Nader Ale Ebrahim - CC Wiki

Nader Ale Ebrahim

Nader[[1]] Ale Ebrahim's Journal papers:

Critical Factors for New Product Developments in SMEs Virtual Team [[2]]

African Journal of Business Management Vol. 4(11), pp. 2247-2257, 4 September, 2010

Small and medium enterprises (SMEs) are considered as an engine for economic growth all over the world and especially for developing countries. During the past decade, new product development (NPD) has increasingly been recognized as a critical factor in ensuring the continued survival of SMEs. On the other hand, the rapid rate of market and technological changes has accelerated in the past decade, so this turbulent environment requires new methods and techniques to bring successful new products to the marketplace. Virtual team can be a solution to answer the requested demand. However, literature have shown no significant differences between traditional NPD and virtual NPD in general, whereas NPD in SME’s virtual team has not been systematically investigated in developing countries. This paper aims to bridge this gap by first reviewing the NPD and its relationship with virtuality and then identifies the critical factors of NPD in virtual teams. The statistical method was utilized to perform the required analysis of data from the survey. The results were achieved through factor analysis at the perspective of NPD in some Malaysian and Iranian manufacturing firms (N = 191). The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines, which hopefully will help managers of firms in developing countries to consider the main factors in NPD.

Virtual R&D Teams and SMEs Growth: A Comparative Study between Iranian and Malaysian SMEs [[3]]

African Journal of Business Management Vol. 4(11), pp. 2368-2379, 4 September, 2010

This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literature, attempt has been made to study the aspects by online survey method in Iran and Malaysia. In both countries, SMEs play an important role in their economies, employments, and capacity building. Virtual R&D team can be one of the means to increase SMEs efficiency and competitiveness in their local as well as global markets. In this context, surveys have been conducted to evaluate the effects of virtuality to the growth of SMEs. The study addresses some differences between two countries in engaging virtual research and development (R&D) teams in their SMEs. It is observed that there is a significant difference between the SMEs turnover that employed virtual team and that did not employ the virtual team. The way for further studies and recommend improvements are proposed.

Work Together… When Apart Challenges and What is Need for Effective Virtual Teams [[4]]

JOURNAL OF INFORMATION, KNOWLEDGE AND RESEARCH IN BUSINESS MANAGEMENT AND ADMINISTRATION, Vol. 1, No. 1, pp. 1-3, October 2010

Increasingly competitive global markets and accelerating technological changes have increased the need for people to contact via electronic medium to have daily updates, the people those who could not able to meet face to face every day. Those who contact via electronic medium i.e. Virtual Team, are having number of benefit but to achieve these potential benefits, however, leaders need to overcome liabilities inherent in the lack of direct contact among team members and managers. Team members may not naturally know how to interact effectively across space and time. By this paper author try to throw some lights on the challenges that virtual team faces and try to elaborate what is needed for Virtual Team.

SMEs; Virtual research and development (R&D) teams and new product development: A literature review [[5]]

 International Journal of the Physical Sciences Vol. 5(7), pp. 916–930, July 2010

Small and medium-sized enterprises (SMEs) are indeed the engines of global economic growth. Their continued growth is a major subject for the economy and employment of any country. Towards that end, virtual research and development (R&D) could be a viable option to sustain and ease the operations of SMEs. However, literature shows there has not been a great deal of research into the diverse characteristic of virtual R&D teams in SMEs. This article provides a comprehensive literature review on different aspects of virtual R&D teams collected from the reputed publications. The purpose of the literature review is to provide an outline on the structure and dynamics of R&D collaboration in SMEs. Specifying the rationale and relevance of virtual teams, the relationship between virtual R&D team for SMEs and new product development (NPD) has been examined. It concludes with identifying the gaps and feebleness in the existing literature and calls for future research in this area. It is argued to form of virtual R&D team deserves consideration at top level management for venturing into the new product development within SMEs.

Virtual Teams: A Literature Review [[6]]

Australian Journal of Basic and Applied Sciences, Vol. 3, No. 3, pp. 2653-2669, 2009

In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.

