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Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team

Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2009): Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team. Published in: Proceedings of the 2010 International Conference on Industrial Engineering and Operations Management Dhaka, Bangladesh (9. January 2010): pp. 1-10.
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Abstract

New product development (NPD) in small and medium-sized enterprises (SMEs) virtual team has not been systematically investigated in developing countries. Literatures have shown no significant differences between traditional NPD and virtual NPD in general. New product development especially for SMEs virtual team are somewhat lacking in the literature and constitute a research gap. This paper aims to bridge this gap. This study first reviews the NPD and its relationship with virtuality and then identifies the critical factors in definition of NPD in SMEs virtual team. The statistical method was utilized to perform the required analysis of the data from survey. The results are achieved through factor analysis at the perspective of NPD in some of Malaysian and Iranian manufacturing firms. The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines which hopefully will help managers of firms in developing countries to consider the main factors in NPD.
Item Type: MPRA Paper
Original Title:Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team
English Title:Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team
Language:English
Keywords:Survey Finding, New Product Development, Factor Analysis, Virtual Team
Subjects:L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance > L11 - Production, Pricing, and Market Structure; Size Distribution of Firms
R - Urban, Rural, Regional, Real Estate, and Transportation Economics > R3 - Real Estate Markets, Production Analysis, and Firm Location
O - Economic Development, Technological Change, and Growth > O3 - Technological Change; Research and Development; Intellectual Property Rights > O32 - Management of Technological Innovation and R&D
L - Industrial Organization > L7 - Industry Studies: Primary Products and Construction
O - Economic Development, Technological Change, and Growth > O1 - Economic Development
M - Business Administration and Business Economics; Marketing; Accounting > M1 - Business Administration > M11 - Production Management
M - Business Administration and Business Economics; Marketing; Accounting > M5 - Personnel Economics > M54 - Labor Management
P - Economic Systems > P4 - Other Economic Systems > P42 - Productive Enterprises; Factor and Product Markets; Prices; Population
O - Economic Development, Technological Change, and Growth > O3 - Technological Change; Research and Development; Intellectual Property Rights
L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance > L15 - Information and Product Quality; Standardization and Compatibility
Item ID:26984
Depositing User:Nader Ale Ebrahim
Date Deposited:26. Nov 2010 13:56
Last Modified:14. Feb 2013 08:35
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URI:http://mpra.ub.uni-muenchen.de/id/eprint/26984

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Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team - Munich Personal RePEc Archive
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Virtual teams for new product development: an innovative experience for R&D engineers - Cogprints

May 6, 2013, 2:22 am
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Virtual teams for new product development: an innovative experience for R&D engineers

Ale Ebrahim, Nader and Ahmed, S. and Taha, Zahari (2009) Virtual teams for new product development: an innovative experience for R&D engineers. [Journal (Paginated)]
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Abstract

New interaction tools such as internet allow companies to gain valuable input from research and development (R\&D) engineers via virtual teams. Consequently, engineers also get more expertise in diminutive time frames. Virtual R\&D teams present the key impetus to the technology acquisition process. The present knowledge-economy era is characterized by short product life-cycles. Virtual R&D teams may reduce time-to-market, make available a large pool of new product know-how and provide greater flexibilities, which are the key success factors in a competitive market. This comprehensive review contains almost 100 references and covers the recent literature with emphasis on the topic. The review has focused on authentic and reputed publications and extracts the results. This article presents the type of virtual teams and their main features and explains how virtual R&D team can play a prominent role in developing new products. The article is evolved future study guideline and also illustrates how to apply virtual interaction tools and integrate engineers into the innovation process. Management of virtual R&D teams in new product development (NPD) processes in an innovative, effective and efficient is of a high importance, but the issue has been poorly addressed in the previous studies. Findings show that virtual R&D team provides valuable input for new product development and R&D engineers are able to attain virtual experience.
Item Type:Journal (Paginated)
Keywords:Virtual R&D Teams, New Product Development, Virtual Experience, R&D Engineers
Subjects:JOURNALS
Computer Science > Human Computer Interaction
Electronic Publishing > Peer Review
ID Code:7805
Deposited By:Ale Ebrahim, Nader
Deposited On:16 Dec 2011 00:00
Last Modified:16 Dec 2011 00:00

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Virtual teams for new product development: an innovative experience for R&D engineers - Cogprints
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Conceptualizing teamwork and group-work in architecture and related design disciplines - Deakin Research Online

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Conceptualizing teamwork and group-work in architecture and related design disciplines

Tucker, Richard and Abbasi, Neda 2012, Conceptualizing teamwork and group-work in architecture and related design disciplines, in ASA 2012 : Building on knowledge, theory and practice : Proceedings of the 46th Annual Conference of the Architectural Science Association, Architectural Science Association, Gold Coast, Qld., pp. 1-8.

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Title Conceptualizing teamwork and group-work in architecture and related design disciplines
Author(s) Tucker, Richard
Abbasi, Neda
Conference name Architectural Science Association. Conference (46th : 2012 : Gold Coast, Queensland)
Conference location Gold Coast, Queensland
Conference dates 14-16 Nov. 2012
Title of proceedings ASA 2012 : Building on knowledge, theory and practice : Proceedings of the 46th Annual Conference of the Architectural Science Association
Editor(s) [Unknown]
Publication date 2012
Conference series Architectural Science Association Conference
Start page 1
End page 8
Total pages 8
Publisher Architectural Science Association
Place of publication Gold Coast, Qld.
Keyword(s) teamwork
design
group learning
Summary This paper reports on the early findings of an Australian Learning Teaching Council (ALTC/OLT) funded project – “Enhancing and Assessing Group and Team Learning in Architecture and Related Design Contexts.” This is a two-year project investigating good practice in Australian higher education for the teaching of teamwork in the design disciplines, with a focus on architecture. Drawing upon a review of the literature and discussions with teachers and practitioners, the paper considers how teamwork is conceived in the context of the design disciplines. The paper explores notions of team and group design activities in the literature, identifying the key elements and characteristics of effective teams and groups. While a great deal of research exists on effective teamwork in organizational, management and general education literature, this research found a clear gap in knowledge relating to teaching teamwork in architecture and related design contexts. Suggestions are made about the ways in which theories on effective teamwork in organisations might elucidate teaching and assessment of effectively functioning student design teams. The literature review prompted five key questions, outlined here, around the conceptualisation of teamwork in design education that were subsequently discussed with educators and practitioners, thus allowing the identification of issues, problems and solutions common to all fields of design.
Language eng
Field of Research 129999 Built Environment and Design not elsewhere classified
120399 Design Practice and Management not elsewhere classified
130206 Kohanga Reo (Maori Language Curriculum and Pedagogy)
Socio Economic Objective 970112 Expanding Knowledge in Built Environment and Design
HERDC Research category E1 Full written paper - refereed
Persistent URL http://hdl.handle.net/10536/DRO/DU:30051739
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Browse By Author ID - Abbasi, Neda - Deakin Research Online

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Tucker, Richard and Abbasi, Neda2012, Conceptualizing teamwork and group-work in architecture and related design disciplines, in ASA 2012 : Building on knowledge, theory and practice : Proceedings of the 46th Annual Conference of the Architectural Science Association, Architectural Science Association, Gold Coast, Qld., pp. 1-8. 10 
Elkadi, Hisham and Abbasi, Neda2011, Development of a tool for evaluation of academic library spaces (TEALS) (0242), in SRHE 2011 : Positive futures for higher education; connections, communities and criticality : Proceedings of the 2011 Society for Research into Higher Education, SRHE, Newport, Wales. 202
Openly accessibleAbbasi, Neda, Elkadi, Hisham, Horn, Anne and Owen, Sue2012, TEALS (Tool for Evaluation of Academic Library Spaces) project : evaluating physical library spaces, in Library Assessment Conference : Building Effective, Sustainable, Practical Assessment, [Association of Research Libraries], [Charlottesville, Va.], pp. 31-32. 5819
Abbasi, Neda, Elkadi, Hisham, Horn, Anne and Owen, Sue2012, Transforming an academic library's spaces : an evaluation study of Deakin University Library at Burwood campus using TEALS discovery, in ALIA 2012 : Discovery : Proceedings of the 2012 Australian Library and Information Association Biennial Conference, ALIA, Sydney, N. S. W., pp. 1-13.

Browse By Author ID - Abbasi, Neda - Deakin Research Online
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Organizations & Cultures: Communication and virtual teams

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Communication and virtual teams


Communication is the evoking of a shared or common meaning in another person.
The perceptual screen is a window through which we interact with people that influences the quality, accuracy and clarity of the communication.
Language is the words, their pronunciation and the methods of combining them, used and understood by a group of people.
Reflexive listening is the skill of listening carefully to another person and repeating back to the speaker the heard message to correct any inaccuracies or misunderstandings.
One way communication is when a person sends information to the other, and the other just listens, and do not make feedback. Two way communication is when the two parts interact.
Non verbal communication is when communication does not involve words, there are four basic types:
  • ·         Proxemics: Individual perception and use of space.
  • ·         Kinesics: Study of body movement.
  • ·         Facial and eye behavior: Movement that adds cues to the receiver.
  • ·         Paralanguage: Variations in speech such as tempo and tone.
There are different barriers to communication such as the physical separation, status differences, gender differences, cultural diversity and language.
Virtual teams are “Virtual teams are groups of geographically, organizationally and/or time dispersed workers brought together by information technologies to accomplish one or more organization tasks’’ (Powell et al., 2004).
The fully traditional teams and the fully virtual teams differ in the location of the members, the type of communication and the coordination of team tasks.
An advantage of virtual teams is the availability of a flexible and configurable base infrastructure. A disadvantage is that they are vulnerable to mistrust, communication breakdowns and conflicts.
The dimensions of an effective virtual team communication are: Communication, understanding, role clarity, leadership attitude and well planed monitoring mechanisms.

