Managing geographically dispersed teams: from temporary to permanent global virtual teams - Northumbria Research Link

Managing geographically dispersed teams: from temporary to permanent global virtual teams

Tools

Hansen, Tine, Hope, Alex and Moehler, Robert (2012) Managing geographically dispersed teams: from temporary to permanent global virtual teams. Built and Natural Environment Research Papers. ISSN 1756-2473 (In Press)

PDF - Draft Version Available under License Creative Commons Attribution No Derivatives. Download (536Kb) | Preview

Abstract

The rise and spread of information communication technologies (ICT) has enabled increasing use of geographically dispersed work teams (Global Virtual Teams). Originally, Global Virtual Teams were mainly organised into temporary projects. Little research has focused on the emergent challenge for organisations to move towards establishing permanent Global Virtual Teams in order to leverage knowledge sharing and cooperation across distance. To close this gap, this paper will set the scene for a research project investigating the changed preconditions for organisations. As daily face-to-face communication is not the basis for developing manager-subordinate, as well as member-member relations, the development of teams to work together efficiently and effectively in a virtual setting has often been neglected. Part of this discussion are the changed parameters in relation to increasing global competition; a new generation of self-lead digital natives, who are already practising virtual relationships and a new approach to work, and currently joining the global workforce; and improved communication technologies.

Item Type:	Article
Subjects:	K900 Others in Architecture, Building and Planning N100 Business studies N200 Management studies N600 Human Resource Management
Divisions:	Academic Schools > School of Built and Natural Environment > Construction Management
Depositing User:	Alex Hope
Date Deposited:	26 Jun 2012 15:57
Last Modified:	26 Jun 2012 15:57
URI:	http://nrl.northumbria.ac.uk/id/eprint/7758

Managing geographically dispersed teams: from temporary to permanent global virtual teams - Northumbria Research Link

5 Links for Virtual Team Basics | On Leading Well

5 Links for Virtual Team Basics

May 2, 2012

in Productivity, Teamwork

Do you increasingly find yourself involved in teams, work groups, projects or task forces that require working with people you don’t see every day? Welcome to the growing world of virtual teaming. Here are four brief posts and one video link to help you contribute your best to your virtual team.
1. Embrace the New Rules of Work
2. When Did My Team Become Virtual?
3. Do You Trust Me?
4. 8 Tips to Improve Any Virtual Team Meeting

What tips would you add?

5 Links for Virtual Team Basics | On Leading Well

How To:

Five Ways to Eliminate the “Stepchild Syndrome” From Telework and Virtual Teams

June 21, 2012   How To, VW Overall

The benefits of virtual work extend  to the workers, the company, and society in general.  As a result, virtual work in all its forms is becoming increasingly popular.
While virtual work has clear benefits it also has significant challenges.
For example, it is important to know how to conduct the activities of a virtual team in a way that will avoid the emergence of the stepchild syndrome.
Many studies – and a host of real world experiences – tell us that it is much more difficult to build relationships among the members of a virtual team than it is among the members of a team that are co-located and meet face-to-face (FTF).  It’s tough to build trust in a team; it’s even more tough when the team members rarely meet FTF.
In a virtual environment it is much easier for distrust to develop and for misunderstandings and misconceptions to thrive.   Teams that allow this type of distrust to fester and spread will be at a great disadvantage to those teams that are sensitive to these issues and take explicit actions to prevent them.
For a Global Virtual Team it is often the case that some percentage of the team members think of themselves as the local component of the team.  The local group will likely include those that are located at the company headquarters; specifically, those that work and meet FTF with the boss.   Those from other locations, along with mobile workers, tend to be thought of as a remote group.
One of the most insidious forms of dysfunction occurs when  the team members begin to believe that only the local members are considered to be the real  team.  All the remote members begin to feel that they are being treated as stepchildren; important and real, but not quite as important or quite as real as those members who are at the favored locations or who work in favored organizations.  (Note:  no offense intended to actual stepchildren! )
Once this situation develops it is very difficult to reverse and is very damaging to the effectiveness of the team.

Here are five steps you can take to prevent the spread of the stepchild syndrome:

1.  Establish explicit awareness  and commitment in the senior leadership team  -
The local/remote viewpoint that I’ve described above is typical but definitely not desirable.
The foundation for success in a virtual team is for the senior leadership to actually think one team and to be aware of the grave risks associated with thinking of the team based on the categories I’ve described above.
They must be aware of the possibility of the stepchild syndrome forming and they must understand the damage that it can do.  Most importantly, they must be committed to take actions to prevent it – even if those actions include acts that seem unnatural and counter-intuitive.

2.  Establish culture-sensitive ground rules -
For the overall team to operate as one cohesive unit it is important to establish operational rules that bind the team together.
These rules must be sensitive to the cultures that are represented on the team.  For example, the team leadership should be aware of the timing of local holidays and important seasons.  Don’t schedule meetings or task due dates to occur on any holiday associated with any culture represented in the group.  It is particularly important to avoid scheduling meetings on holidays associated with the so-called  ”remote” team members.