Innovation and R&D Activities in Virtual Team [[7]]

European Journal of Scientific Research, Vol. 34, No. 3, pp. 297-307, 2009

Innovation plays a central role in economic development, at the regional and national level. In the competitive environment companies are obliged to produce more rapidly, more effectively and more efficiently in new product development, which is a result of research and development (R&D) activities. It is necessary for them to put together different capabilities and services with the goal, through cooperation between suppliers and customers, service providers and scientific institutions to achieve innovations of high quality. Depending on the type of industry, the type of business, the type of innovation and the strategic objectives that have been set, firms will regularly have to modify the way in which their R&D and innovation are organized. Nowadays, shift from serial to simultaneous and parallel working in innovation has become more commonplace. Literature have shown that collaboration is as a meta-capability for innovation. By a comprehensive reviewing of literature this article after define virtual teams and its characteristics, addressing virtual environment innovation and the relationship to R&D activities. Finally conclude that innovation cannot be successful, unless the knowledge and information in the R&D project are effectively captured, shared and internalized by the R&D project’s virtual team members.

Virtual Teams for New Product Development: An Innovative Experience for R&D Engineers [[8]]

European Journal of Educational Studies, Vol. 1, No. 3, pp. 109-123, October 2009

New interaction tools such as internet allow companies to gain valuable input from research and development (R&D) engineers via virtual teams. Consequently, engineers also get more expertise in diminutive time frames. Virtual R&D teams present the key impetus to the technology acquisition process. The present knowledge-economy era is characterized by short product life-cycles. Virtual R&D teams may reduce time-to-market, make available a large pool of new product know-how and provide greater flexibilities, which are the key success factors in a competitive market. This comprehensive review contains almost 100 references and covers the recent literature with emphasis on the topic. The review has focused on authentic and reputed publications and extracts the results. This article presents the type of virtual teams and their main features and explains how virtual R&D team can play a prominent role in developing new products. The article is evolved future study guideline and also illustrates how to apply virtual interaction tools and integrate engineers into the innovation process. Management of virtual R&D teams in new product development (NPD) processes in an innovative, effective and efficient is of a high importance, but the issue has been poorly addressed in the previous studies. Findings show that virtual R&D team provides valuable input for new product development and R&D engineers are able to attain virtual experience.

Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process [[9]]

African Journal of Marketing Management, Vol. 1, No. 9, pp. 211-219, December 2009

In today’s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development.

Virtual R&D Teams in Small and Medium Enterprises: A Literature Review [[10]]

Scientific Research and Essays, Vol. 4, No. 13, pp. 1575–1590, December 2009

Small and medium enterprises (SMEs) are the driving engine behind economic growth. While SMEs play a critical role in generating employment and supporting trade, they face numerous challenges, the prominent among them are the need to respond to fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Towards that end, research and development (R & D) aspect deserves particular attention to promote and facilitate the operations of SMEs. Virtual R & D team could be a viable option. However, literature shows that virtual R & D teaming in SMEs is still at its infancy. This article provides a comprehensive literature review on different aspects of virtual R & D teams collected from the reputed publications. The purpose of the state-of-the-art literature review is to provide an overview on the structure and dynamics of R & D collaboration in SMEs. Specifying the foundation and importance of virtual teams, the relationship between virtual R & D team and SMEs has been examined. It concludes with the identification of the gaps in the existing literatures and calls for future research. It is argued that setting-up an infrastructure for virtual R & D team in SMEs still requires a large amount of engineering efforts and deserves consideration at top level management.

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Nader Ale Ebrahim's Conference papers

  1. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2008). Concurrent Collaboration in Research and Development [[11]] [[12]]. In:  National Conference on Design and Concurrent Engineering (DECON) 2008, 28 to 29 October 2008 Melaka, Malaysia.

  2. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2008). Dealing with Virtual R&D Teams in New Product Development. [[13]]In:  The 9th Asia Pacific Industrial Engineering & Management Systems Conference and the 11th Asia Pacific Regional Meeting of the International Foundation for Production Research, 3 - 5 December 2008 Nusa Dua, Bali - Indonesia. Printed in Bandung, INDONESIA, by Department of Industrial Engineering Institut Teknologi Bandung, 795-806.

  3. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2008). Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy. [[14]]In:  Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, 29-30 June 2008 IRIB Int'l. Conference Center, Tehran, Iran.

  4. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2008). New Product Development in Virtual Environment. [[15]]In: LI-HUA, R., EGBU, C., ZHAO, Z. & LU, L., eds. 2008 International Conference on Technology Management and Innovation in China: Challenges and Opportunities in the 21st Century, 21st – 23rd October, UIBE, Beijing, China. CAMOT and MOTSC, UIBE, 203 - 218.

  5. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2008). R&D Networking and value Creation in SMEs R&D Networking and value Creation in SMEs. [[16]][[17]]In:  Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, 29-30 June 2008 IRIB Int'l. Conference Center, Tehran, Iran.

