Managing Geographically Dispersed Teams: From Temporary to Permanent Global Virtual Teams by Tine Hansen, Alexander Hope, Robert Moehler :: SSRN

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Managing Geographically Dispersed Teams: From Temporary to Permanent Global Virtual Teams

Tine Hansen

VIA University College

Alexander John Hope

Northumbria University

Robert C. Moehler

University of Northumbria at Newcastle

May 25, 2012


Abstract:     
The rise and spread of information communication technologies (ICT) has enabled increasing use of geographically dispersed work teams (Global Virtual Teams). Originally, Global Virtual Teams were mainly organised into temporary projects. Little research has focused on the emergent challenge for organisations to move towards establishing permanent Global Virtual Teams in order to leverage knowledge sharing and cooperation across distance. To close this gap, this paper will set the scene for a research project investigating the changed preconditions for organisations. As daily face-to-face communication is not the basis for developing manager-subordinate, as well as member-member relations, the development of teams to work together efficiently and effectively in a virtual setting has often been neglected. Part of this discussion are the changed parameters in relation to increasing global competition; a new generation of self-lead digital natives, who are already practising virtual relationships and a new approach to work, and currently joining the global workforce; and improved communication technologies.
Number of Pages in PDF File: 16
Keywords: Global Virtual teams, ICT, leadership, motivation, self-management, millenials
working papers series Managing Geographically Dispersed Teams: From Temporary to Permanent Global Virtual Teams by Tine Hansen, Alexander Hope, Robert Moehler :: SSRN

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Managing geographically dispersed teams: from temporary to permanent global virtual teams - Northumbria Research Link

February 22, 2013, 1:58 am

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Hansen, Tine, Hope, Alex and Moehler, Robert (2012) Managing geographically dispersed teams: from temporary to permanent global virtual teams. Built and Natural Environment Research Papers. ISSN 1756-2473 (In Press)

PDF - Draft Version Available under License Creative Commons Attribution No Derivatives. Download (536Kb) | Preview

Abstract

The rise and spread of information communication technologies (ICT) has enabled increasing use of geographically dispersed work teams (Global Virtual Teams). Originally, Global Virtual Teams were mainly organised into temporary projects. Little research has focused on the emergent challenge for organisations to move towards establishing permanent Global Virtual Teams in order to leverage knowledge sharing and cooperation across distance. To close this gap, this paper will set the scene for a research project investigating the changed preconditions for organisations. As daily face-to-face communication is not the basis for developing manager-subordinate, as well as member-member relations, the development of teams to work together efficiently and effectively in a virtual setting has often been neglected. Part of this discussion are the changed parameters in relation to increasing global competition; a new generation of self-lead digital natives, who are already practising virtual relationships and a new approach to work, and currently joining the global workforce; and improved communication technologies.

Item Type:	Article
Subjects:	K900 Others in Architecture, Building and Planning N100 Business studies N200 Management studies N600 Human Resource Management
Divisions:	Academic Schools > School of Built and Natural Environment > Construction Management
Depositing User:	Alex Hope
Date Deposited:	26 Jun 2012 15:57
Last Modified:	18 Jul 2012 12:51
URI:	http://nrl.northumbria.ac.uk/id/eprint/7758

Managing geographically dispersed teams: from temporary to permanent global virtual teams - Northumbria Research Link

PeerJ leads a high-quality, low-cost new breed of open-access publisher | Science | guardian.co.uk

February 22, 2013, 4:46 pm

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PeerJ leads a high-quality, low-cost new breed of open-access publisher

A one-off fee allows researchers to publish as many papers as they like. The first open access PeerJ articles appear today

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Agile and cheap open-access publishers, led by PeerJ, make the traditional publishing model look a little dated. Photograph: Getty Images

