scholarly journals A Conceptual Management Model of Virtual Project Team in International Companies

2021 ◽  
pp. 61-68
Author(s):  
Aistė Kukytė
Keyword(s):  
Scientific Literature ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Management Model ◽  
Technological Evolution ◽  
Technological Advancement ◽  
Virtual Project ◽  
Definition Of ◽  
International Companies

Globalisation and technological advancement have an enormous impact on how businesses operate. Technological evolution, economic challenges, and different generations working in one workforce impact businesses to seek flexibility and adopt techniques that support virtual teamwork. In the modern international business environment increasing number of teams that work in virtual environments through project execution, leads to the need for theory and research on how successfully manage virtual project teams. In this paper the analysis of the scientific literature allowed to formulate the definition of a virtual project team, the analysis was able to show the management aspects, which are related to the features of the virtual project team, review of scientific literature also let to disclose the emerging problems faced by managers. These results were used to conceptualise the virtual project team management model in international companies.

Arising Problems in Managing Virtual Project: Research on International Virtual Project Team Leaders

2021 ◽  
Vol 51 (1) ◽  
pp. 8-20
Author(s):  
Aistė Kukytė
Keyword(s):  
Qualitative Research ◽  
The United States ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Necessary Condition ◽  
Team Leaders ◽  
Virtual Project ◽  
Virtual Project Teams ◽  
International Companies

Although the prevalence of project teams in international organizations is growing rapidly, while influencing the governance of organizations at the global, regional, and local levels, the response of organizations to such changes has been slower, according to authors A. I. Mockaitis, L. Zander, and H. De Cieri (2018). Organizations need to look at virtual project team development opportunities, methods, tools to learn to work in a multicultural space. The uptake of improvement opportunities for organizations would have a positive impact on many aspects like competition, efficiency, and reputation. In this context, it is important to analyse and research the uniqueness of virtual project teams and the problems arising in the management of these teams, because in the international business environment, the operation of these teams is a necessary condition for business to operate effectively. The article analyses the emerging problems in virtual project team management in international companies. A theoretical overview of possible problems in managing virtual project teams is presented, the results of the performed qualitative research are presented. During the research, managers working in international companies who lead a virtual project team were interviewed using the qualitative research method. The study was conducted in 2019-2020 and involved 9 informants working in Lithuania, the United Kingdom, the United States, Bangladesh, France, Malaysia, and Poland. The results of the study revealed the opinion of virtual project team leaders how these teams differ from traditional teams. The results revealed problems that may arise in the management of virtual project teams, such as misunderstanding and ambiguity of transmitted information, lack of emotion, presence and loss of information, higher time costs for work tasks, different, culturally influenced work principles and etiquette, and loss of personal and work balance boundaries. These problems are addressed in several ways, openly throughout the group, individually or through an external team.

Effective Virtual Project Management Using Multiple E-Leadership Styles

2010 ◽  
pp. 445-454
Author(s):  
Margaret R. Lee
Keyword(s):  
Project Management ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Virtual Teams ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Team Management ◽  
Work Arrangements ◽  
Virtual Project

The field of organizational behavior defines leadership as “the ability to influence a group toward the achievement of goals” (Capella, 2005, p. 294). Leadership styles have been well studied and researched. Early leadership studies were developed using traditional, co-located work arrangements in mind. Later studies expanded to include traditional project team environments. In the current business environment, however, nontraditional virtual work arrangements are becoming more popular. Virtual project teams are increasing in business today and will continue to become more common in the future (Martins, Gilson, & Maynard, 2004). Managing nontraditional work involving virtual teams is becoming a necessity in the current business environment. The type of leadership emanagers must demonstrate for successful virtual team management is different from traditional project team management (Konradt & Hoch, 2007). Understanding appropriate leadership styles for virtual project teams and the transition toward new leadership styles is an important part of managing human resources in organizations and successful virtual project management. Emerging e-leadership roles and management concepts for virtual teams include multiple leadership models, and their application is an important part of our evolving virtual organizational behavior.

