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Nader Ale Ebrahim's Page - Methodspace - home of the Research Methods community
Saturday, 3 May 2014
Nader Ale Ebrahim's Page
Nader Ale Ebrahim's Page - Methodspace - home of the Research Methods community
Nader Ale Ebrahim | Profile - Synopsis : Nature Network
- Username:
- Nader Ale Ebrahim
- Age/Sex:
- Location:
- Wilayah Persekutuan Kuala Lumpur
- Profession:
- Technology Management, Virtual Teams, Research Tools
- Discipline:
- Engineering
- Specialization:
- Virtual R&D Teams, Bibliometrics & Research Tools
- Username:
- Contact Details
- Twitter:
- aleebrahim
What I do
Nader Ale Ebrahim
has Technology Management PhD degree from the Department of Engineering
Design and Manufacture, Faculty of Engineering, University of Malaya. He
holds a Master of Science in the mechanical engineering from University
of Tehran with distinguished honors, as well as more than 17 years
experience in the establishing R&D department in different
companies, project director and project coordinator and Knowledge based
system implemented in R&D department. His current research interests
are focused on managing virtual new product development teams in SMEs
R&D centers. His papers/articles have presented in the several
Journals and conferences.
has Technology Management PhD degree from the Department of Engineering
Design and Manufacture, Faculty of Engineering, University of Malaya. He
holds a Master of Science in the mechanical engineering from University
of Tehran with distinguished honors, as well as more than 17 years
experience in the establishing R&D department in different
companies, project director and project coordinator and Knowledge based
system implemented in R&D department. His current research interests
are focused on managing virtual new product development teams in SMEs
R&D centers. His papers/articles have presented in the several
Journals and conferences.
Interests
Technology Management,
Virtual R&D teams,
Virtual Teams,
Stage-Gate,
Global Virtual Teams,
Conceptual Model of Virtual Product Development,
R&D Management,
Small and Medium-scale Enterprises (SMEs),
Industrial Engineering,
New Product Development,
Collaborative systems,
Electronic-Collaboration,
Collaboration Technology,
Concurrent Engineerin
Virtual R&D teams,
Virtual Teams,
Stage-Gate,
Global Virtual Teams,
Conceptual Model of Virtual Product Development,
R&D Management,
Small and Medium-scale Enterprises (SMEs),
Industrial Engineering,
New Product Development,
Collaborative systems,
Electronic-Collaboration,
Collaboration Technology,
Concurrent Engineerin
Projects
Universiy ofi Malaya
Doctor of Philosophy (Ph.D.)
Industrial Engineering - Technology ManagementFaculty of Engineering ,University of Tehran
Master of Science, Mechanical Engineering (Energy Conversion)
Awards: Top Student 1995
Title of Master’s Degree thesis “Heat transfer taking into consideration the effects of
distillation on tube transformers with flat blades”
Faculty of Engineering ,University of Tehran
Bachelor of Science, Mechanical Engineering (Fluids & Heat Transfer)
Awards: Top Student 1992
Title of Bachelor’s Degree thesis “Automobile radiator and its role in cooling the automobile”Masood Fooladi , Hadi Salehi , Melor Md Yunus , Maryam Farhadi , Arezoo Aghaei Chadegani , Hadi Farhadi , Nader Ale Ebrahim
Asian Social ScienceArezoo Aghaei Chadegani , Hadi Salehi , Melor Md Yunus , Hadi Farhadi , Masood Fooladi , Maryam Farhadi , Nader Ale Ebrahim
Asian Social ScienceNader Ale Ebrahim
Research World Volume 10 Issue 4 pages 1-3 Year 2013
Nader Ale Ebrahim , Shamsuddin Ahmed , Salwa Hanim Abdul Rashid , M A Wazed , Zahari Taha
Advanced Materials Research Volume 433-440 pages 1653-1659 Year 2012
http://dx.doi.org/10.4028/www.scientific.net/AMR.433-440.1653
http://dx.doi.org/10.4028/www.scientific.net/AMR.433-440.1653
Nader Ale Ebrahim, Shamsuddin Abdul Rashid, Salwa Hanim Taha, Zahari
American Journal of Engineering and Applied SciencesNader Ale Ebrahim
Scientific Research and EssaysNader Ale Ebrahim , Salwa Hanim Abdul Rashid , Shamsuddin Ahmed , Zahari Taha
Industrial Engineering and Management SystemsAle Ebrahim, Nader ; Shamsuddin Ahmed ; Zahari Taha
African Journal of Business Management Volume 4 Issue 11 pages 2247-2257 Year 2010
Ale Ebrahim, Nader Shamsuddin Ahmed Zahari Taha
Australian Journal of Basic and Applied Sciences Volume 3 Issue 3 pages 2653-2669 Year 2009
Research
Support Unit, Centre of Research Services, IPPP, University of Malaya
Jalan Lembah Pantai Kuala Lumpur, Wilayah Persekutuan 50603 Malaysia
Support Unit, Centre of Research Services, IPPP, University of Malaya
Jalan Lembah Pantai Kuala Lumpur, Wilayah Persekutuan 50603 Malaysia
Research Fellow
2013 to Present. This is my current job.
