SSRN Top Downloads

January 23, 2013, 10:00 am

≫ Next: Project Adjournment for Virtual Teams - Voices on Project Management

≪ Previous: The Secret to Managing Virtual Teams: Overcommunicate, Then Overcommunicate Some More | Working Nowhere

$

0

0

ALL TIME HITS (for all papers in SSRN eLibrary)
TOP 10 Papers for Journal of ERN: Team Theory (Topic)
January 2, 1997 to January 23, 2013

Rank	Downloads	Paper Title
1	830	Virtual Teams: A Literature Review Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha, University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya (UM), University of Malaya (UM), Date posted to database: November 7, 2009 Last Revised: November 7, 2009
2	713	Corporate Sustainability and the Individual: Understanding What Drives Sustainability Professionals as Change Agents Wayne Visser, Andrew Crane, Cambridge University - Programme for Sustainability Leadership, York University - Schulich School of Business, Date posted to database: February 27, 2010 Last Revised: December 14, 2010
3	604	NBA Chemistry: Positive and Negative Synergies in Basketball Allan Maymin, Philip Maymin, Eugene Shen, AllianceBernstein, NYU Poly - Department of Finance and Risk Engineering , AllianceBernstein, Date posted to database: September 30, 2011 Last Revised: October 9, 2011
4	531	Organizational Citizenship Behavior and the Quantity and Quality of Work Group Performance Philip M. Podsakoff, Michael Ahearne, Scott B. MacKenzie, Indiana University Bloomington - Department of Management, University of Houston - C.T. Bauer College of Business , Kelley School of Business, Date posted to database: April 6, 2010 Last Revised: August 19, 2010
5	486	Compensation and Peer Effects in Competing Sales Teams Tat Y. Chan, Jia Li, Lamar Pierce, Washington University in Saint Louis - John M. Olin Business School, Purdue University - Krannert School of Management, Washington University, Saint Louis - John M. Olin School of Business , Date posted to database: March 25, 2009 Last Revised: January 10, 2012
6	416	Kiva.org: Crowd-Sourced Microfinance and Cooperation in Group Lending Scott E. Hartley, Stanford University, Date posted to database: March 26, 2010 Last Revised: March 26, 2010
7	253	The Role of Social Capital in Virtual Teams and Organisations: Corporate Value Creation Ludmila Striukova, Thierry Rayna, University College London, London Metropolitan Business School, Date posted to database: April 24, 2009 Last Revised: May 4, 2009
8	241	High School Clubs Participation and Earnings Vasilios D. Kosteas, Cleveland State University - Department of Economics, Date posted to database: January 27, 2010 Last Revised: March 24, 2010
9	240	Red Cards: Not Such Bad News For Penalized Guest Teams Mario Mechtel, Tobias Brändle, Agnes Bäker, Karin Vetter, University of Trier - Institute of Labour Law and Industrial Relations in the European Community, University of Tuebingen, University of Tuebingen, University of Tuebingen, Date posted to database: March 25, 2010 Last Revised: March 20, 2012
10	236	Innovation and R&D Activities in Virtual Team Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha, University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya (UM), University of Malaya (UM), Date posted to database: November 7, 2009 Last Revised: November 7, 2009

SSRN Top Downloads

---

Project Adjournment for Virtual Teams - Voices on Project Management

January 23, 2013, 3:43 pm

≫ Next: Virtual Team Leaders: Are You the Life of the Party? | Virtual Team Builder – Blog

≪ Previous: SSRN Top Downloads

$

0

0

Project Adjournment for Virtual Teams

By

Conrado Morlan, PMP, PgMP

 on January 2, 2013 2:44 PM |Permalink | Comments (2) | TrackBacks (0)

While project managers often talk about building a virtual team, they rarely discuss disbanding one. I recently adjourned the virtual team I'd led for the past four years. As a dispersed team, we initially experienced some issues around cultural differences. But we came together eventually and produced the expected results for the organization. When the time came to close the project and disassemble the team, a different kind of challenge arose. 

The first issue I encountered was that some team members didn't want to leave the team. Over the life span of the project, we'd built a strong bond. And there was another layer of complexity as team members' cultural traditions and values informed how they expressed their disappointment.

As I helped the team to reach closure, I discovered the more "face-to-face" time, the better. I tried to reduce the distance that separated us with video conferences. During these meetings, I would explain that team adjournment wasn't a loss, but rather an opportunity to meet new people and take on new tasks. With some team members, an impromptu call before the adjournment meeting worked fine. With others, I scheduled a conference before and after the meeting to ensure they would be okay. 

The second challenge was preparing team members for their next project assignment. During the transition process, it was important to see their reactions, so video conferences were helpful here as well. I also tried to keep the focus on how team members could leverage their experiences in our project for their next assignment. Finally, I introduced some team members to project managers in need of skilled resources. Two of my former team members joined projects this way.

In the end, the team members understood that our strong bond wouldn't end just because the project did. We're always just an e-mail or a phone call away.

As a virtual project manager or team member, what challenges do you face during team adjournment?

Project Adjournment for Virtual Teams - Voices on Project Management

Virtual Team Leaders: Are You the Life of the Party? | Virtual Team Builder – Blog

January 23, 2013, 3:44 pm

≫ Next: 6 Communication Tips for Distributed Agile Teams - Voices on Project Management

≪ Previous: Project Adjournment for Virtual Teams - Voices on Project Management

$

0

0

It shouldn’t be difficult for you to imagine the last party you attended as we come out of the holiday season. Maybe you have a few standout memories of that special occasion: the food might have been delicious, the decorations, beautiful, and you might have found yourself immersed in the most interesting conversation ever with another guest. However, I’m willing to bet that those details would have meant very little without an outstanding host to tie everything together. We all know a great party host creates a safe and interesting environment for their guests and makes everyone’s comfort level their top priority. Actually, when it comes down to it, an effective virtual leader possesses the very same qualities and demonstrates the same behaviours.
When we really think about it, every great party host has a number of personal characteristics that enable them to be the centre of the party, providing everyone with energy, inspiration, and the ability to simply be themselves. He or she is interested in building a relationship with every guest; similarly, an effective virtual team leader builds relationships with the team members. A good party host will ask their guests questions; this is an indicator of politeness and also puts people at ease and makes them feel valued. Your host may ask “How was the drive over?” or “Have you seen any interesting movies lately?” Naturally, a virtual leader is also interested in putting their team members at ease and making them feel valued. In a virtual team situation, this involves keeping the lines of communication open; asking team members questions about the progress of their tasks or whether they need assistance. Open communication also means virtual leaders should reply to questions and issues that are raised by their team members in a timely and clear manner.
An effective party host also has an unmistakable presence at their party; often, this involves achieving a balance between being overly involved with their guests and under involved. An overbearing party host would likely make guests feel uncomfortable and unable to easily mingle with old and new friends. An overbearing virtual manager can also affect their team negatively. For example, a team member might get the sense they are being micromanaged by an overly involved leader or feel as though their leader lacks faith in their skills and ability to perform. These feelings can quickly deplete a team member of motivation.
Leaving the overbearing party host behind, can you imagine if your host was not seen or heard from the entire night? What if they offered each guest a brief hello before disappearing into the shadows and only making an occasional appearance at their own event? No doubt, that would be an awkward gathering. Similarly, a virtual leader should not have an online presence that is so weak that it can barely be felt. Every leader should regularly check in on their team members in order to keep everyone connected and focused on the task at hand and goals of the team as a whole. Keeping people connected is especially important in a virtual environment where remaining engaged is often difficult for the virtual worker who does not have the benefit of working face to face with their co workers and building close, trusting relationships the traditional way. If a virtual team member does not receive a follow up to their questions, they may wonder about the importance of their tasks and possibly put it on the backburner.
According to a research study developed to evaluate virtual team effectiveness, highly rated virtual leaders were described as personable, open and able to create a fun environment. Remind you of a good party host? A virtual manager can establish a fun and open environment for their team members by creating an online space, such as a chat room, where team members can hang out and casually converse. A virtual leader can also declare regular “break times”, “lunch times”, or “game times” where team members are encouraged to be social with one another in the online space. Virtual pizza parties are another good way to inject a sense of fun into a virtual environment. What good party host doesn’t have food for their guests? A virtual leader can arrange for each team member to receive a pizza from their local pizza place at the exact same time; then, the team meets via teleconference and enjoys their pizza together.
In the end, a virtual leader really is the life of the party. Their position as leader gives them a great deal of influence and the ability to inspire, assist, and get great results from motivated team members. As a good party host takes an interest in establishing a relationship with every guest they’ve invited to their party, an effective team leader constantly has the lines of communication open to their team members and makes the effort to establish a fun, exciting environment that allows everyone to thrive.
We would love to hear your thoughts! For more information about how to build an engaged virtual team, email us at info@virtualteambuilders.com.

Virtual Team Leaders: Are You the Life of the Party? | Virtual Team Builder – Blog

6 Communication Tips for Distributed Agile Teams - Voices on Project Management

January 23, 2013, 3:45 pm

≫ Next: Virtual Teams: From Merely Working Together to Truly Collaborating with One Another. ::

≪ Previous: Virtual Team Leaders: Are You the Life of the Party? | Virtual Team Builder – Blog

$

0

0

6 Communication Tips for Distributed Agile Teams

By

Bill Krebs

 on January 11, 2013 10:15 AM |Permalink | Comments (0)

Distributed agile teams have to overcome distance and time to achieve what Alistair Cockburn describes as "osmotic communication" -- tacit knowledge and spontaneous discussion. Speakers at an October 2012 summit on distributed agile teams offered six tips for improving high-bandwidth communication:

1. Make a Time Zone Table. You may know this already, but this tool is a must for finding times for meetings required by your agile process, including daily Scrum meetings, estimating, planning, demos and retrospectives. To create one, use a spreadsheet to list rows of times for potential meetings and corresponding time zones for all members. For example:

Mind the International Date Line and daylight savings time. Then apply your matrix to a range of dates, before or after daylight savings time changes. For example, a December call between New York and India would be at 7:00 a.m. EST/5:30 p.m. India time -- but in June, it is 4:30 p.m. India time. Online date and time tools are useful when putting together this matrix.

Be aware of each location's typical work hours, and make a separate table or calendar of holidays. 

2. Break language barriers. Even when remote team members speak the same language, don't assume smooth communications. For example, some people have heavier accents than others. Language barriers can particularly impact the efficiency of agile teams, which include daily standup meetings. One solution is to assign a spokesperson with better language skills in the team's common language (English, for example). Also, be mindful of cultural metaphors and idioms that may not make sense in other countries. 

3. Increase visibility. Because agile teams use task boards to show stories and associated work, communications can become complicated for distributed teams. To show the many visual elements used in agile -- from notecards on a wall to task boards -- teams need to think beyond web cameras. Try using online tools, which can range from free task boards to full-service applications with analytics and portfolio management. Or opt for spatial collaboration environments such as Terf©. Terf shows cards for each task on the wall in the context of other charts and team members. Online virtual rooms deliver contextual information and a sense of co-presence, where distributed agile teams experience the collaboration they are accustomed to in a face-to-face environment.

4. Improve sound. Agile teams rely on high-bandwidth communication. And clear audio is essential in the frequent meetings necessary in the agile process. So if you are using voiceover IP, avoid wireless for a more stable connection. Little things go a long way in improving sound quality, too. Use a USB headset or ear buds to avoid feedback and echoes from built-in speakers. Consider investing in a better microphone. Some have digital signal processing to reduce noise, some are excellent for large rooms and some have different patterns to accept or reject sound. Finally, provide text chat for backup communication and questions during a long discussion. 

5. Go on the record. Recording audio from conference calls and screens from slide presentations keep team members informed if they cannot attend in real time. This is especially helpful for informing offshore team members in crucial content meetings, such as agile planning. Just beware that without the interactivity, it is harder for people to remain engaged. So with recordings, try to keep it short.

6. Organize by component, not role. Some teams may be tempted to assign people in one location one role. Yet team members on agile teams are encouraged to share roles. So what's the solution? Cross-functional teams by location, working on a subset of your project. This improves communication between locals, reducing overhead.

What communication challenges and solutions have you experienced for your distributed teams?

Go beyond communication tips -- find out how to apply measures and metrics of agile techniques into your projects. PMI members can dig deeper into the topic, with expert tips on the many facets of agile.

6 Communication Tips for Distributed Agile Teams - Voices on Project Management

Virtual Teams: From Merely Working Together to Truly Collaborating with One Another. ::

January 23, 2013, 3:46 pm

≫ Next: How to Run a Great 'Bad Virtual Meeting' - TMA World

≪ Previous: 6 Communication Tips for Distributed Agile Teams - Voices on Project Management

$

0

0

Virtual Teams: From Merely Working Together to Truly Collaborating with One Another.

1

Posted by Sebastian Reiche | Posted on Jan 17, 2013

Category : Cases, Comments and Current Trends

Tags: cultural diversity, distant leadership, global leadership, global organizations, virtual teams

‘It’s like monopoly on a global scale, with people, factories, offices, and ideas, crisscrossing the world to get the job done in time and on budget’.
In my opinion, this metaphor that a recent CNN article mentioned serves as a fitting description for today’s globally dispersed business environment, and as a great introduction for a blog post on global virtual teams.
As global businesses adjust to these ‘monopoly’ settings, managing global virtual teams quickly becomes the norm. Although they are very attractive cost wise, and may also help to save time , managing global virtual teams effectively is still a challenge. There is limited face-to-face interaction, work occurs across different time zones, and collaboration involves different cultural and language backgrounds – all of which make virtual teamwork and virtual leadership quite a difficult task. This is probably one reason for why entering ‘virtual team’ into any Internet search engine results in a sheer endless number of publications with ‘to do’ and ‘top tips’ lists in their headings. And although the majority of recommendations for managing traditional teams would also serve well for virtual teams (e.g. specify roles, create a common meaningful goal, value all team members), the differences should be evident.
Lacking face-to-face interaction makes virtual teams much more vulnerable to ‘merely working together’ instead of truly collaborating with one another. What happens naturally in groups who see each other daily should be deliberately fostered in remote virtual groups. In this context, a relevant HBR blog article suggests that global team leaders must deliberately create ‘moments’. Drawing from her own practical experience the author Tsedal Neeley argues that there are four types of these ‘moments’, that may help increase cohesion and performance of globally-dispersed teams.

Social interaction as a key to community feelings in virtual teams
First of all, Neeley proposes to structure ‘unstructured’ time. In other words.

