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Friday, 6 July 2012

Nader Ale Ebrahim at IDEAS

Nader Ale Ebrahim

This is information that was supplied by Nader Ale Ebrahim in registering through RePEc. If you are Nader Ale Ebrahim , you may change this information at the RePEc Author Service. Or if you are not registered and would like to be listed as well, register at the RePEc Author Service. When you register or update your RePEc registration, you may identify the papers and articles you have authored.

Personal Details

First Name: Nader
Middle Name:
Last Name: Ale Ebrahim
Suffix:
RePEc Short-ID: pal457
Email: [This author has chosen not to make the email address public]
Homepage: http://aleebrahim.com/
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Affiliation

Works

Download all references for this author: available formats: HTML (with abstracts), plain text (with abstracts), BibTeX, RIS (EndNote), ReDIF

Working papers

  1. Nader Ale Ebrahim & Shamsuddin Ahmed & Salwa Hanim Abdul Rashid & Zahari Taha, 2012. "Effective Virtual Teams for New Product Development," Post-Print hal-00709109, HAL.
  2. Nader Ale Ebrahim & Shamsuddin Ahmed & Zahari Taha, 2011. "Virtual Teams and Management Challenges," Post-Print hal-00690027, HAL.
  3. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Salwa Hanim, Salwa Hanim & Taha, Zahari, 2011. "Technology Use in the Virtual R&D Teams," MPRA Paper 36487, University Library of Munich, Germany.
  4. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2010. "Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs," MPRA Paper 26983, University Library of Munich, Germany, revised 13 Jul 2010.
  5. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2010. "SMEs; Virtual research and development (R&D) teams and new product development: A literature review," MPRA Paper 26989, University Library of Munich, Germany, revised 10 Jun 2010.
  6. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs," MPRA Paper 27368, University Library of Munich, Germany, revised Nov 2010.
  7. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs," MPRA Paper 29177, University Library of Munich, Germany, revised 20 Dec 2010.
  8. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2010. "Critical factors for new product developments in SMEs virtual team," MPRA Paper 26936, University Library of Munich, Germany, revised 15 Jul 2010.
  9. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Virtual Teams: A New Opportunity to Develop a Business," MPRA Paper 26934, University Library of Munich, Germany, revised 2010.
  10. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Effective virtual teams for new product development," MPRA Paper 39510, University Library of Munich, Germany, revised 29 Mar 2012.
  11. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Virtual R&D Teams: A potential growth of education-industry collaboration," MPRA Paper 27414, University Library of Munich, Germany, revised 28 Jul 2010.
  12. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Innovation and R&D Activities in Virtual Team," MPRA Paper 27033, University Library of Munich, Germany, revised 17 Jul 2009.
  13. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "A conceptual model of virtual product development process
    [A Conceptual Model of Virtual Product Development Process]    ," MPRA Paper 27374, University Library of Munich, Germany, revised 12 Jun 2009.
  14. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Modified stage-gate: A conceptual model of virtual product development process," MPRA Paper 27043, University Library of Munich, Germany, revised Nov 2009.
  15. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team," MPRA Paper 26984, University Library of Munich, Germany, revised 02 Jan 2010.
  16. Shafia, Mohammad Ali & Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Consideration of the virtual team work and disabled citizens, as promising opportunity providers for the e government infrastructure's formation," MPRA Paper 27265, University Library of Munich, Germany, revised 10 Apr 2009.
  17. Shafia, Mohammad Ali & Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Innovation Process is Facilitated in Virtual Environment of R&D Teams," MPRA Paper 27264, University Library of Munich, Germany, revised 20 May 2009.
  18. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Virtual R & D teams in small and medium enterprises: A literature review," MPRA Paper 27045, University Library of Munich, Germany, revised Oct 2009.
  19. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Virtual Teams for New Product Development – An Innovative Experience for R&D Engineers," MPRA Paper 27034, University Library of Munich, Germany, revised Jul 2009.
  20. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Concurrent Collaboration in Research and Development," MPRA Paper 27052, University Library of Munich, Germany, revised Sep 2008.
  21. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Dealing with Virtual R&D Teams in New Product Development," MPRA Paper 27120, University Library of Munich, Germany, revised Oct 2008.
  22. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "R&D Network and value Creation in SMEs," MPRA Paper 27218, University Library of Munich, Germany, revised Apr 2008.
  23. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Virtual teams: A literature review
    [Virtual Teams: A Literature Review]    ," MPRA Paper 27001, University Library of Munich, Germany, revised Jan 2009.
  24. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "New Product Development in Virtual Environment," MPRA Paper 27226, University Library of Munich, Germany, revised Aug 2008.
  25. Ale Ebrahim, Nader & Fattahi, Hamaid Ali & Golnam, Arash, 2008. "Virtual marketing in virtual enterprises
    [Virtual Marketing in Virtual Enterprises]    ," MPRA Paper 27811, University Library of Munich, Germany.
  26. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Virtuality, Innovation and R&D Activities," MPRA Paper 27267, University Library of Munich, Germany, revised 12 Apr 2009.
  27. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy," MPRA Paper 27217, University Library of Munich, Germany, revised May 2008.
  28. Ale Ebrahim, Nader & Ghazizadeh, Ali & Golnam, Arash & Tahbaz Tavakoli, Hamid, 2007. "R&D Management in Iran, Opportunities and Threats," MPRA Paper 27899, University Library of Munich, Germany, revised 2007.
  29. Tavakkoli-Moghaddam, Reza & Ale Ebrahim, Nader & Golnam, Arash & Vasei, M. & Ghazizadeh-Moghaddam, Ali, 2006. "Analysis of Opportunities and Challenges for R&D Management and the Role of the R&D Society for its Improvement – A Case Study in Iran," MPRA Paper 28119, University Library of Munich, Germany, revised 07 Jun 2006.
  30. Ale Ebrahim, Nader & Rostamnezhad, Maziar & Momeni, Ali, 2005. "Research, Development, Production and Performance of heavy duty CNG fleets in Iran," MPRA Paper 28436, University Library of Munich, Germany, revised 2005.

