Mostly Virtual

2005 ◽  
pp. 66-69
Author(s):  
Robert Jones ◽  
Rob Oyung ◽  
Lisa Shade Pace

In the mostly virtual model, team members are spread around the globe. This model sometimes can evolve slowly. Perhaps a team starts with one or two members working remotely. Then, company reorganizations, mergers, or acquisitions may spark the need for additional geographically distributed team members. Alternatively, we’ve also seen cases where a team was formed to be mostly virtual and distributed from the beginning in order to meet a business need (the PC COC team we mentioned earlier serves as a key example).

Author(s):  
Vinita Seshadri ◽  
Elangovan N.

The chapter highlights the social distance, i.e. lack of emotional connection, formed among individuals working remotely in a geographically distributed team. The virtuality and cultural diversity of such teams creates limited opportunities for dispersed members to build social ties with remote team members leading to formation of ‘us' versus ‘them' attitudes which corrode team effectiveness. Based on a survey of 482 Indian IT professionals working in distributed teams, we find that social distance negatively impacts team effectiveness. Further, the results of the study show that practices such as task interdependence, inclusive communication, contextual information and shared identity can moderate the negative relationship between social distance and team effectiveness at varying levels of perceived status equality among individuals working in geographically distributed teams. The chapter provides recommendations for the effective management of geographically distributed teams whereby managers act as a bridge between the team members to overcome social distance.


2017 ◽  
Vol 28 (3) ◽  
pp. 48-69 ◽  
Author(s):  
Keng Siau ◽  
Min Ling

Organizations increasingly depend on virtual teams in which geographically distributed individuals use sophisticated technology to interact and collaborate. With the advancement of mobile and wireless technology, mobile support for collaboration among virtual team members is becoming increasingly important and popular. In this research, we study the values of mobile support for virtual team members. Using the qualitative technique, Value-Focused Thinking approach, proposed by Keeney, we interviewed 30 subjects who were involved in information systems development teams and asked them the values of mobile support for virtual collaboration. This study uses Alter's Work Systems Theory as the conceptual foundation.


2021 ◽  
Author(s):  
Elise Belanger ◽  
Caroline Bartels ◽  
Jinjuan She

Abstract The COVID-19 pandemic forced college education to shift from face-to-face to online instruction. This effort is particularly challenging for freshmen and sophomore students, in engineering design projects where collaborations are needed. The study aims to qualitatively understand challenges and possible strategies revealed by students in remote design collaboration through the lens of an undergraduate-level engineering design introduction class. The authors closely observed team members’ struggles and how they handled them through bi-weekly and final reflections in a semester-long project. The challenges and strategies from 11 teams (42 students) were analyzed and implications for future engineering design education were discussed. The findings provide insights to experimentations that aim to establish a successful remote learning environment that reaches core education objectives of engineering design while also helping students adapt to a geographically distributed engineering workforce in future. The study also illustrated the usefulness of reflections as a tool to capture students’ learning dynamics.


Author(s):  
Cheol-Young Kim ◽  
Namkug Kim ◽  
Yeongho Kim ◽  
Suk-Ho Kang ◽  
Peter O’Grady

Abstract Although Concurrent Engineering can offer substantial benefits, and hence many companies take a strong interest in the collaborative approach, it is not yet clear how it can best be implemented, particularly for a geographically distributed Concurrent Engineering team that may be using a disparate range of computer systems. The recent rise in the number connected to the Internet would offer the possibility of using Internet standards to allow for collaboration over the Internet. Central to the use of Internet standards for Concurrent Engineering is the key area of transmitting and viewing CAD and engineering information, and of communication between team members. This paper is concerned with addressing this issue and describes the how 3D CAD files can be viewed, and engineering information exchanged, by geographically distributed team members in an interactive manner using Internet standards. In particular this paper is concerned with the issue of storing STEP data so that it can be retrieved efficiently, how this data can be converted from STEP data to the Virtual Reality Modeling Language (VRML) to allow the product to be viewed in interactive 3-D on a wide number of platforms using the Internet, and is concerned with the issue of how team members can markup the VRML worlds, with other team members being able to examine the markup comments of others. An algorithm for converting STEP data to VRML is described and an overview of the implementation of this approach, in a system called CyberView, is given. The result of this is that users from disparate functions, on a wide variety of platforms, can view products in interactive 3-D through the Internet, can comment on aspects of the design, and can examine the markup comments of other team members on particular aspects of the design. Such an approach offers the promise of improved communication and hence for enhancing the product development process.