• Deliberately creating opportunities for employees’ social non-work interaction, which happens so rarely in virtual teams.

Indeed, virtual co-workers do not have the ‘kitchen corner’ where chitchats normally take place and employees relax and bond with each other. However, such unofficial bonding is part of team cohesion, which according to social psychologists (e.g. Carron, 1982) comprises not only commitment  to the same goals (task cohesion), but also covers friendships and affiliations (social cohesion). Practically speaking, such deliberate chat can be initiated by a common daily life matter or question, which is brought up ‘by chance’ (e.g. choosing a new personal computer brand).
As an alternative to chats during virtual meetings, social media can be used as another ‘group-feel’ remedy common in our times. Several companies implement virtual communication platforms – blogs, wikis, social networks – which can be used by employees for both personal and work-related communication, thus creating feelings of participating in a community. Indeed, it can be argued that social media can help create a culture, a glue that holds an organization together, not only in traditional, but also in virtual work environments.

Diversity of virtual team members should serve as a benefit 
Arguably, virtual meetings can be less productive because the lack of certain characteristics of face-to-face conversations (e.g. non-verbal communication) may create a less engaging environment, in which participants are less likely to fully contribute to the process. In a way, it is easier to express a different opinion during a ‘heated’ discussion with all the participants in the same meeting room, and also easier to hold back an opinion when involved only distantly. Moreover, the cultural differences in global virtual teams may also add up to the ‘humility’ of personal opinions. Therefore, the HBR blog article suggests creating moments of disagreement.

• Moments of disagreement should be deliberately created and emphasized, encouraging team members to express themselves openly and value the diversity of opinions.

However, disagreements may be productive only if the diversity of opinions and differences in backgrounds of colleagues are valued. To accomplish that, positive differences should be stressed.

• Create moments of ‘good differences’

Differences are one of the main assets of culturally heterogeneous teams as I described in an earlier post. However, rather than creating attitudes of ‘us’ versus ‘them’ and enhancing stereotyping, the emphasized differences should concern personal factors and not cultural categorizations. Individual differences may refer to work experience, training, mindset and personal skills. Practically, this would imply that a group where Joe is a great negotiator, Martha speaks French, Daniel studied marketing and Ted has experience in beverages markets, will be more productive than a group where French employees are better experts in wines, while British team members are reliable to follow regulations and bureaucracy requirements. Hence, individualize, instead of categorize.

Mutual understanding – a requirement in virtual teams

• Finally, global team leaders should create ‘awareness’ moments.

Working side-by-side, as opposed to occasional virtual meetings, allows people to observe not only ‘what’ the colleagues are doing, but also ‘how’, namely the context of the work environment. Such information allows for better understanding of colleagues’ attitudes, behaviors, and motivations. Unfortunately, all that is missing in virtual reality, where such basic things as time zones and documentation handling can become serious challenges. Therefore, either through some site visits, or extended online interactions, global team leaders should continuously try to enhance mutual understanding, and hence foster communication and trust.

Further reading:
Carron, A.V. (1982). Cohesiveness in sport groups: Interpretations and considerations. Journal of Sport Psychology, 4, 123-138.

:: IESE :: Expatriatus» Blog Archive » Virtual Teams: From Merely Working Together to Truly Collaborating with One Another. ::

How to Run a Great 'Bad Virtual Meeting' - TMA World

January 23, 2013, 3:46 pm

≫ Next: Connotea Bookmark

≪ Previous: Virtual Teams: From Merely Working Together to Truly Collaborating with One Another. ::

$

0

0

How to Run a Great 'Bad Virtual Meeting'

• Home
•  > News & Insights
•  > Blog
•  > How to Run a Great 'Bad Virtual Meeting'

Running meetings with remote employees in virtual teams can be a real nuisance because they disrupt the smooth flow of more important work (and fun), taking place face to face in the office.      

 

Here are my top tips and hints to help you run really bad virtual meetings:

• Audio – Always use the speaker phone, particularly in a noisy office so that attendees will sense that you are important, as they hear you working in a busy and vibrant environment.     
• Punctuality - Turn up absolutely on time. Not a minute before or after. Although you might need to load slides into your virtual meeting room for a couple of minutes whilst everyone waits around; it helps people relax. Relationships are important so you can use this time bond with your colleagues by talking about last nights’ football score.  Around the world everyone loves football!   
• Agenda – The great thing about virtual meetings is that participants can’t actually see how unprepared you are. The main thing is to sound confident, as you remember the three most important things you think people should be discussing. If you do this, they’ll think you really do have an agenda!     
• Multi-tasking – Generally people find listening to other people’s opinions for long periods of time a little tedious; particularly when you can’t even see them!   Multi-tasking is a new generation leadership skill so practice it (social learning on the job is the new big thing!) by updating your Facebook page, as soon as you sense what someone is saying. When they finish, just say ‘that’s a really good point you’ve made’ and they’ll feel acknowledged.  
• Surprise Questions – If you are ever caught by a surprise question that you either don’t know the answer to, or you did not realise was actually addressed to YOU, (because you were on FB) just say that you ‘agree with what the last person said’.   Even if you disagree later, you can blame it on a lack of context. Alternatively just make a noise like ’’**£s &*$££sss!...and say ‘Sorry we’ve got a really bad line here, hang up, Google the answer and dial back in. That demonstrates commitment.  
• Screenshare – I generally recommend you avoid using screen share. It’s complicated. No one else knows how to use it either and you don’t want people peeking at unplanned private chat messages about the boss. Screenshares really disrupt the flow of a meeting.       
• Feedback - Remember that when everyone remains quiet as you make your final resonant concluding statements, silence is normally a sign of approval, respect and agreement for what you have said, so you don’t need to waste the peoples time by asking for feedback. Apparently people from some cultures are always silent and won’t say anything anyway, I’ve never had any complaints from them.

I hope this helps you and remember that great mantra; ‘think global ...but act local! If you have any other bad advice or habits please email me at spritchard@tmaworld.com and we’ll set up a virtual meeting :)

 

How to Run a Great 'Bad Virtual Meeting' - TMA World

Connotea Bookmark

January 23, 2013, 3:50 pm

≫ Next: Dr. Nader Ale Ebrahim - Google Scholar Citations

≪ Previous: How to Run a Great 'Bad Virtual Meeting' - TMA World

$

0

0

CiteSeerX— Critical factors for new product developments in SMEs virtual team

CiteSeerX— Target ISI Journals: “HOW TO WRITE/PUBLISH ISI PAPERS”

CiteSeerX— Virtual Teams: A New Opportunity to Develop a Business

CiteSeerX— Innovation and R&D Activities in Virtual Team

CiteSeerX— New Product Development in Virtual Environment

CiteSeerX— Virtual Teams: a Literature Review

CiteSeerX— R&D Networking and value Creation in SMEs

Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs

SMEs; Virtual research and development (R&D) teams and new product development: A literature review

New Product Development in Virtual Environment

Virtual R&D Teams and SMEs Growth: A Comparative Study between Iranian and Malaysian SMEs

Nader Ale Ebrahim | "Virtual Teams: A New Opportunity to Develop a Busi" and other papers

The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs by Nader Ale Ebrahim, Salwa Hanim Abdul Rashid, Shamsuddin Ahmed, Zahari Taha :: SSRN

Determinants of Foreign Direct Investment in Iran: An Empirical Study Using Structural Equation Modelling by Ahmad Jafarnejad, Arash Golnam, Nader Ale Ebrahim :: SSRN

Virtual teams: a literature review

A proposed dynamic model for a lean roadmap

Nature Publishing Group : science journals, jobs, and information

Dr. Nader Ale Ebrahim - Google Scholar Citations

January 26, 2013, 1:40 am

≫ Next: DBLP: Nader Ale Ebrahim

≪ Previous: Connotea Bookmark

$

0

0

Dr. Nader Ale Ebrahim

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

Technology management - Virtual R&D teams - Virtual team - New product development - Small and medium enterprises 