Second prize of the EPD 2010 challenge 2010
Faculty of Engineering, University of Malaya | Kuala Lumpur-Malaysia
Engineering Postgraduate Day (EPD) 2010: 3 MinutePhD Competition.
Selected Researcher 2005
Ministry of Science, Research and Technology, Deputy Directorate for Research | Tehran-Iran
10 December 2005: Given recognition as selected researcher (attained
second position) at the 2005 Selected Researchers Commemoration Ceremony
conducted by the Ministry of Science, Research and Technology, Deputy
Directorate for Research, State Scientific Research Center; IRIB, Int’l
Conference Center, Tehran, Iran
second position) at the 2005 Selected Researchers Commemoration Ceremony
conducted by the Ministry of Science, Research and Technology, Deputy
Directorate for Research, State Scientific Research Center; IRIB, Int’l
Conference Center, Tehran, Iran
Master’s Top Student 1995
University of Tehran | Tehran-Iran
1995: Attained the first standing among the graduates of Master’s Degree
curriculum in Mechanical Engineering ,Faculty of Engineering of the
University of Tehran, Tehran, Iran
curriculum in Mechanical Engineering ,Faculty of Engineering of the
University of Tehran, Tehran, Iran
Bachelor’s Top Student 1992
University of Tehran | Tehran-Iran
1992: Attained the first standing among the graduates of Bachelor’s
Degree curriculum in Mechanical Engineering; Faculty of Engineering of
the University of Tehran, Tehran, Iran
Degree curriculum in Mechanical Engineering; Faculty of Engineering of
the University of Tehran, Tehran, Iran
An enthusiastic,
adaptive and fast-learning person with a broad and acute interest in the
discovery of new innovative technology management, I particularly enjoy collaborating
with scientists to develop new skills and solve new
challenges.
adaptive and fast-learning person with a broad and acute interest in the
discovery of new innovative technology management, I particularly enjoy collaborating
with scientists to develop new skills and solve new
challenges.
Vice-Chairman
The R&D Society of Iranian Industries & Mines
Tehran - Iran
04/03 to 04/07
I and some of my colleagues become founding father of The R&D
Society of Iranian Industries & Mines (RDS) which has more than 1400
companies as members from different industrial sectors. RDS with its
members is the holder of around 20% of Iran’s GDP.
Major duties of the RDS are as follows:
1. Identification of the research capabilities and capacities of the
research and development units of the industrial centers and helping the
members to benefit from their research potential abilities
2. Coordination among research & development units in order to
compile executive approaches in order to choose suitable technology,
compilation and definition of the executive principles needed for
transfer of technology based on industrial requirements of the society,
cooperation, and seeking for improved approaches needed for attraction
and naturalization of the transferred technologies.
The society also aims at nurturing the R&D activities of its member
companies by offering state-of-the-art training services by organizing
industry-specific courses, industrial visits, and holding annual
conferences and workshops.
Member of the scientific and organizing committees of the conferences held by the society.
Society of Iranian Industries & Mines (RDS) which has more than 1400
companies as members from different industrial sectors. RDS with its
members is the holder of around 20% of Iran’s GDP.
Major duties of the RDS are as follows:
1. Identification of the research capabilities and capacities of the
research and development units of the industrial centers and helping the
members to benefit from their research potential abilities
2. Coordination among research & development units in order to
compile executive approaches in order to choose suitable technology,
compilation and definition of the executive principles needed for
transfer of technology based on industrial requirements of the society,
cooperation, and seeking for improved approaches needed for attraction
and naturalization of the transferred technologies.
The society also aims at nurturing the R&D activities of its member
companies by offering state-of-the-art training services by organizing
industry-specific courses, industrial visits, and holding annual
conferences and workshops.
Member of the scientific and organizing committees of the conferences held by the society.
Engineering Deputy
Iran Khodro Diesel Co.
Tehran - Iran
01/03 to 08/06
IKD is the leader and a world class commercial vehicle manufacturer in
the Middle East; under the license of Mercedes Benz Germany. The
company's total annual turn-over reaches to $1.1bn.
I was in charge of coordinating and leading new projects in Iran Khodro
Diesel. Here is a list of Some of the projects that I was involved when
I worked at IKD:
• Project Coordinator of License Agreement Project between IKD and
Daimler Chrysler for truck technology transfer which was led to produce
knowledge based prototyping and mass production of new Daimler
Chrysler’s products(Actros 3331, Actros 1844, Axor 2628, Axor 1935, Axor
3335)
• Project director of "Conversion of OM457 Diesel Engine to a CNG
Engine" with cooperation of Spanish designer & developer company
IDIADA.
