scholarly journals The Value Of Webcams For Virtual Teams

2012 ◽  
Vol 16 (2) ◽  
pp. 161 ◽  
Author(s):  
Joel Olson ◽  
Frank Appunn ◽  
Kimberly Walters ◽  
Lynn Grinnell ◽  
Chad McAllister
Keyword(s):  
Virtual Teams ◽  
Low Cost ◽  
Team Building ◽  
Exploratory Research ◽  
Team Process ◽  
Team Members ◽  
Geographically Dispersed ◽  
Use Of Technology ◽  
The Rich ◽  
Rich Content

The latest low-cost technology solutions provide practical and reliable video options form standard personal computers using the Internet. By adding video to an established and geographically dispersed team process, this exploratory research tries to establish the experience of participants and perceived effectiveness of the team. Building on the literature, this qualitative research performs a content analysis design on a text transcription of weekly audio logs from participants. This approach analyzes the rich content of team members to discover the relevance of differing elements within trust, technology, and effectiveness find support. By understanding the influences of adding video to teams, leaders, and managers should be able to make informed decisions regarding the adoption of video for each participant. The attitude evolution regarding the use of technology over a period of six weeks provides further considerations for deployment.

Trust in Virtual Multicultural Teams

2008 ◽  
pp. 1292-1308
Author(s):  
Iris C. Fischlmayr ◽  
Werner Auer-Rizzi
Keyword(s):  
Virtual Teams ◽  
Business Students ◽  
Illustrative Case ◽  
Multicultural Teams ◽  
Cultural Backgrounds ◽  
Team Members ◽  
Geographically Dispersed ◽  
Team Projects ◽  
Illustrative Case Study

This chapter analyses the phenomenon of trust with regard to its significance for virtual teams. Guided by the existing literature on trust, this chapter presents different kinds of trust and the development of trust over time. The challenges inherent to virtual multicultural teams, thus to working teams, which are geographically dispersed and communicate with the help of electronic media, raise the questions of their consequences on trust. As virtual teams are mostly used in companies operating in different countries all over the world, the different cultural backgrounds of the team members are taken into account as well. To give an example for the relevance of this issue in practice, an illustrative case study on experiences international business students have made during virtual team projects is presented.

Forming Trust in Virtual Writing Teams

2010 ◽  
pp. 88-111 ◽  
Author(s):  
Sean D. Williams
Keyword(s):  
Virtual Teams ◽  
Social Presence ◽  
Collaborative Writing ◽  
Virtual Team ◽  
General Concept ◽  
Team Members ◽  
Performance Orientation ◽  
Use Of Technology ◽  
Trust Formation ◽  
And Performance

This chapter explores collaborative writing in virtual teams, and, particularly, trust formation in virtual writing teams, to help those who create or work in virtual writing teams to understand the importance of trust. In order to build the case for trust as the key component in teams, the chapter presents important background on teams as a general concept. In particular, it considers the constituents of quality teams, which include small team size, diverse team membership, interdependent relationships, shared team vision, articulated processes, and performance orientation. The chapter then elaborates on the role of trust in teams, presenting it as the key feature for any type of team environment. Based on this background, the chapter then differentiates the general concept of teams from virtual teams in particular, arguing that virtual teams must address specific considerations in order to build trust. Such considerations include the composition of the team, where team members possess a propensity to trust; the proper use of technology in the virtual team, so that the medium matches the communicative need; and social presence, or the ways that virtual teams can build trust by using communication behaviors to demonstrate to others that they share understanding. The chapter combines the general team considerations with the virtual team considerations into a rubric for building strong virtual teams based upon four major categories: team traits, team actions, individual traits, and environment traits. The chapter concludes with suggestions for future study.

scholarly journals Establishing a video Multidisciplinary Team meeting between Cameroon, Central Africa, and Leeds, UK, childhood cancer services