scholarly journals Понятие «предпринимательская среда» в научной литературе

2020 ◽  
Vol 55 (2) ◽  
pp. 52-60
Author(s):  
Yulia V. Galkina
Keyword(s):  
Economic Growth ◽  
Poverty Reduction ◽  
Scientific Literature ◽  
Business Environment ◽  
Business Climate ◽  
Entrepreneurial Climate ◽  
Business Entities ◽  
Definition Of ◽  
Medium Businesses ◽  
Main Factor

В статье проводится обзор мнений различных авторов в отношении понятий «предпринимательская среда», «предпринимательский климат». Описаны существующие в научной литературе подходы к определению данных понятий. Приведены мнения авторов, использующих близкие по смыслу определения, такие, как «бизнес-климат», «бизнес-среда», «экономическая среда». На основании изученных мнений предложено уточнённое определение понятия «предпринимательская среда», по мнению автора, более универсально и полно отражающее значение данного понятия. Ключевые слова: предпринимательская среда, предпринимательский климат, малый и средний бизнес, совокупность объективных и субъективных факторов, субъекты предпринимательской деятельности, субъекты рыночной экономики, главный фактор экономического роста и сокращения бедности. The article reviews the opinions of various authors on the concepts of "entre-preneurial environment" and "entrepreneurial climate". The article describes the existing approaches to the definition of these concepts in the scientific literature. The article also contains the opinions of the authors who use similar definitions, such as "business climate", "business environment", " economic environment». Based on the studied opinions, a refined definition of the concept of "business environment" is proposed, which, in the author's opinion, more universally and fully reflects the meaning of this concept. Keywords: entrepreneurial environment, entrepreneurial climate, small and medium businesses, a set of objective and subjective factors, business entities, market economy entities, the main factor of economic growth and poverty reduction.

Information systems project team members: factors for high performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Design Management ◽  
Content Type ◽  
Team Members ◽  
The Individual

PurposeThe main aim of this study is to contribute to the discussion on the factors that can influence the high performance of information systems (IS) project team members, from the individual perspective. This study also allows both IS project team members and their managers to have a thorough picture of high-performing project teams, helping them improve team design, management and performance in today's demanding business environment.Design/methodology/approachTo address the research questions, the authors carried out an exploratory case study of a small-sized holding company and a qualitative analysis of the data.FindingsResults show a set of perceived factors that can influence (facilitate/hinder) the high performance of IS project team members. “Proper reward systems” was the most mentioned facilitating factor. “Negative affectivity” and “Lack of competence” were the two most referred as hindering factors. Most of the perceived factors are classified in the literature as non-technical.Originality/valueBesides being among the very few empirical studies consolidating knowledge on the high performance of IS project team members, this paper extends the authors' previous research (done at the team level) to the individual team member level (as opposed to the team or organizational levels). In spite of IS being a highly technical industry, this study came across mostly human-centered factors transversal to different professionals (IS and non-IS) involved in project teams.

Working separately but together: appraising virtual project team challenges

2017 ◽  
Vol 23 (5/6) ◽  
pp. 227-242 ◽  
Author(s):  
Tarila Zuofa ◽  
Edward G. Ochieng
Keyword(s):  
Virtual Teams ◽  
Project Team ◽  
Appropriate Technology ◽  
Project Teams ◽  
Sub Saharan Africa ◽  
Validity And Reliability ◽  
Global Business ◽  
Content Type ◽  
Virtual Project ◽  
Virtual Project Teams

Purpose This paper aims to extend the extant knowledge on virtual teams by examining the challenges of virtual project teams in organisations in Nigeria. Design/methodology/approach Data were collected through semi-structured interviews. Totally, 20 interviews were recorded, transcribed and analysed. Validity and reliability were achieved by first assessing the plausibility in terms of already existing knowledge on some of the virtual project team issues identified by participants. Findings The findings from this study confirmed the growing relevance of virtual project teams in highly competitive global business environments. It emerged that some of the challenges identified in the study had some level of congruence with those previously identified from similar studies from other geographical locations. The findings also suggested that challenges in virtual project teams can be linked to the organisation, the project team and the virtual environment or even a combination of all. Practical implications The present study corroborates the position that managing virtual project teams requires additional efforts to attain their objectives through effective communications and the adoption of appropriate technology. Originality/value The originality of this study lies in its exploration of virtual project team challenges in a sub-Saharan Africa country (Nigeria). By identifying the challenges associated with virtual project teams, stakeholders will be better able to successfully establish and manage virtual project teams better.