• Production of new CNG buses
• Project manager of selection, sampling, testing and installation of bus air conditioner system.
• Directed projects relating to sampling and mass production of Chorus CNG minibus with converted Hyundai engine
• Directed projects relating to facility layout planning of truck
production hall in order to increase quality and quantity of production
• Projects director of increase bus production capacity and commissioning of SC457 and Mega-trans bus production line
• Cooperated in the project for minimizing transportation, scraps as well as organization of company warehouses and containers.
• Directed projects relating to bus/truck manufacturing plant layout in Venezuela, Azerbaijan and Iraq
• Directed projects relating to increase of bus/truck paint production Capacity
the Middle East; under the license of Mercedes Benz Germany. The
company's total annual turn-over reaches to $1.1bn.
I was in charge of coordinating and leading new projects in Iran Khodro
Diesel. Here is a list of Some of the projects that I was involved when
I worked at IKD:
• Project Coordinator of License Agreement Project between IKD and
Daimler Chrysler for truck technology transfer which was led to produce
knowledge based prototyping and mass production of new Daimler
Chrysler’s products(Actros 3331, Actros 1844, Axor 2628, Axor 1935, Axor
3335)
• Project director of "Conversion of OM457 Diesel Engine to a CNG
Engine" with cooperation of Spanish designer & developer company
IDIADA.
• Production of new CNG buses
• Project manager of selection, sampling, testing and installation of bus air conditioner system.
• Directed projects relating to sampling and mass production of Chorus CNG minibus with converted Hyundai engine
• Directed projects relating to facility layout planning of truck
production hall in order to increase quality and quantity of production
• Projects director of increase bus production capacity and commissioning of SC457 and Mega-trans bus production line
• Cooperated in the project for minimizing transportation, scraps as well as organization of company warehouses and containers.
• Directed projects relating to bus/truck manufacturing plant layout in Venezuela, Azerbaijan and Iraq
• Directed projects relating to increase of bus/truck paint production Capacity
Establishing of the R&D Society of Iranian Industries & Mines (RDS)
The R&D Society of Iranian Industries & Mines (RDS)
03/03 to 11/07
Board member
Tehran-Iran
Set up a new institution
I and some of my colleagues become founding father of The R&D
Society of Iranian Industries & Mines (RDS) which has more than 1400
companies as members from different industrial sectors. RDS with its
members is the holder of around 20% of Iran’s GDP.
Major duties of the RDS are as follows:
1. Identification of the research capabilities and capacities of the
research and development units of the industrial centers and helping the
members to benefit from their research potential abilities
2. Coordination among research & development units in order to
compile executive approaches in order to choose suitable technology,
compilation and definition of the executive principles needed for
transfer of technology based on industrial requirements of the society,
cooperation, and seeking for improved approaches needed for attraction
and naturalization of the transferred technologies.
3. Cooperation with planning organizations needed for identification of
the helpful research projects of the members and attraction of public
social and financial supports toward execution of the useful projects
Society of Iranian Industries & Mines (RDS) which has more than 1400
companies as members from different industrial sectors. RDS with its
members is the holder of around 20% of Iran’s GDP.
Major duties of the RDS are as follows:
1. Identification of the research capabilities and capacities of the
research and development units of the industrial centers and helping the
members to benefit from their research potential abilities
2. Coordination among research & development units in order to
compile executive approaches in order to choose suitable technology,
compilation and definition of the executive principles needed for
transfer of technology based on industrial requirements of the society,
cooperation, and seeking for improved approaches needed for attraction
and naturalization of the transferred technologies.