NEP Fields

12 papers by this author were announced in NEP, and specifically in the following field reports (number of papers):
  1. NEP-CSE: Economics of Strategic Management (8) 2010-12-04 2010-12-04 2010-12-04 2010-12-23 2011-01-03 2011-03-19 2011-06-25 2012-05-02 Author is listed
  2. NEP-CWA: Central & Western Asia (3) 2010-12-04 2010-12-04 2010-12-23 Author is listed
  3. NEP-EDU: Education (2) 2010-12-23 2012-05-02
  4. NEP-ENT: Entrepreneurship (1) 2011-01-03
  5. NEP-ICT: Information & Communication Technologies (1) 2011-03-19
  6. NEP-INO: Innovation (7) 2010-12-04 2010-12-04 2010-12-23 2011-01-03 2011-03-19 2011-06-25 2012-05-02 Author is listed
  7. NEP-MIC: Microeconomics (1) 2010-12-04
  8. NEP-MKT: Marketing (1) 2010-12-23
  9. NEP-PPM: Project, Program & Portfolio Management (2) 2010-12-23 2011-03-19
  10. NEP-SBM: Small Business Management (1) 2011-03-19
  11. NEP-SEA: South East Asia (7) 2010-12-04 2010-12-04 2010-12-04 2010-12-23 2011-01-03 2011-06-25 2012-05-02 Author is listed

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Nader Ale Ebrahim at IDEAS
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Thursday, 5 July 2012

LogEc: Access Statistics for Nader Ale Ebrahim

A conceptual model of virtual product development process 0 0 5 10 1 6 24 45
Analysis of Opportunities and Challenges for R&D Management and the Role of the R&D Society for its Improvement – A Case Study in Iran 1 2 4 5 2 8 31 39
Concurrent Collaboration in Research and Development 0 0 1 5 0 0 5 15
Consideration of the virtual team work and disabled citizens, as promising opportunity providers for the e government infrastructure's formation 0 0 3 5 0 2 15 29
Critical Factors for New Product Developments in SMEs Virtual Team 1 1 5 5 3 5 23 25
Critical factors for new product developments in SMEs virtual team 0 1 4 22 2 17 38 102
Dealing with Virtual R&D Teams in New Product Development 0 0 1 5 4 4 11 25
Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team 0 0 1 2 0 2 10 31
Innovation Process is Facilitated in Virtual Environment of R&D Teams 0 1 4 6 1 4 15 27
Innovation and R&D Activities in Virtual Team 1 4 4 4 2 11 17 18
Innovation and R&D Activities in Virtual Team 0 2 2 6 2 7 14 25
Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy 0 1 2 5 0 3 9 19
Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process 0 2 5 6 1 12 26 30
Modified stage-gate: A conceptual model of virtual product development process 0 1 8 11 1 15 39 50
New Product Development in Virtual Environment 0 0 3 5 1 2 14 25
R&D Management in Iran, Opportunities and Threats 1 2 3 5 3 6 19 26
R&D Network and value Creation in SMEs 0 2 3 8 0 5 21 34
Research, Development, Production and Performance of heavy duty CNG fleets in Iran 0 0 0 1 0 3 3 4
SMEs; Virtual Research and Development (R&D) Teams and New Product Development: A Literature Review 0 0 2 2 1 9 18 20
SMEs; Virtual research and development (R&D) teams and new product development: A literature review 0 1 5 22 0 8 23 56
Technology Use in the Virtual R&D Teams 1 3 5 5 2 9 33 33
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs 0 0 7 33 0 7 27 48
The effectiveness of virtual R&D Teams in SMEs: experiences of Malaysian SMEs 0 2 11 17 1 6 37 37
Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs 1 1 12 35 2 4 42 55
Virtual R & D teams in small and medium enterprises: A literature review 0 0 1 5 0 3 26 39
Virtual R & D teams in small and medium enterprises: A literature review 0 0 1 1 1 7 17 17
Virtual R&D Teams and SMEs Growth: A Comparative Study Between Iranian and Malaysian SMEs 0 0 0 0 1 7 19 20
Virtual R&D Teams: A potential growth of education-industry collaboration 1 17 17 17 1 2 2 2
Virtual R&D Teams: A potential growth of education-industry collaboration 2 2 9 31 4 10 29 75
Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs 0 0 4 28 1 11 24 72
Virtual Teams and Management Challenges 0 0 0 0 0 1 1 1
Virtual Teams for New Product Development – An Innovative Experience for R&D Engineers 0 0 1 5 0 4 19 74
Virtual Teams for New Product Development: An Innovative Experience for R&D Engineers 0 0 4 4 0 7 12 15
Virtual Teams: A New Opportunity to Develop a Business 1 3 5 16 1 8 18 49
Virtual Teams: a Literature Review 0 1 11 11 2 12 44 48
Virtual marketing in virtual enterprises 0 2 4 8 1 10 27 40
Virtual teams: A literature review 0 3 10 14 6 17 69 101
Virtuality, Innovation and R&D Activities