scholarly journals DISTRIBUTED PROJECT TEAM MEMBERS' SOFT SKILLS ASSESSMENT

2020 ◽  
Vol 3 (47) ◽  
pp. 53-67
Author(s):  
Natalia Krasnokutska ◽  
Tetiana Osetrova
Keyword(s):  
Soft Skills ◽  
Economic Value ◽  
Business Environment ◽  
Project Team ◽  
Team Work ◽  
Project Teams ◽  
Distributed Teams ◽  
Maturity Level ◽  
Team Members ◽  
New Business

Today, people are suddenly forced to interact remotely due to the pandemic, while companies around the world are beginning to accept the fact that teams don't really have to work in offices to get the expected results. That is why distributed teams are increasingly becoming the norm in various industries, delivering results, and saving corporate resources. At the same time, new realities have not only changed the way companies work but also changed people's thinking to adapt to working in distributed teams. Especially now, the knowledge and skills of employees are intellectual capital for companies, which is fast becoming a new icon of the economic value of the company. Due to this fact, project workers, those who want to succeed in the new business environment, should learn to work effectively in distributed teams. This will require strengthening soft skills such as leadership, commitment, etc. The article considers the economic and social preconditions for distributed project teams trend formation. The literature on the topic of the distributed team’s efficiency was analysed. Thus, one of the factors influencing the team work efficiency related to the soft skills maturity level among distributed project team members was distinguished. The unified list of soft skills based on world experience is determined. The current state and main trends in the work of project teams are studied, based on which the methodological tools for assessing the maturity level of the project team’s soft skills by project managers at the enterprise were proposed. The levels of soft skills maturity, as well as assessment parameters of each of soft skills, are revealed. The practice of applying the unified soft skills list on the example of a distributed team in the Ukrainian company was evaluated, based on which conclusions about the possibility of its use were made.

Using an Intranet to Manage Knowledge for a Virtual Project Team

2000 ◽  
pp. 241-259 ◽  
Author(s):  
Murray E. Jennex
Keyword(s):  
Embedded Systems ◽  
Project Team ◽  
Project Teams ◽  
Limited Resources ◽  
Popular Press ◽  
It Infrastructure ◽  
Virtual Project ◽  
Year 2000

The Year 2000 (Y2K), or millennium bug as it has been called in the popular press, has caused many organizations to form Y2K project teams tasked with finding and fixing date problems in critical applications, embedded systems, and IT infrastructure. Most of these projects have had to perform this task under severe time restraints, typically two years or less. Additionally, these projects have been constrained with limited resources and staff. Project teams needed to maximize utilization of knowledge and experience gained during the project so they could perform to their maximum capability. Continued viability of the organization was at stake in most of these projects.

Open plan offices – the response to leadership challenges of virtual project work?

2015 ◽  
Vol 17 (1) ◽  
pp. 63-74 ◽  
Author(s):  
Donatella De Paoli ◽  
Arja Ropo
Keyword(s):  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
Project Team ◽  
Project Teams ◽  
Project Work ◽  
Content Type ◽  
Open Plan ◽  
Virtual Project ◽  
Virtual Project Teams