Verified email at siswa.um.edu.my

Homepage

Citation indices   All Since 2008 Citations 257 256 h-index 9 9 i10-index 9 9

Citations to my articles

Select: All, None

Show: 1-99

	Title / Author	Cited by		Year
	Virtual R&D teams in small and medium enterprises: A literature review N Ale Ebrahim, S Ahmed, Z Taha Scientific Research and Essays 4 (13), 1575-1590	50		2009
	Virtual teams: A literature review N Ale Ebrahim, S Ahmed, Z Taha	43		2009
	Virtual Teams for New Product Development–An Innovative Experience for R&D Engineers NA Ebrahim, S Ahmed, Z Taha European Journal of Educational Studies 1 (3), 109-123	17	∗	2009
	Critical factors for new product developments in SMEs virtual team N Ale Ebrahim, S Ahmed, Z Taha African Journal of Business Management 4 (11), 2247-2257	15		2010
	Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs N Ale Ebrahim, S Ahmed, Z Taha African Journal of Business Management 4 (11), 2368-2379	14		2010
	Innovation and R&D activities in virtual team N Ale Ebrahim, S Ahmed, Z Taha	13		2009
	The effectiveness of virtual R&D Teams in SMEs: experiences of Malaysian SMEs N Ale Ebrahim, A Rashid, S Hanim, S Ahmed, Z Taha Industrial Engineering and Management Systems 10 (2), 109-114	11	∗	2011
	SMEs; Virtual research and development (R&D) teams and new product development: A literature review NA Ebrahim, S Ahmed, Z Taha International Journal of the Physical Sciences 5 (7), 916-930	11		2010
	Modified stage-gate: A conceptual model of virtual product development process N Ale Ebrahim, S Ahmed, Z Taha African Journal of Marketing Management 1 (9), 211-219	11		2009
	Virtual R&D teams: innovation and technology facilitator N Ale Ebrahim, S Ahmed, Z Taha	5		2009
	Innovation Process is Facilitated in Virtual Environment of R&D Teams MA Shafia, N Ale Ebrahim, S Ahmed, Z Taha	5		2009
	SMEs and virtual R&D teams: A motive channel for relationship between SMEs NA Ebrahim, S Ahmed, Z Taha Technical Postgraduates (TECHPOS), 2009 International Conference for, 1-7	4		2009
	A conceptual model of virtual product development process N Ale Ebrahim, S Ahmed, Z Taha	4		2009
	Virtual environments innovation and R&D activities: management challenges N Ale Ebrahim, S Ahmed, Z Taha	4		2008
	Dealing with virtual R&D teams in new product development N Ale Ebrahim, S Ahmed, Z Taha	4		2008
	Research Tools Box N Ale Ebrahim Research Tools in Education Series 1 (2), 1-272	3		2012
	An Effective Literature Review Procedure N Ale Ebrahim Research Tools in Education Series 1 (2), 1-109	3		2012
	Collaboration Tools for Education-" Learn and teach online” N Ale Ebrahim	3		2011
	How to Conduct a Literature Review N Ale Ebrahim	3		2011
	Target ISI Journals-HOW TO WRITE/PUBLISH ISI PAPERS N Ale Ebrahim Research Tools in Education Series 1 (1), 1-102	3		2010
	Research Tools I & II N Ale Ebrahim Research Tools in Education Series 1 (1), 1-86	3		2010
	Virtual R&D Teams: A potential growth of education-industry collaboration N Ale Ebrahim, S Ahmed, A Rashid, S Hanim, Z Taha	3		2010
	Virtual teams and management challenges N Ale Ebrahim, S Ahmed, Z Taha	3		2009
	The Effective Use of Research Tools Box N Ale Ebrahim Research Tools in Education Series 1 (2), 1-272	3
	Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study NA Ebrahim, S Ahmed, Z Taha IN: 6TH INTERNATIONAL COMMUNICATION & INFORMATION TECHNOLOGY MANAGEMENT ...	2	∗	2010
	Virtual R&D team: Technology Transfer Facilitator N Ale Ebrahim, MA Shafia, H Tahbaz Tavakoli	2		2009
	Concurrent collaboration in research and development N Ale Ebrahim, S Ahmed, Z Taha	2		2008
	Effective virtual teams for new product development N Ale Ebrahim, S Ahmed, A Rashid, S Hanim, Z Taha Scientific Research and Essay 7 (21), 1971-1985	1		2012
	Managing Communication in New Product Development Process: Virtual R&D Teams and Information Technology N Ale Ebrahim, S Ahmed, A Rashid, S Hanim, Z Taha	1		2011
	Virtual collaborative R&D teams in Malaysia manufacturing SMEs N Ale Ebrahim, S Ahmed, A Rashid, S Hanim, Z Taha	1		2011
	Virtual teams: a new opportunity to develop a business N Ale Ebrahim, S Ahmed, A Rashid, S Hanim, Z Taha	1		2010
	Envisages of new product developments in small and medium enterprises through virtual team N Ale Ebrahim, S Ahmed, Z Taha	1		2010
	SMEs: ERP or virtual collaboration teams N Ale Ebrahim, S Ahmed, Z Taha	1		2009
	Virtuality, innovation and R&D activities N Ale Ebrahim, S Ahmed, Z Taha	1		2009
	Virtual teams for NPD–an innovative experience for R&D engineers N Ale Ebrahim, S Ahmed, Z Taha	1		2009
	Consideration of the virtual team work and disabled citizens, as promising opportunity providers for the e-government infrastructure's formation MA Shafia, N Ale Ebrahim, S Ahmed, Z Taha	1		2009
	Virtual R&D Teams for NPD in SMEs: Past, Present and Future Trend N Ale Ebrahim, S Ahmed, Z Taha	1		2008
	Virtual R&D teams: a sustainable infrastructure for promoting SMEs N Ale Ebrahim, S Ahmed, Z Taha	1		2008
	Analysis of Opportunities and Challenges for R&D Management and the Role of the R&D Society for its Improvement–A Case Study in Iran R R Tavakkoli-Moghaddam, N Ale Ebrahim, A Golnam, M Vasei, A Ghazizadeh ...	1		2006
	Research, Development, Production and Performance of heavy duty CNG fleets in Iran N Ale Ebrahim, M Rostamnezhad, A Momeni	1		2005
	Establishing Virtual R&D Teams: Obliged Policy NA Ebrahim, S Ahmed, Z Taha arXiv preprint arXiv:1208.0944			2012
	Models for Component Commonality in Multistage Production MA Wazed, S Ahmed, Y Nukman, N Ale Ebrahim Applied Mechanics and Materials 110, 258-266			2012
	Virtual Teams and e-Entrepreneurship N Ale Ebrahim			2012
	Practical Guide to Write a PhD Thesis N Ale Ebrahim			2012
	An Introduction to The Effective Use of Research Tools Box N Ale Ebrahim			2012
	Approach to Conduct an Effective Literature Review N Ale Ebrahim			2012
	Publication Marketing Tools-“Enhancing Research Visibility and Improving Citations” N Ale Ebrahim			2012
	Nader Ale Ebrahim's List: Nader Ale Ebrahim J Diigo, TA Tour			2012
	Virtual R&D teams definition N Ale Ebrahim Nader Ale Ebrahim's White Papers 1 (1), 1-2			2012
	Technology use in the virtual R&D teams N Ale Ebrahim, S Ahmed, A Rashid, S Hanim, Z Taha American Journal of Engineering and Applied Sciences 5 (1), 9-14			2012
	Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs NA Ebrahim, S Ahmed, SHA Rashid, Z Taha, MA Wazed			2011
	Knowledge Worker Role in the Virtual R&D Teams for New Product Development: A Measurement Model NA Ebrahim, S Ahmed, SHA Rashid, Z Taha			2011
	How to increase h-index;“Advertise and disseminate publications” NA Ebrahim The First Iranian Students Scientific Conference in Malaysia, 1-69			2011
	Publication Marketing Tools NA Ebrahim			2011
	How to increase h-index N Ale Ebrahim			2011
	Work Together... When Apart Challenges and What is Need for Effective Virtual Teams RR Raval, N Ale Ebrahim, S Ahmed, Z Taha Journal of Information, Knowledge and Research in Business Management and ...			2010
	Work together...-When apart challenges and what is need for effective virtual teams N Ale Ebrahim, MRR Raval, S Ahmed, Z Taha GRIN Verlag GmbH			2010
	Managing Research Candidature N Ale Ebrahim			2010
	Research Tools N Ale Ebrahim			2010
	EPD 2010: 3 Minutes Competition-Winner of the second prize of the challenge. N Ale Ebrahim			2010
	Determinants of Foreign Direct Investment in Iran: An Empirical Study Using Structural Equation Modeling A Jafarnejad, A Golnam, N Ale Ebrahim Middle East FORUM 1 (9), 71-85			2009
	Virtual marketing in virtual enterprises N Ale Ebrahim, HA Fattahi, A Golnam			2008
	Demystifying the Legend of Resistance to Change HT Tavakoli, N Ale Ebrahim, A Golnam			2008
	New product development in virtual environment N Ale Ebrahim, S Ahmed, Z Taha			2008
	Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy N Ale Ebrahim, S Ahmed, Z Taha			2008
	تقسيم كار جهاني تحقيق و توسعه بستر توسعه پايدار و سودآور واحدهاي صنعتي ومعدني مهدي كنعاني نادر آل ابراهيم ششمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-16			2007
	دوركاري عاملي تأثيرگذار در جهاني شدن تحقيق و توسعه نادر آل ابراهيم مهدي فدايي , حميده اصفهاني ششمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-15			2007
	Globalization of R&D and Developing Countries A Golnam, N Ale Ebrahim, A Ghazizadeh			2007
	R&D Management in Iran, Opportunities and Threats N Ale Ebrahim, A Ghazizadeh, A Golnam, H Tahbaz Tavakoli			2007
	Analysis of Opportunities and Challenges for R&D Management and the Role of the R&D Society for its Improvement–A Case Study in Iran N Ale Ebrahim, R R Tavakkoli-Moghaddam, A Golnam, M Vasei, A Ghazizadeh The R&D Management Conference, Newby Bridge, Cumbria, UK			2006
	{Knowledge Management in Iran} NA Ebrahim, A Ghazizadeh, A Golnam KNOWLEDGE MANAGEMENT INTERNATIONAL CONFERENCE AND EXHIBITION 2006 (KMICE ...			2006
	مزايا و چالشهاي سرمايه گذاري مخاطره پذير در بنگاههاي خرد و كوچك نوآور مستقر در مراكز رشد مهدي كنعاني نادر آل ابراهيم دومين كنفرانس ملي سرمايه گذاري مخاطره پذير, 1-6			2006
	Knowledge Management in Iran N Ale Ebrahim, A Ghazizadeh, A Golnam			2006
	Heavy Duty Fleet and Transportation in Iran the Past, the Present Condition, the future perspectives and its interaction with Economy N Ale Ebrahim, A Golnam			2006
	نقش واحدهاي تحقيق و توسعه در روند جهاني شدن صنايع امير اخلاصي نادر آل ابراهيم , مرتضي مشايخي پنجمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-15			2005
	نقش مديريت دانش در بنگاه هاي اقتصادي نادر آل ابراهيم مهدي حسن شاهي پنجمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-22			2005
	Applying System Dynamics to Confront Complex Decision Making in R&D Systems: A Knowledge Based Approach A Golnam, N Ale Ebrahim			2005
	Applying System Dynamics to Confront Complex Decision Making in R&D Systems A Golnam, N Ale Ebrahim			2005
	The biggest experience to reduce environmental pollutants by substitute fuel CNG in the Middle East & the Middle Asia A Momeni, M Rostamnezhad, N Ale Ebrahim 9th International Association for Natural Gas Vehicles (IANGV) Conference ...			2004
	سيستم هوشنمد موتور گازسوز نادر آل ابراهيم عبدالرضا نريمان زاده , علي مومني , غلامرضا چهارمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-9			2003
	Three dimensional solution of turbulent fluid flow through the intake manifold of MPFI Engine NAE M. Moeini 4th International Conference of R&D Centers, Tehran, Iran,, 1-10			2003
	حل عددي جريان آشفته سيال در منيفولد ورودي موتور انژكتوري درحالت سه بعدي بصورت دائم و گذرا بروش حجم محدود نادر آل ابراهيم محمود معيني سده چهارمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-10			2003
	بررسي روشهاي توليد انواع مخازن CNG براي استفاده در خودرو نادر آل ابراهيم عبدالرضا تهامي , علي مومني , مجيد لطفي حقيقت چهارمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-14			2003
	بررسي انواع روشهاي ذخيره سازي گاز طبيعي در خودرو نادر آل ابراهيم علي مومني , مازيار رستم نژاد چهارمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-12			2003
	بررسي آلاينده ها و كارائي موتور گازسوز و اثرات زيست محيطي آن نادر آل ابراهيم مازيار رستم نژاد , علي مومني چهارمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-18			2003
	بازار جهاني و صنعت لوازم خانگي ايران جواد نصيري نادر آل ابراهيم سومين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-12			2003
	اتوبوس بين شهري سوپر هايدك بعنوان محصولي جديد از ايران خودرو ديزل همراه با دستاوردهاي نوين طراحي اتوبوس در ايران محمد خضرايي نادر آل ابراهيم , همايون شيرعلي , مصطفي عابدين چهارمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-11			2003
	بررسي فني - اقتصادي و زيست محيطي DME به عنوان سوخت آتي در موتورهاي ديزل نادر آل ابراهيم علي مومني , نازيلا عباس زاده ناصري , امير امام چهارمين همايش مراكز تحقيق و توسعه صنايع و معادن, 1-14			2002
	انتقال حرارت توأم با تقطير بخار آب در مبدلهاي لوله–پرده اي نادر آل ابراهيم, حسين شكوهمند نشريه دانشکده فني 30 (59)			1997
	انتقال حرارت توأم با تقطير بخار آب در مبدلهاي لوله–پره اي H Shokouhmand, NA Ebrahim نشریه دانشکده فنی 1 (59), 69-80			1997
	Heat transfer from humid air to a two-row direct expansion plate finned tube coils (DX) under condensing conditions H Shokouhmand, N Ale Ebrahim, BD Czejdo, II Esat, B Trousse, B Shirazi Proceedings of the 1996 3rd Biennial Joint Conference on Engineering Systems ...			1996
	An Effective Literature Review Procedure NA Ebrahim
	V} irtual {T} eams for {NPD}–an {I} nnovative {E} xperience for {R}{\ &}{D}{E} nginee NA Ebrahim, S Ahmed, Z Taha International Conference on Advances in Mechanical Engineering, 1036-1045
	Technology Use in the Virtual R&D Teams NA Ebrahim, S Ahmed, SHA Rashid, Z Taha
	Virtual R&D Teams Definition Print NA Ebrahim
	Virtual R&D Teams Definition PDF Print E-mail NA Ebrahim
	Joonas' Iyystjarvi. Iero Santtiy and Juha Plosila CC Session, SJ Sartika, SZ Dawal, M Widia, SZM Dawal, SZ Santy, CF Tan, W ...
	R&D Networking and value Creation in SMEs NA Ebrahim, S Ahmed, Z Taha
	Production And Performance Of Heavy Duty CNG NA Ebrahim, M Rostamnezhad, A Momeni

Dr. Nader Ale Ebrahim - Google Scholar Citations

---

DBLP: Nader Ale Ebrahim

January 26, 2013, 1:47 am

≫ Next: Effective Virtual Teams for New Product Development

≪ Previous: Dr. Nader Ale Ebrahim - Google Scholar Citations

$

0

0

Nader Ale Ebrahim

Facets and more with CompleteSearch List of publications from the DBLP Bibliography Server - FAQ
Other views: by type - by year (modern) - classic-C

---

Ask others: ACM DL/Guide - - CSB - MetaPress - Google - Bing - Yahoo

---

Refine by AUTHOR

Shamsuddin Ahmed(5) Zahari Taha(5) Nader Ale Ebrahim(5) Salwa Hanim Abdul Rashid(3) [top 4] [all 5]

Refine by VENUE

CoRR(5)

Refine by YEAR

2012(5)

hide facet boxes

	2012
i5		Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha: Technology Use in the Virtual R&D Teams.CoRR abs/1207.6830 (2012)
i4		Nader Ale Ebrahim, Salwa Hanim Abdul Rashid, Shamsuddin Ahmed, Zahari Taha: The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs.CoRR abs/1207.6832 (2012)
i3		Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha: Establishing Virtual R&D Teams: Obliged Policy.CoRR abs/1208.0944 (2012)
i2		Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha: Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process.CoRR abs/1210.7482 (2012)
i1		Nader Ale Ebrahim, Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha, M. A. Wazed: Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs.CoRR abs/1210.7889 (2012)

Coauthor Index

1	Shamsuddin Ahmed	[i5][i4][i3][i2][i1]
2	Salwa Hanim Abdul Rashid	[i5][i4][i1]
3	Zahari Taha	[i5][i4][i3][i2][i1]
4	M. A. Wazed	[i1]

DBLP: Nader Ale Ebrahim

Effective Virtual Teams for New Product Development

January 26, 2013, 1:49 am

≫ Next: SSRN Technology, Operations Management & Production eJournal

≪ Previous: DBLP: Nader Ale Ebrahim

$

0

0

Effective Virtual Teams for New Product Development

Contents:

• Author info
• Abstract
• Bibliographic info
• Download info
• Related research
• References
• Citations
• Lists
• Statistics
• Corrections

Author Info

• Nader Ale Ebrahim
  (al_e_ebrahim@yahoo.com) (UM - University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya)
• Shamsuddin Ahmed
  (UM - University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya)
• Salwa Hanim Abdul Rashid
  (UM - University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya)
• Zahari Taha
  (UMP - Faculty of Manufacturing Engineering and Management Technology, University Malaysia Pahang - Education)

Registered author(s):

• Nader Ale Ebrahim

Abstract

At present, the existing literature shows that the factors which influence the effectiveness of virtual teams for new product development are still ambiguous. To address this problem, a research design was developed, which includes detailed literature review, preliminary model and field survey. From literature review, the factors which influence the effectiveness of virtual teams are identified and these factors are modified using a field survey. The relationship between knowledge workers (people), process and technology in virtual teams is explored in this study. The results of the study suggest that technology and process are tightly correlated and need to be considered early in virtual teams. The use of software as a service, web solution, report generator and tracking system should be incorporated for effectiveness virtual teams.

Download Info

If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.

File URL: http://hal.archives-ouvertes.fr/docs/00/70/91/09/PDF/Nader_Ale_Ebrahim_et_al_.pdf
Download Restriction: no

Bibliographic Info

Paper provided by HAL in its series Post-Print with number hal-00709109. Download reference. The following formats are available: HTML (with abstract), plain text (with abstract), BibTeX, RIS (EndNote, RefMan, ProCite), ReDIF
Length:
Date of creation: 07 Jun 2012
Date of revision:
Publication status: Published, Scientific Research and Essay, 2012, 7, 21, 1971-1985
Handle: RePEc:hal:journl:hal-00709109
Note: View the original document on HAL open archive server: http://hal.archives-ouvertes.fr/hal-00709109
Contact details of provider:
Web page: http://hal.archives-ouvertes.fr/

For corrections or technical questions regarding this item, or to correct its listing, contact: hal@ccsd.cnrs.fr (CCSD).

Related research

Keywords: Virtual teams; collaboration; questionnaires; communication; information; integration; performance; success; cross-functional teams; product development.; Other versions of this item:

• Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Effective virtual teams for new product development," MPRA Paper 39510, University Library of Munich, Germany, revised 29 Mar 2012.

Find related papers by JEL classification:

• L6 - Industrial Organization - - Industry Studies: Manufacturing
• O32 - Economic Development, Technological Change, and Growth - - Technological Change; Research and Development; Intellectual Property Rights - - - Management of Technological Innovation and R&D
• O14 - Economic Development, Technological Change, and Growth - - Economic Development - - - Industrialization; Manufacturing and Service Industries; Choice of Technology
• L7 - Industrial Organization - - Industry Studies: Primary Products and Construction
• Q5 - Agricultural and Natural Resource Economics; Environmental and Ecological Economics - - Environmental Economics
• P42 - Economic Systems - - Other Economic Systems - - - Productive Enterprises; Factor and Product Markets; Prices
• P23 - Economic Systems - - Socialist Systems and Transition Economies - - - Factor and Product Markets; Industry Studies; Population

This paper has been announced in the following NEP Reports:

• NEP-ALL-2012-06-25 (All new papers)
• NEP-SEA-2012-06-25 (South East Asia)

References

References listed on IDEAS
Please report citation or reference errors to Jose.Barrueco@uv.es, or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:

1. Nader Ale Ebrahim & Shamsuddin Ahmed & Zahari Taha, 2009. "Virtual R & D teams in small and medium enterprises: A literature review," Post-Print hal-00593358, HAL.
   
   • Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Virtual R & D teams in small and medium enterprises: A literature review," MPRA Paper 27045, University Library of Munich, Germany, revised Oct 2009.
2. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Virtual Teams for New Product Development – An Innovative Experience for R&D Engineers," MPRA Paper 27034, University Library of Munich, Germany, revised Jul 2009.
   
   • Nader Ale Ebrahim & Shamsuddin Ahmed & Zahari Taha, 2009. "Virtual Teams for New Product Development: An Innovative Experience for R&D Engineers," Post-Print hal-00593361, HAL.
3. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Modified stage-gate: A conceptual model of virtual product development process," MPRA Paper 27043, University Library of Munich, Germany, revised Nov 2009.
   
   • Nader Ale Ebrahim & Shamsuddin Ahmed & Zahari Taha, 2009. "Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process," Post-Print hal-00593359, HAL.
4. Nader Ale Ebrahim & Shamsuddin Ahmed & Zahari Taha, 2009. "Virtual Teams: a Literature Review," Post-Print hal-00593357, HAL.
   
   • Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Virtual teams: A literature review
     [Virtual Teams: A Literature Review]," MPRA Paper 27001, University Library of Munich, Germany, revised Jan 2009.
5. Lee Cronbach, 1951. "Coefficient alpha and the internal structure of tests," Psychometrika, Springer, vol. 16(3), pages 297-334, September.
6. Nader Ale Ebrahim & Shamsuddin Ahmed & Zahari Taha, 2010. "Critical Factors for New Product Developments in SMEs Virtual Team," Post-Print hal-00593363, HAL.
   
   • Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2010. "Critical factors for new product developments in SMEs virtual team," MPRA Paper 26936, University Library of Munich, Germany, revised 15 Jul 2010.

Full references (including those not matched with items on IDEAS)

Citations

Lists

This item is not listed on Wikipedia, on a reading list or among the top items on IDEAS.

Statistics

Access and download statistics

Corrections

When requesting a correction, please mention this item's handle: RePEc:hal:journl:hal-00709109 For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: hal@ccsd.cnrs.fr (CCSD).
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.

Effective Virtual Teams for New Product Development

SSRN Technology, Operations Management & Production eJournal

January 26, 2013, 9:17 am

≫ Next: Scopus preview - Scopus - Document details

≪ Previous: Effective Virtual Teams for New Product Development

$

0

0

Goodbye Pareto Principle, Hello Long Tail: The Effect of Search Costs on the Concentration of Product Sales
Management Science, Forthcoming
Erik Brynjolfsson , Yu Jeffrey Hu and Duncan Simester
Massachusetts Institute of Technology (MIT) - Sloan School of Management , Purdue University - Krannert School of Management and Massachusetts Institute of Technology (MIT) - Sloan School of Management
Date Posted: December 26, 2006
Last Revised: April 05, 2011
Accepted Paper Series
6502 downloads

Integrity: Where Leadership Begins - A New Model of Integrity (PDF File of PowerPoint Slides)
Barbados Group Working Paper No. 07-03, Harvard NOM Working Paper No. 07-03
Werner Erhard , Michael C. Jensen and Steve Zaffron
Independent , Harvard Business School and Landmark Education LLC
Date Posted: May 11, 2007
Last Revised: December 11, 2012
Working Paper Series
6502 downloads

Perspectives in Supply Chain Risk Management: A Review
Christopher S. Tang
UCLA Anderson School
Date Posted: August 20, 2006
Working Paper Series
1620 downloads

Quality Management and Job Quality: How the ISO 9001 Standard for Quality Management Systems Affects Employees and Employers
Harvard Business School Technology & Operations Mgt. Unit Research Paper No. 09-018, Management Science, Forthcoming
David I. Levine and Michael W. Toffel
University of California, Berkeley - Economic Analysis & Policy Group and Harvard Business School (HBS) - Technology & Operations Management Unit
Date Posted: August 20, 2008
Last Revised: January 23, 2010
Working Paper Series
1496 downloads

Productivity Effects of Information Diffusion in Networks
Sinan Aral , Erik Brynjolfsson and Marshall W. Van Alstyne
New York University (NYU) - Leonard N. Stern School of Business , Massachusetts Institute of Technology (MIT) - Sloan School of Management and Boston University - Department of Management Information Systems
Date Posted: May 21, 2007
Working Paper Series
1488 downloads

Supply Chain Competency: Learning as a Key Component
Darden Business School Working Paper No. 01-16
Robert E. Spekman, Joseph Spear and John Kamauff
University of Virginia (UVA) - Darden School of Business , University of Richmond and PricewaterhouseCoopers LLP - Arlington Office
Date Posted: September 06, 2001
Working Paper Series
1117 downloads

Supply Chain Management: An Opportunity For Metaheuristics
UPF Economics and Business Working Paper No. 538
Helena Ramalhinho Dias Lourenço
Universitat Pompeu
Date Posted: June 29, 2001
Working Paper Series
993 downloads

The Impact of Service Operations Failures on Customer Satisfaction: Evidence on How Failures and Their Source Affect What Matters to Customers
Shannon W. Anderson , Scott Baggett andSally K. Widener
University of California, Davis , Rice University and Rice University - Jesse H. Jones Graduate School of Business
Date Posted: April 02, 2007
Working Paper Series
936 downloads

Accountants, from Tradition to Transition: The Impact of Enterprise Resource Planning Systems
DIR, Research Division SDA BOCCONI Working Paper No. 02-67
Ariela Caglio
Bocconi University - Department of Accounting
Date Posted: February 24, 2002
Working Paper Series
870 downloads

Virtual Teams: A Literature Review

Australian Journal of Basic and Applied Sciences, Vol. 3, No. 3, pp. 2653-2669, 2009
Nader Ale Ebrahim , Shamsuddin Ahmed andZahari Taha
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering , University of Malaya (UM) and University of Malaya (UM)
Date Posted: November 07, 2009
Accepted Paper Series
837 downloads
SSRN Technology, Operations Management & Production eJournal

Scopus preview - Scopus - Document details

January 27, 2013, 4:20 am

≫ Next: TOP 10 Papers for Journal of Technology, Operations Management & Production eJournal | Nader Ale Ebrahim | Official Website

≪ Previous: SSRN Technology, Operations Management & Production eJournal

$

0

0

Volume 433-440, 2012, Pages 1653-1659

2011 International Conference on Material Science and Information Technology, MSIT2011;Singapore;16 September 2011through18 September 2011;Code88150

Virtual collaborative R&D teams in Malaysia manufacturing SMEs 

Ebrahim, N.A.^a , Ahmed, S.^a, Rashid, S.H.A.^a, Wazed, M.A.^a, Taha, Z.^b 

^a  Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya, Kuala Lumpur, Malaysia
^b  Faculty of Manufacturing Engineering and Management Technology, University Malaysia Pahang, 26300 Gambang, Pahang, Malaysia

View references

Abstract

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). The specific objective of the study is better understanding of the application of collaborative technologies in business, to find the effective factors to assist SMEs to remain competitive in the future. The paper stresses to find an answer for a question "Is there any relationship between company size, Internet connection facility and virtuality?". The survey data shows SMEs are now technologically capable of performing the virtual collaborative team, but the infrastructure usage is less. SMEs now have the necessary technology to begin the implementation process of collaboration tools to reduce research and development (R&D) time, costs and increase productivity. So, themanager of R&D should take the potentials of virtual teams into account. © (2012) Trans Tech Publications, Switzerland.

Author keywords

Collaborative tools; Questionnaires; Small and medium enterprises; Virtual teams

Indexed Keywords

Collaboration Tool; Collaborative teams; Collaborative technologies; Collaborative tools; Company size; Effective factors; Empirical research; Implementation process; Internet connection; Malaysia; Malaysians; Questionnaires; Research and development; Small and medium enterprise; Small and medium-sized enterprise; Survey data; Virtual research; Virtual team

Engineering controlled terms: Industrial research; Information technology; Internet; Management; Manufacture; Materials science; Surveys

Engineering main heading: Industry

ISSN: 10226680ISBN: 978-303785319-1Source Type: Book seriesOriginal language: English

DOI: 10.4028/www.scientific.net/AMR.433-440.1653Document Type: Conference Paper

Sponsors: Singapore Institute of Electronics

  Ebrahim, N.A.; Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya, Kuala Lumpur, Malaysia;
© Copyright 2012 Elsevier B.V., All rights reserved.

Scopus preview - Scopus - Document details

TOP 10 Papers for Journal of Technology, Operations Management & Production eJournal | Nader Ale Ebrahim | Official Website

January 27, 2013, 9:25 pm

≫ Next: The LearningHub Asia’s Workshop on Research Tools and Effective Research Methods | Nader Ale Ebrahim | Official Website

≪ Previous: Scopus preview - Scopus - Document details

$

0

0

 "Virtual Teams: A Literature Review" listed in TOP 10 Papers for Journal of Technology, Operations Management & Production eJournal
January 2, 1997 to January 27, 2013

Rank	Downloads	Paper Title
1	6505	Goodbye Pareto Principle, Hello Long Tail: The Effect of Search Costs on the Concentration of Product Sales Erik Brynjolfsson, Yu Jeffrey Hu, Duncan Simester, Massachusetts Institute of Technology (MIT) - Sloan School of Management, Purdue University - Krannert School of Management, Massachusetts Institute of Technology (MIT) - Sloan School of Management , Date posted to database: December 26, 2006 Last Revised: April 5, 2011
2	6503	Integrity: Where Leadership Begins - A New Model of Integrity (PDF File of PowerPoint Slides) Werner Erhard, Michael C. Jensen, Steve Zaffron, Unaffiliated Authors - Independent, Harvard Business School, Landmark Education LLC, Date posted to database: May 11, 2007 Last Revised: December 11, 2012
3	1620	Perspectives in Supply Chain Risk Management: A Review Christopher S. Tang, UCLA Anderson School, Date posted to database: August 20, 2006 Last Revised: August 20, 2006
4	1496	Quality Management and Job Quality: How the ISO 9001 Standard for Quality Management Systems Affects Employees and Employers David I. Levine, Michael W. Toffel, University of California, Berkeley - Economic Analysis & Policy Group, Harvard Business School (HBS) - Technology & Operations Management Unit , Date posted to database: August 20, 2008 Last Revised: January 23, 2010
5	1488	Productivity Effects of Information Diffusion in Networks Sinan Aral, Erik Brynjolfsson, Marshall W. Van Alstyne, New York University (NYU) - Leonard N. Stern School of Business, Massachusetts Institute of Technology (MIT) - Sloan School of Management, Boston University - Department of Management Information Systems, Date posted to database: May 21, 2007 Last Revised: July 29, 2012
6	1117	Supply Chain Competency: Learning as a Key Component Robert E. Spekman, Joseph Spear, John Kamauff, University of Virginia (UVA) - Darden School of Business, University of Richmond, PricewaterhouseCoopers LLP - Arlington Office, Date posted to database: September 6, 2001 Last Revised: September 24, 2001
7	993	Supply Chain Management: An Opportunity For Metaheuristics Helena Ramalhinho Dias Lourenço, Universitat Pompeu, Date posted to database: June 29, 2001 Last Revised: December 22, 2001
8	937	The Impact of Service Operations Failures on Customer Satisfaction: Evidence on How Failures and Their Source Affect What Matters to Customers Shannon W. Anderson, Scott Baggett, Sally K. Widener, University of California, Davis, Rice University, Rice University - Jesse H. Jones Graduate School of Business, Date posted to database: April 2, 2007 Last Revised: April 2, 2007
9	870	Accountants, from Tradition to Transition: The Impact of Enterprise Resource Planning Systems Ariela Caglio, Ariela Caglio, Bocconi University - SDA Bocconi School of Management, Bocconi University - Department of Accounting, Date posted to database: February 24, 2002 Last Revised: May 10, 2008
10	838	Virtual Teams: A Literature Review Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha, University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya (UM), University of Malaya (UM), Date posted to database: November 7, 2009 Last Revised: November 7, 2009

Attachments:

File	Description	File size
Virtual Teams A Literature Review	The study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams.

TOP 10 Papers for Journal of Technology, Operations Management & Production eJournal | Nader Ale Ebrahim | Official Website

The LearningHub Asia’s Workshop on Research Tools and Effective Research Methods | Nader Ale Ebrahim | Official Website

January 30, 2013, 7:36 am

≫ Next: Master thesis: Managing Virtual Teams - By: Antonio Čale

≪ Previous: TOP 10 Papers for Journal of Technology, Operations Management & Production eJournal | Nader Ale Ebrahim | Official Website

$

0

0

The LearningHub Asia’s Workshop on Research Tools and Effective Research Methods

A really useful workshop for students at all levels. It covers everything you need to cover your class assignments, term projects and how you can publish your articles in international journals.   - Learn how to easily write your assignments! - Learn how to take care of your Final Project! - Publish your articles in ISI Journal or other famous journals! - Literature Review, References, Citation, not a problem anymore!   Saturday, February 2 10:00 am – 5:00 pm [Important] You must REGISTER ONLINE to attend the workshop     Register Online Now: Step 1) Deposit the Workshop fee to below account number. Step 2) Fill out the Registration form (http://goo.gl/0upEs) Step 3) Enter the (Payment Reference Number) in the required field and complete your registration. - Account Owner: LN LearningHub Sdn. Bhd. - Account Number: 3171753933 - Bank: Public Bank NOTE:  -  Lunch and Refreshments will be provided. -  Participants will be awarded with a Certificate of Attendance by LearningHub Asia. For any questions, please call (03- 2092 9256)   Find us on Facebook: http://www.facebook.com/LearningHubAsia

The LearningHub Asia’s Workshop on Research Tools and Effective Research Methods | Nader Ale Ebrahim | Official Website

Master thesis: Managing Virtual Teams - By: Antonio Čale

January 30, 2013, 7:57 am

≫ Next: Virtual Teams: a Literature Review

≪ Previous: The LearningHub Asia’s Workshop on Research Tools and Effective Research Methods | Nader Ale Ebrahim | Official Website

$

0

0

Masaryk University
Faculty of Informatics
Master thesis:
Managing Virtual Teams
Bc. Antonio Čale
February 2013