BIBLIOGRAPHY
• Ebrahim, N., Ahmed, S., & Taha, Z. (2009) Virtual Teams: a Literature Review.
Australian Journal of Basic & Applied Sciences, 3(3), 2653-2669. Retrieved from
http://web.ebscohost.com.ezproxy.eafit.edu.co/ehost/pdfviewer/pdfviewer?
vid=5&hid=110&sid=69f6751e-704f-4478-98c7-9fac6d0394c8%40sessionmgr113.
• Kuruppuarachchi, P. R. (2009). Virtual team concepts in projects: A case study
Blackwell Publishing Ltd. Retrieved from
http://search.proquest.com/docview/218750033?accountid=45662
• Nelson, D and Quick, J.C. (2009) Organizational culture. In Organisational
Behavour: Science, the real world and you.
• Powell, A ., G. Piccoli and B. Ives (2004) Virtual teams : a review of current literature
and directions for future research. The Data base for Advances in Information
Systems , 35: 6-36.
• Rosen, B., S. Furst and R. Blackburn (2007) Overcoming Barriers t o Knowledge
Sharing in Virtual Teams. Organizacional Dynamics , 36: 259-273.
• Shachaf, P. and N. Hara (2005) Team Effectiveness in Virtual Environments : An
Ecological Approach. INFERRIS, P.A.G., S., (Ed.) Teaching and Learning with Virtual
Teams. Idea Group Publishing.

1st Image retrieved from http://www.freelanceapple.com/5-communication-tips-that-make-you-money/
2nd Image retrieved from http://www.strategydriven.com/2009/04/07/management-and-leadership-managing-your-virtual-team/
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Organizations & Cultures: Communication and virtual teams
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Globally Distributed Work — Enzyklopaedie der Wirtschaftsinformatik

May 6, 2013, 2:42 am
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Globally Distributed Work

Unter Globally Distributed Work (GDW) versteht man eine Form der Arbeitsorganisation an weltweit verteilten Standorten.

Globally Distributed Work

Globally Distributed Work bezeichnet generell Arbeitsprozesse an weltweit verteilten Standorten und hat im Rahmen derGlobalisierung stark zugenommen. Der deutschsprachige Ausdruck Global Verteilte Arbeit(sprozesse) wird nur selten verwendet. Weiterhin wird häufig der Begriff Global Virtual Team assoziert, da verteilte Arbeitsprozess häufig virtuell bzw. durch Informations- und Kommunkationstechnologien unterstützt werden.
GDW bezieht sich auf Arbeitsprozesse im Allgemeinen, unabhängig von derDomäne. Damit umfasst dieser Bereich verschiedenste Anwendungsbereiche, wie etwa verteilte Prozesse in der Fertigung bis hin zu Forschungskooperationen. Für die Wirtschaftsinformatik sind insbesondere die Anwendungsbereiche der Softwareentwicklung (Globally Distributed Software Development) unddie informationstechnologische Unterstützung verteilter Arbeitsprozesse (vgl. Globale Informationssysteme) von Bedeutung.
Global verteilte Arbeitsprozesse lassen sich durch folgende Attribute beschreiben und klassifizieren (vgl. auch Ebrahim et al, 2009, Shapiro et al, 2005):
  • Verteilung: In welcher Region/welchen Regionen werden die Arbeitsprozesse durchgeführt bzw. sind sie intendiert? Welche kulturellen Einflussfaktoren ergeben sich aus der weltweiten Verteilung?
  • Organisationsmodell: Welche Form der Arbeitsorganisation liegt der verteilten Arbeit zugrunde (siehe auch Outsourcing, Offshoring).
  • Produkte/Services: Welche Produkte und Services werden erarbeitet/entwickelt?
  • Koordinations-/ Kommunikationsmodell: Welche Mechanismen werden zur Koordination der Arbeitsprozesse und–ergebnisse verwendet?
Weitere Klassifikationsaspekte (wie etwa kulturelle Faktoren oder Unterstützung durch Informations- und Kommunikationstechnologien) sowie Lösungsansätze aus Sicht der Wirtschaftsinformatik finden sich im Stichwort Globally Distributed Software Development (GDSD).

Fazit

Globally Distributed Work ist ein allgemeines Konzept und fasst weltweit verteilte Arbeitsprozesse zusammen. Aufgrundder starken Variation der Anwendungsdomänen lassen sich nur wenige allgemeingültige Aussagen treffen. Die Möglichkeiten einer informationstechnologischen Unterstützung sinddaher ebenfalls stark domänenabhängig.

Literatur

Ebrahim, N.A.; Ahmen, S.; Taha, Z.: Virtual Teams: A Literature Review. Australian Journal of Basic and Applied Sciences (2009), Nr. 3, S. 2653-2669.
Shapiro, D.L.; Von Glinow, M.A.; Cheng, J.L.: Managing multinational teams: Global perspectives. United Kingdom: Elsevier/JAI Press, 2005.

Autor

 
Prof. Dr. Jan M. Pawlowski, University of Jyväskylä, Information Technology Research Institute, Department of Computer Science and Information Systems, Mattillanniemi 2, 40014 University of Jyväskylä Finland
Autoreninfo
Zuletzt bearbeitet: 25.10.2012 12:41
Letzter Abruf: 06.05.2013 11:41
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Globally Distributed Work — Enzyklopaedie der Wirtschaftsinformatik
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Coaching wielokulturowych zespołów wirtualnych

May 6, 2013, 2:48 am
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Coaching wielokulturowych zespołów wirtualnych

22.03.12
a5Bożena Wujec, rozbiór w książce pod red. Lidii D. Czarkowskiej "Coaching – katalizator rozwoju organizacji";
Referat wygłoszony na II Międzynarodowej Konferencji Coachingu Coaching jako katalizator rozwoju organizacji, Akademia Leona Koźmińskiego, 23-25 stycznia 2011

Coaching zespołów wirtualnych, które co więcej są wielokulturowe jest złożonym rodzajem interwencji. Zawiera w sobie aspekty związane z nie tylko z funkcjonowaniem indywidualnych osób i grup, chociaż także zespołów międzynarodowych i wielokulturowych w wyjątkowym, wirtualnym środowisku pracy.
Organizacje pierwszej dekady XXI wieku działające w wielce dynamicznym, zmiennym i złożonym środowisku stają w tym momencie nim szeregiem ważnych wyzwań. Po pierwsze, wszelka działalność ekonomiczna zmierza w kierunku globalizacji (Acs, Preston 1997). Po drugie, ograniczoność zasobów planety i kwestie ekologiczne powodują konieczność ani trochę nowych, innowacyjnych rozwiązań technologicznych. Po trzecie, wielce wysoka globalna konkurencyjność wymaga szybkich działań biznesowych i skrócenia czasu dotarcia produktu na rynek.
Nowe wyzwania kreują potrzebę nowych rozwiązań w sferze badań i rozwoju, technologii produkcji, organizacji zaś nowoczesnych metod pracy i logistyki. Jest to niezwykłe zadanie biorąc pod uwagę fakt, że ściśle współpracujące ze sobą działy są raz za razem odległe od siebie o tysiące kilometrów i kilka stref czasowych. Z drugiej strony, bezzwłoczny rozbudowa mediów informatycznych i elektronicznych powoduje, że ich angaż staje się prostsza, szybsza i w wyższym stopniu efektywna (Hertel 2005). Złożone zadania wymagają stałej współpracy ekspertów, którym sprzyjają nowe technologie. W rezultacie, w wielu organizacjach powstają zespoły wirtualne, które niezwykle efektywnie współpracują ze sobą, wbrew odległości geograficznych, różnic czasowych, kulturowych i organizacyjnych (Cascio 2000).

angaż zespołowa

Nowe formy pracy pojawiają się pospołu z rozwojem społecznym (Czarkowska 2010) i pojawianiem się nowych rozwiązań technologicznych, przede wszystkim mediów komunikacyjnych. Ich rozszerzenie przedstawia Tabela1. Niewątpliwie, tak jak niegdyś rewolucja przemysłowa wpłynęła na insurekcja przedsiębiorstw, tak obecnie technologia cyfrowa wytwarza specyficzną formę wirtualnej pracy w cyberprzestrzeni. Co jest dość charakterystyczne, ten network, choć łączy ze sobą wielkie społeczności ludzkie, w głównej mierze opiera się na współpracy i stałej komunikacji w małych zespołach.
Rys.1. Media a kierunek pracy
Opracowanie własne na podstawie Lipnack & Stamps’s (2000).
Pojęcie pracy zespołowej (work team) w biznesie pojawiło się w USA już w latach 60-tych. Jego obszerny rozwój nastąpił w dużym stopniu później, dopiero w latach osiemdziesiątych, jak jeden mąż z popularyzacją filozofii Total Quality Management. Na przełomie lat 80-tych i 90-tych ubiegłego wieku już bez liku firm stosowało samo-zarządzające się zespoły, jako, że aby ograniczyć biurokrację, skrócić Chronos pracy i polepszyć stan usług, pracownicy najniższych szczebli zaczęli być włączani do procesów podejmowania decyzji i rozwiązywania problemów, które tradycyjnie należały do menadżerów.
W połowie lat 90-tych pokaźna wolumen firm, takich jak Goodyear, Motorola czy General Electric zaczęły wprowadzać zasady pracy zespołowej do swoich zagranicznych oddziałów w Azji, Europie i Południowej Ameryce w celu zintegrowania zasad zarządzania personelem (Kirkman 2001). Obecnie, w związku z globalizacją i szybkim rozwojem technologii komunikacyjnych wirtualne zespoły rozwijają się nader pośpiesznie (Kirkman 2002). można powiadać chociażby o swoistej wirtualizacji wszystkich organizacji, gdyż nieczęsto które nie są wirtualne. Odchodzi się gdyż od pracy z ludźmi którzy są w zasięgu wzroku do pracy w cyber przestrzeni, z ludźmi znajdującymi się w różnych lokalizacjach na świecie (Johnson, 2001).

