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At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous.
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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.
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Establishing Virtual R&D Teams: Obliged Policy
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Key characteristics of successful virtual teams RiverRhee Consulting Associates have worked in and with many virtual teams over the years, but our recent work has tended to be with more localized teams.
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Downloadable! Communication technologies support virtual R&D groups by enabling immediate and frequent interaction of their geographically-distributed members. Performance of members in such groups has yet to be studied longitudinally.
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With
communication technology constantly becoming faster, more sophisticated
and cheaper, virtual work teams are an excellent way of saving time and
travel costs while utilizing the talents and resources available across
the company, regardless of location. However, exceptional planning,
organization and leadership skills are required by the team manager to
avoid misunderstandings, friction and confusion.
Via Arie Baan
Via Arie Baan
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How to get the right people, doing the right work, in the in the right places.
Not every employee wants or needs to be in the office with the rest of the team. Real estate is expensive. And sometimes the best talent isn’t local. The solution is obvious: telecommuting.
But just because someone wants to telecommute doesn’t mean they’ll be good at it. And having a lot of remote workers can make it harder to build and sustain a corporate culture. So how do you make telecommuting work for your company?
Via Arie Baan
Not every employee wants or needs to be in the office with the rest of the team. Real estate is expensive. And sometimes the best talent isn’t local. The solution is obvious: telecommuting.
But just because someone wants to telecommute doesn’t mean they’ll be good at it. And having a lot of remote workers can make it harder to build and sustain a corporate culture. So how do you make telecommuting work for your company?
Via Arie Baan
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Scooped by Nader Ale Ebrahim
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!["Virtual R&D teams" by aleebrahim [WorldCat.org] | Virtual R&D teams | Scoop.it](https://lh3.googleusercontent.com/blogger_img_proxy/AEn0k_tsy3v-SL_23MzRkP8hFERaJZW0PrJsC_BRg5ZN47JAGVOqBLjCPpTrwEfpWIdPM5WapWHcoYxvftABt0BB_Xb0dQdMk612Aiw60CqJBIR1fXbvZvjUOUNjQNDNUA0yGlwENi5RPdf1eK6vYTfTFQQzkJwnd7J_=s0-d)
Discuss everything about Virtual Teams and its application in New Product Development, R&D and Small and Medium Enterprises (SMEs).
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When your team is all over the world instead of in one building, different rules apply.
Today's financial woes have forced many companies to pick members of project teams from across various global locations and have them communicate virtually--by phone, e-mail and videoconference--thereby saving both time and money.
There are more global virtual teams today than ever before. And their numbers are increasing rapidly. INSEAD, the international business school where I teach, has been bombarded with requests to set up a program showing executives the skills they'll need to meet this new management challenge. The latest research shows that those skills are not simply different from those needed for running co-located teams; they are often the exact opposite. Here are four principal ways they're very different.
Via Arie Baan
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Tacit Knowledge Transfer Within Virtual Teams, Virtual Teams, and Tacit Knowledge. 8. Effective Virtual Teams for New Product Development. by Nader Ale Ebrahim نادر آل ابراهیم. Ale Ebrahim N., Ahmed S., Abdul Rashid ...
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IDEAS is a central index of economics research, including working papers, articles and software code...
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Concurrent team strategy is widely employed by firms in large projects. This research investigates the design of incentives and the role of collaboration for concurrent teams.
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Sanal Takımlar: Kritik Başarı Faktörleri Üzerine Derinlemesine Bir Bakış ve Bir Değerlendirme / Virtual Teams: An Evaluation and Look on the Critical Success Factors...
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Smart high-tech
companies are characterized by knowledge intensity and open innovation,
and even when these companies emerge in spatial clusters or in dense
urban places, they may utilize knowledge networks on a global scale.
There is, however, not much insight into the factors that shape global
knowledge networks, the role of virtualization therein, and the impact
of global knowledge sourcing on local connectedness. An attempt is made
in this paper to fill these gaps in our understanding, using a selected
sample of young high-tech companies in the Netherlands and rough set
analysis to identify homogeneous categories in the highly differentiated
young high-tech companies segment. The outcomes suggest coexistent use
of both mainly local and mainly global knowledge networks in
city-regions, and losing local connectedness by some of the globalized
companies, particularly those involved in co-creation of products with
global customers and those acting as learning partners of global
multinational corporations. Factors counteracting the weakening of local
connectedness are specific local knowledge relationships with a
university or company of origin, and a strategy of developing
local/regional customer markets.
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Scooped by Nader Ale Ebrahim
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