1. INTRODUCTION
Virtual teams are fast becoming a norm when conducting business and managing projects. In the
following chapters the reader will gain knowledge on what a virtual team is, what types of virtual teams
are there and how to manage them using currently available technologies.
Document contains four logical parts. First one contains chapters 2 and 3 which talk about virtual teams’
definition and types. Second part contains chapters 4, 5, 6 and 7 which talk about managers’ role in
virtual teams and how to manage virtual teams. Third part is chapter 8 which describes some of the
current technologies used in managing virtual teams. Tools used for virtual team communication,
collaboration and training. Final part contains results of a survey conducted among virtual team
managers and virtual team member.
Chapters 2 and 3 will help the reader understand the phenomenon of virtual teams. Beginning with
virtual team definitions, description of virtual team members, detailed explanation of types of virtual
teams, virtual team advantages and challenges and giving reasons to why virtual teams fail.
Chapters 4, 5, 6 and 7 are dedicated to explaining the role of virtual team manager.
Chapter 4 explains manager’s position, his responsibilities, what competences he should have and what
do virtual team members want from their manager. Chapter 5 shows how to build effective virtual teams
using Alignment and Maturity models and Xerox’s nine-step model as well as giving tips on useful teambuilding
activities. Chapter 6 shows how to manage virtual teams. Starting with building trust in virtual
teams, ensuring team’s diversity is understood, appreciated and leveraged, explaining how to manage
virtual work-cycle and meetings, monitor teams progress, manage employees who work from home and
those that don’t report directly to you as a manager. Chapter closes with explanation of seven critical
success factors. Chapter 7 explains how to coach virtual team members and how to conduct training of
virtual team members.
Chapter 8 describes currently available technologies for virtual team communication and collaboration.
 2
2. WHAT IS A VIRTUAL TEAM?
There are many definitions on what a virtual team is. For example one might say that a virtual team, also
known as a geographically dispersed team or GDT, is a group of individuals who work across time, space
and organizational boundaries with links strengthened by webs of communication technology. Powell,
Piccoli and Ives define virtual teams in their literature review article "as groups of geographically,
organizationally and/or time dispersed workers brought together by information and telecommunication
technologies to accomplish one or more organizational tasks".[1] Ale Ebrahim, N., Ahmed, S. and Taha, Z.
in their 2009 literature review paper, added two key issues to definition of a virtual team “as small
temporary groups of geographically, organizationally and/ or time dispersed knowledge workers who
coordinate their work predominantly with electronic information and communication technologies in
order to accomplish one or more organization tasks”. [2]
Virtual teams consist of a group of individuals who are able to work together across time, space, and
organizational boundaries with links strengthened by webs of communication technology. Companies
are now able to hire the best of the best, regardless of location. In theory, the members of these teams
complement each other and share common goals as do most any other type of team that we may think
of. They are each committed to a common purpose and while working together, hold each member as
well as themselves accountable for getting the job done. Virtual teams do not simply consist of
individuals working from their homes (“teleworkers”), but rather they are comprised of employees
working at home or in small groups in offices all over the world. With advancements in technology and
the constant outsourcing that companies all over the world are implementing, virtual teams may
eventually be the “norm” in the way we do business.
2.1.Why do we need virtual teams?
With a virtual team, one of the biggest assets an organization and the customers it services can count on
is flexibility. With employees in the U.S., Western Europe, India and China all working on the same
project, a company is actually getting work accomplished twenty four hours a day, not the standard eight
that a more “sheltered” company would experience. They reap a benefit from being located across
different time zones and this adds to their productivity. Because of advances in technology, employees
in a virtual team do not have to deal with hours of travel or daily commutes to take time out of their
working day. The technology that allows a virtual team to exist in turn, is constantly being advanced and
improved upon. This too drives productivity. With the globalization of virtually every industry one can
think of, virtual teams and other methods of making the world of business “smaller” are the way of the
future. Employees demand that their organization as well as themselves be technologically sophisticated,
flexible, globally “savvy,” and highly competitive.

http://is.muni.cz/th/387125/fi_m/387125_Master_Thesis_Antonio_Cale_Managing_Virtual_Teams.txt

http://is.muni.cz/th/387125/fi_m/387125_Master_Thesis_Antonio_Cale_Managing_Virtual_Teams.pdf 

---

Virtual Teams: a Literature Review

January 31, 2013, 3:11 am

≫ Next: Global virtual engineering teams (GVETs): A fertile ground for research in Australian construction projects context

≪ Previous: Master thesis: Managing Virtual Teams - By: Antonio Čale

$

0

0

Virtual Teams: a Literature Review

AUTHOR(S)

Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari

PUB. DATE

July 2009

SOURCE

Australian Journal of Basic & Applied Sciences;2009, Vol. 3 Issue 3, p2653

SOURCE TYPE

Academic Journal

DOC. TYPE

Article

ABSTRACT

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 employees and non-employees by eliminating time and space barriers . Nowadays companies are heavily investing in virtual team to enhance their performance and competitiveness . Despite virtual team growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges the entail. Finally we have identified an dext en d ed 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.

ACCESSION #

45613509

Tags:VIRTUAL work teams;  TEAMS in the workplace;  WORK sharing;  METHODOLOGY;  EMPLOYEES;  INDUSTRIAL organization (Economic theory);  ORGANIZATION;  GLOBALIZATION;  INFORMATION technology

Virtual Teams: a Literature Review - Tags: VIRTUAL work teams TEAMS in the workplace

Global virtual engineering teams (GVETs): A fertile ground for research in Australian construction projects context

February 2, 2013, 6:10 pm

≫ Next: Recent International Journal of Project Management Articles

≪ Previous: Virtual Teams: a Literature Review

$

0

0

International Journal of Project Management

Available online 26 January 2013

In Press, Corrected Proof— Note to users

Global virtual engineering teams (GVETs): A fertile ground for research in Australian construction projects context

• M. Reza Hosseini,
• Nicholas Chileshe^,

• University of South Australia, Adelaide, South Australia, Australia

• http://dx.doi.org/10.1016/j.ijproman.2013.01.001, How to Cite or Link Using DOI

• 
  

View full text

Purchase $31.50

---

Abstract

Implementation of global virtual engineering teams (GVETs) commenced since at least two decades ago, but construction has been behind other industries in terms of harnessing this new paradigm. Nevertheless, GVETs are receiving increasing attention within the construction context due to numerous potential benefits they can bring about for the projects. On the other hand, the research about GVETs in Australia is still in its embryonic stages. Australian scholars noticeably have paid scant attention to GVETs in comparison to their colleagues in other developed countries. This paper assumes the process of implementation of a GVET as an isolated project. The study then highlights the well-known main areas of necessary knowledge for managing a GVET project within the construction context based on a project lifecycle approach. Recognizing the weaknesses of existing literature, the paper sets out an agenda for further research within Australian construction projects.

Keywords

• Global virtual engineering teams (GVETs);
• Project management;
• Construction industry;
• Australia

ScienceDirect.com - International Journal of Project Management - Global virtual engineering teams (GVETs): A fertile ground for research in Australian construction projects context

Recent International Journal of Project Management Articles

February 2, 2013, 7:16 pm

≫ Next: Emergence and Role of Cultural Boundary Spanners in Global Engineering Project Networks

≪ Previous: Global virtual engineering teams (GVETs): A fertile ground for research in Australian construction projects context

$

0

0

Recent International Journal of Project Management Articles

Recently published articles from International Journal of Project Management.

The impact of a delivery project's business model in a project-based firm

February 2013
Sanna Mutka | Pertti Aaltonen
Abstract: If projects are independent business organizations having goals of their own instead of being direct subordinates to the parent firm, then project-level goals might contradict those of the parent firm. This raises an empirical question on the impact of delivery projects in a project-based firm. We use the business model concept to study the mechanisms of generating revenues in five delivery projects in a case firm from the mining and metallurgical industry. Our findings suggest that although project-level business models are often derived top–down from firm-level business models, projects also create autonomous business models that have a bottom–up effect on the firm by shaping the existing business models or creating completely new ones. These results strengthen the understanding of the dynamic relations between a project-based firm and its delivery projects.

Use of services to support the business of a project-based firm

February 2013
Jaakko Kujala | Tuomas Ahola | Satu Huikuri
Abstract: Project-based firms that have traditionally focused on product-centric project deliveries as their core business are increasingly complementing their deliveries with different types of service offerings to create customer specific solutions. Such deliveries frequently encompass the design and delivery of a fully operational system with additional components such as maintenance and optimization of system during its life cycle. From the perspective of customer value, solution deliveries can be divided in to three elements: core project delivery, facilitating service products that are mandatory for use of the core project delivery and supporting service products that create additional value for the customer. In this paper we aim to increase the understanding on the impact of the addition of different types of services such as consultation, conceptual design, feasibility studies, training, maintenance, operation support, and production optimization may have on the business of a project-based firm. We analyze their contribution from five distinct perspectives: strategic, marketing and sales, project implementation, learning and innovation and financial. We carried out an empirical multi-case study within three large-sized project-based firms representing different industries. The results indicate that services play a versatile role in supporting the business of project-based firms — a role which goes beyond simply ensuring the short term profitability of the firm. Furthermore, delivering a specific service, such as consultation or process optimization, may often contribute favorably to more than one of the five perspectives analyzed in this study.

Coordinating temporary organizations in international development through social and temporal embeddedness

February 2013
Colin Pilbeam
Abstract: Programs of international development utilize groups of individuals, or temporary organizations, to provide specialist knowledge inputs at key stages in an aid program. Despite their significant role nothing is known about the coordination of the activities of these groups. Using four case studies of temporary organizations created to provide inputs to aid programs in the WATSAN sector, this study inductively derives a 4-stage, 10-step process model of coordination of activities in this context. It is argued that the model of coordination is based on mechanisms of temporal and social embeddedness, such that there is a shared understanding amongst members of the required sequence of activities.

Relational competence in complex temporary organizations: The case of a French hospital construction project network

February 2013
Bertrand Pauget | Andreas Wald
Abstract: Large and complex project networks are characterized by the collaboration of heterogeneous organizations and individuals. In addition to project management techniques and complementary skills, relational competence, i.e. the ability to actively create and develop collaborative relationships is an essential asset for managing project networks. Networks represent structured role systems which may be a substitute for stable organizational structures and routines. This study investigates relational competence in the network of a large construction project of a French hospital. Based on network data and qualitative interviews, we compare the formal roles and positions of actors in the network to their actual roles and positions and analyze how relational competence promotes the coordination of project work. We find several actors whose network position and relational competence correspond to the formal organization and several actors with a mismatch between the formal organization and the actual role and position. In the latter cases, other network members step in and contribute to an effective coordination. The concept of relational competence in combination with network analysis contributes to a better understanding of the functioning of project networks. In particular, it reveals dysfunctions in the project network and allows for identifying the reasons for failure.

National culture differences in project management: Comparing British and Arab project managers' perceptions of different planning areas

February 2013
Kelly Rees-Caldwell | Ashly H. Pinnington
Abstract: The influence of National Culture (NC) on Project Management (PM) and specifically project planning is not well understood. We report the results of an empirical study of British and Arab project managers in the United Arab Emirates (UAE). A structured survey method was used to investigate NC and the integrity of Planning processes. Differences between the Arab and British attitudes and perceptions of planning were analysed using Mann–Whitney U tests and Independent t-tests. Ratings in Scope, Time planning, Innovation/Technology, Integration, and Communication variables significantly differed between both groups, with the Arab group rating Communication higher and the British group rating the remaining variables higher. Hypothesised relationships on NC differences were supported for Scope, Time planning, Integration and Innovation/Technology. Since they rated the integrity of planning practices differently we conclude that NC influences the way a project manager understands the planning stage of the project.

The interplay between leadership and organizational culture in the Turkish construction sector

February 2013
Heyecan Giritli | Ela Öney-Yazıcı | Gülfer Topçu-Oraz | Emrah Acar
Abstract: Organizational culture and leadership are purported to be deeply integrated and intertwined within an organization. Although there is a substantial amount of research demonstrating the importance of the interplay of culture and leadership, there exist few empirical examinations of the nature of this link. To examine this link, based on Cameron and Quinn's Organizational Culture Assessment Instrument and Hofstede's Values Survey Module, a questionnaire survey was conducted. The sample consists of 499 managerial personnel out of 107 contracting firms. With the aim of achieving a better understanding of how leadership style is influenced by organizational culture, Multinomial Logistic Regression was used. The findings demonstrate that managers in the contracting companies with different cultural characteristics tend to adopt different leadership styles to lead their employees to succeed in their business. Information contained in this paper will feed into country-specific understanding of leadership and organizational culture within the construction industry.

Learning in project-based organizations: The role of project teams' social capital for overcoming barriers to learning

February 2013
Vera Bartsch | Mark Ebers | Indre Maurer
Abstract: It is a major challenge for project-based organizations to learn across project boundaries by making project-level knowledge available to the organization as a whole. This study argues that project teams' social capital is conducive to overcoming barriers to learning in project-based organizations. Based on a large-scale analysis of engineering projects in Germany, the study shows that project teams' social capital, i.e. the intra-organizational social ties of project teams with their colleagues outside the project, compensates for project teams' lack of opportunity, motivation, and ability to make project-learnings available to the organization as a whole. By contributing to overcoming barriers to learning in project-based organizations, social capital represents an important driver of organizational learning about market conditions, products and technologies as well as project management.

Knowledge contribution in information system development teams: An empirical research from a social cognitive perspective

February 2013
Kuo-chung Chang | Hung-Wei Yen | Chih-Ching Chiang | Neeraj Parolia
Abstract: The extent of knowledge contribution is the key to the success of system development projects. Knowledge contribution refers to the knowledge that is provided to increase a team's efficiency and achieve its goal. This study proposes a research model exploring factors that influence the extent of knowledge contribution from a social cognitive perspective. These factors include the team relationship commitment, team relationship norms, and awareness of expertise location. Additionally, this study argues that a team's awareness of expertise location mediates the effects of affective commitment and relationship norms on knowledge contribution. The result shows that the awareness of expertise location plays a crucial mediating role in the relationships between the two socially prescribed motivations and knowledge contribution. Moreover, team relationship commitment has an important impact on team established relational norms.

A project sponsor's impact on practice-based learning within projects

February 2013
Andrew J. Sense
Abstract: Drawing on a longitudinal action research case study analysis of project-based learning, this paper seeks to advance a deeper understanding of a project sponsor's impact on practice-based learning activity within a project. It represents a first case examination of the interface between a sponsor and practice-based learning phenomenon within projects. The reported findings argue for the project sponsor role to be acknowledged as dynamic and interactive and a dramatic influence on project practice-based learning. It also implies that a sponsor confronts some significant dilemmas in successfully stewarding such learning. Moreover, through such endeavour, the sponsor may also become an agent for organizational learning. The findings generated also encourage further investigations into the nexus between the sponsor and other social phenomenon within projects.

