Leadership in Globally Distributed Virtual Teams

2014 ◽  
pp. 1120-1137
Author(s):  
Madelyn Flammia ◽  
Kirk St.Amant
Keyword(s):  
Virtual Teams ◽  
Effective Management ◽  
The Creation ◽  
Globally Distributed

The purpose of this chapter is to introduce readers to various factors that can affect the management of international virtual teams. In examining this topic, the authors provide an overview of what each factor is, note how each factor can create problems in international virtual teams, and explain how effective management—or informed approaches to managing such teams—can help mitigate such challenges. The authors also provide readers/managers with foundational strategies that can facilitate the sharing of information and the creation of trust in international virtual teams.

Leadership in Globally Distributed Virtual Teams

2014 ◽  
pp. 140-157
Author(s):  
Madelyn Flammia ◽  
Kirk St.Amant
Keyword(s):  
Virtual Teams ◽  
Effective Management ◽  
The Creation ◽  
Globally Distributed

The purpose of this chapter is to introduce readers to various factors that can affect the management of international virtual teams. In examining this topic, the authors provide an overview of what each factor is, note how each factor can create problems in international virtual teams, and explain how effective management—or informed approaches to managing such teams—can help mitigate such challenges. The authors also provide readers/managers with foundational strategies that can facilitate the sharing of information and the creation of trust in international virtual teams.

scholarly journals Performance and problems of the housing sphere in Russia

2018 ◽  
Vol 251 ◽  
pp. 06029
Author(s):  
Ekaterina Dmitrieva
Keyword(s):  
Risk Factors ◽  
Risk Prevention ◽  
Effective Management ◽  
Risk Zones ◽  
The Creation ◽  
Further Development

Systematization of risks in the field of housing-and-communal services and recommendations on the neutralization of problem zones were offered. The objective is the diagnostics of the situation in the sphere of housing-and-communal services and the identification of risk zones. The author concludes that the information on risk factors is necessary for the creation of the system of risk prevention, and assumes further development of the measures for the effective management in this sector.

scholarly journals ANALYZING TEMPORAL AND SPATIAL TRENDS IN MANAGEMENT PLANS OF FEDERAL PROTECTED AREAS IN BRAZIL

2021 ◽  
Vol 25 (04) ◽  
pp. 846-854
Author(s):  
Alessandro Ribeiro Morais ◽  
◽  
Mariana Nascimento Siqueira ◽  
Roniel Freitas-Oliveira ◽  
Daniel Brito ◽  
...  
Keyword(s):  
Protected Areas ◽  
Protected Area ◽  
Sustainable Use ◽  
Management Plan ◽  
Conservation Strategies ◽  
Effective Management ◽  
Management Plans ◽  
Group A ◽  
The Creation ◽  
Group B

Protected areas are the most frequently used tool for the mitigation of threats to biodiversity. However, without effective management, the creation of new protected areas may be ineffective. In Brazil, protected areas must have both a governing body (consultative or deliberative council) and an official management plan. Here, we analyzed general trends and patterns in the approval of the management plans for Brazilian federal protected areas. We considered all federal protected areas, and compiled data on (i) the year the area was created, (ii) the type of protected area (integral protection vs. sustainable use), (iii) year its management plan was approved, (iv) year in which the management plan was revised after its approval, (v) total area (in hectares), and (vi) the biome in which the area is located. We stablished three groups of protected area: 1) Group A: protected areas created prior to 1979, 2) Group B: protected areas created between 1979 and 1999, and 3) Group C: protected areas created between 2000 to the present time. Finally, we tested whether time for the approval of the management plan suffered a simultaneous effect of the type of biome and type of categories of protected area (strictly protected vs. sustainable use areas). We found 211 (63.17% of the 334) protected areas with management plan. On average, the time taken for the creation and approval of a management plan far exceeds the deadlines (5 yrs.) defined under current Brazilian law. All Brazilian biomes are poorly covered by protected areas with effective management plans, with the highest and lowest value observed in the Pantanal (100%) and Caatinga (46.42%), respectively. Our results suggest that the effectiveness of many federal protected areas in Brazil can be reduced considerably by the lack of a management plan, with deleterious consequences for the country’s principal conservation strategies.