3. Time Zone Equality -
Time zones are the bane of virtual team builders.  There have been huge advances in the tools that help virtual teams be effective but in the end there are always issues associated with time zones.  When virtual teams include members from around the globe then in the end someone is going to end up attending meetings at odd hours.  They key principle is that the team components needs to share the pain.  The odd-hour duty should rotate around the various locations.  In particular, it is disastrous to require the “remote” team members to take the odd-hour duty most or all of the time.

4. Major events must be all-inclusive -
Any events that are intended to be team-wide need to include all members from all locations.  This will require some additional work on the part of event planners but it is key.   Nothing sends a stronger stepchild message than to hold events where the three “local” locations have food and party favors while the two “remote” locations do not.  Beyond providing food to all locations it is also great to connect the party by video conference if possible.

5.  One Inclusive Meeting -
This point is both the most important and the most counterintuitive.   Nothing telegraphs leadership’s TRUE feelings about team equality more than the way in which virtual meetings are conducted.
The norm today is for virtual team meetings to be held in ways that are obviously inequitable.  In the typical situation there are meeting rooms booked for the real team where the members meet FTF, write comments on whiteboards,  and talk among themselves. The rooms used by real team members are often interconnected using advanced video conferencing and telepresence systems.
Meanwhile, the stepchildren join the meeting by calling in on a phone using a bridge number.  The meeting is conducted as a FTF meeting from the viewpoint of the real team members but much of the content and communication is not available to the stepchildren.   The result is that the stepchildren will likely be missing information that they need to do their jobs and they will not receive the same level of visibility and attention as the real members.  Emergence of the stepchild syndrome in this situation is inevitable.
Taking appropriate action in this area requires some counterintuitive thinking;  specifically, the mainline team needs to act in a way that will improve the effectiveness of the overall team, even if it makes their own interaction less efficient.
To only way to eliminate the local/remote concept, and to avoid inducing the stepchild syndrome, is to conduct  the meetings under the assumption that everyone is virtual.
Think of the analogy of an international organization whose headquarters is, by necessity, located in some specific country.  For the international organization to operate effectively the “host” nation must be treated as just “one of the member nations” during ongoing organizational operations.
There are several specific actions that will help to establish an everyone is virtual policy:
- Don’t use special equipment unless it is available to everyone on the overall team.  Video conferencing systems can be very useful but if the intent is to use location-based video conferencing for standard team meetings then make sure that every participating site has the equipment available.  Even if you have video conferencing don’t use it in meetings that include sites that don’t have the equipment.
- Don’t include a bridge number on meetings where video conferencing is deemed essential.
- The most counterintuitive point: Don’t book any rooms for meetings that are conducted using web conferencing;  encourage all team members – even those in the headquarters location – to attend the meeting from their desks or mobile locations.  The result is that everyone has a shared experience in the meeting.  No information is communicated through limited side discussions and no group is perceived as having privileged access.

It is possible to avoid the stepchild syndrome if, and only if, management understands the importance of having a one team attitude and takes actions to make that attitude the norm for the team.

How To: Five Ways to Eliminate the “Stepchild Syndrome” From Telework and Virtual Teams | Working Nowhere

PsycNET - Display Record

Innovation in Globally Distributed Teams: The Role of LMX, Communication Frequency, and Member Influence on Team Decisions.

Gajendran, Ravi S.; Joshi, Aparna

Journal of Applied Psychology, Jun 18 , 2012, No Pagination Specified. doi: 10.1037/a0028958

Abstract

1. For globally distributed teams charged with innovation, member contributions to the team are crucial for effective performance. Prior research, however, suggests that members of globally distributed teams often feel isolated and excluded from their team's activities and decisions. How can leaders of such teams foster member inclusion in team decisions? Drawing on leader–member exchange (LMX) theory, we propose that for distributed teams, LMX and communication frequency jointly shape member influence on team decisions. Findings from a test of our hypotheses using data from 40 globally distributed teams suggest that LMX can enhance member influence on team decisions when it is sustained through frequent leader–member communication. This joint effect is strengthened as team dispersion increases. At the team level, member influence on team decisions has a positive effect on team innovation. (PsycINFO Database Record (c) 2012 APA, all rights reserved)

PsycNET - Display Record

Emerald | Business Strategy Series | E-collaboration: New Productivity Tool for the 21st Century and Beyond

EarlyCite Article
E-collaboration: New Productivity Tool for the 21st Century and Beyond

---

Document Information:

Title:	E-collaboration: New Productivity Tool for the 21st Century and Beyond
Author(s):	Hossein Bidgoli, (California State University, Bakersfield)
Citation:	Hossein Bidgoli, (2012) "E-collaboration: New Productivity Tool for the 21st Century and Beyond", Business Strategy Series, Vol. 13 Iss: 4
Article type:	Technical paper
Publisher:	Emerald Group Publishing Limited
Abstract:	Purpose - The purpose of this article is twofold. First be able to understand the technical capabilities of e-collaboration systems from their inception to the present time and their possible future capabilities. The study examined the capabilities of eleven such systems. Secondly to be able to understand the reasons for the popularity and widespread utilization of e-collaboration technologies by a large number of the organizations. Design/methodology/approach - We conducted literature review and also examined technical manuals and technical features of 11 leading collaboration platforms. Also we performed several hands-on with these collaboration tools. Selected users of these systems were also interviewed in order to find out their reactions toward the usability and functionality of these systems. Findings - After careful review of the literature and analyzing the technical capabilities of eleven e-collaboration systems the finding of this study was the understanding of and the reasons for the popularity and widespread utilization of e-collaboration technologies by a wide variety of organizations. Another finding of this study was a clear understanding of different generations of e-collaboration technologies and the expected capabilities and features of the future generations of these systems. Originality/value - This paper has significant value for the practitioners and those organizations that are either using e-collaboration technologies in their day-to-day operations or attempting to employ these tools in order to improve productively and competitiveness and achieving organizational efficiency and effectiveness.