2021 ◽  
Author(s):  
Bernard Wirndzem Njodzeka ◽  
Glenn Afungchwi ◽  
Francine Kouya ◽  
Susan Picton ◽  
Roly Squire ◽  
...  
Keyword(s):  
Decision Making ◽  
Professional Education ◽  
Multidisciplinary Team ◽  
Team Building ◽  
Central Africa ◽  
Team Members ◽  
Geographically Dispersed ◽  
Cancer Services ◽  
Relapsed Disease ◽  
The Uk

Abstract Background and aims Multidisciplinary team (MDT) meetings provide a regular, structured meeting of a core group of professionals to provide expert decision-making in individual patient care. We describe our experiences in establishing a virtual pediatric oncology MDT between twinning partners in Cameroon (4 hospitals) and the UK. Methods Monthly video conferencing MDT meetings were established in March 2019, initially using Google meet then using Zoom platforms. Case details were circulated using formal proformas. Standard operating procedures were outlined for the MDT conduct. Results There have been 269 discussions of 201 patients in 21 meetings. Patients have been varied in age (up to 24 years). Eighty-seven (43.3%) patients had NHL, 16 (8.0%) had Wilms tumour, 20 (10.0%) had Acute Lymphoblastic Leukaemia, 19 (9.5%) had Retinoblastoma and 59 (29.4%) had other malignancies. Four of the patients did not have a malignancy. The majority of patients had stage 3 (51, 45.1%) or stage 4 (59, 52.2%). Nine patients had relapsed disease. Core team members reported positive benefits from the MDT, including defining goals of care, shared decision making, professional education and team-building. Conclusions Virtual MDT meetings between geographically dispersed teams are possible and have proved particularly valuable during the COVID-19 pandemic when in-person visits are not permitted. Cancer treatment cannot be done in isolation; the regular MDT meetings have paved the way for informed care through regular consultancy.

Effective Virtual Teams

2011 ◽  
pp. 1272-1278
Author(s):  
D. Sandy Staples ◽  
Ian K. Wong ◽  
Ann-Frances Cameron
Keyword(s):  
Best Practices ◽  
Virtual Teams ◽  
Virtual Work ◽  
Virtual Team ◽  
Full Potential ◽  
Success Rates ◽  
Team Members ◽  
Geographically Dispersed ◽  
The Individual ◽  
Collocated Teams

Virtual teams are now being used by many organizations to enhance the productivity of their employees and to bring together a diversity of skills and resources (Gignac, 2005; Majchrzak, Malhotra, Stamps, & Lipnack, 2004), and it has been suggested that this will become the normal way of working in teams in the near future (Jones, Oyund, & Pace, 2005). Virtual teams are groups of individuals who work together from 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). While the use of virtual teams is more common in today’s organization, working in these teams is more complex and challenging than working in traditional, collocated teams (Dewar, 2006), and success rates in virtual teams are low (Goodbody, 2005). This article suggests best practices that organizations and virtual team members can follow to help their virtual teams reach their full potential. In this article, virtual team best practices are identified from three perspectives: organizational best practices, team leadership best practices, and team member best practices. Ideas for best practices were identified from three sources: six case studies of actual virtual teams (Staples, Wong, & Cameron, 2004); the existing literature on virtual teams; and the existing literature on traditional (i.e., collocated) teams and telecommuting (i.e., research on virtual work at the individual level).

Managing Relationships in Virtual Team Socialization

2010 ◽  
pp. 1632-1642
Author(s):  
Shawn D. Long ◽  
Gaelle Picherit-Duthler ◽  
Kirk W. Duthler
Keyword(s):  
Virtual Teams ◽  
Communication Technology ◽  
Electronic Mail ◽  
Virtual Team ◽  
New Members ◽  
Team Members ◽  
Face To Face ◽  
Geographically Dispersed ◽  
Technological Advances ◽  
Organizational Work