Wielokulturowe zespoły wirtualne

Obecna bibliografia przedmiotu nie zawiera zbyt krocie definicji zespołu wirtualnego (virtual team). aczkolwiek zespoły wirtualne są notorycznie obecne w pismach dotyczących globalnych organizacji, jest całkiem problematycznym określenie co całkowicie znaczy urojony w złożonym kontekście biznesowym (Chudoba 2005). “Zespół jest opisywany jak mała liczba osób, które posiadają uzupełniające się umiejętności, są oddane wspólnemu celowi i które mogą na sobie równocześnie polegać (Zenun 2007).
Stąd też, zespołem wirtualnym wolno nazwać grupę osób współpracujących ze sobą w celu wykonania konkretnego projektu, które są oddzielone od siebie geograficznie i czasowo, w ramach firmy a czasami i prócz organizacją (Leenders 2003). dystans geograficzna zespołu wirtualnego przypuszczalnie zawierać się w przedziale od jednego członka znajdującego się w innym miejscu do sytuacji gdzie iks członek męski zespołu jest w innym miejscu (Staples and Zhao 2006).
Wśród innych kryteriów wirtualnego zespołu, w literaturze wymienia się:
  • członkowie są zaangażowani w międzynarodowe zadania
  • zespoły są tymczasowe, tj. powoływane na Chronos trwania projektu lub niektórzy członkowie są powoływani do zespołu tymczasowo
  • członkowie zespołu są pracownikami wiedzy
  • członkowie zespołu są pracownikami różnych firm (Ebrahim 2009).
Wielokulturowość zespołu oznacza zróżnicowanie jego członków pod względem etnicznym, rasowym, narodowym lub kulturowym ze wszelkimi konsekwencjami, które niosą ze sobą różnice kulturowe. Można stwierdzić, że wielokulturowe zespoły wirtualne powstają w celu wykonania wspólnego zadania, pomimo kulturowych, geograficznych i czasowych odległości, używając w sąsiedztwie tym nowoczesnych technologii komputerowych i komunikacyjnych. Należy tu dodać, że wyzwania związane z różnicami kulturowymi, odległością geograficzną i czasową, niekoniecznie muszą negatywnie wpływać na efektywność zespołu, mogą również mianować o jego przewadze. Aspekty dotyczące efektywności takiego zespołu zostaną omówione w dalszej części artykułu.
Stąd też, zespołem wirtualnym można określić grupę osób współpracujących ze sobą w celu wykonania konkretnego projektu, które są oddzielone od siebie geograficznie i czasowo, w ramach firmy a kiedy niekiedy również prócz organizacją (Leenders 2003). dystans geograficzna zespołu wirtualnego może opiewać się w przedziale od jednego członka znajdującego się w innym miejscu do sytuacji gdzie każdy fallus zespołu jest w innym miejscu (Staples and Zhao 2006).
Zespoły wirtualne są powoływane do różnych funkcyjnych i procesowych celów. Ze względu na różne formy pracy wirtualnej zespoły możemy wziąć udział w rozwiązanie następujący:
  1. Telepraca - (praca na odległość) która jest wykonywana częściowo lub w całości nie mówiąc o firmą za pomocą informatycznych i telekomunikacyjnych usług
  2. Grupy wirtualne“ powstające z połączenia kilku telepracowników, podlegających jednemu menadżerowi
  3. “Wirtualny agregat powstający, gdy wirtualna grupa współpracuje ze sobą w celu osiągnięcia wspólnego celu, członkowie grupy mogą być obciążonym różnym menadżerom
  4. “Wirtualna społeczność powstaje dla większego celu a jej członkowie kontaktują się przez Internet i posiadają wspólne normy i role. Wirtualne społeczności nie istnieją w formie organizacyjnej, są zazwyczaj inicjowane z wykorzystaniem jej członków, np. oprogramowanie Open Source (Hertel 2005).

Korzyści i wyzwania

Określenie korzyści z funkcjonowania zespołów wirtualnych natomiast problemy związane z ich działaniem są doskonałym punktem wyjścia do wyznaczenia kluczowych czynników sukcesu a później metod ich osiągania w poprzek interwencję coachingową. Jako, że w coachingu rozróżniamy trzy jego funkcje, możemy mówić o:
  1. Coachingu rozwojowym, w przypadku dobrego funkcjonowania zespołu i jego członków, gdy zespół czeka dodatkowy rozszerzenie i porządek nowych wyzwań
  2. Coachingu interwencyjnym (naprawczym), w przypadku gdy agregat napotyka na trudności w funkcjonowaniu i współpracy
  3. Coachingu zmiany, gdy wyzwania, przed którymi agregat staje są związane z jego zmiennymi celami i wysoką dynamiką grupową.
Najważniejszą przewagą wirtualnych zespołów jest krótki okres dotarcia produktu czy usługi do klienta (May, Carter 2001). trwanie ten stanowi jeden z kluczowych czynników sukcesu w firmach produkcyjnych, bo okres wdrożenia (time-to-market) niemalże 1:1 przekłada się na koszty. Tabela 1. przedstawia główne korzyści wynikające z pracy zespołów wirtualnych, które głównie polegają na oszczędności czasu i pieniędzy, wykorzystaniu przestrzeni i ochronie środowiska. W tabeli zostały również umieszczone czynniki związane z efektywnością, wykorzystaniem wiedzy i zasobów ludzkich.
Tabela 1. Główne korzyści wynikające z pracy w zespołach wirtualnych


Główne wyzwania związane z pracą wirtualnych zespołów przedstawia Tabela 2. Zostały w niej zebrane, według poziomów oddziaływania, najważniejsze czynniki mogące podważyć skuteczność i atmosferę pracy. horyzontalny te, to liczba indywidualny, grupowy, organizacyjny i kulturowy, które jawnie przekładają się na kompetencje osobiste, społeczne, biznesowe i kulturowe (Passmore 2009). myśl kompetencji w zespole wirtualnym jest wcale złożona, gdyż w praktyce różne rodzaje kompetencji nakładają się. prowadzący musi zdawać sobie sprawę, ze oprócz czynników indywidualnych, związanych np. z osobowością członka grupy, oddziaływanie na pracę zespołu mają nie tylko umiejętności biznesowe, acz dodatkowo społeczne (np. interakcja w grupie oddalonej fizycznie) natomiast kompetencje kulturowe, związane z rozumieniem i radzeniem sobie z różnorodnością kulturową i barierami językowymi. skoro kompetencje te można doskonalić, zostały w tym celu zaproponowane różne rodzaje interwencji, po największej części coachingowych, których odmiana i charakter zostanie wyjaśniony w dalszej części artykułu.
Opracowanie własne na podstawie Ebrahim (2009).

Członkowie zespołu wirtualnego

Jak pokazują badania, wielu menadżerów czuje się niekomfortowo z koncepcją wirtualnego zespołu, albowiem skuteczne zarządzanie takim zespołem wymaga od nich nowych metod przywództwa (Jarvenpaa, Leidner, 1999), a przede wszystkim umiejętności międzyfunkcyjnych i międzynarodowych. Kluczem jest tu jasno określona modus zarządzania wirtualnością zespołu.
Członkowie zespołu są dobierani w układy od celu w jakim powstaje zespół, głównie pod kątem kompetencji osobistych i biznesowych. lecz raz za razem większą uwagę zwraca się już na umiejętności społeczne czy kulturowe w komponowaniu grupy, wciąż poziom ekspercki jest tu najważniejszy.
Członkowie zespołu muszą pracować w ogromnej mierze w podejście niezależny, autonomiczny, pełniąc co więcej dużo ról. Jako, że zatrudnienie w zespole ma zakres ekspercki, a członkowie podlegają nie wprost przeciwnie menadżerowi projektu, wszelako dodatkowo innym szefom, najlepiej służą grupie płaskie struktury hierarchiczne lub ich brak. Członkowie po prostu dzielą się przywództwem w różnych momentach procesu. Share leadership jest w wirtualnych zespołach wielokulturowych normą.
Zespół jest złożonym systemem ludzi (Rysunek 2.) składającym się z co najmniej dwóch poziomów – indywidualnego (członków) i zespołowego (całej grupy). agregat jest także częścią większego systemu - organizacji. Aby odnosić sukcesy, całość urojony musi być w stanie zintegrować te poziomy, w czym bardzo dobrze prawdopodobnie dopomóc coaching:
Rysunek 2. zależności hierarchiczne w organizacji
  • Poziom 1. tworzą członkowie zespołu. Na poziomie pracowników wiedzy zasadne jest stosowanie Coachingu indywidualnego oraz Self-coachingu, niemniej dla menadżerów – Leadership (Executive) Coachingu natomiast Mentoringu.
  • Poziom 2. tworzą podzespoły, często nieformalne. Ich członkowie mogą być coachami dla siebie nawzajem stosując Peer coaching.
  • Poziom 3. tworzą zespoły wirtualne. nagminnie oddziela je odległość i strefy czasowe tudzież różni kultura. W związki od potrzeb wykorzystanie będzie pył w tym miejscu wirtualny Coaching zespołu (np. dotyczący komunikacji czy konfliktów międzykulturowych), ale również szkolenia np. dotyczące różnic kulturowych czy IT natomiast facylitacja.
  • Poziom 4. tworzą duże zespoły funkcjonujące w całej organizacji (Poziom 5). wyjąwszy tradycyjnego coachingu grupowego użycie mają tu szkolenia i facylitacja.
Opis wymienionych powyżej rodzajów coachingu prezentuje tabela 3.
Tabela 3. Rodzaje i tematyka coachingu w zespołach wirtualnych


