Offshore‐onsite subgroup dynamics in globally distributed teams

2009 ◽  
Vol 22 (3) ◽  
pp. 242-269 ◽  
Author(s):  
Elisa Mattarelli ◽  
Amar Gupta
Keyword(s):  
Distributed Teams ◽  
Globally Distributed

Building Trust in Globally Distributed Teams

2010 ◽  
pp. 1583-1592
Author(s):  
Julia Kotlarsky ◽  
Ilan Oshri ◽  
Paul C. van Fenema
Keyword(s):  
Effective Communication ◽  
Distributed Teams ◽  
Building Trust ◽  
Globally Distributed

Smith and Blanck (2002) claim that “an effective team depends on open, effective communication, which in turn depends on trust among members. Thus, trust is the foundation, but it is also the very quality that is most difficult to build at a distance” (p.294). Trust is “the willingness of one person or group to relate to another in the belief that the other’s action will be beneficial rather than detrimental, even though this cannot be guaranteed” (Child, 2001, p.275).

Knowledge Integration in the Creative Process of Globally Distributed Teams

2010 ◽  
pp. 47-65 ◽  
Author(s):  
Rosana Silveira Reis ◽  
Ylenia Curzi
Keyword(s):  
Virtual Teams ◽  
Creative Process ◽  
Research Method ◽  
Knowledge Integration ◽  
Research Question ◽  
Distributed Teams ◽  
Structured Interviews ◽  
Time Zone ◽  
Team Members ◽  
Globally Distributed

The aim of this chapter is to analyse knowledge integration in the creative process of globally distributed teams as they develop new products. Mainstream researches and studies focus on knowledge integration in terms of transference of knowledge; they highlight its relevance with respect to innovation and creativity, and investigate the conditions that assure or inhibit it. The creative process in globally distributed teams is fairly unexplored by academic literature. With only a few exceptions, the literature focuses on virtual teams: i.e., distributed teams where factors such as culture, time zone and language are irrelevant to the development of the activities carried out by team members. The authors concentrate their efforts in looking for how knowledge integration happens in the creative process in globally distributed teams. For this reason, they shall rely on a research method founded on the notions of adequate causation and objective possibility. On this basis, they have compared two empirical cases in order to answer their research question. The authors have thus analysed six global product development projects carried out by globally distributed teams belonging to a Swedish company working with teams in France and Brazil; and an Italian company working with teams in Tunisia. The data has been gathered through participant observations, semi-structured interviews and document analysis from 2007 to 2009. This contribution is grounded in the analysis of the existing literature and in the data collected on the field.

Effective Communication among Globally Distributed Software Development Teams

2017 ◽  
Vol 25 (3) ◽  
pp. 40-62 ◽  
Author(s):  
Muhammad Wasim Bhatti ◽  
Ali Ahsan
Keyword(s):  
Software Development ◽  
Factor Model ◽  
Effective Communication ◽  
Distributed Teams ◽  
Distributed Software Development ◽  
Distributed Software ◽  
Development Teams ◽  
Communication Challenges ◽  
Software Development Teams ◽  
Globally Distributed

Global software development, an emerging software development methodology within a technology-enabled environment has recently received increased attention from scholars and practitioners. Despite the fact that the lack of effective communication is a major challenge of globally distributed teams, communication research related to the scale development is still very limited in existing literature. Considering the communication challenges and increasing need to measure the effectiveness of communication, this research is focused to develop a scale for “Effective Communication” for globally distributed software development teams. Systematic literature review is performed to identify the best practices of effective communication for the development of “Effective Communication” scale. A questionnaire survey consisting of 29 items is administered in globally distributed software development teams. Confirmatory factor analysis and statistical results depicted that the four-factor model (e.g. stakeholders' involvement, acculturation, usage of appropriate tools and technology, and information availability) is more parsimonious and an optimal model fit.

Collaborative Reflection in Globally Distributed Inter-Cultural Course Teams

2010 ◽  
pp. 172-184
Author(s):  
Nicholas Bowskill ◽  
David McConnell
Keyword(s):  
Reflective Practice ◽  
Online Teaching ◽  
Distributed Teams ◽  
Collaborative Reflection ◽  
Online Journal ◽  
Reflective Dialogue ◽  
Reflection In Action ◽  
Reflection On Action ◽  
The Right ◽  
Globally Distributed

This chapter looks at processes for conducting collaborative reflection in action and collaborative reflection on action. The authors examine this in the context of globally distributed inter-cultural course teams. From a review of the literature, they identify the significance of openness, structure and dialogue as factors that support collaborative reflection. The authors consider these factors in our own experience of global online teaching. They explore and focus upon one technique used in our collaborative inter-cultural reflective practice. This technique involves having one tutor maintain and share an online journal with the other tutors in the course team. This process combined reflective writing and discussion in action. The authors suggest that having one tutor author and share a learning journal may provide facilitation and structure that supports reflective dialogue in inter-cultural globally distributed teams. They consider the influence of cultural pedagogy on inter-cultural reflection. The authors’ technique is culturally sensitive in that it respects the right of others to read the journal and to comment only if they wish. Finally, the authors close with a look at instrumentalist versus developmental collaborative reflective practice.

Knowledge Transfer and Sharing in Globally Distributed Teams

2010 ◽  
pp. 789-794
Author(s):  
Ilan Oshri ◽  
Julia Kotlarsky ◽  
Paul C. van Fenema
Keyword(s):  
Information Systems ◽  
Knowledge Transfer ◽  
Product Development ◽  
Virtual Teams ◽  
New Product Development ◽  
New Product ◽  
Distributed Teams ◽  
Distributed Organizations ◽  
Is Development ◽  
Globally Distributed

Recent years have witnessed the globalisation of many industries. Consequently, globally distributed and virtual teams have become increasingly common in many areas, for example, in new product development and information systems (IS) development. Achieving successful collaborations has become a key challenge for globally distributed organizations, and it is largely dependent on teams’ ability to transfer and share knowledge.

Sign in / Sign up

Export Citation Format

Share Document