scholarly journals Virtual Team Working: Current Issues and Directions for the Future

2008 ◽  
pp. 351-360 ◽  
Author(s):  
Aisha Abuelmaatti ◽  
Yacine Rezgui
Keyword(s):  
Virtual Team ◽  
Team Working ◽  
The Future

scholarly journals The Employability Skills Needed To Face the Demands of Work in the Future: Systematic Literature Reviews

2020 ◽  
Vol 10 (1) ◽  
pp. 595-603
Author(s):  
Nuryake Fajaryati ◽  
Muhammad Akhyar ◽  
◽  
Keyword(s):  
Literature Review ◽  
Education Quality ◽  
Employability Skills ◽  
Work Demands ◽  
Job Seekers ◽  
Instructional Process ◽  
Team Working ◽  
Literature Reviews ◽  
The Future ◽  
Three Stages

AbstractThe qualified human resources with high competitiveness and employability skills are needed to face the era of technological disruption, but employers find a lack of expertise among job seekers. Insufficient skills are related to the issue of education quality. This study aims to identify the employers’ employability skills needed in the career field and the way to integrate it into the instructional process. The research was conducted through Systematic Literature Review (SLR) and mapping approach that consisted of three stages: planning, conducting, and reporting. The literature reviews in this research were derived from Science direct, Springer and IEEE as the main references. The results from the analysis in the literature review showed that employability skills are needed in relation to the work demands in the future according to the employers covering communication, team working, problem solving, and technological skills. The implementation of employability skills in the instructional process is to integrate them into the classroom for all subjects.

Virtual team working: making it happen

2008 ◽  
Vol 40 (3) ◽  
pp. 129-133 ◽  
Author(s):  
Stephen Morris
Keyword(s):  
Virtual Team ◽  
Team Working

The Socio-Technical Virtual Organisation

2009 ◽  
pp. 147-169
Author(s):  
Rob Smith ◽  
Rob Wilson
Keyword(s):  
Grid Computing ◽  
Virtual Teams ◽  
Virtual Team ◽  
Team Members ◽  
Common Resources ◽  
Team Working ◽  
Virtual Organisation

Flexible and remote working is becoming more and more widespread. In particular, virtual team working is growing rapidly. Although virtual teams have attracted the attention of many researchers, until recently little investigation had been carried out specifically on what impact trust – a key element in favouring cooperation among team members – has on the performance of such teams. In the authors’ opinion Grid computing, through the collaborative nature of the technologies employed, provides an opportunity to build trust through the sharing of common resources and the enabling of rich communications.

Enabling Creative Virtual Teams in SMEs

2011 ◽  
pp. 157-179
Author(s):  
Avril Thomson
Keyword(s):  
Case Studies ◽  
Virtual Teams ◽  
Virtual Team ◽  
Design Team ◽  
Distributed Design ◽  
Creative Potential ◽  
Team Working ◽  
Working Practices ◽  
Design Projects ◽  
Team Design

Many SMEs struggle to support virtual teams effectively within distributed design projects, hindering their creative potential. It is not uncommon for SMEs to have tools and working practice imposed on them by collaborating multinationals to meet the requirements of the multinational. SMEs however, need to develop their own working practices to support effective, virtual team design within their own organisation or extended design team. This chapter describes, through a series of four case studies, how a typical SME achieved successful virtual team working within their organisation. A “strategy for enabling creative virtual teams” encompassing the processes, methods, and tools developed and implemented within the company to achieve this success is presented. Generic and transferable findings drawn from this two year study aimed at helping other SMEs, form the conclusion of this chapter.

scholarly journals Selected Success Factors of Virtual Teams: Literature Review and Suggestions for Future Research

2014 ◽  
Vol 38 (1) ◽  
pp. 67-83 ◽  
Author(s):  
Justyna Szewc
Keyword(s):  
Literature Review ◽  
Virtual Teams ◽  
Success Factors ◽  
Virtual Team ◽  
Future Research ◽  
Face To Face ◽  
First Finding ◽  
Team Success ◽  
The Future ◽  
Selection Of

Abstract The aim of this paper is to extend the knowledge about virtual teams and above all to stress the differences between face-to-face and virtual teams as well as to define its chosen success factors. This paper is based on an extended literature review of virtual teams. The author describes virtual teams, reasons for their implementation and four factors that are prerequisites for team success. The first finding is that the successful introduction of a virtual team and its management requires knowledge about the special characteristics of this team and the effective handling of challenges. Second, the literature review of virtual teams reveals a lack of research on the differences in motivation between face-to-face and virtual teams. The originality of the article is ensured by selection of the most important factors which, according to the literature review, lead to the success of virtual teams and by a description of areas that need to be explored in the future.

Enabling Creative Virtual Teams in SMEs

2008 ◽  
pp. 1254-1276
Author(s):  
Avril Thomson ◽  
Angela Stone ◽  
William Ion
Keyword(s):  
Case Studies ◽  
Virtual Teams ◽  
Virtual Team ◽  
Design Team ◽  
Distributed Design ◽  
Creative Potential ◽  
Team Working ◽  
Working Practices ◽  
Design Projects ◽  
Team Design

Many SMEs struggle to support virtual teams effectively within distributed design projects, hindering their creative potential. It is not uncommon for SMEs to have tools and working practice imposed on them by collaborating multinationals to meet the requirements of the multinational. SMEs however, need to develop their own working practices to support effective, virtual team design within their own organisation or extended design team. This chapter describes, through a series of four case studies, how a typical SME achieved successful virtual team working within their organisation. A “strategy for enabling creative virtual teams” encompassing the processes, methods, and tools developed and implemented within the company to achieve this success is presented. Generic and transferable findings drawn from this two year study aimed at helping other SMEs, form the conclusion of this chapter.

scholarly journals Team Members’ Perspectives on Factors Affecting Virtual Team Working in Information Technology Consulting Firms

2021 ◽  
Vol 15 (3) ◽  
pp. 251656
Author(s):  
Khemmanit Wattanatinnachot
Keyword(s):  
Information Technology ◽  
Virtual Teams ◽  
Virtual Team ◽  
Physical Interaction ◽  
Team Members ◽  
Factors Affecting ◽  
Face To Face ◽  
Team Working ◽  
Main Challenge ◽  
Consulting Firms

This study aims to explore team members’ perspectives on factors affecting virtual team working in information technology consulting firms. Using semi-structured interviews with 25 research participants, this research adopted 2 virtual teams in different contexts. One that had no face-to-face interaction whereas and the other one had the initial face-to-face meeting. The results showed that communication, trust, socialization, cultural diversity and leadership were factors affecting virtual team working for both teams. Communication was the main challenge due to different time zones but both teams overcame by organizing overlapping hours to have online synchronous meetings. The initial face-to-face meeting and open lines of communication developed affect-based trust among team members whereas cognition-based trust based on consistent work performance existed in virtual teams that lacked physical interaction. Conducting virtual bonding exercises occasionally is necessary for virtual team members in order to renew interpersonal ties among team members. In terms of culture diversity, team members from individualistic cultures favored direct communication whereas team members from collectivistic cultures soured out group-based information before reaching unanimous decisions. In terms of leadership, managers of both virtual teams ensured that work progress was on schedule and maintaining positive leadership attitudes is the key to lead virtual teams.

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