trwanie i powierzchnia zespołu wirtualnego

Współpraca zespołu wirtualnego pracującego w różnych strefach czasowych wymaga działań równoległych a oraz wspólnych ustaleń co do dat i terminów. W praktyce oznacza to nie przeciwnie konieczność koordynacji godzin pracy ale również kalendarzy, z uwzględnieniem świąt i dni wolnych od pracy w różnych kulturach. całość urojony powoływany jest najczęściej tymczasowo, dla realizacji pewnego projektu czy celu. To wymaga od członków zespołu umiejętności organizacji pracy własnej, pracy pod presją tudzież radzenia sobie z nieustanną zmianą – we własnym obszarze pracy oraz obszarze całego zespołu.
W literaturze nierzadko zaleca się fizyczne spotkania zespołu, tak notorycznie jak to możliwe, a przynajmniej na początku, w celu zapoznania się i na końcu – przed zakończeniem projektu. W praktyce niekiedy jest to niemożliwe, głównie gdy iks z członków zespołu znajduje się na innym kontynencie. mimo oddzielenia, agregat podlega grupowym regułom socjologicznym, zwłaszcza dynamice rozwoju zespołu.
W przejściu przez dynamiczne zmiany kompleks potrzebuje wsparcia (Kirkman 2002) coacha stosownie do przebiegu każdej z faz:
  1. Faza formowania się grupy
    Jako, że członków zespołu na tym etapie cechuje wysoki liczebność niepewności, zadaniem coacha jest udzielanie wsparcia natomiast klaryfikowanie celów, ról i zadań.
  2. Faza sztormu (faza krytyczna)
    zachowanie zespołu charakteryzuje się tu oporem, kwestionowaniem zasad, angażowaniem w konflikty. Zadaniem coacha jest w tym czasie docenianie odmiennych punktów widzenia i wspieranie harmonii pośrodku współpracą a produktywną różnicą zdań.
  3. Faza normowania się
    W zespole w tym okresie rośnie wzajemne wiara i popyt rezultatów. Coach wspiera całość poprzez informację zwrotną i budowanie synergicznej współpracy.
  4. Faza działania
    agregat na tym etapie koncentruje się na realizacji wspólnych celów. Zadaniem coacha w tym okresie jest kwestionowanie schematycznych rozwiązań, wspieranie kreatywności i współpracy grupowej.
  5. Faza końcowa
    Wirtualny całość w tym okresie kończy projekt, co oznacza koniec lub kontynuację współpracy w tym zespole lub zmianę zespołu. Rolą coacha jest pomoc w emocjonalnym aspekcie rozstania się zespołu a także w transferze umiejętności i doświadczenia do innego projektu (Zeus, Skiffington 2007).
Innym modelem faz grupowych może być symbol lotu zawierająca:
  1. Przygotowanie do podróży - zbieranie informacji, szyk się zespołu
  2. Start - inicjacja pracy zespołu, generowanie się planu i definiowanie przywództwa
  3. Lot - stadium współpracy, zaangażowanie w realizację celów
  4. Lądowanie – stadium testów i wyzwań
  5. Zakończenie podróży - dokonanie zadania, stabilizacja status quo lub przejście do innego zespołu (Lipnack, Stamps, 2000).
Metafora ta zdaje się być wyjątkowo trafna, jako, ze członkowie zespołu nie są zakotwiczeni w jednym miejscu i czasie ale funkcjonują w kilku wymiarach jednocześnie.
Zespół wirtualny, jak iks zespół ludzi, ma swój kolejność życia, z naturalnym, atoli cokolwiek silniejszymi fazami turbulencji i konfliktów. Członkowie powinni być świadomi tej dynamiki rozłożonej dodatkowo w rzeczywistym czasie trwania projektu. krzywa na Rysunku 3. Prezentuje opisane przedtem modele zachowania się grupy. wyjątkowo dwa, oznaczone zygzakiem momenty, mogą być krytyczne a grupa narażona na napięcie i konflikty. Projekty realizowane w zespołach wirtualnych są przeważnie niezmiernie złożone. W trakcie realizacji okazują się wysoko trudniejsze niż w fazie planowania i wymagające znaczniej więcej czasu. W tych okresach ogromne obrączkowanie ma wzajemna dana zwrotna i coaching zespołu.

Rysunek 3. Fazy rozwoju grupy

Coaching zespołów wirtualnych

Pełna interwencja coachingowa dla zespołów wirtualnych zawiera w sobie mrowie różnych działań. Zasadniczo składa się z podstawowych elementów tradycyjnego coachingu, takich jak kontrakt z interesariuszami, stadium poznania i assessment, ustalenie celów itd. Jednak, z powodu specyfiki pracy zespołu wirtualnego jednocześnie dochodzie coraz mnogość pomniejszych a istotnych działań, które zostały kolejno opisane poniżej.
  1. Spotkanie coacha ze sponsorami
    Interwencja coachingowa znajduje się w kontekście całej organizacji, jej potrzeb i zasobów. tym samym tez skład zespołu, logistyczna organizacja sesji i tematyka spotkań muszą być nasamprzód ustalone z właściwymi interesariuszami. Tradycyjnie jest to też krótki czas na określenie innych zasadniczych elementów kontraktu coachingowego. Najlepiej jest, gdy takie konferencja odbywa się fizycznie, w praktyce jednak, wystarczająco częstokroć może posiadać ono zakres tele- lub videokonferencji.
  2. Indywidualne spotkania z członkami zespołu
    Te pierwsze spotkania indywidualne mają wielkie cechowanie dla sukcesu coachingu całego zespołu. Z jednej okolica coach ma szansę uchwycić sens wszystkich członków indywidualnie, zaznajomić się z ich profilem osobowościowym, kompetencjami osobistymi czy biznesowymi, a z drugiej okolica przestaje być wprost przeciwnie anonimowym, wirtualnym lekarzem. w ciągu takiego spotkania dyskutowane są wzajemne oczekiwania, obawy, role. Jest to dodatkowo zjadliwy sekunda dla coacha na rada informacji dotyczących członków zespołu (w formie wywiadu, testów, wyników badań organizacyjnych czy psychologicznych, tj. MBTI, Insight, 360/270 stopni, Cultural Orientations Framework i inne) zaś możliwość zaprezentowania swojej sylwetki i doświadczeń.
    Spotkanie takie wystarczająco często odbywają się w przestrzeni wirtualnej, jednak tak jak zostało to już wspomniane, najlepiej, aby każde pierwsze konferencja odbyło się twarzą w twarz.
  3. Pierwsze spotkanie z całym zespołem
    Pierwsze spotkanie z całym zespołem służy ustanowieniu dobrego raportu coachingowego pomiędzy całym zespołem. zespół przypadkiem zrozumieć się lepiej, chociażby jeśli dowolny czas już ze sobą pracuje, dlatego że w przestrzeni wirtualnej nagminnie nie ma za bardzo miejsca na interakcje społeczne. Jest to olśniewający moment na określenie silnych i słabych stron zespołu, podobieństw i różnic pomiędzy członkami zespołu, kwestii relacji, konfliktów i rozwiązywania problemów. Dyskutowane są także tradycyjnie już ważne elementy pracy w zespole, takie jak poufność i etyka, cele, udzielanie informacji zwrotnej, struktura sesji, angaż domowa itd.
    Jeżeli w organizacji istnieją narzędzia do badania pracy zespołów, z powodzeniem mogą one być zastosowane na tej sesji. Coach przypuszczalnie zaproponować i jedno z wielu stosowanych z wykorzystaniem siebie narzędzi, (Team Development Questionnaire, Attitude of an Effective ekipa Builder, Fundamental Interpersonal Relations Orientation).
  4. Drugie spotkanie z całym zespołem
    To spotkanie jest w większości wypadków poświęcone omówieniu wyników badania zespołu tudzież informacji zwrotnej dla jego członków w kontekście celów i zadań poprzednio jakimi stoi zespół. Jest to okres na definicja rzeczywistych i potencjalnych przeszkód na drodze do osiągnięcia celów.
  5. Sesje coachingu zespołowego
    Każda z sesji być może być poświęcona odrębnemu istotnemu tematowi, kto mniej lub w wyższym stopniu za pośrednictwem łączy się z efektywnością zespołu i jego celami. Tematami są tu najczęściej relacje pomiędzy członkami zespołu, poziom umiejętności biznesowych, różnice w stylach pracy, terminowości i dotrzymywanie deadlinów, style motywowania, różnice kulturowe wpływające na stan wykonywanej pracy i inne.
    Pod basta każdej sesji członkowie zespołu otrzymują zadania coachingowe i dokonują podsumowania sesji ze wzajemną informacją zwrotną. Jest to także okres na określenie tematyki kolejnej sesji (wybór z wcześniej ustalonej listy lub tematyki bieżącej).
  6. Informacja zwrotna dla menadżerów
    Sposób i rodzaj informacji zwrotnej dla interesariuszy coachingu jest ustalany na początku współpracy. Coach, zgodnie z nią przypadkiem dostarczać raportów ustnych lub pisemnych, tak częstokroć jak życzą sobie tego menadżerowie. zwykle w ciągu 12 tygodniowego programu coachingowego, gdzie coaching zespołu odbywa się co tydzień, informacja prawdopodobnie być dostarczana dwu, lub trzykrotnie, ze wskazaniem rekomendacji do indywidualnego coachingu lub treningu dla niektórych członków zespołu, lub innych uwag.
    Taki doniesienie prawdopodobnie zawierać następujące elementy:
    - idea projektu coachingowego (cele, zadania, planowane rezultaty itp.)
    - Wyniki badania zespołowego i wynikające z niego rekomendacje
    - plan działań
    - Osiągnięte rezultaty
    - Podsumowanie i dalszy proponowany idea działań.