The traditional organizational workplace is dramatically changing. An increasing number of organizations are employing workers who are physically and geographically dispersed and electronically dependent on each other to accomplish work (Gibson & Cohen, 2003; Griffith, Sawyer, & Neale, 2003). Recent technological advances, combined with more flexible job design, have helped increase the number of people working in distributed environments. Hence, more employees are working individually and on teams that seldom, if ever, meet face to face. These virtual employees have the same work responsibilities as traditional employees in addition to the challenge of operating within the dynamics of these newly designed mediated workplaces. Rapid developments in communication technology and the increasing influence of globalization and efficiency on organizations have significantly accelerated the growth and importance of virtual teams in contemporary workplaces. Virtual teams are becoming more commonplace because of the possibilities of a more efficient, less expensive, and more productive workplace. Additionally, distributed teams are less difficult to organize temporal organizational members than traditional co-located teams (Larsen & McInerney, 2002; Lurey & Raisinghani, 2001; Piccoli & Ives, 2003). Although there are apparent advantages of organizing work virtually, the challenge for new member integration lies in the fact that team members must communicate primarily through communication technology such as electronic mail, telephone, and videoconferencing or computer conferencing. This increased dependence on technology as a medium of communication significantly alters the way new members are socialized to work teams. Additionally, team members’ ability to use complex communication technologies varies across individuals. This variation potentially may lead to inter- and intra-group conflict, as well as creating organizational work ambiguity, which refers to the existence of conflicting and multiple interpretations of a work issue (Miller, 2006). This article addresses the challenges of virtual team socialization with regard to newcomer assimilation and how newcomer encounter is an embedded process of virtual team assimilation.

Virtual Team Leadership, Operation, and Technology Deployment

2022 ◽  
pp. 165-181
Author(s):  
Anatoli Quade
Keyword(s):  
Virtual Teams ◽  
Success Factors ◽  
New Technologies ◽  
Team Building ◽  
Team Leadership ◽  
Virtual Team ◽  
Team Members ◽  
New Ways Of Working ◽  
Critical Success ◽  
Virtual Team Leadership

The COVID-19 situation has shown many leaders that their face-to-face meetings leadership style may well now be a thing of the past. Tech-savvy companies are now deploying new technologies to support the creation and leadership of virtual teams, working remotely in different locations around the globe. This presents a range of new challenges for both project leaders and team members, who must now adopt new ways of working. Using an inductive approach based on an analysis of relevant literature, online surveys, and in-depth interviews with project leaders and other practitioners, this chapter examines the transitioning to virtual team leadership and operation, identifies critical success factors, and discusses the facilitating role of new technologies. An operational model (V-CORPS) to guide the building and operation of virtual teams is developed and explained with the aim of increasing the flexibility and efficiency of virtual project teams and establishing a checklist of action points for team building and leading.

Absorptive capacity in virtual teams: examining the influence on diversity and innovation

2017 ◽  
Vol 21 (6) ◽  
pp. 1342-1361 ◽  
Author(s):  
Fadi S. Batarseh ◽  
John M. Usher ◽  
Joshua J. Daspit
Keyword(s):  
Virtual Teams ◽  
Absorptive Capacity ◽  
Deep Level ◽  
Survey Method ◽  
World Knowledge ◽  
Content Type ◽  
Team Members ◽  
Multidimensional Measure ◽  
Geographically Dispersed ◽  
Practical Implications

Purpose The purpose of the study is to empirically extend and validate a measure of absorptive capacity (ACAP) and examine its role in leveraging the benefits of diversity on innovation within global virtual teams (GVTs). This study validates a multidimensional measure of ACAP for use within the GVT. GVTs are increasingly utilized in industry given their ability to bring together diverse knowledge and experience from geographically dispersed individuals. Design/methodology/approach The hypotheses of this research were tested using a field survey to collect real world knowledge about GVTs. The survey method is a research technique in which data is collected from a sample of individuals using a questionnaire. Findings Using a sample of GVT members, the authors find that ACAP significantly mediates the relationships between diversity (deep-level diversity, functional-level) and innovation. Practical implications The implications for the study of GVTs is discussed and recommendations are offered. GVTs, as investigated in this study, include members that use electronic media for some or all of their interactions and collaboration with other team members. Originality/value This study validates and operationalizes the multi-dimensional ACAP construct at the GVT level: its relationship with diversity and its influence on GVT innovation.