3. Cooperation with planning organizations needed for identification of
the helpful research projects of the members and attraction of public
social and financial supports toward execution of the useful projects
ResearcherID
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ORCID
Archive
FigShare
IDEAS
Labroots
Mendeley
ResearchGate
Scribd
Bepress
SSRN
Udemy
UMexpert
WiKi
http://twitter.com/aleebrahim
http://www.citeulike.org/profile/aleebrahim/publications
http://delicious.com/aleebrahim
http://www.citeulike.org/profile/aleebrahim/publications
http://delicious.com/aleebrahim
Nader Ale Ebrahim | Profile - Synopsis : Nature Network
Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs
Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs
| Periodical | Advanced Materials Research (Volumes 433 - 440) |
|---|---|
| Main Theme | Materials Science and Information Technology |
| Chapter | Chapter 10: Manufacturing Process Planning and Scheduling |
| Edited by | Cai Suo Zhang |
| Pages | 1653-1659 |
| DOI | 10.4028/www.scientific.net/AMR.433-440.1653 |
| Citation | Nader Ale Ebrahim et al., 2012, Advanced Materials Research, 433-440, 1653 |
| Online since | January, 2012 |
| Authors | Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, M A Wazed, Zahari Taha |
| Keywords | Collaborative Tools, Medium Enterprises, Questionnaires, Small Enterprises, Virtual Teams |
| Price | US$ 28,- |
| Share |
View full size
Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs
Thursday, 1 May 2014
Towards an integrated approach for leading and managing transcultural virtual teams
2013, Pages 220-241
Towards an integrated approach for leading and managing transcultural virtual teams
a
University of South Australia, Australia
b
School of Natural and Built Environments, University of South Australia, Australia
University of South Australia, Australia
b
School of Natural and Built Environments, University of South Australia, Australia
Abstract
Many industries have observed the
rise of Virtual Teams (VTs) as highly productive team structures taking
advantage of members scattered around the globe while being able to
accomplish assigned tasks by communicating through internet based
technologies. Nonetheless, the looked-for achievable gains of VTs
working heavily rest on meeting the requirements prescribed by the
antecedents and critical success factors associated with specific
idiosyncrasies of VTs such as the multiculturalism dominating their
working environment. In this regard, it is widely recognized that when
it comes to adopting VTs, the managerial/leadership matters are among
the main challenges facing organisations. The major parts of foregoing
issues are stemmed from the limitations of mediums of communications
exacerbated by cultural diversity and disparity of members. This chapter
first aims at critically analysing the different approaches of managing
and leading virtual teams and ascertaining the main influential
variables. This is followed by presenting a management/leadership model
for VTs based on a dynamic integrated approach, thus labelled, 'Leading
and Managing Virtual Teams' (LeManViT). © 2013, IGI Global.
rise of Virtual Teams (VTs) as highly productive team structures taking
advantage of members scattered around the globe while being able to
accomplish assigned tasks by communicating through internet based
technologies. Nonetheless, the looked-for achievable gains of VTs
working heavily rest on meeting the requirements prescribed by the
antecedents and critical success factors associated with specific
idiosyncrasies of VTs such as the multiculturalism dominating their
working environment. In this regard, it is widely recognized that when
it comes to adopting VTs, the managerial/leadership matters are among
the main challenges facing organisations. The major parts of foregoing
issues are stemmed from the limitations of mediums of communications
exacerbated by cultural diversity and disparity of members. This chapter
first aims at critically analysing the different approaches of managing
and leading virtual teams and ascertaining the main influential
variables. This is followed by presenting a management/leadership model
for VTs based on a dynamic integrated approach, thus labelled, 'Leading
and Managing Virtual Teams' (LeManViT). © 2013, IGI Global.
ISBN: 978-146663966-9Source Type: Book
Original language: English
DOI: 10.4018/978-1-4666-3966-9.ch012Document Type: Chapter
Publisher: IGI Global
Scopus - Document details
The Relationships between Leadership Behaviors Team Learning and Performance among the Virtual Teams | Pinar | International Business Research
The Relationships between Leadership Behaviors Team Learning and Performance among the Virtual Teams
Abstract
Teams are in the mid of a renaissance. Particularly in today’s
business environments, characterized by globalization, technological
progress and intense competition, the virtual teams—as the work groups
with members at different locations, using computer based communication
and sharing inputs and other individual efforts through technology—are
increasingly becoming prevalent. However there is still a gap in the
literature concerning the performance and success of virtual teams. In
this study, the interrelationships among leadership, team learning and
team performance is theoretically and empirically investigated within
the context of virtual teams. After a deep literature review a survey is
conducted on 101 teams. The data is analyzed via PLS 3.0 statistical
program. The path analyzes results show reveals the important role of
leadership on team learning for virtual teams. Moreover the findings
underline the vital role of team learning on team success and
performance for virtual teams just like for the traditional teams.
business environments, characterized by globalization, technological
progress and intense competition, the virtual teams—as the work groups
with members at different locations, using computer based communication
and sharing inputs and other individual efforts through technology—are
increasingly becoming prevalent. However there is still a gap in the
literature concerning the performance and success of virtual teams. In
this study, the interrelationships among leadership, team learning and
team performance is theoretically and empirically investigated within
the context of virtual teams. After a deep literature review a survey is
conducted on 101 teams. The data is analyzed via PLS 3.0 statistical
program. The path analyzes results show reveals the important role of
leadership on team learning for virtual teams. Moreover the findings
underline the vital role of team learning on team success and
performance for virtual teams just like for the traditional teams.
DOI: 10.5539/ibr.v7n5p68
This work is licensed under a Creative Commons Attribution 3.0 License.
International Business Research ISSN 1913-9004 (Print), ISSN 1913-9012 (Online)
Copyright © Canadian Center of Science and Education
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The Relationships between Leadership Behaviors Team Learning and Performance among the Virtual Teams | Pinar | International Business Research
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