Podsumowanie

Coaching zespołów wirtualnych jest tematem niezwykle ciekawym i ekscytującym, to lecz całkiem nowym i jeszcze niezbyt dokładnie zbadanym. jednak narodził się w organizacjach amerykańskich, to dorastał na Dalekim Wschodzie. toteż obecnie największe zapędy badaczy tego tematu skupia się około Malezji, Chin, Indii i Australii. Zespoły wirtualne przekraczając bariery granic, czasu i języka są również obecne w Polsce, głównie w wielokulturowych organizacjach High-Tech, firmach doradczych, informatycznych a organizacjach pozarządowych stwarzając okazję do praktyki dla polskich coachów zaś wdzięczne dziedzina do dalszych prac dla naukowych zespołów badawczych.

abstrakt

Artykuł prezentuje tematykę dotyczącą funkcjonowania zespołów wirtualnych w kontekście specyficznej interwencji coachingowej podejmowanej w celu zwiększenia efektywności takiego zespołu. Na początku została przedstawiona sylwetka zespołu wirtualnego, jako nowego trendu w rozwoju pracy zespołowej zaś jego przeróbka – pozorny całokształt wielokulturowy. z kolei zostały przedstawione korzyści wynikające z pracy takiego zespołu tudzież wyzwania poprzednio którymi stoi, co jest tak bywa punktem wyjścia do zastosowania interwencji coachingowej. Kolejno, zostały omówione plus rodzaje coachingu stosowanego w obszarze zespołów wirtualnych i prawa rządzące zespołem, tj. dynamiki zachowania się w grupie a układu hierarchicznego w organizacji. Na końcu został przedstawiony przykład pełnej interwencji coachingowej w wielokulturowym zespole wirtualnym.

Bibliografia:

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  2. Bal J., Teo P.K., (2001) Implementing virtual teamworking. Part 1: a literature review of best practice. Logistics Information Management, Nr 13, str. 346 - 352.
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  4. Czarkowska L.D., (2010) ocean wartości. Coaching, Nr 3, str. 2-5.
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  7. Hertel G.T., Geister S., Konradt U. ( 2005) Managing virtual teams: A review of current empirical research. Human Resource Management Review, Nr 15, str. 69-95.
  8. Jarvenpaa, S.L. and Leidner D.E. (1999) Communication and Trust in Global Virtual Teams. Organization Science, Nr 10, str. 791 - 815.
  9. Johnson, P., Heimann V., O’Neill K. (2001) The “wonderland of virtual teams. Journal of Workplace Learning, Nr 13, str.24 - 30.
  10. Kirkman, B.L., Gibson C. B., Shapiro D.L., (2001) “Exporting teams enhancing the implementation and effectiveness of work teams in global affiliates, Organizational Dynamics, Nr 30, str.12-29.
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  14. May A., Carter C. (2001) A case study of virtual team working in the European automotive industry. International Journal of Industrial Ergonomics,Nr 27, str. 171-186.
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źródło: Coaching wielokulturowych zespołów wirtualnych
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Citations Mining: "How to increase h-index " by Nader Ale Ebrahim

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"How to increase h-index " by Nader Ale Ebrahim

"How to increase h-index " by Nader Ale Ebrahim:


How to increase h-index

Nader Ale Ebrahim, Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya

Abstract

Publishing a high quality paper in scientific journals is a halfway of receiving citation in the future. The rest of the way is advertising and disseminating the publications by using the proper “Research Tools”. Familiarity with the tools allows the researcher to increase his/her h-index in the short time. H-index shows the academicians influences in the specified field of research. Therefore, a person with higher level of h-index has more high quality publications with high amount of citations. This presentation, covers the following topics: Why publish and increase h-index?, Definition of h-index and g-index, Importance of h-index, How to use “Research Tools” Mind Map, Paper title preparation, Selecting keywords, Select the proper journal, Advertise published article, and finally Trace published article citation.

Suggested Citation

Nader Ale Ebrahim. "How to increase h-index " AGM. Kuala Lumpour, Malaysia. Apr. 2011.
Available at: http://works.bepress.com/aleebrahim/53

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CommunityCompare: visually comparing communities for online community leaders in the enterprise

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Authors: Anbang XuUniversity of Illinois at Urbana-Champaign, Urbana, Illinois, USA
Jilin ChenIBM Research, San Jose, California, USA
Tara MatthewsIBM Research, San Jose, California, USA
Michael MullerIBM Research, Cambridge, Massachusetts, USA
Hernan BadenesIBM, Buenos Aires, Argentina
CommunityCompare: visually comparing communities for online community leaders in the enterprisePublished by ACM 2013 Article
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CHI '13 Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
Pages 523-532
ACMNew York, NY, USA©2013
table of contents ISBN: 978-1-4503-1899-0 doi>10.1145/2470654.2470729

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Community insights: helping community leaders enhance the value of enterprise online communities

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Authors: Tara MatthewsIBM Research, San Jose, California, USA
Steve WhittakerUniversity of California, Santa Cruz, Santa Cruz, California, USA
Hernan BadenesIBM, Buenos Aires, Argentina
Barton A. SmithIBM Research, San Jose, California, USA
Michael MullerIBM Research, Cambridge, Massachusetts, USA
Kate EhrlichIBM Research, Cambridge, Massachusetts, USA
Michelle X. ZhouIBM Research, San Jose, California, USA
Tessa LauWillow Garage, Menlo Park, California, USA
Community insights: helping community leaders enhance the value of enterprise online communitiesPublished by ACM 2013 Article
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· Downloads (6 Weeks): 6
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CHI '13 Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
Pages 513-522
ACMNew York, NY, USA©2013
table of contents ISBN: 978-1-4503-1899-0 doi>10.1145/2470654.2470728

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Note: OCR errors may be found in this Reference List extracted from the full text article. ACM has opted to expose the complete List rather than only correct and linked references.
 
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Durant, K. T., McCray, A. T., and Safran, C. Modeling the temporal evolution of an online cancer forum. Proc. of Health Informatics, ACM (2010), 356--365.
 
8
Ebrahim, N. A., Ahmed, S., and Taha, Z. Virtual R&D teams in small and medium enterprises: A literature review. SSRN eLibrary, (2009).
 
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24
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SSRN Political Economy - Development: Public Service Delivery eJournal

May 7, 2013, 5:28 am
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Incl. Electronic PaperA Comparison between Two Main Academic Literature Collections: Web of Science and Scopus Databases
Asian Social Science, Vol. 9, No. 5, pp. 18-26, April 27, 2013
Arezoo Aghaei Chadegani , Hadi Salehi , Melor Md Yunus , Hadi Farhadi , Masood Fooladi , Maryam Farhadi and Nader Ale Ebrahim
Islamic Azad University , Islamic Azad University, Najafabad Branch , National University of Malaysia - Faculty of Education , Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM) , Islamic Azad University, Mobarakeh Branch , National University of Malaysia - UKM and University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Date Posted: April 29, 2013
Accepted Paper Series
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Incl. Electronic PaperDoes Criticisms Overcome the Praises of Journal Impact Factor?
Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.
Masood Fooladi , Hadi Salehi , Melor Md Yunus , Maryam Farhadi , Arezoo Aghaei Chadegani , Hadi Farhadi and Nader Ale Ebrahim
Islamic Azad University, Mobarakeh Branch , Islamic Azad University, Najafabad Branch , National University of Malaysia - Faculty of Education , National University of Malaysia - UKM , Islamic Azad University , Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM) and University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Date Posted: April 28, 2013
Accepted Paper Series
18 downloads
 
SSRN Political Economy - Development: Public Service Delivery eJournal
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E-Print Network 3.0 - Result List

May 7, 2013, 11:38 am
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 1
two and a half stars
Target ISI Journals: “HOW TO WRITE/PUBLISH ISI PAPERS”
 
Creator/Author: NaderAleEbrahim; Date: 2010-01-01
  
Summary:  • “I wanted to write a high quality paper, how can I prepare in the shortest possible time?” • “ I do not now the Journal acceptance procedure. How many steps are needed?” • “I have written an article, and I am not able to find a proper ISI Journal” • "I ...
 
