Impact of Culture, Affiliation, and Shared Goals

2005 ◽  
pp. 125-128
Author(s):  
Robert Jones ◽  
Rob Oyung ◽  
Lisa Shade Pace
Keyword(s):  
Virtual Teams ◽  
Organizational Structures ◽  
Organizational Cultures ◽  
The Future ◽  
Potential Success ◽  
Shared Goals ◽  
Key Indicators

As we mentioned in Section 1, technology provides only a portion of the solution for addressing the challenges of virtual teams. Team and organizational cultures are key indicators of the potential success of virtual teams, while shared goals provide a way to unify the group. Team affiliation, as we will see, plays a lesser part in ensuring the success of virtual teams but is a reality of the complex organizational structures we see today and evolving in the future.

scholarly journals Learning Laboratory: An Integrative Learning Design for International Business in a Complex Dynamic World

2021 ◽  
pp. 105256292110296
Author(s):  
Peter Zettinig ◽  
Majid Aleem ◽  
Danijela Majdenic ◽  
Michael Berry
Keyword(s):  
Virtual Teams ◽  
International Business ◽  
Conceptual Knowledge ◽  
Organizational Structures ◽  
Self Awareness ◽  
Integrative Learning ◽  
Complex Dynamic ◽  
Social Competencies ◽  
Multinational Organizations ◽  
Personal Competencies

Graduates of international business (IB) programs are facing a complex dynamic world in which they need both specific and generalist knowledge they can activate in socially negotiated situations. Their competencies must go beyond narrowly applying knowledge, which requires open minds, transferable social competencies, and skills for crossing multiple boundaries to serve their organizations to deal with global challenges. In order to facilitate the development of such professional and personal competencies, we established a learning laboratory, a space providing simulated opportunities in real multinational organizational structures, where students experiment with intercultural encounters while solving business challenges and reflect on their experiences to develop their managerial practices. This article introduces our instructional innovation by discussing the underlying learning framework and providing an illustration of the approach. The lab has three main learning outcomes: building conceptual knowledge, developing sociocultural practices in multinational organizations, and enhancing self-awareness and reflective competencies. At the core of the lab are a series of IB strategy challenges which students solve by organizing, managing, and leading global virtual teams (GVTs) that are formed with members from five overseas universities. We detail the alignment of our framework, review the actions and interactions that facilitate learning, and discuss learning effectiveness and implementation of the lab.

scholarly journals Rethinking Virtual Teams for Streamlined Development

2008 ◽  
pp. 1646-1664 ◽  
Author(s):  
Andreas Larsson ◽  
Tobias Larsson ◽  
Nicklas Bylund ◽  
Ola Isaksson
Keyword(s):  
Product Development ◽  
Virtual Teams ◽  
Current Understanding ◽  
Fuzzy Front End ◽  
Front End ◽  
Shared Culture ◽  
Shared Goals ◽  
Contractual Agreements ◽  
Traditional Approaches ◽  
Risky Business

Much of the research on creative teams tends to focus mainly on relatively small teams working in the fuzzy front-end of product development. In this chapter, we bring a complementary perspective from an industry context where creativity is often perceived as risky business—yet a precondition for success. Here, we focus closely on people and teams that might not usually describe their own work to be of a primarily ‘creative’ nature, and that currently work under circumstances where traditional approaches for enhancing creativity might no longer be applicable. Drawing from experiences in automotive and aerospace development, we argue that it is time to radically progress our current understanding of how creativity could be introduced in organizations where factors like legal demands and contractual agreements severely restrict ‘outside-the-box’ thinking, and where well-known creativity enablers such as trust, shared goals, and shared culture are becoming increasingly difficult to accomplish.

Virtual Teams in the Traditional Classroom

2008 ◽  
pp. 789-805
Author(s):  
Stephen A. Rains ◽  
Craig R. Scott
Keyword(s):  
Virtual Teams ◽  
New Technologies ◽  
Traditional Classroom ◽  
Educational Setting ◽  
Electronic Meeting Systems ◽  
The Future ◽  
Key Issues ◽  
Collaboration Tools ◽  
Level Of Training ◽  
Different Levels

This chapter examines the technologies available to virtual teams and issues associated with training virtual teams. We first evaluate the benefits and limitations of technologies to aid communication and collaboration. We consider the merits and limitations of asynchronous and synchronous discussion tools, groupware and collaboration tools, and electronic meeting systems. We then offer three different levels of training possible for virtual teams and discuss some key issues associated with training. Each level of training varies in intensity and is dependent upon the nature of the assignment and team objectives. The chapter concludes with some predictions and recommendations about the future of new technologies and virtual teams in the educational setting. Throughout the chapter, special considerations are made for those virtual teams operating in the traditional classroom.