scholarly journals Methodology Proposal for Increasing Swift Trust within Virtual Teams in the Inception Phase of a Project Life-Cycle: Project Manager’s Perspective

2015 ◽  
Vol 1 (1-2) ◽  
pp. 95-109
Author(s):  
Bojan Morić Milovanović ◽  
Tomislav Krišto ◽  
Stjepan Srhoj
Keyword(s):  
Life Cycle ◽  
Virtual Environment ◽  
Virtual Teams ◽  
Team Building ◽  
Project Managers ◽  
Team Members ◽  
Trust Development ◽  
Project Life Cycle ◽  
Swift Trust ◽  
Project Life

AbstractThis paper proposes team building methodology for project managers in virtual teams as means to develop swift trust between new team members in the inception phase of the project life cycle. Proposed methodology encompasses activities within the first three days after the team formation and proposes the measuring tools for monitoring and managing trust development within the project team. Aim of this paper is to provide new insights to various decision makers potentially interested in increasing the performance of project teams operating in virtual environment, such as: investors, business owners and project managers working in virtual environment.

scholarly journals SfM for Orthophoto to Generation: A Winning Approach for Cultural Heritage Knowledge

2015 ◽  
Vol XL-5/W7 ◽  
pp. 91-98 ◽  
Author(s):  
F. Chiabrando ◽  
E. Donadio ◽  
F. Rinaudo
Keyword(s):  
Cultural Heritage ◽  
Structure From Motion ◽  
Image Matching ◽  
Accuracy Assessment ◽  
Low Cost ◽  
Survey Techniques ◽  
Large Sets ◽  
The Rich ◽  
Rich Content ◽  
Digital Survey

3D detailed models derived from digital survey techniques have increasingly developed and focused in many field of application. The high detailed content and accuracy of such models make them so attractive and usable for large sets of purposes in Cultural Heritage. The present paper focuses on one of the main techniques used nowadays for Cultural Heritage survey and documentation: the image matching approach or Structure from Motion (SfM) technique. According to the low cost nature and the rich content of derivable information, these techniques are extremely strategic in poor available resources sectors such as Cultural Heritage documentation. <br><br> After an overview of the employed algorithms and used approaches of SfM computer vision based techniques, the paper is focused in a critical analysis of the strategy used by two common employed software: the commercial suite Agisoft Photoscan and the open source tool MicMac realized by IGN France. The experimental section is focused on the description of applied tests (from RPAS data to terrestrial acquisitions), purposed to compare different solutions in various featured study cases. Finally, the accuracy assessment of the achieved products is compared and analyzed according to the strategy employed by the studied software.

Trust in Virtual Multicultural Teams

2011 ◽  
pp. 100-116 ◽  
Author(s):  
Iris C. Fischlmayr
Keyword(s):  
Virtual Teams ◽  
Business Students ◽  
Illustrative Case ◽  
Multicultural Teams ◽  
Cultural Backgrounds ◽  
Team Members ◽  
Geographically Dispersed ◽  
Team Projects ◽  
Illustrative Case Study

This chapter analyses the phenomenon of trust with regard to its significance for virtual teams. Guided by the existing literature on trust, this chapter presents different kinds of trust and the development of trust over time. The challenges inherent to virtual multicultural teams, thus to working teams, which are geographically dispersed and communicate with the help of electronic media, raise the questions of their consequences on trust. As virtual teams are mostly used in companies operating in different countries all over the world, the different cultural backgrounds of the team members are taken into account as well. To give an example for the relevance of this issue in practice, an illustrative case study on experiences international business students have made during virtual team projects is presented.

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