Project management knowledge and skills for green construction: Overcoming challenges

February 2013
Bon-Gang Hwang | Wei Jian Ng
Abstract: A competent project manager is vital to project success. While many studies have examined competency of project managers, few have done so in the context of green construction. Therefore, this study aims to identify challenges faced by project managers who execute green construction projects and to determine the critical knowledge areas and skills that are necessary to respond to such challenges. Through literature review, surveys and interviews with project managers, this study will help establish a knowledge base for project managers to be competitive and to effectively execute sustainable projects.

The view of freedom and standardisation among managers in Swedish construction contractor projects

February 2013
Pim Polesie
Abstract: It has been suggested that standardisation improves productivity. Simultaneously, construction contractor project managers are given freedom to run projects as if they were independent firms. If this is a motivating factor for the managers, firms may have to find other ways to improve productivity than to increase standardisation to be able to stimulate their most skilled managers. It could prove important to recognise their need for freedom before they start looking for alternative places of employment.The purpose of this article is to inquire how standardisation may or may not conflict with contractor project managers' sense of freedom.Interviews with 15 contractor project managers from Swedish medium-sized construction contractor enterprises indicate that standardised processes do not necessarily conflict with their sense of freedom and work motivation as long as their ability to overview the production process is preserved.Based on the findings it is argued that standardisation should be implemented and developed with respect from top managers using a bottom-up approach.

Measuring the impact of a major project management educational program: The PMP case in Finmeccanica

February 2013
Tommaso Buganza | Matteo Kalchschmidt | Emilio Bartezzaghi | Davide Amabile
Abstract: This work aims at providing evidence of the impact of project management training programs. The research focuses on the impact of training effectiveness (higher learning) on the project managers' competencies (applied behaviors). Data have been collected within PMP-Project Management Program: a corporate training program developed and delivered through an academic–industrial collaboration between Politecnico di Milano University and the Education and Human Resources Development Department of Finmeccanica SpA. The program started in 2007 and has involved more than 2300 participants worldwide so far. The empirical analyses are based on an extensive survey conducted one year (rolling) after the training activities. The analysis of the relationships among the different variables provides evidence of the positive impact of training effectiveness on project management competencies. Moreover, the results show that two other variables, role-training matching and environment factors, have a strong conjoint effect, significantly increasing the impact of training on the project management competencies.

A comparative study of the measurements of perceived risk among contractors in China

February 2013
Shaokai Lu | Hong Yan
Abstract: Due to the unique character of construction projects, perceived risk is widely used to quantify risks in the construction industry. This study investigates the two main types of measurement of perceived risk used in construction projects: direct measurement and expected utility-based measurement. Project managers from contract firms in China assess 15 independent risks using three different strategies: direct measurement, risk probability and potential impact. The last two are combined to create the expected utility-based measurement. The results show that the risk ranking order obtained from the direct measurement strategy is significantly different from that obtained from the expected utility-based measurement. Moreover, the former measurement is in general a better predictive indicator of relative managerial input than the latter. Based on these conclusions, some suggestions are presented for better risk management and cooperation in the construction industry.

The impact of contractors’ attributes on construction project success: A post construction evaluation

February 2013
Jaman I. Alzahrani | Margaret W. Emsley
Abstract: The success of construction projects is a fundamental issue for most governments, users and communities. In the literature that deals with construction project success and causes of time and cost overruns in the construction industry, there is some literature that highlights the role of the contractors in project success. While most studies rank contractors’ success attribute from tendering, prequalification, and a long term historical perception perspective, this paper aims to study the impact of contractors’ attributes on project success from a post construction evaluation perspective to identify what critical success factors (CSFs) that greatly impact the success of project. In an attempt to understand and investigate this impact, a questionnaire survey is used to establish construction professionals’ perception of CSFs of contractors that greatly impact on the success of construction projects. Factor analysis reveals nine underlying clusters namely :(i) safety and quality; (ii) past performance; (iii) environment; (iv) management and technical aspects; (v) resource; (vi) organisation; (vii) experience; (viii) size/type of pervious projects; and (ix) finance. Logistic regression techniques were used to develop models that predict the probability of project success. Factors such as turnover history, quality policy, adequacy of labour and plant resources, waste disposal, size of past projects completed, and company image are the most significant factors affecting projects success. Assuming that project success is repeatable, these findings provide clear understanding of contractors’ performance and could potentially enhance existing knowledge of construction project success.

Special issue: Management of infrastructure projects for urbanization in China

February 2013
Liyin Shen | Qian Shi | Hong Ren

The getting of wisdom: The future of PM university education in Australia

Available online 29 January 2013
Christophe N. Bredillet | Kieran Conboy | Paul Davidson | Derek Walker
Abstract: The dynamic and complex nature of project management (PM) in Australia provides exciting opportunities for universities to that are willing to actively engage with their corporate partners and other key stakeholders to develop program and course offerings that simultaneously address the needs of students, employers, and other stakeholders and further the current body of PM knowledge and research. This article identifies key challenges and opportunities for the future direction of PM university education. This draws on descriptions of successful program models, examining teaching on PM skills on generic business and engineering degrees, dedicated graduate masters programs in PM, doctoral research programs in PM, and forms of effective collaboration between industry and academia.

Global virtual engineering teams (GVETs): A fertile ground for research in Australian construction projects context

Available online 26 January 2013
M. Reza Hosseini | Nicholas Chileshe
Abstract: Implementation of global virtual engineering teams (GVETs) commenced since at least two decades ago, but construction has been behind other industries in terms of harnessing this new paradigm. Nevertheless, GVETs are receiving increasing attention within the construction context due to numerous potential benefits they can bring about for the projects. On the other hand, the research about GVETs in Australia is still in its embryonic stages. Australian scholars noticeably have paid scant attention to GVETs in comparison to their colleagues in other developed countries. This paper assumes the process of implementation of a GVET as an isolated project. The study then highlights the well-known main areas of necessary knowledge for managing a GVET project within the construction context based on a project lifecycle approach. Recognizing the weaknesses of existing literature, the paper sets out an agenda for further research within Australian construction projects.

Applying Actor–Network Theory as a sensemaking framework for complex organisational change programs

Available online 18 January 2013
J. Pollack | K. Costello | S. Sankaran
Abstract: The implementation of a Project Management Information System (PMIS) in three public sector agencies is examined using Actor–Network Theory, an infrequently applied approach to project management research. Use of the PMIS focused on practitioner capability, without acting as a mechanism of project control. This is different to how a PMIS is generally portrayed in the literature, suggesting a need to rethink the ways a PMIS can support project management.The research revealed that the PMIS software application, by itself, would have had limited impact, and similarly the practitioner–researchers who developed and implemented the PMIS would, by themselves, have been less effective. Instead, the contribution, effectiveness and capability came from the stable network of association between the practitioner–researchers and the PMIS; an actor–network, which allowed other networks to stabilise and develop, as new users learned how to conceptualise their work through project management concepts, and developed their project management capability.

Tunnel vision? Brunel's Thames Tunnel and project narratives

Available online 17 January 2013
Nick Marshall | Mike Bresnen
Abstract: Looking at historical projects has much to offer our understanding of project management, for both research and practice. However, there are important challenges in how alternative narratives about such projects are reconstructed and related to each other. To explore these challenges, this paper uses the example of the Thames Tunnel project, completed under the direction of Marc Brunel in 1843, and reputed to be the first tunnel to be built under a major river. In telling the story of the project, we focus on five alternative discourses: technico-rational; practice; networks of people, things, and ideas; politics; and society. The common response to such variety is either to attempt to construct an overarching meta-narrative, or to explore the differences as a way of highlighting the localized and contingent nature of knowledge about projects, or adopt some intermediate position somewhere on the spectrum between these two extremes. Instead we seek a different route grounded in a sociology of knowledge that acknowledges simultaneous, provisional, and contested processes of division and stabilization in the ways that epistemic communities constitute knowledge through their own narratives and practices. These have implications for the stories that are told about project management and, crucially, the activities and interests that both shape and are shaped by such narratives.

An integrated approach to implement Project Management Information Systems within the Extended Enterprise

Available online 16 January 2013
M. Braglia | M. Frosolini
Abstract: Project Management Information Systems (PMIS) are software applications that help managers track projects from their conception to their execution. They provide them with pertinent information and collaborative tools. Currently, most businesses use disconnected instruments which are not designed for managing complex projects. Increases in complexity, both due to the extent of scope and the fact that the users who contribute to the decision making process are physically separated, have led to initiatives that deal with cooperation, teamwork and continuous improvement. This work presents an integrated approach to improve PMIS applicability within the Extended Enterprise. The study regards the definition and the building of a management framework where planning, scheduling, and communicating are made immediate and effective by the adoption of common standards, shared communication and appropriate software tools for the management of whole Supply Chains. The proposed approach has been successfully applied within the shipbuilding industry.

The project benefits of Building Information Modelling (BIM)

Available online 14 January 2013
David Bryde | Martí Broquetas | Jürgen Marc Volm
Abstract: Theoretical developments in Building Information Modelling (BIM) suggest that not only is it useful for geometric modelling of a building's performance but also that it can assist in the management of construction projects. The purpose of this paper is to explore the extent to which the use of BIM has resulted in reported benefits on a cross-section of construction projects. This exploration is done by collecting secondary data from 35 construction projects that utilised BIM. A set of project success criteria were generated and content analysis was used to establish the extent to which each individual project met a criterion. The most frequently reported benefit related to the cost reduction and control through the project life cycle. Significant time savings were also reported. Negative benefits were mainly focused on the use of BIM software. Cost/benefit analysis, awareness raising and education and training are important activities to address the challenges of BIM usage.

A history of project management models: From pre-models to the standard models

Available online 14 January 2013
Gilles Garel
Abstract: The basis of project management theory includes, as is the case of many management theories an “articulated collection of best practices”, drawn for the most part from the study of major North American engineering projects. There is no history of project management comparable to the ones that have been produced for marketing, accounting or strategic analysis. Very few historians have studied projects as a specific activity and academics in project management are rarely specialists with archives or have familiarity with historical reasoning. Defining the historic trajectory of project management implies specifying the scope of what this history includes beforehand. To write a history of project management we must specify the object of this “historicization”. What are we dealing with when we talk about “history of project management”? A first objective of this paper is to define object and scope of this history. The author suggests a difference between “managerial practices” and “management models” and recommends writing a history of models rather than a history of singular practices. A second objective is to sketch the transition between pre-models of project to the standard North American model.

The impact of a call centre on communication in a programme and its projects

Available online 11 January 2013
Taryn Jane Bond-Barnard | Herman Steyn | Inger Fabris-Rotelli
Abstract: Call centres are increasingly being utilised in public sector programmes to facilitate and manage communication between numerous stakeholders. Yet, the impact of call centres on projects has not been investigated. This paper reports on a survey with 92 respondents that assessed the impact of a call centre for a repair and maintenance programme. An empirically verified model is presented to illustrate the relationship between call centre communication and project performance. A balance of frequent informal and formal communication is shown to reduce mistrust and conflict of interest resulting from each party trying to maximise his respective economic position in the principal–agency relationship. The data provides evidence that a call centre improves the communication, collaboration and trust in project principal–agency relationships which, in turn, is perceived to contribute to project performance.

The Victorian London sanitation projects and the sanitation of projects

Available online 10 January 2013
Mark Hughes
Abstract: The paper reports upon an analysis of a programme of 19th century large-scale and complex construction projects initiated in order to improve sanitation in London. These projects managed by Sir Joseph William Bazalgette included the construction of the Main Drainage and the Thames Embankment and were facilitated through significant levels of government support, legislation and public funding, requiring the interaction of social, technical, political and environmental processes. They exhibited innovative forms of construction, estimating, partnership working and contracting. Two major conclusions may be drawn. Firstly, these successful projects and the work of Bazalgette and colleagues merit greater recognition in expanded accounts of project history. Secondly, there are real dangers in forgetting the prehistory of project management, a time when major projects were distrusted and perceived as invariably failing.

Continuity and change in interorganizational project practices: The Dutch shipbuilding industry, 1950–2010

Available online 10 January 2013
Roland Levering | Rik Ligthart | Niels Noorderhaven | Leon Oerlemans
Abstract: The Dutch shipbuilding industry has a longstanding tradition in project-based production. Recently, industry actors have acknowledged a serious misfit between interorganizational project practices, defined as behaviors related to collaboration, and interorganizational project demands, defined as environmental conditions. This misfit leads to a weaker competitive position due to higher communication and production costs, and longer production times. However, the causes of this misfit remain unclear. Among project researchers there is a growing awareness that history has a major influence on contemporary practices in interorganizational projects, suggesting that some of the causes of the present-day misfit may be rooted in the past. This paper studies historical developments of interorganizational project practices in Dutch shipbuilding projects, in order to understand to what extent contemporary misfit in project practices is rooted in the past and results from path dependencies and lock-ins. We answer the following research question: How did interorganizational project practices and demands in the Dutch shipbuilding industry develop between 1950 and 2010 and to what extent do these developments help us understand the current misfit between project practices and demands? Our results show that a web of self-reinforcing mechanisms at least partially explains the current misfit in the Dutch shipbuilding industry. This paper answers to the conceptual call by Sydow et al. (2009) and supplements path dependence literature by showing that self-reinforcing mechanisms causing path dependence can be separated analytically, but are intertwined empirically.

A contingency estimation model for software projects

Available online 10 January 2013
Masood Uzzafer
Abstract: A contingency estimation model for software development projects is presented. The proposed model considers the estimated cost and the risk of software projects to estimate contingency resources; hence, contingency estimates are correlated to the cost and risk of software projects. The model uses a generic probabilistic representation of the estimated cost; hence, it can be deployed with any project development environment and provides a flexible choice to software managers. Furthermore, the proposed model considers the risk tolerance of software organizations to estimate the contingency and helps to abate the maximum impacts of risk events within the risk tolerance. The proposed model is scalable to a portfolio of software projects. The model produces sub-additive contingency estimates which is essential to optimize a software project or a portfolio of software projects. The results of a case-study show that the contingency estimates are comparable with the actual contingency resources needed for the development of real software development projects.