We all know by now that traditional academic publishing is in an appalling mess. Locking publicly funded research behind a paywall is completely unacceptable, and happily our government understands this. The Finch Report has rightly mandatedthat research must be published as open access. So profiteering publishers, seeing the writing on the wall, are offering authors open-access options.
But corporations addicted to profit margins of 32-42% find it hard to give them up. As a result, while the world's leading open-access journal, PLOS ONE, is able to be financially self-sustaining by charging an article processing fee (APC) of $1,350 (£865) (and offering no-questions-asked waivers to authors without APC funding), the legacy publishers charge significantly more for inferior products. Where PLOS ONE imposes no limits on manuscript length, number of figures, use of colour etc., Elsevier's nearly-open-access articles cost $3,000 despite being limited in all these respects. Likewise, Springer's Open Choice costs $3,000 and Taylor & Francis's Open Select costs $2,950.
It is maybe not surprising that the Finch Report's financial estimates assumed average APCs of £1,500-£2,000, and that some academics are baulking at such prices.
Into that landscape come three exciting newcomers that are changing the market much more profoundly than the slow-moving incumbents yet realise. eLIFE is positioned as a highly selective and prestigious open-access alternative to Science and Nature. It published its first articles three months ago. PeerJ is a PLOS ONE-like mega-journal and it publishes its first articles today. Momentum has built further with the announcement of the Open Library of Humanities (OLH) last month, a PLOS-like initiative for the humanities and social sciences.
All three of these new kids on the block are radically innovative, all are moving fast, and all are backed by some serious muscle. eLIFE is sponsored by the Howard Hughes Medical Institute, Max Planck Society and Wellcome Trust; as a result, it's able to waive all APCs while it establishes itself, and may do so indefinitely.
The academic steering committee of the OLH is packed with heavy hitters, and well on course to do for the humanities what PLOS did for the sciences. While the level of its APC has not yet been set, it has been established that no one will be prevented from publishing there by lack of funds.
But it is PeerJ that has the most interesting financial approach. It doesn't exactly have an APC at all, instead charging a one-off fee for a lifetime membership that gives the right to publish repeatedly at no further cost. Membership plans start at $99, which allows you to publish one paper a year, or $299 gets you an infinite plan: publish anything you want, any time you like. (All authors of multi-author papers must be members.)
Sounds crazy, right? How can that be financially sustainable? What kind of idiots would start such a venture?
I'll tell you who: Pete Binfield, who was the editor-in-chief of PLOS ONE as it became the world's biggest journal. There is nobody in the world who knows more about what it takes to run a successful open-access mega-journal. His co-founder is Jason Hoyt, who built much of the phenomenally successful collaborative reference-manager Mendeley.
So they both have great track records. But might their enthusiasm have run away with them? Did wishful thinking persuade them that this utopian approach can work? What kind of idiot would invest in such a business?
I'll tell you who: Internet guru Tim O'Reilly, who founded and runs O'Reilly Media, arguably the world's most respected publisher of programming books, including open-access books. There may be nobody in the world who better understands how to monetise free content.
But the strength of PeerJ goes much deeper than the founders and governing board. The members of the academic board, for example, have five Nobel prizes between them. From top to bottom it's a quality organisation, and that dedication to quality is reflected in the way my own manuscript has been handled.
I, with my colleague Matt Wedel, sent it on 3 December - the day PeerJ submissions opened. We were assigned a handling editor whose own research we greatly respect, and he sent the manuscript to two reviewers. We got an initial decision ("accept with moderate revisions") less than three weeks later, accompanied by two reviews, one of which was particularly helpful and detailed. Our revised manuscript was accepted, and we have since been through two pageproof cycles. All this has happened in time for publication today – only 10 weeks after initial submission. That's by far the fastest any manuscript of mine has ever been handled. It's not unusual for the process to take more than a year.
So now, the resulting paper is free to the world, with all its high-resolution colour illustrations. Best of all, in a move towards increasing transparency, the peer reviews, our response letters and the handling editor's comments are all online alongside the paper. This is good not only because it shows that no corners were cut, but also because the reviewers can receive the credit they deserve for their contributions.
Legacy publishers haven't noticed it yet, but their world is ending. PeerJ handled our paper in a fifth of the time a typical journal would have taken, for one thirtieth the cost, producing a far more useful and even beautiful result, and with a transparent peer-review process.
There is no way the Elseviers and Springers can compete with that. While Elsevier is still trying to figure out what its "sponsored article" licence is, and whether it's even going to be truly open access, PeerJ has appeared out of nowhere and eaten its lunch.
Traditional publishers didn't take PLOS ONE seriously when it launched. By the time they'd finished sneering at it, it had overtaken all their journals for volume and most of them for impact. It looks like PeerJ is going to do the same before they even have time to start sneering. As a palaeontologist, the only conclusion I can draw is that they've been out-evolved.

PeerJ leads a high-quality, low-cost new breed of open-access publisher | Science | guardian.co.uk

Accepted Papers | Trust in Virtual Teams: Theory and Tools @ CSCW 2013

February 22, 2013, 11:24 pm

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Trust in Virtual Teams: Theory and Tools @ CSCW 2013

February 24, San Antonio, Texas, USA

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Accepted Papers

Posted on January 21, 2013

This is the list of papers accepted for the workshop:
Title:Trust in Electronically-Supported Networks of Political Activists
Author: Markus Rohde

This position paper is based on experiences and insights gathered in several long-term studies of the ICT usage of political activists and civil society networks. These studies include the introduction of a community system for Iranian NGOs, (participant) observation of the European Social Forum (and its respective organization committees), and interviews with Palestine activists fighting against Israeli occupation, using social media platforms. The position paper is mainly interested in the particular need for trust of political activists, who quite often are endangered by political conflicts, disrupted environments and instable situations, investigation by authorities, imprisonment etc.