Collection:  CiteSeer
 
 2
two and a half stars
Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process
 
Creator/Author: NaderAleEbrahim Shamsuddin Ahmed Zahari Taha; Date: 2012-10-28
  
Summary:  In today s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements...
 
Source:  African Journal of Marketing Management, 1(9) (2009) 211-219
 
Collection:  Computing Research Repository (arXiv)
 
 3
two and a half stars
Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs
 
Creator/Author: NaderAleEbrahim Shamsuddin Ahmed Salwa Hanim Abdul Rashid Zahari Taha M. A. Wazed; Date: 2012-10-30
  
Summary:  This paper presents the results of empirical research conducted during March to September 2009. The study focused on the influence of virtual research and development teams within Malaysian manufacturing small and medium sized enterprises (SMEs). The spec...
 
Source:  (2012). Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs. Advanced Materials Research, 433-440, 1653-1659
 
Collection:  Computing Research Repository (arXiv)
 
 4
two and a half stars
Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study
 
Creator/Author: NaderAleEbrahim; Date: 2010-01-01
  
Summary:  In this paper, advantages and drawbacks of virtual teams in research and development (R&D) are studied. With the globalization of commercial practices and advances in information and communication technologies, increasing numbers of enterprises are establ...
 
Collection:  CiteSeer
 
 5
two and a half stars
SMEs and Virtual R&D Teams: A Motive Channel for Relationship between SMEs
 
Creator/Author: NaderAleEbrahim; Date: 2008-01-01
  
Summary:  Abstract-This paper explores potential advantages and barriers of virtual teams toward making an interrelation between small and medium-sized firms (SMEs) with a comprehensive review on different aspects of virtual teams in SMEs based on authentic and rep...
 
Collection:  CiteSeer
 
 6
two and a half stars
Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs
 
Creator/Author: NaderAleEbrahim; Date: 2011-01-01
  
Summary:  This paper presents the results of empirical research conducted during March to September 2009. The study focused on the influence of virtual research and development (R&D) teams within Malaysian manufacturing small and medium sized enterprises (SMEs). Th...
 
Collection:  CiteSeer
 
 7
two and a half stars
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs
 
Creator/Author: NaderAleEbrahim Salwa Hanim Abdul Rashid Shamsuddin Ahmed Zahari Taha; Date: 2012-07-30
  
Summary:  The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and localized v...
 
Source:  Industrial Engineering and Management Systems, 2011, 10(2), Pages 109-114
 
Collection:  Computing Research Repository (arXiv)
 
 8
two and a half stars
Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team
 
Creator/Author: NaderAleEbrahim; Date: 2010-01-01
  
Summary:  New product development (NPD) in small and medium-sized enterprises (SMEs) virtual team has not been systematically investigated in developing countries. Literatures have shown no significant differences between traditional NPD and virtual NPD in general....
 
Collection:  CiteSeer
 
 9
two and a half stars
Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs
 
Creator/Author: NaderAleEbrahim; Date: 2010-01-01
  
Summary:  This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literature's, attempt has been made to st...
 
Collection:  CiteSeer
 
 10
two and a half stars
A Conceptual Model of Virtual Product Development Process
 
Creator/Author: NaderAleEbrahim; Date: 2009-01-01
  
Summary:  Abstract – In today’s dynamic marketplace, companies are under strong pressure to introduce new products for long-term survival with their competitors. Besides, every company cannot cope up progressively or immediately with the market requirements due to ...
 
Collection:  CiteSeer
 
 11
two and a half stars
Virtual R&D team: Technology Transfer Facilitator
 
Creator/Author: NaderAleEbrahim; Date: 2009-01-01
  
Summary:  A conceptual model is proposed which facilitate the process of technology transfer by applying a virtual R&D team. The underlying hypothesis is responded to competitive challenges, the complex customer requirements and the high instability on the market. ...
 
Collection:  CiteSeer
 
 12
two and a half stars
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs
 
Creator/Author: NaderAleEbrahim; Date: 2010-01-01
  
Summary:  Abstract- The number of small and medium enterprises (SMEs), especially those involved with research and development (R&D) programs and employed virtual teams to create the greatest competitive advantage from limited labor are increasing. Global and local...
 
Collection:  CiteSeer
 
 13
two and a half stars
Virtual Teams: a Literature Review
 
Creator/Author: NaderAleEbrahim; Date: 2009-01-01
  
Summary:  In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employee...
 
Collection:  CiteSeer
 
 14
two and a half stars
Virtuality, innovation and R&D activities
 
Creator/Author: NaderAleEbrahim; Date: 2009-01-01
  
Summary:  Innovation plays a central role in economic development, at regional and national level. In the competitive environment companies are obliged to produce more rapidly, more effectively and more efficiently in new product development which is a result of re...
 
Collection:  CiteSeer
 
 15
two and a half stars
Modified stage-gate: A conceptual model of virtual product development process
 
Creator/Author: NaderAleEbrahim; Date: 2009-01-01
  
Summary:  In today’s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements...
 
Collection:  CiteSeer
 
 16
two and a half stars
SMEs: ERP or Virtual Collaboration Teams
 
Creator/Author: NaderAleEbrahim; Date: 2009-01-01
  
Summary:  Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technolo...
 
Collection:  CiteSeer
 
 17
two and a half stars
Critical factors for new product developments in SMEs virtual team
 
Creator/Author: NaderAleEbrahim; Date: 2010-01-01
  
Summary:  Small and medium enterprises (SMEs) are considered as an engine for economic growth all over the world and especially for developing countries. During the past decade, new product development (NPD) has increasingly been recognized as a critical factor in ...
 
Collection:  CiteSeer
 
 18
two and a half stars
Technology Use in the Virtual R&D Teams
 
Creator/Author: AleEbrahimNader Ahmed Shamsuddin Abdul Rashid Salwa Hanim Zahari Taha; Date: 2012-07-30
  
Summary:  Problem statement: Although, literature proves the importance of the technology role in the effectiveness of virtual Research and Development (R&D) teams for new product development. However, the factors that make technology construct in a virtual R&a...
 
Source:  American Journal of Engineering and Applied Sciences, 2012, 5(1), Pages 9-14
 
Collection:  Computing Research Repository (arXiv)
 
 19
two and a half stars
Establishing Virtual R&D Teams: Obliged Policy
 
Creator/Author: NaderAleEbrahim Shamsuddin Ahmed Zahari Taha; Date: 2012-08-04
  
Summary:  In a global and technology oriented world the requirements that products and services have to fulfill are increasing and are getting more complicated. Research and development (R&D) is becoming increasingly important in creating the knowledge that mak...
 
Collection:  Computing Research Repository (arXiv)
 
 20
two and a half stars
New Product Development in Virtual Environment
 
Creator/Author: NaderAleEbrahim; Date: 2008-01-01
  
Summary:  Purpose - The literature on the topic has evolved exponentially since eight years ago. Relaying on a review of studies published in recent years, this article proposes and discusses a framework which incorporates a set of virtual teams involved in a new p...
 
Collection:  CiteSeer
 
 21
two and a half stars
Virtual R&D Teams: Innovation and Technology Facilitator
 
Creator/Author: NaderAleEbrahim; Date: 2009-01-01
  
Summary:  Innovation is becoming the most important key issue for company’s success in the 21st century. In the competitive environment is necessary for the enterprises to put together different capabilities and services with the goal. It’s a widely accepted that i...
 
Collection:  CiteSeer
 
 22
two and a half stars
A Comparison between Two Main Academic Literature Collections: Web of Science and Scopus Databases
 
Creator/Author: Arezoo Aghaei Chadegani Hadi Salehi Melor Md Yunus Hadi Farhadi Masood Fooladi Maryam Farhadi NaderAleEbrahim; Date: 2013-05-02
  
Summary:  Nowadays, the worlds scientific community has been publishing an enormous number of papers in different scientific fields. In such environment, it is essential to know which databases are equally efficient and objective for literature searches. It seems t...
 
Source:  Asian Social Science vol. 9, no. 5, pp. 18-26, April 27, 2013
 
Collection:  Computing Research Repository (arXiv)
 
 23
two and a half stars
Does Criticisms Overcome the Praises of Journal Impact Factor?
 
Creator/Author: Masood Fooladi Hadi Salehi Melor Md Yunus Maryam Farhadi Arezoo Aghaei Chadegani Hadi Farhadi NaderAleEbrahim; Date: 2013-05-02
  
Summary:  Journal impact factor (IF) as a gauge of influence and impact of a particular journal comparing with other journals in the same area of research, reports the mean number of citations to the published articles in particular journal. Although, IF attracts m...
 