Emerald | Business Strategy Series | E-collaboration: New Productivity Tool for the 21st Century and Beyond

AJIBM_Business & Economics_Journal_SCIRP

AJIBM >> Vol.2 No.3, July 2012

Development of Creativity in Concurrent Engineering Teams

Full Text(PDF, 766KB)  PP.0-0  DOI:

Author(s)

Alireza Aslani, Petri Helo, Marja Naaranoja

KEYWORDS

Concurrent Engineering; Decision Making; Uncertainty; Teamwork; Creativity Techniques; AHP

ABSTRACT

The development of successful new products is today of challenge to most consumer product companies. They have to short their response time, pushing their development processes to move faster while keeping on competitive prices and quality. These caused companies are forced to find effective and innovative approaches as work methods to overcome to pressures. Concurrent Engineering (CE) is one of the approaches to address these managerial and manufacturing dilemmas in new product projects. The basic premise of CE revolves around team working. However, most of the managers especially project managers face with problems when they want to promote teamwork culture, especially in conditions that the project faces with complicated problems. In this condition, a creative team consists of members from different levels of the organizational hierarchy must be shaped. There are always barriers in group meetings that influence growth and diffusion of creative solutions and would be reduced by using creativity and innovation techniques. The first purpose of this study is to identify the effective criteria in success of creative meetings in CE projects. Next, the prioritization of each factor has been analyzed and ranked respectively. Finally, based on the results of previous research of the authors, the useful group creativity and innovation techniques related with team work meetings in CE projects have been ranked by using the Analytic Hierarchy Process (AHP) approach.

AJIBM_Business & Economics_Journal_SCIRP

Virtual Teams: A New Opportunity to Develop a Business

Year:	2010
Abstract:	Virtual teams give many advantages to organizations, including increased knowledge sharing and improve organizational performance. Virtual teams have altered the expectations and boundaries of knowledge worker’s interactions and make a new opportunity t ... [more]
Person:	Ale Ebrahim, Nader; Ahmed, Shamsuddin; Rashid, Abdul; Hanim, Salwa; Taha, Zahari
Institution:	Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität
Series:	MPRA Paper
Subject:	Collaboration; virtual teams; SMEs; Entrepreneurship; Business development; Survey
Classification:	jel-M11; jel-M00; jel-N60; jel-Q55; jel-L23; jel-D85; jel-O14
Type of publication:	Buch / Working Paper
Note:	Published in INTERNATIONAL CONFERENCE ON ENTREPRENEURSHIP ACROSS BOUNDARIES Section For Co-curricular Courses, External Faculty Electives and TITAS.University of Malaya, Kuala Lumpur(2010): pp. 1-5
Title record from database:	RePEc - Research Papers in Economics
Link to database:	http://econpapers.repec.org/RePEc:pra:mprapa:26934
Availability:	Full text   Online

Virtual Teams: A New Opportunity to Develop a Business

The effectiveness of virtual R&D Teams in SMEs: experiences of Malaysian SMEs

Year:	2011-04-07
Abstract:	The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized virtu ... [more]
Person:	Ale Ebrahim, Nader; Rashid, Abdul; Hanim, Salwa; Ahmed, Shamsuddin; Taha, Zahari
Institution:	Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität
Series:	MPRA Paper
Subject:	Virtual Teams; New Product Development; Survey Finding; Small and Medium Enterprises
Classification:	jel-L17; jel-P23; jel-O32; jel-O31; jel-L15; jel-P4
Type of publication:	Buch / Working Paper
Note:	Published in Industrial Engineering and Management Systems 2.10(2011): pp. 109-114
Title record from database:	RePEc - Research Papers in Economics
Link to database:	http://econpapers.repec.org/RePEc:pra:mprapa:31554
Availability:	Full text   Online

The effectiveness of virtual R&D Teams in SMEs: experiences of Malaysian SMEs

Virtual teams: a new opportunity to develop a business - Cogprints

Virtual teams: a new opportunity to develop a business

Ale Ebrahim, Nader and Ahmed, S. and Rashid, S.H. Abdul and Taha, Zahari (2010) Virtual teams: a new opportunity to develop a business. [Conference Paper]

Full text available as:

PDF - Published Version 478Kb

Abstract

Virtual teams give many advantages to organizations, including increased knowledge sharing and improve organizational performance. Virtual teams have altered the expectations and boundaries of knowledge worker?s interactions and make a new opportunity to develop the business. In this paper, we present summary results of an online survey. The online questionnaire was emailed by using a simple random sampling method to 356 Malaysian manufacturing small and medium ?sized Enterprises (SMEs). The findings of this study show that SMEs in Malaysia are gaining to use virtual teams, and it can be concluded that virtual teams provide a new platform for developing the business in SMEs. Based on the study, we suggest avenues for future research that are important to advancing our understanding of virtual team effects on business growth.