Reconceptualising mega project success in Australian Defence: Recognising the importance of value co-creation

Available online 10 January 2013
Artemis Chang | Ying-Yi Chih | Eng Chew | Anne Pisarski
Abstract: Recent literature in project management has urged a re-conceptualisation of projects as a value co-creation process. Contrary to the traditional output-focused project methodology, the value creation perspective argues for the importance of creating new knowledge, processes, and systems for suppliers and customers. Stakeholder involvement is important in this new perspective, as the balancing of competing needs of stakeholders in mega projects becomes a major challenge in managing the value co-creation process. In this study we present interview data from three Australian defence mega projects to demonstrate that senior executives have a more complex understanding of project success than traditional iron triangle measures. In these mega defence projects, customers and other stakeholders actively engage in the value creation process, and over time both content and process value are created to increase defence and national capability. Value created and captured during and post projects are the key to true success.

The linguistic turn in project conceptualization

Available online 9 January 2013
Allen McKenna | Mike Metcalfe
Abstract: Prior and conflicting stakeholder concerns can make projects complex. Listening to, and integrating, this concern into the project is easier said than done. However the pragmatic ethics of the Australian ‘fair-go’ argues long term success requires an attempt be made. This pragmatic philosophy provides a solution by explaining the relationship between community, conceptualization and agreed reasonable action. After introducing pragmatism, this paper uses an Australian based re-organization project to explain why linguistic concepts might be used to conceive projects made complex by conflicting stakeholders. The philosophy is made operational by using idea networking to reveal the concepts underpinning stakeholders' comments. This method clusters similar statements to enable exposure of these underlying concepts (themes, meta narrative), which are named. It was found that using this concept driven method provides an internally consistent means of conceptualizing projects with conflicting stakeholders' concerns.

Managing project changes: Case studies on stage iteration and functional interaction

Available online 9 January 2013
Lihong Zhang
Abstract: This paper investigates project changes and their relationships with stage iteration and multi-functional interaction. Changes often occur in a complex solution-based project, which makes the linear management model limited in its application. Complex project planning is based on assumptions about future events. Assumptions often fail and as a result the plans contain activities that are impossible or unnecessary to execute. The consistency of project planning needs to be restored and maintained by revising or redefining project activities.Case studies were used to collect data from international solution-based companies based in the UK. Two solution centres and four projects were examined. Major findings suggest four perspectives for stakeholders to understand and manage changes in the development of complex bespoke system. Mechanisms such as tension management, specification management and organisational learning exist to enable project planning and (re)defining at multiple levels.

Analyses of systems theory for construction accident prevention with specific reference to OSHA accident reports

Available online 8 January 2013
Seokho Chi | Sangwon Han
Abstract: To enhance workplace safety in the construction industry it is important to understand interrelationships among safety risk factors associated with construction accidents. This study incorporates the systems theory into Heinrich's domino theory to explore the interrelationships of risks and break the chain of accident causation. Through both empirical and statistical analyses of 9358 accidents which occurred in the U.S. construction industry between 2002 and 2011, the study investigates relationships between accidents and injury elements (e.g., injury type, part of body, injury severity) and the nature of construction injuries by accident type. The study then discusses relationships between accidents and risks, including worker behavior, injury source, and environmental condition, and identifies key risk factors and risk combinations causing accidents. The research outcomes will assist safety managers to prioritize risks according to the likelihood of accident occurrence and injury characteristics, and pay more attention to balancing significant risk relationships to prevent accidents and achieve safer working environments.

Behavior of internal stakeholders in project portfolio management and its impact on success

Available online 8 January 2013
Claus Beringer | Daniel Jonas | Alexander Kock
Abstract: Stakeholder behavior and stakeholder management are key success factors within project portfolio management (PPM). This empirical study of 197 project portfolios investigates the effect of the intensity of engagement (IoE) of portfolio-internal stakeholders on project portfolio success. We show that the effect of stakeholders is phase-specific and that role clarity as a measure of PPM maturity affects the nature of the relationship between the IoE of stakeholders and portfolio success. The effects of the IoE of senior managers on success are not clearly positive with regard to strategic portfolio structuring and are even negative in operative portfolio steering in established PPM systems. In immature PPM systems, line managers tend to take advantage of their position in resource management. Surprisingly, the influence of portfolio managers in portfolio steering is insignificant. Altogether, this paper shows the diverse effect of the IoE of stakeholders on portfolio success. This study enriches project research by applying stakeholder theory to the project portfolio context and offers practical guidance for further professionalizing PPM.

INBAM: The International Network of Business and Management Journals

January 2013
J. Rodney Turner

A meta-analysis of brokering knowledge in project management

January 2013
Vered Holzmann
Abstract: Brokering knowledge is a fast growing innovative and important research theme in the project management environment. The current paper analyzes and classifies the research on knowledge brokering and knowledge transfer in project management published in the leading journals over the last decade. An array of classifications was implemented on the articles in order to identify patterns and themes of interest. The findings indicate that this field of research is rapidly developing, mainly in the engineering and information technology sectors. It was revealed that many studies are based on qualitative research methods and that research is focused on understanding knowledge transfer between individuals rather than groups. Contemporary issues of study include developing tools for knowledge transferring, understanding the unique characteristics of knowledge transfer in global projects, and discussing the social aspect of brokering knowledge. These subjects are probably expected to gain research attention in the following years.

How to manage international development (ID) projects successfully. Is the PMD Pro1 Guide going to the right direction?

January 2013
Víctor Hermano | Adolfo López-Paredes | Natalia Martín-Cruz | Javier Pajares
Abstract: International Development (ID) projects have turned project failure into a rule rather than an exception. Developed in the 1960's, the Logical Framework Approach (LFA) is the most widespread body of knowledge for managing ID projects. However, LFA has proved to have several liabilities. This paper aims to provide a list of the critical success factors (CSFs) for ID projects. Then, the paper assesses how the LFA and the newly developed PMD Pro1 deal with those CSFs. Results confirm that the LFA presents several drawbacks while the PMD Pro1 appears as a more efficient tool for managing ID projects successfully.

Project management office a knowledge broker in project-based organisations

January 2013
Sofia Pemsel | Anna Wiewiora
Abstract: Current research into project management offices (PMOs) has stressed the PMOs' potential to act as knowledge brokers between projects, and between project and top management. Nonetheless, the literature does not provide sufficient evidence of the brokering role of PMOs. The research reported here aims to examine PMO's functions from a knowledge sharing perspective and explore whether or not these functions reflect the knowledge sharing needs of project managers (PMs). These issues are investigated through a cross-case analysis of seven organisations. The main contribution is insight into how PMs share knowledge and awareness of the need to structure PMOs to align with PMs' nature, needs and expectations in order to improve knowledge sharing in PBOs. Finally, some practical steps for helping PMOs to better adapt their functions to the needs of PMs and their learning and knowledge sharing style are proposed.

A process framework for theoretically grounded prescriptive research in the project management field

January 2013
Frederik Ahlemann | Fedi El Arbi | Michael G. Kaiser | Axel Heck
Abstract: Prescriptive research is at the heart of the project management (PM) disciplines. For decades, researchers and practitioners alike have been searching for methodological solutions to practical project management problems. Scheduling methods or risk management methodologies are just two examples. Despite this long tradition of prescriptive research, PM methods suffer from a number of problems, such as a lack of acceptance in practice, limited effectiveness, and unclear application scenarios. In this article, we identify a lack of empirical and theoretical foundations as one cause of these deficiencies. Based on a review of existing PM literature and a thorough analysis of other successful prescriptive disciplines, we develop a framework designed to serve as a guideline for theoretically grounded prescriptive PM research. The framework outlines how theories and empirical investigations can help build applicable and useful prescriptive research results. We illustrate our framework by applying it to the case of the critical chain method. Our contribution is twofold: our research results can foster the discourse on methodological support for prescriptive PM research; it may also help set up viable prescriptive research designs.

The relationship among power types, political games, game players, and information system project outcomes — A multiple-case study

January 2013
Christina Ling-hsing Chang
Abstract: This paper presents a study of the information system project development (ISPD) process by examining 56 cases through the lens of McClelland's power type/political behavior (games) relationship theory. In this research, 192 political games were drawn from the 56 cases. These political games were categorized into 23 kinds and 4 types of power. The study found that the types of player power are complex and that the relationship between the types and kinds of political games displayed depends on the ISPD context. In addition to producing 4 major adverse effects, various kinds of games were found to be instrumental in successful IS project outcomes, the major players in which being MIS professionals. It is hoped that the detailed descriptions obtained from the data will be able to reduce, or even prevent, negative consequences arising in the ISPD process of other similar enterprises.

Getting it done: Critical success factors for project managers in virtual work settings

January 2013
Robert M. Verburg | Petra Bosch-Sijtsema | Matti Vartiainen
Abstract: What conditions do project managers perceive as the most important to get the work done when working in fully dispersed settings? Rather than focusing on problems that managers experience when working in dispersed settings, our study highlights the conditions that are important for successful task accomplishment. We applied a Means-End-Chain (MEC) method to investigate the links between task accomplishment and relevant conditions that are attributes, benefits and values among a sample of experienced project managers (N=30). Our results show that important conditions for successful project execution in a dispersed setting include rules of communication and its clarity; project management style and goal-setting; and managers' competences and trust in a team. In addition to these internal conditions, project managers also stress the importance of both corporate and technology support. These four conditions are all perceived as vital for task accomplishment in global dispersed projects.

Succeeding programmes, failed projects: A lexicographical analysis of a disputed semantic terrain

January 2013
Eamonn Molloy | Allison Stewart
Abstract: This paper proposes that projects and programmes can be empirically distinguished by the way in which they are associated with expectations and evaluations of success and failure. Support for the proposition is grounded in analysis of over sixteen hundred examples of occurrences of the terms ‘project’ and ‘programme’ with ‘success’ and ‘failure’ derived from the Oxford English Corpus (OEC). The OEC is a structured and coded database of over two billion words of naturally occurring English collected from the World Wide Web. The analysis highlights that project and programme are each modified by the terms ‘success’ and ‘failure’ in significantly different ways, indicating that they are conceptually distinct phenomena. These findings imply that academics must be cautious in their use of language in investigations of project and programme evaluations, and that practitioners should consider the implications of considering programmes as ‘scaled‐up’ projects, given their propensity to different evaluation outcomes.

Project-ending competence in premature project closures

January 2013
Virpi Havila | Christopher J. Medlin | Asta Salmi
Abstract: Project management literature tends to focus on the early phases of a project and on the associated generic project management competences, such as planning, scheduling, budgeting, resourcing and motivating. Only a small fraction of the discussion is devoted to project closure and to the competences needed when a project fails to reach the goals and so needs to be closed prematurely. The purpose of this paper is to develop an understanding of project-ending competences needed in premature project closures. Two cases of premature project closure are analysed in different contexts: in the car industry and the aircraft manufacturing industry. The key findings concern the managerial challenges that are present in premature project closures: the need for involvement of senior and also project managers, the need to understand the often changed role of internal and external project stakeholders, and the need to understand that the ‘future matters’ in premature project closure.

Key practices, manufacturing capability and attainment of manufacturing goals: The perspective of project/engineer-to-order manufacturing

January 2013
Li-Ren Yang
Abstract: Project manufacturing or engineer-to-order (ETO) manufacturing is an operation designed to provide unique but similar products. For ETO manufacturing, every product is the ultimate result of a project. In addition, unique orders may be managed like a project. The primary purpose of this study was to validate a model for assessing the relationships among manufacturing practice, manufacturing capability, and attainment of manufacturing goals from the perspective of project manufacturing. The analyses suggest that implementation of manufacturing practices in terms of production planning, quality management, human resource management, and capacity management may improve manufacturing capability. The results also imply that manufacturing capability may enhance attainment of project manufacturing goals. Furthermore, the findings indicate that stability of supplier's manufacturing acts as a moderator between manufacturing practice and manufacturing capability. Finally, the positive association between manufacturing capability and attainment of project manufacturing goals depends on process maturity, complexity, time availability, and team size.

Decision model for allocating human resources in information system projects

January 2013
Lúcio Camara e Silva | Ana Paula Cabral Seixas Costa
Abstract: Human resource allocation (HRA) can be viewed as core processes of the project management of information systems. Both in organizations, the business of which is to provide solutions for Information Systems, as in units of companies that work with Information Systems (IS), there are frequent demands for human resources to be allocated to IS projects. However, this is not a simple task and becomes more complex as the numbers of projects and professionals, including the range of expertise required, increase. This paper presents a methodology, based on dynamic programming, to assign human resources to software development projects. The methodology takes into account the complexity of each project and the existing capabilities of staff and the skills required for the project. A simulation is used to demonstrate the decision model.

Optimum budget allocation method for projects with critical risks

January 2013
Tomoichi Sato | Masahiko Hirao
Abstract: In this paper, the authors analyze the trade-off problem between project budgets and critical risks. Project managers face the problem to balance cash flows and risks when preventive risk response plans require additional costs. Mathematical modeling approach is used with a metric called risk-based project value (RPV). RPV is an evaluation of projects calculated with cash flows and risk probabilities of activities that constitute the project network diagram. There exists an optimal solution for the budget allocation problem that maximizes the expected project value. There is a condition where additional budgets can improve the project value. The study result suggests that there should be an integrated process to optimize the budget plan with the risk management plan. Methods are developed to obtain optimum budget allocations for projects with various types of activity networks. Evaluation of the marginal cost sensitivity on the RPV supports project manager's decisions on reallocation of budgets.

Breaking the vicious cycle of flood disasters: Goals of project management in post-disaster rebuild projects

January 2013
Kyung Nam Kim | Jae-ho Choi
Abstract: Korea has witnessed a significant number of post-disaster rebuild (PDR) projects following flood damages caused by unforeseeable super-typhoons. Efforts to improve the management performance of such projects are mostly limited to the development of several administrative guidelines for faster construction starts to avoid secondary damage from subsequent typhoons. However, no explicit and comprehensive studies have thus far been initiated to identify the causes of low performance outcomes of flood PDR projects in quantitative and qualitative ways. Hence, this study performed macro- and micro-level analyses to provide an overall view of the performance of flood PDR projects as well as created a comprehensive cause and effect (C&E) diagram, which reveals 12 major factors and 19 sub-factors adversely affecting the project outcomes. The findings of this study are expected to be useful in improving current project management capability as well as relevant laws and regulations both in Korea and in developing countries.