Author(s):  
Stephen Rylander

Creating and maintaining trust amongst distributed team members is required for an organization to benefit from a distributed team model. Where face-to-face interactions were once the only model to gradually create trust, different models are required for a team that is not co-located. This chapter examines the basic need for trust, how the individual comes before the team, barriers to trust, and prepares the reader to examine his or her own situation to improve or create a new team based on trusting professional relationships.


2016 ◽  
Vol 6 (1) ◽  
pp. 19-37 ◽  
Author(s):  
Kerstin Siakas ◽  
Elli Georgiadou ◽  
Dimitrios Siakas

In today's competitive business environment increasingly large numbers of organisations use distributed teams in their international operations. This paper provides a basis for discussion and analysis of knowledge sharing between distributed team members working in a global context in different organisational and national cultures. Examining the different cultural values and perceptions related to knowledge sharing, the authors aim at making more explicit the human and cultural dynamics that bear on knowledge sharing and knowledge management success. A lifecycle for knowledge creation and sharing is discussed. The use of Cultural and Organisational Diversity Evaluation (CODE) is proposed for assessing the fit between national and organisational culture. The objective of using the CODE model is to raise awareness of the cultural values and attitudes in distributed teams and in combination with the life-cycle to ensure an effective process quality management and foster a knowledge sharing culture within distributed team members.


2011 ◽  
Vol 19 (3) ◽  
pp. 1-29
Author(s):  
Suranjan Chakraborty ◽  
Saonee Sarker ◽  
Sudhanshu Rai ◽  
Suprateek Sarker ◽  
Ranganadhan Nadadhur

This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.


Author(s):  
Kerstin Siakas ◽  
Elli Georgiadou ◽  
Dimitrios Siakas

In today's competitive business environment increasingly large numbers of organisations use distributed teams in their international operations. This paper provides a basis for discussion and analysis of knowledge sharing between distributed team members working in a global context in different organisational and national cultures. Examining the different cultural values and perceptions related to knowledge sharing, the authors aim at making more explicit the human and cultural dynamics that bear on knowledge sharing and knowledge management success. A lifecycle for knowledge creation and sharing is discussed. The use of Cultural and Organisational Diversity Evaluation (CODE) is proposed for assessing the fit between national and organisational culture. The objective of using the CODE model is to raise awareness of the cultural values and attitudes in distributed teams and in combination with the life-cycle to ensure an effective process quality management and foster a knowledge sharing culture within distributed team members.


Author(s):  
A. Priest Heather ◽  
Joseph Guthrie ◽  
Kevin C. Stagl ◽  
C. Shawn Burke ◽  
Eduardo Salas

Author(s):  
Haydee M. Cuevas ◽  
Stephen M. Fiore ◽  
Eduardo Salas ◽  
Clint A. Bowers

With the structure of teams in organizations increasing in complexity to include both co-located and distributed team members, explicit linkages between theory and practice are critically needed to mitigate the negative effects that computer-mediated interaction may have on distributed team performance. Following a macroergonomic approach, this paper focuses on describing how theories from organizational psychology can address some of the challenges faced by this small, but growing, subset of teams. Specifically, theories in motivation, group dynamics, and decision making can be applied to offer practical guidelines to foster the development of positive team attitudes (e.g., cohesion, trust) and behaviors (e.g., goal-setting, self-regulation), and successful decision making performance in distributed teams.


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