Item Type:	Conference Paper
Subjects:	JOURNALS Computer Science > Human Computer Interaction Electronic Publishing > Peer Review
ID Code:	7801
Deposited By:	Ale Ebrahim, Nader
Deposited On:	16 Dec 2011 00:00
Last Modified:	16 Dec 2011 00:00

References in Article

Select the SEEK icon to attempt to find the referenced article. If it does not appear to be in cogprints you will be forwarded to the paracite service. Poorly formated references will probably not work.

ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. Year. Virtual Teams: A New Opportunity to Develop a Business. In: International Conference on Entrepreneurship Across Boundaries, 5 - 6 AUGUST 2010 Section For Co-curricular Courses, External Faculty Electives and TITAS, University of Malaya, Kuala Lumpur, Malaysia. 1-5.

Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009a, 14-15 December). SMEs and Virtual R&D Teams: A Motive Channel for Relationship between SMEs. Paper presented at the The International Conference for Technical Postgraduates (TECHPOS 2009), The Legend Hotel, Kuala Lumpur, Malaysia.

Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009b). Virtual R & D teams in small and medium enterprises: A literature review. [Review]. Scientific Research and Essay, 4(13), 1575–1590.

Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009c). Virtual Teams for New Product Development – An Innovative Experience for R&D Engineers. European Journal of Educational Studies, 1(3), 109-123. Virtual teams: a new opportunity to develop a business - Cogprints

Manufacturing System Integration

YEAR 2012

ISI-Cited Publication

1. M. A. Wazed1, a, S. Ahmed1, b, Y. Nukman, c and Nader Ale Ebrahim (2012), Models for Component Commonality in Multistage Production, Applied Mechanics and Materials Vols. 110-116 (2012) pp 258-266 (ISI-Cited Publication)
2. Ale Ebrahim, N., Ahmed, S. & Taha, Z., Effective Virtual Teams for New Product Development. Scientific Research and Essay(ISI indexed-Q2) (ISI-Cited Publication)
3. Ale Ebrahim, N., Ahmed, S. & Taha, Z., Virtual Teams in R&D, Advantages and Pitfalls: An Empirical Study, Advanced Science Letters (ISI-indexed). (ISI-Cited Publication)
4. M. A. Wazed, S. Ahmed and Y. Nukman, Mathematical Models for Multi-stage and Multi-product Manufacturing Systems under Process Commonality and Uncertainty, Journal of Manufacturing Science and Engineering. (ISI-Cited Publication)
5. Marjan M., Ahmed, S., Siti Zawiah Md Dawal1,and Hadi Zayandehrood, "Role of Project Manager in SMEs for Developing New Product by E-Collaboration", Advanced Materials Research Vols. 433-440 (2012) pp 1637-1645 (ISI-Cited Publication)
6. Ale Ebrahim, N., Ahmed, S.*, Abdul Rashid, S. H., Taha, Z. & Wazed, M. (2012), "Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs" Advanced Materials Research, 433-440, 1653-1659 (ISI cited). (ISI-Cited Publication)
7. S.A. Lawal, I.A. Choudhury, Y. Nukman, Application of vegetable oil-based metalworking fluids in machining ferrous metals – A review, International Journal of Machine Tools and Manufacture, Vol. 52 (2012), 1 – 12, doi: 10.1016/j.ijmachtools.2011.09.003
8. M.S.H. Bhuiyan, I.A. Choudhury, and N. Yusoff, A new approach to investigate tool condition monitoring using dummy tool holder and sensor setup, Int. J Adv Manuf Technol, DOI10.1007/s00170-011-3722-7
9. M.S.H. Bhuiyan, I.A. Choudhury, and N. Yusoff, An innovative approach to monitor the chip formation effect on tool state using acoustic emission in turning, International Journal of Machine Tools & Manufacture 58 (2012) 19–28
10. I.A. Choudhury, W.C. Chong, and G. Vahid, Hole Qualities in Laser Trepanning of Polymeric Materials, Optics and Lasers in Engineering 50 (2012), pp. 1297-1305, DOI information: 10.1016/j.optlaseng.2012.02.017

