Towards an Integrated Approach for Leading and Managing Transcultural Virtual Teams

2013 ◽  
pp. 220-241
Author(s):  
M. Reza Hosseini ◽  
Nicholas Chileshe
Keyword(s):  
Cultural Diversity ◽  
Virtual Teams ◽  
Success Factors ◽  
Integrated Approach ◽  
Working Environment ◽  
Managerial Leadership ◽  
Leadership Model ◽  
Factors Associated ◽  
Critical Success ◽  
Management Leadership

Many industries have observed the rise of Virtual Teams (VTs) as highly productive team structures taking advantage of members scattered around the globe while being able to accomplish assigned tasks by communicating through internet based technologies. Nonetheless, the looked-for achievable gains of VTs working heavily rest on meeting the requirements prescribed by the antecedents and critical success factors associated with specific idiosyncrasies of VTs such as the multiculturalism dominating their working environment. In this regard, it is widely recognized that when it comes to adopting VTs, the managerial/leadership matters are among the main challenges facing organisations. The major parts of foregoing issues are stemmed from the limitations of mediums of communications exacerbated by cultural diversity and disparity of members. This chapter first aims at critically analysing the different approaches of managing and leading virtual teams and ascertaining the main influential variables. This is followed by presenting a management/leadership model for VTs based on a dynamic integrated approach, thus labelled, ‘Leading and Managing Virtual Teams’ (LeManViT).

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.

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.

Help Me, Help You

2008 ◽  
pp. 257-276
Author(s):  
Derrick L. Cogburn ◽  
Nanette S. Levinson
Keyword(s):  
Collaborative Learning ◽  
Virtual Teams ◽  
Success Factors ◽  
Cross Cultural ◽  
Administrative Roles ◽  
Cross Cultural Communication ◽  
Delivery Modes ◽  
Critical Success ◽  
Alternative Delivery

Reporting on a nine-year case study of collaborative learning in cross-national and cross-university virtual teams, this chapter calls for what it defines as a triple track approach to the opportunities and challenges of cross-cultural collaborative learning. Such an approach involves the concurrent focus on student, faculty, and administrative roles in developed and developing nations. The authors analyze alternative delivery modes, identify best practices, and highlight critical success factors including trust-building, cross-cultural communication, and collaborative learning champions. Finally, they examine trends such as increasing cross-sector collaboration outside of academe and suggest needed additional research.

An Investigation into Critical Success Factors of Knowledge Management Implementation in TQM Organizations in Malaysia

2013 ◽  
Vol 4 (1) ◽  
pp. 41-52 ◽  
Author(s):  
Pei Pei Hing ◽  
Mum Wai Yip ◽  
Dominic Lau
Keyword(s):  
Knowledge Management ◽  
Critical Success Factors ◽  
Success Factors ◽  
Perceived Benefits ◽  
Total Quality ◽  
Critical Success ◽  
Management Leadership ◽  
Spss Software ◽  
The Relationship ◽  
Research World

Knowledge Management (KM) is one of the hottest topics today in both the industrial and research world. In our daily life, the authors deal with huge amounts of data and information. Data and information are not knowledge until they know how to obtain the value out of it. This is the reason the authors need to practise KM. The objective of the research is to identify the relationship between the critical success factors (CSFs) and perceived benefits of KM. This study was accomplished through mail questionnaires to the organisations that are implementing Total Quality Management (TQM). Data gained from the questionnaires were analyzed by using SPSS software. The findings revealed that organisational culture, top management leadership and commitment, employee participation have a positive relationship among the perceived benefits of KM. These findings are useful for both practitioners and academicians.

Implementing Integrated Supply Chain Management

2012 ◽  
pp. 78-96
Author(s):  
Dermot Carey
Keyword(s):  
Supply Chain ◽  
Action Research ◽  
Success Factors ◽  
Resistance To Change ◽  
Implementation Process ◽  
Integrated Approach ◽  
Hospital Environment ◽  
Critical Success ◽  
Natural Response ◽  
Integrated Supply Chain

The concept of supply chain integration (SCI) has been widely set out in the academic literature in recent years. The advantages associated with the integrated approach have been articulated, as have possible approaches to planning for SCI. However, there is a dearth of literature in the area of SCI implementation. This chapter describes a piece of action research that aims to identify some of the critical success factors and inhibitors to success in relation to SCI. The action research was carried out in a complex hospital environment. Implementing anything that is new is typically met with resistance. Resistance to change is a natural response and the only way to get buy-in is to impress. That usually means presenting something of benefit and interesting. SCI in this regard requires that innovation is present in both concept and output. Innovative ideas, approaches and re-invention is a constant requirement for operational and strategic efficiencies. Similarly in SCI new and challenging ways must be incorporated into the implementation process.

Critical Success Factors affecting the Restaurant Industry: Insights from Restaurant Managers

2021 ◽  
pp. 231971452110424
Author(s):  
Bharti Sharma ◽  
Rakhi Arora ◽  
Manjeet Kharub
Keyword(s):  
Delphi Method ◽  
Success Factors ◽  
Integrated Approach ◽  
Restaurant Industry ◽  
Critical Factors ◽  
Factors Affecting ◽  
Modified Delphi ◽  
Critical Success ◽  
Restaurant Managers ◽  
Taxation System

This study identifies, prioritizes and ranks a list of critical factors that impact consumers’ perception of the restaurant industry from a restaurant managers’ perspective. A mixture of the modified-Delphi method and multi-criteria decision-making method, the best-worst method (BWM), is adopted to achieve the study aim. The integrated approach has been employed with the help of seven experts from different units working under Hyderabad Restaurant Industry, India. The study identifies five main and twenty-five sub-categorical factors impacting consumers’ perception of restaurants. In particular, the study offers insights into the restaurant business after implementing a new taxation system (i.e., GST). The ranks showed that 66% of restaurants success depends on two critical factors, that is, ‘food quality’ and ‘cleanness and ambience’. The top choices can be improved by emphasizing the ‘use of fresh ingredient’ and ‘use of regular cleaning and sanitization’. The findings provide managerial and policy insights to direct efforts and resources more efficiently.

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.

scholarly journals Define the Process of Human Resource Integration in Cross-Border Acquisitions: Evidence from Chinese Oversea Acquisitions

2021 ◽  
Author(s):  
Wenjia Chang-Howe
Keyword(s):  
Human Resources ◽  
Mergers And Acquisitions ◽  
Human Resource ◽  
Critical Incident ◽  
Success Factors ◽  
Integrated Approach ◽  
Point Of View ◽  
Integration Process ◽  
Dominant Position ◽  
Critical Success

This research focuses on integration during and after mergers and acquisitions where one firm (Chinese) has a dominant position in comparison with another (Western firm). Using the critical incident approach, 30 interviews were conducted with representatives of 13 firms that have undergone Chinese-Western mergers and acquisitions (M&As) during the period from 2005 to 2019. This study aims to analyse the HR integration process in pre-and post-acquisition to determine the critical success factors, and present a framework that determines the success or failure factors and the actions required. The findings have important implications for an organisation post-acquisition phenomenon from a human resource point of view. As a result, it presents an overview of this critical post-HR integration phenomenon and posits that using an integrated approach from the human resources perspective is essential to ultimately enhance the acquisition integration success rate.

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