes needed to compensate for
being completely virtual.

Author keywords

Mixed methods; Organizational culture; Virtual work


ISSN: 15440508
Source Type: Journal
Original language: English

Document Type: Article
Publisher: Allied Academies


Scopus - Document details

Tuesday, 15 March 2016

Are walls just walls? Organizational culture emergence in a virtual firm

Are walls just walls? Organizational culture emergence in a virtual firm  (Article)

Worcester State University, MA, United States




Abstract

Though we often take
it for granted, we often think of organizational culture as occurring in
a physical location. For enduring utility, the concept needs an
extension to encompass alternative conceptualizations. As such, this
paper includes contributions from organizational culture (Schein,
Chatman, Spillman, Martin), virtual work (Wiesenfeld, Raghuram, and
Garud, Cummings, Wilson) and anthropology (Anderson and Appadurai),
among others to develop a framework for maintaining organizational
culture without a physical environment. Using data from a qualitative
and quantitative case study, I explore whether a small, completely
virtual organization can maintain a shared imagined community using
selection, socialization, and other processes needed to compensate for
being completely virtual.

Author keywords

Mixed methods; Organizational culture; Virtual work


ISSN: 15440508
Source Type: Journal
Original language: English

Document Type: Article
Publisher: Allied Academies











Scopus - Document details

Virtual capstone design teams: Preparing for global innovation



Volume 31, Issue 6, 2015, Pages 1773-1779

Virtual capstone design teams: Preparing for global innovation  (Conference Paper)


Department of Biomedical Engineering, Marquette University, P.O. Box 1881, Milwaukee, WI, United States




Picker Engineering Program, Smith College, 151 Ford Hall, Northampton, MA, United States




Abstract

Global innovation
requires collaboration between groups of people located in different
parts of the world, and is a growing trend in industry. Virtual teams
are often used to manage new product development projects. These teams
are similar to traditional teams but are geographically separated and
rely heavily on virtual methods of communication (email, Skype,
teleconferencing, etc.) instead of regular face-to-face meetings.
Experience working as a member of a virtual capstone design team can
help prepare students for this growing trend. To begin preparing
students for work on virtual teams in industry, we co-advised two
virtual capstone design projects with students from Marquette University
and Smith College. This paper describes our experience with managing
two virtual capstone design project teams across institutions. Presented
here are the challenges we encountered, the lessons we learned as a
result of this experience, as well our recommendations for others who
might want to include virtual project teams in their capstone design
courses. We also include retrospective feedback from the students on
these teams regarding their perceived value of their virtual team
experience to their careers in engineering. © 2015 TEMPUS Publications.

Author keywords

Capstone design; Geographically-distributed teams; Global innovation; Virtual teams

Indexed keywords

Engineering controlled terms: Curricula; Design; Education; Product development; Professional aspects
Capstone design; Capstone design course; Capstone
design projects; Geographically distributed teams; Global innovation;
New product development projects; Retrospective feedbacks; Virtual team
Engineering main heading: Students

ISSN: 0949149X
Source Type: Journal
Original language: English

Document Type: Conference Paper
Publisher: Tempus Publications


















Ebrahim, N.A., Ahmed, S., Taha, Z.


Virtual R & D teams in small and medium enterprises: A literature review


(2009) Scientific Research and Essays, 4 (13), pp. 1575-1590. Cited 26 times.
http://www.academicjournals.org/sre/PDF/pdf2009/Dec%202/Ale%20Ebrahim%20et%20al.pdf

Scopus - Document details

Monday, 14 March 2016

Success Factors That Influence Agile Software Development Project Success | Nguyen | American Scientific Research Journal for Engineering, Technology, and Sciences (ASRJETS)

 Source: http://www.asrjetsjournal.org/index.php/American_Scientific_Journal/article/view/1425

Success Factors That Influence Agile Software Development Project Success

Dan, Ph.D Schilling Nguyen


Abstract



Information technology (IT) project success depends on having a
project manager with effective decision-making, leadership, and project
management skills. Project success also depends on completing the
project in a given budget, time, and scope. However, there is a limited
understanding of the lived experiences of agile managers and the
following success factors: people, process, technical, and technologies
and development tools. The purpose of this phenomenological study was to
understand these lived experiences of 10 agile software development
team project managers or leaders at global workplaces based in the
United States. The research questions were focused on the effect of
these success factors on agile software development project success. In
accordance with nonrandom purposeful sampling strategies, a snowball
technique was used to find more participants. An open-ended, e-mail
questionnaire was created and sent to participants to collect data. The
data were coded to discern themes or patterns. According to study
results, agile software development team needs strong customer
involvement; good agile project management processes; product owner
helps maximize business value delivered by team and priority and engage
stakeholders; good agile engineering techniques or practices; and good
technologies and development tools. This study has implications for
positive social change because organizations that understand the
critical factors may be able to improve project management strategies
and cost benefits leading to higher efficiency, profitability, and
productivity thus benefiting management, employees, and customers. 


Keywords



Agile Software Development Teams; Success Factors.


Full Text:

PDF

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