YEAR 2011

ISI-Cited Publication

1. Hambali, A., Sapuan, S.M., Rahim, A.S., N. Ismail and Y. Nukman. 2011. Concurrent decisions on design concept and material using analytical hierarchy process at the conceptual design stage. Concurrent Engineering Research and Applications. Impact Factor: 0.959. Volume 19 Issue 2, pp. 111 - 121. (ISI/SCOPUS Cited Publication)
2. R. Dhakshyani, Y. Nukman, N. A. Abu Osman and C. Vijay,Preliminary report: rapid prototyping models for Dysplastic hip surgery, 'Central European Journal of Medicine'. Volume 6, Number 3, 266-270, DOI: 10.2478/s11536-011-0012-6 (ISI/SCOPUS Cited Publication)
3. Dhakshyani, R., Nukman, Y., Abu Osman, N.A., 'Rapid prototyping models for dysplastic hip surgeries in Malaysia'. European Journal of Orthopaedic Surgery and Traumatology, DOI 10.1007/s00590-011-0778-x (ISI/SCOPUS Cited Publication)
4. M. Mohammadjafari, S. Ahmed, S. Zawiah M. Dawal (2010), Importance of Project Management in SMEs for the Development of New Products through E-Collaboration, African Journal of Business Management, ISSN: 1993-8233 Impact factor: 1.105 (ISI-Cited Publication)
5. M. Mohammadjafari, S. Ahmed, S. Zawiah M. D. Reducing Time and Cost of New Product Development in SMEs by E- Collaboration through Project Management Approach, Advanced Science Letters, ISSN: 1936-6612. (ISI-Cited Publication)
6. M. A. Wazed, S. Ahmed and Y. Nukman, Application of Taguchi Method to Analyze the Impacts of Common Processes in Multistage Production System under Uncertain Conditions, European Journal of Industrial Engineering (EJIE), 5(2): 215-231, 2011 (ISI-Cited Publication)
7. J. U. Ahamed, M. A. Wazed, S. Ahmed, Y. Nukman, T.M.Y.S. Tuan Ya and M. A. R. Sarkar, Enhancement and Prediction of Heat Transfer Rate in Turbulent Flow through Tube with Perforated Twisted Tape Inserts: A New Correlation, Journal of Heat Transfer Transaction of the ASME,133 (4): 2011.(Q2). (ISI-Cited Publication)
8. 1.M. A. Wazed, J. U. Ahamed, S. Ahmed and M. A. R. Sarkar, Enhancement of heat transfer in turbulent flow through tube with perforated twisted tape insert, Journal of Enhanced Heat Transfer, 18 (1): 1-13, 2011. (ISI-Cited Publication)
9. M. A. Wazed, Shamsuddin Ahmed and Nukman Yusoff, Application of Taguchi Method to Analyze the Impacts of Commonality in Multistage production under Uncertainty, Advanced Science Letters, 4 (2): 415-423, 2011. (ISI-Cited Publication)
10. Ale Ebrahim, N., Ahmed, S. & Taha, Z., Effective Virtual Teams for New Product Development. Scientific Research and Essay, (ISI indexed-Q3) (ISI-Cited Publication)
11. Ale Ebrahim, N., Ahmed, S. & Taha, Z., Virtual Teams in R&D, Advantages and Pitfalls: An Empirical Study, Advanced Science Letters (ISI-indexed). (ISI-Cited Publication)
12. M. A. Wazed, S. Ahmed and Y. Nukman, Mathematical Models for Part and Process Commonality in Multistage Production under Deterministic Situation, African Journal of Business Management, 1st and 2nd review completed and revised version is now under 3rd review. (ISI-Cited Publication)
13. M. A. Wazed, S. Ahmed and Y. Nukman, Mathematical Models for Component Commonality in Multistage Production, Journal of Manufacturing Systems (1st review completed and revised version is now under 2nd review) (ISI-Cited Publication)
14. M. A. Wazed, S. Ahmed and Y. Nukman, Mathematical Models for Multi-stage and Multi-product Manufacturing Systems under Process Commonality and Uncertainty, Journal of Manufacturing Science and Engineering. (ISI-Cited Publication)
15. M. A. Wazed, S. Ahmed and Y. Nukman, Mathematical Models for Part Commonality under Quality and Resources Breakdown in Multistage Production, Journal of Zhejiang University-SCIENCE A. (ISI-Cited Publication)
16. M. A. Wazed, S. Ahmed and Y. Nukman, Mathematical Models for Process Commonality under Quality and Resources Breakdown in Multistage Production, Journal of Zhejiang University-SCIENCE A. (ISI-Cited Publication)
17. Muzalwana A. Talib1, Susila Munisamy and Shamsuddin Ahmed, APPLICATIONS OF STATISTICAL METHODS FOR QUALITY EXCELLENCE IN AUTOMOTIVE PARTS MANUFACTURING: A REVIEW, Scientific Research and Essays (under review). (ISI-Cited Publication)
18. M. Azuddin, T. Zahari, and I. A. Choudhury, Observation of Polypropylene (PP) Melt Flow on Microchannel Using Polymethyl Methacrylate (PMMA) Mold, Materials and Manufacturing Processes, 26: 1 6, 2011 (ISI-Cited Publication)
19. Zahari Taha, Rossi Passarella, Sugiyono, Nasrudin Abd Rahim, Jamali Md Sah, and Aznijar Ahmad-Yazid, 2011. CFD Analysis for Merdeka 2 Solar Vehicle. Advanced Science Letters, Volume 4, Numbers 8-10 : pp. 2807-2811(5) (ISI-Cited Publication)
20. Azuddin M.; Zahari T.; Choudhury I. A. 2011. Observation of Polypropylene (PP) Melt Flow on Microchannel Using Polymethyl Methacrylate (PMMA) Mold. MATERIALS AND MANUFACTURING PROCESSES Volume: 26 Issue: 2 Pages: 255-260 Article Number: PII 935349970 DOI: 10.1080/10426914.2010.480996 Published: 2011 (ISI-Cited Publication)

