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.

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.

Critical Success Factors for Low Cost Housing Building Maintenance Organization

2015 ◽  
Vol 74 (2) ◽  
Author(s):  
Shubashini Ganisen ◽  
A. Hakim Mohammed ◽  
L. Jawahr Nesan ◽  
Gunavathy Kanniyapan
Keyword(s):  
Workforce Development ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Technologies ◽  
Low Cost ◽  
Building Maintenance ◽  
Critical Success ◽  
Long Duration ◽  
Efficient Performance ◽  
Building Operation

Building services are the elements within a building which supports the fundamental operation of a building. Efficient performance of building services able to facilitate and avoid an unnecessary aggravations to the end users. Thus, the role of building services maintenance (BSM) organization is vital during the building operation phase in order to be responsible for overall performance of the building and its services. However, in recent years the maintenance performance provided by BSM organization is lack on many aspects. In Malaysia, the performance provided by BSM organization especially in low cost flats are considered to be poor. Hence, this paper focuses on identifing the BSM problems, the cause and consequently identify critical success factors (CSFs) to be applied by the BSM organization to overcome those problems. Reviews on literatures, questionnaire survey and interview were conducted to collect the valuable data for the study. The data obtained was analyzed using frequency, mean, standard deviation and content analysis. The findings indicatethat the common BSM problems occur in low cost flats are refuse disposal, rain water disposal and fire fighting system. While, lack of expertise, long duration taken and limited numbers of staffs are among the factors identified as the causes of those problems. 10 CSF namely  clear goals and objectives, workforce development and training, effetive monitoring and feedback, project team competence, dedicated resources, management planning, taking account past experience, good interdepartmental communication, education on new technologies and clients expectations are identified to solve the challanges facing by the maintenace organization which causes various BSM problems. The 10CSF identified based on the opinion given by 24 interviewees from various Local Authorities. A low cost flat managed by Kuala Lumpur City Hall located at Cheras was used as case study. This study expected to help respective parties to overcome the BSM problems in the low cost flats.

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.

Critical Success Factors in the Transition Processes to Industry 4.0 Projects

2019 ◽  
pp. 267-278
Author(s):  
Gulin Idil S. Bolatan ◽  
Sıtkı Gözlü
Keyword(s):  
Industry 4.0 ◽  
Critical Success Factors ◽  
Success Factors ◽  
Industrial Revolution ◽  
New Technologies ◽  
Success Factor ◽  
Literature Study ◽  
Transition Processes ◽  
Fourth Industrial Revolution ◽  
Critical Success

In today's competitive industrial world, sustainability and competitive advantage of companies depend mostly on their capability of adaptation to changing business requirements. The Fourth Industrial Revolution, driving from the progress in new technologies has been profoundly changing the dynamics of most industries. Hence, companies are getting prepared to move from the Third Industrial Revolution to the Fourth Industrial Revolution. The purpose of this research is to define critical success factors in the transition processes to Industry 4.0 projects. It is important for the effectiveness of the transition process to Industry 4.0. In this study, a literature study was conducted to identify the critical success factors in the transition processes of Industry 4.0. and, the survey instrument, a questionnaire form, was designed. The results of this research show that big data management is the most important success factor of Industry 4.0.

Mapping Critical Success Factors for IT Outsourcing

2015 ◽  
Vol 11 (1) ◽  
pp. 62-84 ◽  
Author(s):  
João Correia dos Santos ◽  
Miguel Mira da Silva
Keyword(s):  
Critical Success Factors ◽  
Quantitative Methods ◽  
Success Factors ◽  
New Technologies ◽  
Strategic Decision ◽  
It Outsourcing ◽  
Problem Structuring ◽  
Critical Success ◽  
Means And Ends ◽  
Outsourcing Contracts

During the last decades, IT Outsourcing gained considerable management attention and is considered a strategic decision used to promote success on its variable dimensions, like: cost reduction, quality improvement, access to new technologies, among others. The existing literature presents many studies on IT Outsourcing. However, there are few studies from the provider's perspective. Therefore, the objective is to focus on providers' critical success factors and their relationships in IT Outsourcing contracts. To analyse this subject a qualitative approach based on cognitive mapping process was applied. Cognitive or causal maps are widely employed in problem-structuring, since they permit a rich representation of ideas, through the modelling of a complex network of actions. This approach is innovative compared to the traditional quantitative methods used. As a result, they were able to map a network of means and ends and in parallel were found new success factors like service standardization, price flexibility, cost management and service catalogue, which allowed obtaining new insights into the structure of today's IT Outsourcing contracts.

ASSESSING CRITICAL SUCCESS FACTORS FOR EFFECTIVE VIRTUAL TEAMS

2021 ◽  
Author(s):  
Mohamed Abdelfattah Sabry ◽  
Mohamed Mamdouh Awny ◽  
Mohamed Omar Ezzat
Keyword(s):  
Virtual Teams ◽  
Critical Success Factors ◽  
Success Factors ◽  
Critical Success
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