  6. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2008). Virtual Environments Innovation and R&D Activities: Management Challenges. [[18]]In:  Proceedings of the International Graduate on Engineering and Science (IGCES'08), 23 - 24 December 2008 Universiti Teknologi Malaysia, Johor Bahru, Malaysia. 116.

  7. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2008). Virtual R&D Teams for NPD in SMEs: Past, Present and Future Trend. [[19]]In:  APCMOTTE2008 (Asia pacific Conference on Management of Technology and Technology Entrepreneurship) 29-30, October 2008 Melaka ,Malaysia.

  8. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2008). Virtual R&D Teams: a Sustainable Infrastructure for Promoting SMEs.[[20]] In:  2nd Engineering Conference (EnCon 2008), 18-19, December 2008 Crowne Plaza Riverside Hotel, Kuching, Sarawak, Malaysia 217-223.

  9. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2009). SMEs: ERP or Virtual Collaboration Teams. [[21]][[22]]In:  First Enterprise Resource Planning conference, January 27-28 Tehran, Iran. 1-12.

 10. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2009). A Conceptual Model of Virtual Product Development Process. [23]In:  2nd Seminar on Engineering and Information Technology, (SEIT 2009), 8th - 9th July 2009 Universiti Malaysia Sabah, Kota Kinabalu, Sabah, Malaysia. 191-196.

 11. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2009). SMEs and Virtual R&D Teams: A Motive Channel for Relationship between SMEs. [24]In: IBRAHIM, F., CHOW, C.-O. & MEKHILEF, S., eds. The International Conference for Technical Postgraduates (TECHPOS 2009), 14-15 December 2009 The Legend Hotel, Kuala Lumpur, Malaysia. 1-7.

 12. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2009). Virtual R&D Teams: Innovation and Technology Facilitator [25]In:  Engineering Education in 2025, 11-12 May,2009 School of Engineering and Technology, University of Tehran, Tehran, Iran. University of Tehran, 1-14.

 13. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2009). Virtual Teams and Management Challenges. [26]In:  1st Executive MBA Conference 2009, 18-19, May, 2009 Tehran, Iran.

 14. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2009). Virtual Teams for NPD – an Innovative Experience for R&D Engineers. [27]In:  International Conference on Advances in Mechanical Engineering 2009, 24-25, June, 2009 Concorde Hotel, Shah Alam, Malaysia. University Publication Centre (UPENA), UiTM 2009, 1036-1045.

 15. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2009). Virtuality, innovation and R&D activities. [28]In: HOON, T. B. & GALEA, S. R., eds. 14th International Conference on Thinking (2009 Malaysia) -Theme "Thinking Minds: Nurturing the Design of a Better Future", 22-26 June 2009 Kuala Lumpur Convention Centre, Kuala Lumpur, Malaysia. Universiti Putra Malaysia, 515-529.

 16. ALE EBRAHIM, N., SHAFIA, M. A. & TAHBAZ TAVAKOLI, H. (2009). Virtual R&D team: Technology Transfer Facilitator. [29]In:  IAMOT 2009 -The 18th International Conference on Management of Technology, April 5-9 2009 Orlando, Florida, USA. 10.

 17. SHAFIA, M. A., ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2009). Consideration of the virtual team work and disabled citizens, as promising opportunity providers for the e government infrastructure's formation. [30]In:  The Second Conference on Electronic City (e-city 2009), 24-25, May, 2009 Tehran, Iran. 959-966.

 18. SHAFIA, M. A., ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2009). Innovation Process is Facilitated in Virtual Environment of R&D Teams. [31]In:  International Conference on Education and New Learning Technologies (EDULEARN09), 6th-8th July 2009 Barcelona, Spain. 2157-2166.

 19. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2010). Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study. [32]In:  6th International Communication & Information Technology Management Conference (ICTM 2010) February. 23-24, 2010 Tehran, Iran.

 20. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. (2010). Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team. [33]In:  International Conference on Industrial Engineering and Operations Management (IEOM2010) January. 9-10, 2010 Dhaka, Bangladesh.

 21. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. (2010). Virtual Teams: A New Opportunity to Develop a Business. [34]In:  International Conference on Entrepreneurship Across Boundaries, 2010 Section For Co-curricular Courses, External Faculty Electives and TITAS, University of Malaya, Kuala Lumpur, Malaysia. 1-5.

Nader Ale Ebrahim - CC Wiki