Non-ISI Cited Publication

1. M. A. Wazed and S. Ahmed, Extraction of fuel from municipality solid wastes using an updraft gasifier, International Journal of Renewable Energy Technology (IJRET), 2 (2): 105-119, 2011 (Non ISI) (Non-ISI/Non-SCOPUS Cited Publication)
2. Azuddin M, Taha Z, Choudhury IA, 2011, Performance Study of a Custom-Made Vertical Injection Molding Machine, Res Engineeria, Vol 1, pp 1-9 (Non-ISI/Non-SCOPUS Cited Publication)

YEAR 2010
ISI-Cited Publication

1. I.A. Choudhury and S. Shirley, Laser cutting of polymeric materials: An experimental investigation, Journal of Optics & Laser Technology, 42-3 (2010) 503–508
2. I.A. Choudhury, S.W. Gan, and Nukman Yusoff, Experimental Determination of Cutting Temperature and Force When Turning Assab Steel with Coated Carbide Inserts, Advanced Materials Research Vols. 83-86 (2010) pp 993-1001
3. WAZED MA, A. S., NUKMAN Y 2010. Application of Taguchi method to analyze the impacts of commonalities in multistage production under bottleneck and uncertainty. INTERNATIONAL JOURNAL OF THE PHYSICAL SCIENCES 5, 1576-1591.
4. Khairi Yusuf, Y. Nukman, T. M. Yusof, S. Z. Dawal, H. Qin Yang, T. M. I. Mahlia and K. F. Tamrin 2010,Effect of cutting parameters on the surface roughness of titanium alloys using end milling proces. Scientific Research and Essays Vol. 5(11), pp. 1284-1293. (ISI-Cited Publication)
5. HAMBALI, A; SAPUAN, SM; ISMAIL, N;NUKMAN, Y; "Material selection of polymeric composite automotive bumper beam using analytical hierarchy process",Journal of Central South University of Technology Volume: 17 Issue: 2 Pages: 244-256 (ISI-Cited Publication)
6. K R Dhakshyani, Y Nukman, N A Abu Osman, A M Merican and J George (2010). Rapid Prototyping Medical Models for Dysplastic Hip Orthopaedic Surgery . Proceedings of the Institution of Mechanical Engineers, Part B, Journal of Engineering Manufacture. Vol 224:5, pp769- 776. (DOI 10.1243/09544054JEM1785) (ISI-Cited Publication) 
7. M. A. Wazed, Shamsuddin Ahmed and Nukman Yusoff (2010), Impacts of Common Processes in Multistage Production System under Machine Breakdown and Quality Uncertainties, African Journal of Business Management, 4(6): 979-986. (ISI-Cited Publication)
8. Ebrahim, N. A.; Ahmed, S.; Taha, Z. (2010), SMEs; Virtual research and development (R&D) teams and new product development: A literature review", International Journal of the Physical Sciences, Volume: 5 Issue: 7 Pages: 916-930. (ISI-Cited Publication)
9. Ebrahim, N. A.; Ahmed, S.; Taha, Z. (2010), "Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs" African Journal of Business Management, Volume: 4 Issue: 11 Pages: 2368- 2379. (ISI-Cited Publication)
10. Ebrahim, N. A.; Ahmed, S.; Taha, Z. (2010), "Critical factors for new product developments in SMEs virtual team", African Journal of Business Management, Volume: 4 Issue: 11 Pages: 2247-2257. (ISI-Cited Publication)
11. M. A. Wazed, S. Ahmed and Y. Nukman (2010), Application of Taguchi Method to Analyze the Impacts of Commonalities in Multistage Production under Bottleneck and Uncertainty, International Journal of Physical Sciences, 5(10): 1576-1591. (ISI-Cited Publication)
12. M. A. Wazed, Shamsuddin Ahmed and Nukman Yusoff, (2010) A review of manufacturing resources planning models under different uncertainties: state-of-the-art and future directions, South African Journal of Industrial Engineering 21(1):17-33. (ISI-Cited Publication)
13. Md. Abdul Wazed, Shamsuddin Ahmed and Yusoff Nukman (2010), "Commonality in manufacturing resources planning - Issues and models: a review", European J. Industrial Engineering, Vol. 4, No. 2, pp 167-188. (ISI-Cited Publication)
14. M. A. Wazed, Shamsuddin Ahmed and Nukman Yusoff, Impacts of quality and processing time uncertainties in multistage production system, International Journal of Physical Sciences, 5(6): 814-825, 2010 (ISI-Cited Publication)
15. M. A. Wazed, S. Ahmed and Y. Nukman (2010), “Component and process commonalities in production system under various uncertain factors”, African Journal of Business Management, 4(17): 3697-3707 (ISI-Cited Publication).
16. Aznijar Ahmad-Yazid, Zahari Taha & Indra Putra Almanar, "A review of cryogenic cooling in high speed machining (HSM) of mold and die steels", Scientific Research and Essays, Vol. 5(5), pp. 412 427. (ISI-Cited Publication)