Virtual Teams in the Traditional Classroom

2006 ◽  
pp. 268-292
Author(s):  
Stephen A. Rains ◽  
Craig R. Scott
Keyword(s):  
Virtual Teams ◽  
New Technologies ◽  
Traditional Classroom ◽  
Educational Setting ◽  
Electronic Meeting Systems ◽  
The Future ◽  
Key Issues ◽  
Collaboration Tools ◽  
Level Of Training ◽  
Different Levels

This chapter examines the technologies available to virtual teams and issues associated with training virtual teams. We first evaluate the benefits and limitations of technologies to aid communication and collaboration. We consider the merits and limitations of asynchronous and synchronous discussion tools, groupware and collaboration tools, and electronic meeting systems. We then offer three different levels of training possible for virtual teams and discuss some key issues associated with training. Each level of training varies in intensity and is dependent upon the nature of the assignment and team objectives. The chapter concludes with some predictions and recommendations about the future of new technologies and virtual teams in the educational setting. Throughout the chapter, special considerations are made for those virtual teams operating in the traditional classroom.

scholarly journals Discussion of Agricultural Economics and the Changing Structure of Higher Education

1976 ◽  
Vol 8 (1) ◽  
pp. 53-55
Author(s):  
C. Richard Shumway
Keyword(s):  
Higher Education ◽  
North Carolina ◽  
Organizational Structures ◽  
Agricultural Economics ◽  
Sources Of Information ◽  
The Future ◽  
The Status ◽  
Commission Report ◽  
The University ◽  
Taj Mahal

Professor Coutu is to be commended for synthesizing in a brief paper a great many insights bearing on the management of teaching, research and extension in the next decade. As a discussant, I feel much as a blind man trying to describe the Taj Mahal—I can only reach so high. The future is as yet unknown and any predictions are at best pretty wild guesses. But there are insights gleaned from the past that can guide us in anticipating the future.In developing his anticipations, Professor Coutu drew upon several important sources of information, including his personal observations on the status of the university, his recent research on organizational structures used by the University of North Carolina system to manage research, and the Carnegie Commission report on higher education.

scholarly journals The future of tourism destination management: building productive coalitions of actor networks for complex destination development

2020 ◽  
Vol 6 (3) ◽  
pp. 213-218
Author(s):  
Stefan Hartman ◽  
Ben Wielenga ◽  
Jasper Hessel Heslinga
Keyword(s):  
Design Methodology ◽  
Evolutionary Process ◽  
Organizational Structures ◽  
Tourism Industry ◽  
Tourism Destination ◽  
Content Type ◽  
The Future ◽  
Field Notes ◽  
Actor Networks

Purpose The purpose of this paper is to develop an enhanced understanding of the evolution of actor networks for destination development. Design/methodology/approach The paper is based on observations and field notes of the authors regarding evolving organizational structures in the Dutch tourism industry and the conceptualization of this stepwise evolutionary process. Findings The authors observe and conceptualize recurring patterns in the ways in which coalitions emerge and develop (Figure 1) and which activities they pursue. Originality/value New insights are provided into the emergence and evolution of multi-actor networks that are driven by sustainable destination development. These insights are useful learnings for other destinations that pursue similar goals.

scholarly journals Trust in Virtual Teams: A Multidisciplinary Review and Integration

2019 ◽  
Vol 23 ◽  
Author(s):  
Janine Viol Hacker ◽  
Michael Johnson ◽  
Carol Saunders ◽  
Amanda L. Thayer
Keyword(s):  
Virtual Teams ◽  
Integrated Model ◽  
Complex Nature ◽  
Trust Development ◽  
Extant Literature ◽  
Organizational Issues ◽  
The Future ◽  
The Relationship ◽  
Team Trust ◽  
Insight Into

Organizations have increasingly turned to the use of virtual teams (VTs) to tackle the complex nature of today’s organizational issues. To address these practical needs, VTs researchers from different disciplines have begun to amass a large literature. However, the changing workplace that is becoming so reliant on VTs comes with its own set of management challenges, which are not sufficiently addressed by current research on VTs. Paradoxically, despite the challenges associated with technology in terms of its disruption to trust development in VTs, trust is one of the most promising solutions for overcoming myriad problems. Though the extant literature includes an abundance of studies on trust in VTs, a comprehensive multidisciplinary review and synthesis is lacking. Addressing this gap, we present a systematic theoretical review of 124 articles from the disparate, multidisciplinary literature on trust in VTs. We use the review to develop an integrated model of trust in VTs. Based on our review, we provide theoretical insights into the relationship between virtuality and team trust, and highlight several critical suggestions for moving this literature forward to meet the needs of workplaces of the future, namely: better insight into how trust evolves alongside the team’s evolution, clarity about how to adequately conceptualize and operationalize virtuality, and greater understanding about how trust might develop differently across diverse types of virtual contexts with various technology usages. We conclude with guidelines for managing VTs in the future workplace, which is increasingly driven and affected by changing technologies, and highlight important trends to consider.

scholarly journals Challenges to radical innovation: A car for the future: Part one

2020 ◽  
Vol 17 (2) ◽  
pp. 1-30
Author(s):  
Jean-Jacques Chanaron
Keyword(s):  
Electric Vehicle ◽  
Current Status ◽  
Liquefied Petroleum Gas ◽  
Power Train ◽  
Key Characteristics ◽  
The Press ◽  
The Future ◽  
Hybrid Electric ◽  
Key Indicators

The car of the future is one of the most fashionable issues in the press, in political sketches and in academia. This first article is dealing with the various available options for automotive power train: gasoline, diesel, bio-fuels, natural gas, liquefied petroleum gas, hydrogen, hybrid electric, "plug-in" vehicle hybrid electric, extended range hybrid electric, and finally full battery electric vehicle and fuel cell electric vehicle. For each option, the paper analyzes the key characteristics in terms of political, social and cultural acceptability, degree of achievement, current Status and long term perspectives. The content for each characteristic is given by up-to-date literature and interviews with key experts. When available, market data have been collected and are analyzed and discussed. Key indicators as obstacles to or in favor of one given options are also investigated and critically discussed.

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