Source:  Asian Social Science vol. 9, no. 5, pp. 176-182, April 27, 2013
 
Collection:  Computing Research Repository (arXiv)

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SSRN Top 10 Papers for Journal of Political Economy - Development: Public Service Delivery eJournal

May 8, 2013, 12:41 am
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ALL TIME HITS (for all papers in SSRN eLibrary)
TOP 10 Papers for Journal of Political Economy - Development: Public Service Delivery eJournal
January 2, 1997 to May 7, 2013


RankDownloadsPaper Title
1 48 Infrastructural Development: The Vision of Nigerian Sovereign Wealth Fund
Aniaka Oluchi,
Canadian Institute of Health Research,
Date posted to database: March 14, 2013
Last Revised: March 14, 2013
2 40 Impact of Irreversibility and Uncertainty on the Timing of Infrastructure Projects
Phuong Doan, Kojo Menyah,
University of Cambridge, London Metropolitan University - Department of Accounting, Banking and Financial Systems (ABFS),
Date posted to database: March 10, 2013
Last Revised: March 10, 2013
3 33 A tutela judicial do direito público à saúde no Brasil (Judicial Protection of the Public Right to Health Care in Brazil)
Ricardo Perlingeiro,
Universidade Federal Fluminense (UFF),
Date posted to database: April 14, 2013
Last Revised: April 21, 2013
4 33 Dare You Sue the Tax Collector! An Empirical Study of Administrative Lawsuits Against Tax Agencies in China
Ji Li,
Rutgers, The State University of New Jersey - Law School,
Date posted to database: April 25, 2013
Last Revised: April 25, 2013
5 27 Impact of Private Health Insurance on Lengths of Hospitalization and Healthcare Expenditure in India: Evidences from a Quasi-Experiment Study
Sukumar Vellakkal,
Public Health foundation of India (PHFI),
Date posted to database: April 11, 2013
Last Revised: April 11, 2013
6 24 Intelligent Data Systems to Aid Decision-Making at Tenders for Oil and Gas Fields Development
Anna Khripunova, Konstantin Vishnevskiy, Oleg Karasev, Dirk Meissner,
Unaffiliated Authors - Independent, National Research University Higher School of Economics, National Research University Higher School of Economics, National Research University Higher School of Economics,
Date posted to database: April 8, 2013
Last Revised: April 17, 2013
7 24 Gender-Differential Effects of Conflict on Education: The Case of the 1981-1993 Punjab Insurgency
Prakarsh Singh, Olga Shemyakina,
Amherst College - Department of Economics, Georgia Institute of Technology - School of Economics,
Date posted to database: April 19, 2013
Last Revised: April 19, 2013
8 21 East Africa: The Next Game-Changer for the Global Gas Markets?
Manfred Hafner, Simone Tagliapietra,
Fondazione Eni Enrico Mattei, Fondazione Eni Enrico Mattei (FEEM),
Date posted to database: April 14, 2013
Last Revised: April 14, 2013
9 19 A Comparison between Two Main Academic Literature Collections: Web of Science and Scopus Databases
Arezoo Aghaei Chadegani, Arezoo Aghaei Chadegani, Hadi Salehi, Melor Md Yunus, Hadi Farhadi, Masood Fooladi, Maryam Farhadi, Nader Ale Ebrahim,
Islamic Azad University, University Kebangsaan Malaysia, Islamic Azad University, Najafabad Branch, National University of Malaysia - Faculty of Education, Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM), Islamic Azad University, Mobarakeh Branch, National University of Malaysia - UKM, University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering,
Date posted to database: April 29, 2013
Last Revised: April 29, 2013
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Florian Metzler, Edward Steinfeld,
Massachusetts Institute of Technology (MIT), Massachusetts Institute of Technology (MIT) - Department of Political Science,
Date posted to database: April 3, 2013
Last Revised: April 3, 2013

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Does Criticisms Overcome the Praises of Journal Impact Factor?

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Does Criticisms Overcome the Praises of Journal Impact Factor?


Masood Fooladi


Islamic Azad University, Mobarakeh Branch

Hadi Salehi


Islamic Azad University, Najafabad Branch

Melor Md Yunus


National University of Malaysia - Faculty of Education

Maryam Farhadi


National University of Malaysia - UKM

Arezoo Aghaei Chadegani


Islamic Azad University; University Kebangsaan Malaysia

Hadi Farhadi


Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)

Nader Ale Ebrahim


University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering

April 27, 2013

Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.

Abstract:     
Journal impact factor (IF) as a gauge of influence and impact of a particular journal comparing with other journals in the same area ofresearch, reports the mean number of citations to the published articles in particular journal. Although, IF attracts more attention and being used more frequently than other measures, it has been subjected to criticisms, which overcome the advantages of IF. Critically, extensive use of IF may result in destroying editorial and researchers’ behaviour, which could compromise the quality of scientific articles. Therefore, it is the time of the timeliness and importance of a new invention ofjournal ranking techniques beyond the journal impact factor.
Number of Pages in PDF File: 7
Keywords: Impact factor (IF), Journal ranking, Criticism, Praise, SCOPUS, Web of science, Self-citation
JEL Classification: L1, L11, L7, M11, M12, M1, M54, Q1, O1, O3, Q31, Q32, P24, P42, P29, L17
Accepted Paper Series


Download This Paper

Date posted: April 28, 2013 

Suggested Citation

Fooladi, Masood, Salehi, Hadi, Yunus, Melor Md, Farhadi, Maryam, Aghaei Chadegani, Arezoo, Farhadi, Hadi and Ale Ebrahim, Nader, Does Criticisms Overcome the Praises of Journal Impact Factor? (April 27, 2013). Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.. Available at SSRN: http://ssrn.com/abstract=2257552

Does Criticisms Overcome the Praises of Journal Impact Factor? by Masood Fooladi, Hadi Salehi, Melor Yunus, Maryam Farhadi, Arezoo Aghaei Chadegani, Hadi Farhadi, Nader Ale Ebrahim :: SSRN
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1.  
A Comparison between Two Main Academic Literature Collections: Web of Science and Scopus Databases| Show Abstract | Download |
Asian Social Science, Vol. 9, No. 5, pp. 18-26, April 27, 2013
Accepted Paper Series
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Farhadi, Maryam
National University of Malaysia - UKM
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
29 Apr 13
 20
(273,581)		 
2.  
Does Criticisms Overcome the Praises of Journal Impact Factor?| Show Abstract | Download |
Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Maryam
National University of Malaysia - UKM
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
28 Apr 13
 20
(277,166)		 

SSRN Author Page for Salehi, Hadi
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SSRN Author Page for Fooladi, Masood

May 8, 2013, 6:23 am
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Fooladi, Masood


 

Islamic Azad University, Mobarakeh Branch


 Department of Accounting
 Mobarakeh Branch
 Mobarakeh, Isfahan
 Iran
 email address

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ACTIONS:   Email Selected Abstracts   Export Selected Bibliographic Info   VIEW:Selected     Original List     All Versions       All Abstracts       Legend
1.  
A Comparison between Two Main Academic Literature Collections: Web of Science and Scopus Databases| Show Abstract | Download |
Asian Social Science, Vol. 9, No. 5, pp. 18-26, April 27, 2013
Accepted Paper Series
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Farhadi, Maryam
National University of Malaysia - UKM
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
29 Apr 13
 20
(273,581)		 
2.  
Does Criticisms Overcome the Praises of Journal Impact Factor?| Show Abstract | Download |
Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Maryam
National University of Malaysia - UKM
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
28 Apr 13
 20
(277,166)		 
3.  
Board Characteristics and Firm Performance| Show Abstract | Download |
Journal of Modern Accounting and Auditing, Vol. 8, No. 5, 688-694
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Posted:
30 Apr 13
 14
(301,893)		 
4.  
Board of Directors, Audit Quality and Firm Performance: Evidence from Malaysia| Show Abstract | Download |
National Research & Innovation Conference for Graduate Students in Social Sciences 2012 (GS-NRIC) December 7-9, 2012, Mahkota Hotel, Melaka
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Shukor, Zaleha Abdul
National University of Malaysia
Posted:
03 May 13
 9
(311,773)		 
5.  
Corporate Governance and Firm Performance| Show Abstract | Download |
International Conference on Sociality and Economics Development (ICSED 2011), Kuala Lumpur, Malaysia, June 17-19, 2011, International Proceedings of Economics Development and Research (IPEDR) vol.10, International Association of Computer Science and Information Technology Press (IACSIT Press), Singa
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Nikzad Chaleshtori, Ghodratollah
islamic azad university
Posted:
04 May 13
 8
(317,854)		 
6.  
Corporate Governance and Disclosure of Related Party Transactions| Show Abstract | Download |
2nd International Conference on Business and Economic Research (2nd ICBER 2011), Langkawi, Malaysia, 14-16 March 2011
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Shukor, Zaleha Abdul
National University of Malaysia
Posted:
03 May 13
 8
(314,831)		 
7.  
Analytical Review of Relation between Changes of Income Statement Items and Stock Price Changes| Show Abstract | Download |
Faculty of Admin. Sciences & Econ. Journal, University of Isfahan. 19(1), 55-74, 2007
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Posted:
04 May 13
 5
(326,264)		 
8.  
Auditors Consideration of Corporate Governance| Show Abstract | Download |
Australian Journal of Basic and Applied Sciences, 5(12): p.p. 1622-1628.
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Posted:
30 Apr 13
 4
(326,264)		 
9.  
Corporate Ownership Structure and Firm Performance: Evidence from Listed Firms in Iran| Show Abstract | Download |
International Conference on Humanities, Society and Culture (ICHSC) Kuala Lumpur, Malaysia, November 4-6, 2011, International Proceedings of Economics Development and Research (IPEDR) Vol.20, International Association of Computer Science and Information Technology Press (IACSIT Press), Singapore
Accepted Paper Series
Foroughi, Meysam
islamic azad university
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Posted:
04 May 13
 3
(329,312)		 
10.  
Information and Communication Technology Use and Economic Growth| Show Abstract | Download |
PLoS ONE 7(11): e48903. doi:10.1371/journal.pone.0048903
Accepted Paper Series
Farhadi, Maryam
National University of Malaysia - UKM
Ismail, Rahmah
University of Kebangsaan
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Posted:
03 May 13
 3
(329,312)		 
11.  
The Impact of Information and Communication Technology Use on Economic Growth| Show Abstract | Download |
International Conference on Humanities, Society and Culture (ICHSC) Kuala Lumpur, Malaysia, November 4-6, 2011, International Proceedings of Economics Development and Research (IPEDR)Vol.20, International Association of Computer Science and Information Technology Press (IACSIT Press)
Accepted Paper Series
Farhadi, Maryam
National University of Malaysia - UKM
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Posted:
03 May 13
 2
(334,084)		 
12.  
Corporate Governance and Audit Process| Show Abstract | Download |
International Conference on Humanities, Society and Culture (ICHSC) Kuala Lumpur, Malaysia, November 4-6, 2011, International Proceedings of Economics Development and Research (IPEDR) Vol.20, International Association of Computer Science and Information Technology Press (IACSIT Press), Singapore
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Farhadi, Maryam
National University of Malaysia - UKM
Posted:
03 May 13
 2
(334,084)		 
13.  
Concentration of Ownership in Iranian Listed Firms| Show Abstract | Download |
International Journal of Social Science and Humanity, 2(2): P.P. 112-116
Accepted Paper Series
Foroughi, Meysam
islamic azad university
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Posted:
04 May 13
 0
(347,442)