Non-ISI Cited Publication

1. M. Mohammadjafari, S. Ahmed, S. Zawiah M. D. (2010), Towards a Theoretical Concept of E-Collaboration through Project Management in SMEs for Reducing Time and Cost in New Product: A Review, Journal of Applied Sciences, Volume: 11, Issue: 1, Pages: 174-182. (SCOPUS-Cited Publication)
2. M. Mohammadjafari, Shamsuddin Ahmed, S. Z. M. Dawal (2010), “Effects of Electronic Collaboration in Reducing Production Time: Product Design Process in SMEs” Lecture Notes in Engineering and Computer Science,  Vol. 2182, Issue: 1, pp1868-1872, ISSN: 20780958,
3. Raval, M. R. R., Ale Ebrahim, N., Ahmed, S. & Taha, Z. 2010, Work Together When Apart Challenges and What is Needed for Effective Virtual Teams, Journal of Information, Knowledge and Research in Business Management and Administration, 1, 1-3. (Non-ISI/Non-SCOPUS Cited Publication)
4. Nukman Yusoff, Noor Azuan Abu Osman, Khairi Safwan Othman, Harizam Mohd Zin, "A STUDY ON LASER CUTTING OF TEXTILES", International Congress on Applications of Lasers & Electro Optics (ICALEO), Anaheim Marriott Hotel (Anaheim, CA, USA,September 26-30, 2010, pp1559- 1566. (Non-ISI/Non-SCOPUS Cited Publication)
5. I.A. Choudhury, S.W. Gan,Nukman Yusoff,"Experimental Determination of Cutting Temperature and Force When Turning Assab Steel with Coated Carbide Inserts", International Conference on Advances in Materials and Processing Technologies, Date: NOV 02-05, 2008 Manama BAHRAIN Source: ADVANCES IN MATERIALS AND PROCESSING TECHNOLOGIES, PTS 1 AND 2 Volume: 83-86 Pages: 993- 1001 Published: 2010 (ISI/SCOPUS Cited Publication)
6. M. A. Wazed, Shamsuddin Ahmed and Nukman Yusoff, Commonality in Manufacturing Resources Planning Issues and Models: A Review, European Journal of Industrial Engineering (EJIE) (ISI/SCOPUS Cited Publication)
7. Zaidi Mustafa, I.Amin,Nukman Bin Yusoff,Najmi Haider, I. Haq, Laser Cutting Quality Control of Melamine Using Artificial Neural Networks, APIEMS Melaka, 7-10 December 2010, ISBN 978-967-5148-80-4 (Non-ISI/Non-SCOPUS Cited Publication)

Manufacturing System Integration

Items where Year is 2012 - OpenDepot.org

Jump to: A | B | C | D | E | F | G | H | J | K | L | M | O | P | Q | R | S | T | V | W | Z

Number of items: 76.

A

Ale Ebrahim, Nader and Ahmed, Shamsuddin and Abdul Rashid, Salwa Hanim and Taha, Zahari (2012) Effective Virtual Teams for New Product Development. Scientific Research and Essay, 7 (21). pp. 1971-1985. ISSN 1992-2248
Ale Ebrahim, Nader and Ahmed, Shamsuddin and Abdul Rashid, Salwa Hanim and Taha, Zahari (2012) Technology Use in the Virtual R&D Teams. American Journal of Engineering and Applied Sciences, 5 (1). pp. 9-14. ISSN 1793-8244
Items where Year is 2012 - OpenDepot.org

SSOAR: Effective virtual teams for new product development

Effective virtual teams for new product development

Ale Ebrahim, Nader ; Abdul Rashid, Salwa Hanim; Ahmed, Shamsuddin; Taha, Zahari

Source: Scientific Research and Essays, 7(21): 2012, 1971-1985 [journal article ]

Download full text (610 KByte)

Citation Suggestion

Please use the following Persistent Identifier (PID) to cite this document: http://nbn-resolving.de/urn:nbn:de:0168-ssoar-309875

Further details:

Resource Type	journal article
ISSN	1992-2248
Abstract	en: At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.
Classification	Management Science (1090401) ; Technology Assessment (20800)
DDC	Social sciences, sociology, anthropology (300) ; Economics (330)
Free Keywords	virtual teams; collaboration; questionnaires; communication; information; integration; performance; success; cross-functional teams; product development
Peer Review	reviewed
Language Document	English
Status	Published Version
Alternative URL	http://dx.doi.org/10.5897/SRE10.1005
Created	18.06.2012 20:27
Licensing Rights	Creative Commons - Attribution

SSOAR: Effective virtual teams for new product development

SSOAR: Effective virtual teams for new product development

Effective virtual teams for new product development

Ale Ebrahim, Nader ; Abdul Rashid, Salwa Hanim; Ahmed, Shamsuddin; Taha, Zahari

Quelle: Scientific Research and Essays, 7(21): 2012, 1971-1985 [Zeitschriftenartikel]

Volltext herunterladen (610 KByte)

Zitationshinweis

Bitte beziehen Sie sich beim Zitieren dieses Dokumentes immer auf folgenden Persistent Identifier (PID): http://nbn-resolving.de/urn:nbn:de:0168-ssoar-309875