scholarly journals CREATING MODERN FORMS OF LABOR MARKET DEVELOPMENT

2021 ◽  
Vol 9 (5) ◽  
pp. 1091-1094
Author(s):  
Gulnora Bazarova ◽  
Keyword(s):  
Labor Market ◽  
Market Development ◽  
Effective Management ◽  
Regional Labor Market ◽  
Qualified Personnel ◽  
Regional Labor ◽  
The Creation ◽  
Practical Recommendations

This article examines the scientific and theoretical aspects of increasing competitiveness in the regional labor market. The example of Tashkent region classifies an effective method of effective management of the labor market based on the creation of cluster structures in the mecha market. Scientific proposals and practical recommendations have been developed to address the shortage of qualified personnel based on the formation of cluster structures in the development of the regional labor market.

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.

THE CREATION OF NOVEL AND MARKETABLE SERVICE IDEAS

2011 ◽  
Vol 08 (01) ◽  
pp. 113-133 ◽  
Author(s):  
C. M. CHANG
Keyword(s):  
Virtual Teams ◽  
Cost Effective ◽  
Service Development ◽  
Manufacturing Companies ◽  
Time Zone ◽  
Effective Manner ◽  
Parallel Teams ◽  
Critical Issues ◽  
The Creation ◽  
The Impact

Novel and marketable service ideas are useful to most service enterprises. However, the literature has identified several reasons for innovations in services as lagging behind those in manufacturing. Some service enterprises believe that service ideas and innovations are readily imitated by competitors. Others view the impact of service innovations on profitability difficult to assess because specific innovative service elements are typically bundled with many other service elements when delivered to or used by customers. Some service enterprises do not have in-house groups specifically dedicated to innovative pursuits, making it difficult for them to systematically produce new service ideas. Furthermore, because services are usually produced and consumed concurrently, any failure tends to expose the service enterprise immediately, unlike the manufacturing companies which can minimize such risks of exposure by conducting pilot testing away from the marketplace. As a result, many service enterprises are said to shy away from aggressively pursuing new service development projects. It does not have to be this way. This paper describes the combinatorial, heuristic, and normatively guided method, which when correctly applied to a service enterprise enhances the generation of new service ideas in a systematic, speedy, and cost-effective manner, and without requiring the creation of a dedicated and rigid organizational structure. Virtual teams of the "stealth" type are set up to address innovation needs related to marketability and cost competitiveness. These teams may include frontline customer-facing employees as well as customers, suppliers, and other external experts, who can work together despite geographical and time-zone constraints. The application of this method toward developing a specific new service idea is discussed in greater detail. The integration of a "stealth" team can also be readily applied to the front end of a typical stage-gate service development process, whereby parallel teams are engaged to address critical issues and steps needed to successfully market a service idea before initiating costly development, thereby raising the service enterprises' overall probability of developing commercially successful new services over time.

scholarly journals Functional and Visionary Leadership in Self-Managing Virtual Teams

2020 ◽  
pp. 105960112095503
Author(s):  
U. Yeliz Eseryel ◽  
Kevin Crowston ◽  
Robert Heckman
Keyword(s):  
Mental Models ◽  
Virtual Teams ◽  
Team Member ◽  
Visionary Leadership ◽  
Shared Mental Models ◽  
The Creation ◽  
Shared Goals ◽  
Shared Norms ◽  
Functional Leadership

In this conceptual article, we present a theory of leadership in self-managing virtual teams. We describe leadership in this setting as a process that results in the creation, reinforcement, and evolution of shared mental models and shared norms that influence team member behavior toward the successful accomplishment of shared goals. We distinguish two types of leadership. We identify leadership that works within and reinforces existing models and norms to influence team contributions as “functional” leadership. We identify leadership that results in changes in models and norms as “visionary” leadership. We propose that successful self-managing virtual teams require both types of leadership and that they will exhibit a paradoxical combination of shared, distributed functional leadership complemented by strong, concentrated, and centralized visionary leadership and that visionary leadership is enabled by functional leadership in the form of substantive team member contributions.

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.

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