Purpose – The purpose of this paper is to explore hybrid work spaces, combining open-plan, team-based offices with virtual work and leadership, in relation to the main leadership and team challenges virtual project environments encounter. Design/methodology/approach – In a review of virtual team literature, virtuality is defined and its main challenges to project leadership are identified. Based on the literature, several semi-structured interviews with project team managers within telecom and IT-consultancy were conducted. Using an exploratory approach, the authors introduce some new leadership concepts and functional benefits of open-plan offices important for virtual project environments. Findings – The findings suggest that project managers encounter several new kinds of challenges while leading virtual projects. Co-location of the project team during certain stages in open-plan, team-based offices may meet some of these challenges. The authors claim that spatial arrangements and their embodied subjective experiences make an impact on the effectiveness of virtual project teams. Research limitations/implications – This paper develops new conceptual thinking of how office facilities may contribute to productive virtual project teams. Further empirical studies in other settings are needed to generate generalizable findings. Practical implications – The paper discusses and provides arguments for real estate and facility managers, as well as project and team leaders, for the importance of open-plan offices for virtual project teams. Originality/value – The paper combines and benefits from different discussions on workspaces, virtual team and leadership. Furthermore, the paper introduces the notion of spatial leadership beyond the mainstream leader-centric approach to point out the importance of physical workspace of virtual teams and how the workspaces can perform leadership functions.

Information systems project teams: factors for high performance

2019 ◽  
Vol 25 (1/2) ◽  
pp. 69-83 ◽  
Author(s):  
Isabel Moura ◽  
Caroline Dominguez ◽  
João Varajão
Keyword(s):  
Information Systems ◽  
Team Performance ◽  
High Performance ◽  
Empirical Studies ◽  
Business Environment ◽  
Project Team ◽  
Project Teams ◽  
Content Type ◽  
Team Members ◽  
Performance Project

Purpose The purpose of this research is twofold: identify and gain a better insight on factors that can influence high performance of Information Systems (IS) project teams from the perspective of IS professionals (i.e. team members and leaders), and thus contribute to the general discussion on high-performance project teams; and offer both IS project team members and their project managers some feedback on how to build and manage teams more constructively and to enhance team performance in today’s demanding business environment. Design/methodology/approach The authors used an exploratory case study of a small-size holding company and a qualitative analysis of the data to address the research questions. Findings Results show a set of perceived factors that can influence high team performance in IS projects. Participants’ perceptions barely coincide. For instance, mutual trust was the only factor suggested as facilitating high team performance by 5 participants (out of 13). Differences may be because of participants’ characteristics (e.g. time on the job). All perceived factors are classified in the literature as nontechnical (i.e. having to do with behavioral and/or socio-organizational matters of project management). Originality/value This paper is among the very few empirical studies consolidating knowledge on high-performance IS project teams (e.g. it is still unclear if there are IS project team-specific factors that influence high performance). For the highly technical IS industry, this study came across human-centric factors transversal to different project teams.

Typologization of security regulation

2020 ◽  
pp. 20-27
Author(s):  
Denis Tikhomirov
Keyword(s):  
Social Relations ◽  
Scientific Literature ◽  
Legal Regulation ◽  
Procedural Understanding ◽  
Limited Ability ◽  
Methodological Basis ◽  
Wide Range ◽  
The Subject ◽  
Definition Of ◽  
Legal Understanding

The purpose of the article is to typologize terminological definitions of security, to find out the general, to identify the originality of their interpretations depending on the subject of legal regulation. The methodological basis of the study is the methods that made it possible to obtain valid conclusions, in particular, the method of comparison, through which it became possible to correlate different interpretations of the term "security"; method of hermeneutics, which allowed to elaborate texts of normative legal acts of Ukraine, method of typologization, which made it possible to create typologization groups of variants of understanding of the term "security". Scientific novelty. The article analyzes the understanding of the term "security" in various regulatory acts in force in Ukraine. Typological groups were understood to understand the term "security". Conclusions. The analysis of the legal material makes it possible to confirm that the issues of security are within the scope of both legislative regulation and various specialized by-laws. However, today there is no single conception on how to interpret security terminology. This is due both to the wide range of social relations that are the subject of legal regulation and to the relativity of the notion of security itself and the lack of coherence of views on its definition in legal acts and in the scientific literature. The multiplicity of definitions is explained by combinations of material and procedural understanding, static - dynamic, and conditioned by the peculiarities of a particular branch of legal regulation, limited ability to use methods of one or another branch, the inter-branch nature of some variations of security, etc. Separation, common and different in the definition of "security" can be used to further standardize, in fact, the regulatory legal understanding of security to more effectively implement the legal regulation of the security direction.

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