Weitere Angaben:

Dokumentart	Zeitschriftenartikel
ISSN	1992-2248
Zusammenfassung / Abstract	en: At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.
Klassifikation	Management (1090401) ; Technikfolgenabschätzung (20800)
DDC	Sozialwissenschaften, Soziologie (300) ; Wirtschaft (330)
Schlagwörter aus dem Thesaurus Sozialwissenschaften	virtuelle Gemeinschaft; Team; Forschung und Entwicklung; Wissensarbeit; Kommunikationstechnologie; Informationstechnologie; Effektivität; Leistungsfähigkeit; virtuelles Unternehmen; Malaysia; Iran
Schlagwörter / Keywords	virtual teams; collaboration; questionnaires; communication; information; integration; performance; success; cross-functional teams; product development
Begutachtung	begutachtet
Sprache Dokument	Englisch
Status	Veröffentlichungsversion
Ergänzende URL	http://dx.doi.org/10.5897/SRE10.1005
Neuaufnahmedatum	18.06.2012 20:27
Lizenzrechte	Creative Commons - Namensnennung

SSOAR: Effective virtual teams for new product development

Virtual Team | THE SMALL BUSINESS BLOG

Top 5 Tips for Managing a Team Virtually

Jun 18, ’12 7:00 AM

Author Stefan Töpfer (Editor) Categories Top 5 Tips

Top 5 Tips posts from the SME Blog are always full of hints and tips for small, home & micro business owners.
1. Ensure that all members of the team are equipped with the right technology to make the team a success. Technological problems are one of the major barriers to the performance of a virtual team.
2. Understand that if people in your virtual team are from different countries they may have very different ways of doing things in accordance with their culture or religion. These differences should be understood and accepted, even if it means making allowances for them.
3. Straight away, you should let the rest of the team know what is expected of them in terms of punctuality and meeting deadlines etc. Set the ground rules now to avoid conflict later.
4. As the project manager, trust your team to be able to work together to come up with solutions, rather than running everything past you. If the team has you involved every step of the way then things simply won’t get done.
5. If it is feasible, try to organise a physical meeting too at some stage. Teams always work better if they have been able to bond with one another.

Virtual Team | THE SMALL BUSINESS BLOG

Innovation and R & D activities in virtual team | ReaderMeter

Nader Ale Ebrahim

Innovation and R & D activities in virtual team

Nader ALE EBRAHIM Shamsuddin AHMED Zahari TAHA

European Journal of Scientific Research (34) EuroJournals Publishing, Inc. 2009, 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's 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.

Source

http://www.mendeley.com/research/innovation-r-d-activities-virtual-team-4/
Innovation and R & D activities in virtual team | ReaderMeter

HAL :: [hal-00709109, version 1] Effective Virtual Teams for New Product Development

HAL : hal-00709109, version 1

DOI : 10.5897/SRE10.1005

Fiche détaillée

Récupérer au format

Scientific Research and Essay 7, 21 (2012) 1971-1985

Effective Virtual Teams for New Product Development

Nader Ale Ebrahim 1, Shamsuddin Ahmed 1, Salwa Hanim Abdul Rashid 1, Zahari Taha 2

(07/06/2012)

At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.

1 :	University of Malaya (UM)
	Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya
2 :	Faculty of Manufacturing Engineering and Management Technology, University Malaysia Pahang (UMP)
	Education

Domaine

:

Sciences de l'ingénieur/Autre Sciences de l'Homme et Société/Gestion et management

Mots Clés : Virtual teams – collaboration – questionnaires – communication – information – integration – performance – success – cross-functional teams – product development.

Liste des fichiers attachés à ce document :

PDF Nader_Ale_Ebrahim_et_al_.pdf(864.6 KB)

hal-00709109, version 1

http://hal.archives-ouvertes.fr/hal-00709109

oai:hal.archives-ouvertes.fr:hal-00709109

Contributeur : Nader Ale Ebrahim <al_e_ebrahim@yahoo.com>

Soumis le : Dimanche 17 Juin 2012, 19:45:50

Dernière modification le : Lundi 18 Juin 2012, 13:20:07

HAL :: [hal-00709109, version 1] Effective Virtual Teams for New Product Development

By Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha :: SSRN

Effective Virtual Teams for New Product Development

Nader Ale Ebrahim

University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering

Shamsuddin Ahmed

University of Malaya (UM)

Salwa Hanim Abdul Rashid

University of Malaya (UM) - Department of Engineering Design and Manufacture

Zahari Taha

University Malaysia Pahang - Department of Manufacturing Engineering

June 7, 2012

Scientific Research and Essay, 7(21), 1971-1985, June 2012

Abstract:     
At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.
Number of Pages in PDF File: 15
Keywords: Virtual teams, collaboration, questionnaires, communication, information, integration, performance, success, cross-functional teams, product development
JEL Classification: L1, L11, L7, M11, M12, M1, M54, Q1, O1, O3, O32, P24, P29, Q31, Q32
Accepted Paper Series

Effective Virtual Teams for New Product Development by Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha :: SSRN