Excellent research to move project management forward

January 2013
Martina Huemann

Outstanding knowledge competences and web 2.0 practices for developing successful e-learning project management

January 2013
Daniel Palacios-Marqués | Rocío Cortés-Grao | Clemente Lobato Carral
Abstract: The article deals with the knowledge competences that a project manager has to develop to succeed when using the new web 2.0 environments. In order to achieve this, a literature review of the main leading e-learning models is carried out, along with a study of the key factors that affect project performance positively. The new Web 2.0 environments invite us to an alternative reality where the use of its tools can offer new possibilities in the development of e-learning projects, identifying under what conditions value is added: efficiency, innovation, complementarity and loyalty. As a guide of new researches, we conclude that the project manager must modify the existing key competencies (Pedagogical, Management, Technical and Social ones) and to develop new ones based on knowledge management to be successful in managing this web 2.0 e-learning project.

Delay causes in Iran gas pipeline projects

January 2013
Mohammad Hossein Fallahnejad
Abstract: On the basis of Iran's strategic development plan, natural gas industry must develop the capacity of gas transmission up to 1300millionm3 per day until 2025. For this purpose, gas pipeline length should be doubled during the next 15years; however, experience shows a remarkable delay in nearly all gas pipeline projects. The main goal of this paper is to identify and rank the causes of delay in these kinds of projects in Iran. In this regard, 24 executed gas pipeline projects were studied and then extracted delay factors were conferred with 10 experts from several disciplines. The result was a 43-item list of factors which then was ranked by means of a questionnaire survey. The result reveals that the 10 major delay factors are: “imported materials, unrealistic project duration, client-related materials, land expropriation, change orders, contractor selection methods, payment to contractor, obtaining permits, suppliers, and contractor's cash flow”.

An empirical investigation on how portfolio risk management influences project portfolio success

Available online 27 December 2012
Juliane Teller | Alexander Kock
Abstract: Project risk management is recognized as essential in order to cope with the challenges arising from the environment. Literature suggests a portfolio-wide perspective for managing risks in project portfolios. However, research on risk management and its success in a project portfolio context is scarce. This study examines how portfolio risk management influences project portfolio success. Using a sample of 176 firms, this study provides evidence that portfolio risk identification, the formalization of the portfolio risk management process, and risk management culture directly influence risk transparency, whereas risk prevention, risk monitoring, and the integration of risk management into project portfolio management are directly connected to risk coping capacity. The findings also suggest that both risk transparency and risk coping capacity have a direct impact on project portfolio success. However, the results did not confirm the hypothesis that risk transparency and risk coping capacity have a complementary effect on success. Implications for scholars and project portfolio managers are discussed.

Recent International Journal of Project Management Articles

Emergence and Role of Cultural Boundary Spanners in Global Engineering Project Networks

February 2, 2013, 7:19 pm

≫ Next: Downloads · VirtualTeams · GitHub

≪ Previous: Recent International Journal of Project Management Articles

$

0

0

Di Marco, M., Taylor, J., and Alin, P. (2010). ”Emergence and Role of Cultural Boundary Spanners in Global Engineering Project Networks.”J. Manage. Eng., 26(3), 123–132.

doi: 10.1061/(ASCE)ME.1943-5479.0000019

TECHNICAL PAPERS

Emergence and Role of Cultural Boundary Spanners in Global Engineering Project Networks

Article History

Submitted: 20 June 2009

Accepted: 07 January 2010

Published: 04 February 2010

Publication Data

ISSN (print): 0742-597X

ISSN (online): 1943-5479

Publisher: American Society of Civil Engineers

Melissa K. Di Marco¹; John E. Taylor, A.M.ASCE²; and Pauli Alin³

¹Graduate Student, Dept. of Civil Engineering and Engineering Mechanics, Columbia Univ., 618 S.W. Mudd Building, 500 West 120th St., New York, NY 10027. E-mail: mkd2121@columbia.edu

²Assistant Professor, Dept of Civil Engineering and Engineering Mechanics, Columbia Univ., 618 S.W. Mudd Building, 500 West 120th St., New York, NY 10027 (corresponding author). E-mail: jt2411@columbia.edu

³Graduate Student, Dept. of Computer Science and Engineering, Helsinki Univ. of Technology, Innopli 2, Tekniikantie14, 02150 Espoo, Finland. E-mail: Pauli.Alin@tkk.fi

Engineering project networks are increasingly global in scope and outsourcing is increasingly common. Along with globalizing trends in project delivery, the workforce is also globalizing. It is common for engineers to move to other countries as expatriate workers or as emigrants to pursue job opportunities in other firms. Where much is known about global networks of engineers collaborating on projects, little is known about the mediating role played by individuals that share the same nationality as an international partner on a project. In this paper, we examine two project teams executing complex, reciprocally interdependent design projects in India. One team was comprised of Indians and Americans. The other team was identical, but also contained an Indian national who had studied and worked in the United States. Both teams worked on similar design schedule optimization problems. Over the duration of three days, we examined the interactions of the teams assembled to finalize their designs. Through quantitative network analysis and qualitative observations of the cross-cultural interactions, we found the Indian expatriate to play a cultural boundary spanning role resolving cross-cultural knowledge system conflicts and increasing collaboration effectiveness. We induce a propositional theoretical model of cultural boundary spanning in global engineering project networks.

Permalink: http://dx.doi.org/10.1061/(ASCE)ME.1943-5479.0000019

ASCE Subject Headings: Construction industry, International factors, Organizations, Social factors, Design

Author keywords: Boundary spanning, Cultural issues, Design and construction industry, Globalization, Organizational issues

Cited by

M. Reza Hosseini and Nicholas Chileshe. (2013) Global virtual engineering teams (GVETs): A fertile ground for research in Australian construction projects context. International Journal of Project Management
Online publication date: 1-Jan-2013.
CrossRef

Josh Iorio, John E. Taylor, and Carrie Sturts Dossick. (2012) A bridge too far: examining the impact of facilitators on information transfer in global virtual project networks. Engineering Project Organization Journal2:4, 188-201
Online publication date: 1-Dec-2012.
CrossRef

Brad W. Wambeke, Min Liu, and Simon M. Hsiang. (2012) Using Pajek and Centrality Analysis to Identify a Social Network of Construction Trades. Journal of Construction Engineering and Management138:10, 1192-1201
Online publication date: 1-Oct-2012.
Abstract | Full Text | PDF (580 KB) | Permissions 

Sinem Korkmaz and Aditya Singh. (2012) Impact of Team Characteristics in Learning Sustainable Built Environment Practices. Journal of Professional Issues in Engineering Education and Practice138:4, 289-295
Online publication date: 1-Oct-2012.
Abstract | Full Text | PDF (169 KB) | Permissions 

Richard Fellows and Anita M.M. Liu. (2012) Managing organizational interfaces in engineering construction projects: addressing fragmentation and boundary issues across multiple interfaces. Construction Management and Economics30:8, 653-671
Online publication date: 1-Aug-2012.
CrossRef

Paul Chinowsky and John E. Taylor. (2012) Networks in engineering: an emerging approach to project organization studies. Engineering Project Organization Journal2:1-2, 15-26
Online publication date: 1-Jun-2012.
CrossRef

Melissa K. Di Marco, Pauli Alin, and John E. Taylor. (2012) Exploring Negotiation Through Boundary Objects in Global Design Project Networks. Project Management Journal43:3, 24-39
Online publication date: 1-Jun-2012.
CrossRef

Anita Liu and Richard Fellows. 2012. Culture and Innovation. , 63-94.
CrossRef

Semra Comu, Hakan I. Unsal, and John E. Taylor. (2011) Dual Impact of Cultural and Linguistic Diversity on Project Network Performance. Journal of Management in Engineering27:3, 179-187
Online publication date: 1-Jul-2011.
Abstract | Full Text | PDF (179 KB) | Permissions 

Paul Chinowsky, John E. Taylor, and Melissa Di Marco. (2011) Project Network Interdependency Alignment: New Approach to Assessing Project Effectiveness. Journal of Management in Engineering27:3, 170-178
Online publication date: 1-Jul-2011.
Abstract | Full Text | PDF (828 KB) | Permissions 

Pauli Alin, John E. Taylor, and Riitta Smeds. (2011) Knowledge transformation in project networks: A speech act level cross-boundary analysis. Project Management Journal42:4, 58-75
Online publication date: 1-Jul-2011.
CrossRef

© 2010 ASCE
Emergence and Role of Cultural Boundary Spanners in Global Engineering Project Networks : Journal of Management in Engineering: Vol. 26, No. 3 (ASCE)

Downloads · VirtualTeams · GitHub

February 2, 2013, 7:25 pm

≫ Next: Effective Leadership in a Virtual Workforce

≪ Previous: Emergence and Role of Cultural Boundary Spanners in Global Engineering Project Networks

$

0

0

Download Packages

1. 3 downloads

   Introduction to Research Tools Box 29-08-2012.pdf— Ale Ebrahim, N. (2012). An Introduction to The Effective Use of Research Tools Box. Research Tools in Education Series, 1(5), 1-85.

   2.9MB· Uploaded 3 months ago
   
2. 3 downloads

   Virtual R&D Teams.pdf— Ale Ebrahim, N. (2012). Virtual R&D Teams Definition. Nader Ale Ebrahim's White Papers, 1(1), 1-2. Retrieved from http://works.bepress.com/aleebrahim/63/

   199KB· Uploaded 3 months ago
   
3. 6 downloads

   Ebrahim et al-2.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2010). SMEs; Virtual research and development (R&D) teams and new product development: A literature review [Review]. International Journal of the Physical Sciences, 5(7), 916–930.

   301KB· Uploaded 3 months ago
   
4. 5 downloads

   Nader-AMM.110-116.258.pdf— Wazed, M. A., Ahmed, S., Nukman, Y., & Ale Ebrahim, N. (2012). Models for Component Commonality in Multistage Production. Applied Mechanics and Materials, 110-116, 258-266.

   1.0MB· Uploaded 3 months ago
   
5. 5 downloads

   WORK TOGETHER.pdf— Raval, M. R. R., Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2010). WORK TOGETHER… WHEN APART CHALLENGES AND WHAT IS NEED FOR EFFECTIVE VIRTUAL TEAMS. [Review]. Journal of Information, Knowledge and Research in Business Management and Administration, 1(1), 1-

   493KB· Uploaded 3 months ago
   
6. 7 downloads

   DETERMINANTS OF FOREIGN DIRECT INVESTMENT-FORUM 9. Jafarnejad.pdf— Jafarnejad, A., Golnam, A., & Ale Ebrahim, N. (2009). Determinants of Foreign Direct Investment in Iran: An Empirical Study Using Structural Equation Modelling. Middle East FORUM, 1(9), 71-85.

   410KB· Uploaded 3 months ago
   
7. 4 downloads

   Academic Leadership Journal -.Management Challengespdf1.pdf.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2011). Virtual Teams and Management Challenges. Academic Leadership Journal, 9(3), 1-7.

   425KB· Uploaded 3 months ago
   
8. 3 downloads

   Academic Leadership Journal-A potential growth1.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2011). Virtual R&D Teams: A potential growth of education-industry collaboration. Academic Leadership Journal, 9(4), 1-5.

   381KB· Uploaded 3 months ago
   
9. 3 downloads

   Virtual R&D teams and SMEs growth AJBM 2010.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2010). Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs. [Full Length Research Paper]. African Journal of Business Management, 4(11), 2368-2379.

   264KB· Uploaded 3 months ago
   
10. 4 downloads

    Critical factors for new product developments-AJBM 2010.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2010). Critical Factors for New Product Developments in SMEs Virtual Team. [Full Length Research Paper]. African Journal of Business Management, 4(11), 2247-2257.

    513KB· Uploaded 3 months ago
    
11. 0 downloads

    Ebrahim et al-1.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2010). SMEs; Virtual research and development (R&D) teams and new product development: A literature review [Review]. International Journal of the Physical Sciences, 5(7), 916–930.

    301KB· Uploaded 3 months ago
    
12. 6 downloads

    Nader- SREX-Ale Ebrahim et al.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009). Virtual R & D teams in small and medium enterprises: A literature review. [Review]. Scientific Research and Essay, 4(13), 1575–1590.

    777KB· Uploaded 3 months ago
    
13. 3 downloads

    Nader- EJESV1N3_2.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009). Virtual Teams for New Product Development – An Innovative Experience for R&D Engineers. European Journal of Educational Studies, 1(3), 109-123.

    353KB· Uploaded 3 months ago
    
14. 4 downloads

    Nader- ejsr_34_3_02.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009). Innovation and R&D Activities in Virtual Team. [Literature review]. European Journal of Scientific Research, 34(3), 297-307.

    52KB· Uploaded 3 months ago
    
15. 4 downloads

    Nader Modified stage-gate in AJMM.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009). Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process. [Review]. African Journal of Marketing Management, 1(9), 211-219.

    494KB· Uploaded 3 months ago
    
16. 4 downloads

    Nader-AJBAS 3(3)2653-2669-2009.pdf— Ale Ebrahim, N., Ahmed, S., & Taha, Z. (2009). Virtual Teams: a Literature Review. [Review paper]. Australian Journal of Basic and Applied Sciences, 3(3), 2653-2669.

    215KB· Uploaded 3 months ago
    
17. 4 downloads

    AMR.433-440.1653.pdf— Ale Ebrahim, N., Ahmed, S., Abdul Rashid, S. H., Taha, Z., & Wazed, M. A. (2012). Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs. Advanced Materials Research, 433-440, 1653-1659.

    231KB· Uploaded 3 months ago
    
18. 4 downloads

    ajeassp.2012.9.14.pdf— Ale Ebrahim, N., Ahmed, S., Abdul Rashid, S. H., & Taha, Z. (2012). Technology Use in the Virtual R&D Teams. American Journal of Engineering and Applied Sciences, 5(1), 9-14.

    135KB· Uploaded 3 months ago
    
19. 7 downloads

    Ebrahim et al.pdf— Ale Ebrahim, N., Ahmed, S., Abdul Rashid, S. H., & Taha, Z. (2012). Effective Virtual Teams for New Product Development. [Full Length Research Paper]. Scientific Research and Essay, 7(21), 1971-1985.

    558KB· Uploaded 3 months ago
    
20. 4 downloads

    10-2-03-Nader IEMS.pdf— Ale Ebrahim, N., Abdul Rashid, S. H., Ahmed, S., & Taha, Z. (2011). The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs. Industrial Engineering and Management Systems, 10(2), 109-114.

Downloads · aleebrahim/VirtualTeams · GitHub