LogEc: Access Statistics for Nader Ale Ebrahim
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Effective Virtual Teams for New Product Development

Effective Virtual Teams for New Product Development

Author Info

  • Nader Ale Ebrahim
    (al_e_ebrahim@yahoo.com) (UM - University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya)
  • Shamsuddin Ahmed
    (UM - University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya)
  • Salwa Hanim Abdul Rashid
    (UM - University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya)
  • Zahari Taha
    (UMP - Faculty of Manufacturing Engineering and Management Technology, University Malaysia Pahang - Education)
Registered author(s):

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.

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File URL: http://hal.archives-ouvertes.fr/docs/00/70/91/09/PDF/Nader_Ale_Ebrahim_et_al_.pdf
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Bibliographic Info

Paper provided by HAL in its series Post-Print with number hal-00709109. Download reference. The following formats are available: HTML (with abstract), plain text (with abstract), BibTeX, RIS (EndNote, RefMan, ProCite), ReDIF
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Date of creation: 07 Jun 2012
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Publication status: Published, Scientific Research and Essay, 2012, 7, 21, 1971-1985
Handle: RePEc:hal:journl:hal-00709109
Note: View the original document on HAL open archive server: http://hal.archives-ouvertes.fr/hal-00709109
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Web page: http://hal.archives-ouvertes.fr/

For corrections or technical questions regarding this item, or to correct its listing, contact: hal@ccsd.cnrs.fr (CCSD).

Related research

Keywords: Virtual teams; collaboration; questionnaires; communication; information; integration; performance; success; cross-functional teams; product development.; This paper has been announced in the following NEP Reports:

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Effective Virtual Teams for New Product Development
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Wednesday, 4 July 2012

Human Resource Management Review

Human Resource Management Review
Available online 29 June 2012
In Press, Corrected Proof — Note to users

Factors affecting the effectiveness and acceptance of electronic selection systems

  • Dianna L. Stonea, Corresponding author contact information, E-mail the corresponding author, E-mail the corresponding author,
  • Kimberly M. Lukaszewskib,
  • Eugene F. Stone-Romeroa,
  • Teresa L. Johnsona
  • a University of Texas at San Antonio, c/o 866 Fawnway, San Antonio, TX 78260, USA
  • b State University of New York at New Paltz, NY, USA
  • Available online 29 June 2012.
View full text
Purchase $19.95

Abstract

There has been a rise in the use of electronic selection (e-selection) systems in organizations. Given the widespread use of these systems, this article reviews the factors that affect their effectiveness and acceptance by job applicants (applicant acceptance), and offers directions for future research on the topic. In particular, we examine the effectiveness and acceptance of these systems at each stage of the selection process including (a) job analysis, (b) job application, (c) pre-employment testing, (d) interviewing, (e) selection decision-making, and (f) evaluation and validation. We also consider their potential for adverse impact and invasion of privacy. Finally, we present some implications for e-selection system design and implementation.

Keywords

  • Selection;
  • Applicant screening;
  • Job analysis;
  • Testing;
  • Interviewing;
  • Selection decision-making;
  • Invasion of privacy;
  • Adverse impact;
  • Electronic selection

ScienceDirect.com - Human Resource Management Review - Factors affecting the effectiveness and acceptance of electronic selection systems
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Saturday, 30 June 2012

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

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)
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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
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Wednesday, 27 June 2012

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
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Monday, 25 June 2012

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
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