Virtual Teamwork: A Product of Globalization

2008 ◽  
pp. 77-93
Author(s):  
Rainer Lenz ◽  
Carlos Machado
Keyword(s):  
Virtual Teamwork

scholarly journals Cross-university virtual teamwork as a means of internationalization at home

2021 ◽  
Vol 19 (3) ◽  
pp. 100512
Author(s):  
Johannes Nikolaus Rauer ◽  
Michael Kroiss ◽  
Natalia Kryvinska ◽  
Corinna Engelhardt-Nowitzki ◽  
Mohamed Aburaia
Keyword(s):  
Virtual Teamwork ◽  
Internationalization At Home ◽  
At Home

Promoting Critical Thinking in Virtual Teams

2014 ◽  
pp. 303-326
Author(s):  
Francesco Sofo ◽  
Michelle Sofo
Keyword(s):  
Higher Education ◽  
Critical Thinking ◽  
Case Studies ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Success Factors ◽  
Student Characteristics ◽  
Influential Factors ◽  
Future Research ◽  
Virtual Teamwork

This chapter aims to raise awareness in leaders and practitioners on how critical thinking is embedded within the performance of virtual teams. The increasingly important nexus between critical thinking and team performance is demonstrated within the specific context of the virtual environment. The chapter is interspersed with brief case studies that demonstrate some of the experiences of Australian-based higher education staff in their efforts to incorporate both critical thinking and virtual teamwork into their pedagogy. A framework of success factors and challenges inherent to virtual teams and critical thinking is provided, which covers five influential factors: technology, student characteristics, educator characteristics, social aspects, and team dynamics. The chapter concludes with some directions for future research.

Managing “Virtuality”

2014 ◽  
pp. 29-48
Author(s):  
Sandra Morley ◽  
Kathryn Cormican ◽  
Maébh Coleman
Keyword(s):  
Virtual Teams ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Technologies ◽  
Enterprise 2.0 ◽  
Virtual Teamwork ◽  
Critical Success ◽  
Strategic Implementation ◽  
Structured Approach ◽  
Organisational Level

A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.

Data Mining to Identify Project Management Strategies in Learning Environments

2019 ◽  
pp. 532-545
Author(s):  
Ana González-Marcos ◽  
Joaquín Ordieres-Meré ◽  
Fernando Alba-Elías
Keyword(s):  
Data Mining ◽  
Project Management ◽  
Learning Environments ◽  
Team Building ◽  
Management Strategies ◽  
Educational Data Mining ◽  
Effective Learning ◽  
Virtual Teamwork ◽  
Teachers And Students ◽  
Management Policies

Projects have become a key strategic working form. It is agreed that project performance must achieve its objective and be aligned with criteria that the project stakeholders establish. The usual metrics that are considered are cost, schedule, and quality. Configuration for the management of projects is a matter of decision that influences the project's evolution. There also are factors like virtual teamwork and team building processes that are relevant to that evolution. Effectiveness in managing projects depends on these factors and is investigated in this work by means of educational data mining as they can help to build more effective learning and operating procedures. The conclusions from this study can help higher education course designers as well as teachers and students by making apparent the influence of smarter strategies in the learning process. In fact, the same benefits will help practitioners too, as they can improve their continuous learning procedures and adjust their project management policies and strategies.

Managing “Virtuality”

2017 ◽  
pp. 192-213
Author(s):  
Sandra Morley ◽  
Kathryn Cormican ◽  
Maébh Coleman
Keyword(s):  
Virtual Teams ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Technologies ◽  
Enterprise 2.0 ◽  
Virtual Teamwork ◽  
Critical Success ◽  
Strategic Implementation ◽  
Structured Approach ◽  
Organisational Level

A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.

Using a GSS to Support Virtual Team-Building

2011 ◽  
pp. 92-108
Author(s):  
Wayne W. Huang ◽  
Kwok-Kee Wei ◽  
John Lim
Keyword(s):  
Group Support Systems ◽  
Team Building ◽  
Virtual Team ◽  
Group Support ◽  
Research Issue ◽  
Important Research ◽  
Group Support System ◽  
Face To Face ◽  
Virtual Teamwork ◽  
Research Propositions

This chapter deals with the use of a group support system (GSS) to support virtual team-building. Literature review on Group Support Systems (GSS) indicates that most prior GSS research focuses on supporting face-to-face teamwork, and few studies were conducted in supporting virtual teamwork and team-building. When virtual teamwork becomes more common in modern organizations, how GSS can be used to enhance virtual team-building is becoming an important research issue. This chapter proposes a conceptual team-building framework. By embedding this conceptual framework into a GSS, the GSS may have the potential to support virtual team-building. Based on the framework, a set of testable research propositions is formulated, and some suggestions for future GSS research are discussed.

Value, Visibility, Virtual Teamwork at Kairos

2011 ◽  
pp. 2591-2599
Author(s):  
Douglas Eyman
Keyword(s):  
Social Capital ◽  
Scholarly Journal ◽  
Key Factors ◽  
Technological Infrastructure ◽  
Virtual Workplace ◽  
Virtual Teamwork ◽  
Technology Pedagogy

This chapter proposes an analytic for the assessment of sustainability and success of virtual workplaces. This analytic considers value, visibility, and infrastructure as key factors required for success, and suggests that an assessment of sustainability must include methods for evaluating current and possible mechanisms for securing or distributing social capital, exposing the degree to which the tasks and interactions of workers are made visible, and assessing the administrative and technological infrastructure with regard to support of communication, cooperation, and collaboration. This analytic is applied through a case study of the virtual workplace of the online scholarly journal Kairos: Rhetoric, Technology, Pedagogy.

High-Performance Virtual Teams

2011 ◽  
pp. 1727-1732
Author(s):  
Ian K. Wong ◽  
D. Sandy Staples
Keyword(s):  
Virtual Teams ◽  
High Performance ◽  
Rapid Development ◽  
Business Practice ◽  
Business Practices ◽  
Communication Tools ◽  
Virtual Teamwork ◽  
Geographically Dispersed ◽  
Dispersed Work ◽  
Effective Channel

In the past several decades, we have seen tremendous advancements in the development of communication technology. Since the invention of the Internet in 1969, there has been rapid development of Internet-based communication tools and technologies. This technology has revolutionized business practices by offering another important and effective channel for communication (Foo & Lim, 1997) and has allowed people to work on projects irrespective of their physical location. One resulting business practice that has been adopted in recent years is virtual teamwork. Virtual teams are groups of individuals who work together in different locations (i.e., are geographically dispersed), work at interdependent tasks, share responsibilities for outcomes, and rely on technology for much of their communication (Cohen & Gibson, 2003). The use of virtual teams has become widespread in organizations, and its use is expected to grow (Martins, Gilson, & Maynard, 2004; Powell, Piccoli, & Ives, 2004).

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