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SSRN Author Page for Yunus, Melor Md

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Yunus, Melor Md


 

National University of Malaysia - Faculty of Education


 43600 Bandar Baru Bangi
 Bangi, MS Selangor 06010
 Malaysia

  SSRN's personal information usage policy
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. Yunus, Melor Md's Scholarly Papers Click on the title of any column to sort the table by that column.


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40		Total
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AuthorsDateDownloads
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ACTIONS:   Email Selected Abstracts   Export Selected Bibliographic Info   VIEW:Selected     Original List     All Versions       All Abstracts       Legend
1.  
A Comparison between Two Main Academic Literature Collections: Web of Science and Scopus Databases| Show Abstract | Download |
Asian Social Science, Vol. 9, No. 5, pp. 18-26, April 27, 2013
Accepted Paper Series
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Farhadi, Maryam
National University of Malaysia - UKM
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
29 Apr 13
 20
(273,581)		 
2.  
Does Criticisms Overcome the Praises of Journal Impact Factor?| Show Abstract | Download |
Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Maryam
National University of Malaysia - UKM
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
28 Apr 13
 20
(277,166)

SSRN Author Page for Yunus, Melor Md
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SSRN Author Page for Farhadi, Maryam

May 8, 2013, 6:25 am
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Farhadi, Maryam


 

National University of Malaysia - UKM


 Bandar Baru Bangi, Selangor 43000
 Malaysia
 email address

  SSRN's personal information usage policy
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ACTIONS:   Email Selected Abstracts   Export Selected Bibliographic Info   VIEW:Selected     Original List     All Versions       All Abstracts       Legend
1.  
A Comparison between Two Main Academic Literature Collections: Web of Science and Scopus Databases| Show Abstract | Download |
Asian Social Science, Vol. 9, No. 5, pp. 18-26, April 27, 2013
Accepted Paper Series
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Farhadi, Maryam
National University of Malaysia - UKM
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
29 Apr 13
 20
(273,581)		 
2.  
Does Criticisms Overcome the Praises of Journal Impact Factor?| Show Abstract | Download |
Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Maryam
National University of Malaysia - UKM
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
28 Apr 13
 20
(277,166)		 
3.  
The Impact of Information and Communication Technology Investment on Economic Growth in Newly Industrialized Countries in Asia| Show Abstract | Download |
Australian Journal of Basic and Applied Sciences, 5(9): 508-516, September 2011
Accepted Paper Series
Farhadi, Maryam
National University of Malaysia - UKM
Ismail, Rahmah
University of Kebangsaan
Posted:
30 Dec 12
 14
(294,809)		 
4.  
Information and Communication Technology Use and Economic Growth| Show Abstract | Download |
PLoS ONE 7(11): e48903. doi:10.1371/journal.pone.0048903
Accepted Paper Series
Farhadi, Maryam
National University of Malaysia - UKM
Ismail, Rahmah
University of Kebangsaan
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Posted:
03 May 13
 3
(329,312)		 
5.  
The Impact of Information and Communication Technology Use on Economic Growth| Show Abstract | Download |
International Conference on Humanities, Society and Culture (ICHSC) Kuala Lumpur, Malaysia, November 4-6, 2011, International Proceedings of Economics Development and Research (IPEDR)Vol.20, International Association of Computer Science and Information Technology Press (IACSIT Press)
Accepted Paper Series
Farhadi, Maryam
National University of Malaysia - UKM
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Posted:
03 May 13
 2
(334,084)		 
6.  
Corporate Governance and Audit Process| Show Abstract | Download |
International Conference on Humanities, Society and Culture (ICHSC) Kuala Lumpur, Malaysia, November 4-6, 2011, International Proceedings of Economics Development and Research (IPEDR) Vol.20, International Association of Computer Science and Information Technology Press (IACSIT Press), Singapore
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Farhadi, Maryam
National University of Malaysia - UKM
Posted:
03 May 13
 2
(334,084)

SSRN Author Page for Farhadi, Maryam
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SSRN Author Page for Farhadi, Hadi

May 8, 2013, 6:26 am
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Farhadi, Hadi


 

Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)


 Malaysia
 email address

  SSRN's personal information usage policy
Authors: If anything on this page requires updating or correction, please go to your SSRN User HeadQuarters and make the change.
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40		Total
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ACTIONS:   Email Selected Abstracts   Export Selected Bibliographic Info   VIEW:Selected     Original List     All Versions       All Abstracts       Legend
1.  
A Comparison between Two Main Academic Literature Collections: Web of Science and Scopus Databases| Show Abstract | Download |
Asian Social Science, Vol. 9, No. 5, pp. 18-26, April 27, 2013
Accepted Paper Series
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Farhadi, Maryam
National University of Malaysia - UKM
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
29 Apr 13
 20
(273,581)		 
2.  
Does Criticisms Overcome the Praises of Journal Impact Factor?| Show Abstract | Download |
Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.
Accepted Paper Series
Fooladi, Masood
Islamic Azad University, Mobarakeh Branch
Salehi, Hadi
Islamic Azad University, Najafabad Branch
Yunus, Melor Md
National University of Malaysia - Faculty of Education
Farhadi, Maryam
National University of Malaysia - UKM
Aghaei Chadegani, Arezoo
University Kebangsaan Malaysia
Farhadi, Hadi
Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)
Ale Ebrahim, Nader
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering
Posted:
28 Apr 13
 20
(277,166)

SSRN Author Page for Farhadi, Hadi
↧

Does Criticisms Overcome the Praises of Journal Impact Factor? by Masood Fooladi

May 8, 2013, 6:27 am
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Does Criticisms Overcome the Praises of Journal Impact Factor?


Masood Fooladi


Islamic Azad University, Mobarakeh Branch

Hadi Salehi


Islamic Azad University, Najafabad Branch

Melor Md Yunus


National University of Malaysia - Faculty of Education

Maryam Farhadi


National University of Malaysia - UKM

Arezoo Aghaei Chadegani


Islamic Azad University; University Kebangsaan Malaysia

Hadi Farhadi


Universiti Kebangsaan Malaysia-Research Center for Islamic Economics and Finance (EKONIS-UKM)

Nader Ale Ebrahim


University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering

April 27, 2013

Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.

Abstract:     
Journal impact factor (IF) as a gauge of influence and impact of a particular journal comparing with other journals in the same area ofresearch, reports the mean number of citations to the published articles in particular journal. Although, IF attracts more attention and being used more frequently than other measures, it has been subjected to criticisms, which overcome the advantages of IF. Critically, extensive use of IF may result in destroying editorial and researchers’ behaviour, which could compromise the quality of scientific articles. Therefore, it is the time of the timeliness and importance of a new invention ofjournal ranking techniques beyond the journal impact factor.
Number of Pages in PDF File: 7
Keywords: Impact factor (IF), Journal ranking, Criticism, Praise, SCOPUS, Web of science, Self-citation
JEL Classification: L1, L11, L7, M11, M12, M1, M54, Q1, O1, O3, Q31, Q32, P24, P42, P29, L17
Accepted Paper Series


Download This Paper

Date posted: April 28, 2013 

Suggested Citation

Fooladi, Masood, Salehi, Hadi, Yunus, Melor Md, Farhadi, Maryam, Aghaei Chadegani, Arezoo, Farhadi, Hadi and Ale Ebrahim, Nader, Does Criticisms Overcome the Praises of Journal Impact Factor? (April 27, 2013). Asian Social Science vol. 9, no. 5, pp. 176-182, April 2013.. Available at SSRN: http://ssrn.com/abstract=2257552

Does Criticisms Overcome the Praises of Journal Impact Factor? by Masood Fooladi, Hadi Salehi, Melor Yunus, Maryam Farhadi, Arezoo Aghaei Chadegani, Hadi Farhadi, Nader Ale Ebrahim :: SSRN
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