Title:Commitment manifested in activity: A non-instrumental approach to commitment in virtual teams
Author: Rasmus Eskild Jensen

We investigate how commitment manifests itself in close collaborative practices of virtual teams. These commitment activities may change dynamically over time and towards different areas. By identifying how commitment is manifested in practice, we can also expand our knowledge on trust in virtual teams. However, we do not propose a causal relationship between trust and commitment in virtual teams, but argue that commitment and trust emerge from practice as dynamic concepts that change over time.

Title:Establishing Trust in Critical Situations
Authors: Bruno S. Nascimento, Adriana S. Vivacqua, Marcos R.S. Borges

Critical scenarios, such as emergency response, generally involve groups of people that alternate between collocated and remote work. Groups are composed of small teams and a number of decisions are made while these smaller teams are working separately, in different locations. These decisions may impact not only each others’ work, but also team safety and the outcome of the activity as a whole. Decision making in these situations involves a lot of uncertainty and groups have to trust each other to provide crucial information and to carry out orders in the best possible way.

Title:Designing Tools to Support Trust in Distributed Software Teams
Authors: Sabrina Marczak, Ban Al-Ani, David Redmiles, Rafael Prikladnicki

Software development is an inherently collaborative activity requiring team members to coordinate and communicate with each other in order to accomplish their tasks. Software development in a distributed setting exacerbates the challenges of collaborating as team members are forced to interact with remote colleagues and emphasizes the importance of trust. We posit that tools can support the development of trust is distributed teams; however, we also recognize that the understanding of how to develop such tools is still limited. This position paper argues that we need to further the understanding of what features and software requirements are needed to better support trust development and to subsequently design better tools for such a purpose.

Title:Trust and Control in Virtual Teams: Unraveling the impact of Team Awareness Systems in Virtual Teams
Author: Lionel P. Robert Jr.

The inability to convey contextual knowledge has proven to be harmful to the development of trust in virtual teams. Awareness systems have been offered as a way to provide contextual information and promote trust. However, awareness systems allow both team members and supervisors the ability to monitor virtual team members. Monitoring is a form of control and the relationship between trust and control is not well understood. Prior literature indicates that control can both impact the development of trust and alter the effects of trust. In some cases, control helps, hurts, or has no effect on the development and influence of trust. This position paper argues that a clear understanding of control and trust is needed to fully comprehend the implications of awareness systems.

Title:Social Media and Trust Building in Virtual Teams: The Design of a Replicated Experiment
Authors: Fabio Calefato, Filippo Lanubile, Nicole Novielli

In this paper, we present the proposal for a partial replication of a controlled experiment to further assess how knowing personal and expertise information about other team members may enhance initial trust building. Other than increasing confidence into the findings of the original study, we also aim at evaluating whether the provision of personal social media information, can lead to even higher level of trust in virtual teams.

Title:Non-equivalent Communication Technology Impact on Trust in Partially Distributed Conceptual Design Teams
Authors: Yoon Suk Lee, Marie C. Paretti, Brian M. Kleiner

In this workshop paper, we examined how non-equivalent communication technologies impact on trust in partially distributed conceptual design teams. To incorporate the uniqueness of partially distributed team setting, we distinguished trust into two categories, which were trust towards distant partners (distant trust) and trust towards co- located partners (co-located trust). Findings revealed that media has a varying impact on distant trust depending on different combinations of communication technologies utilized in the experiment. Further research directions are discussed.

Accepted Papers | Trust in Virtual Teams: Theory and Tools @ CSCW 2013

Nader Ale Ebrahim's profile on Wikipedia, the free encyclopedia

February 23, 2013, 8:00 am

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Nader Ale Ebrahim is worldwide well-known as the founder of “Research Tools” Box. "Research Tools" box is designed to help students who seek to reduce the search time by expanding the knowledge of researchers to more effectively use the "tools" that are available through the Net.

Dr. Nader Ale Ebrahim
Born	December 0, 1963 (age 49) Langrud (Langroud or Langarud), Guilan Province, IRAN
Residence	Malaysia
Nationality	Iranian
Other names	نادر آل ابراهیم
Education	Technology Management PhD. Graduated from the Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya (UM), Kuala Lumpur, Malaysia
Occupation	Technology Management Consultant, "Research Tools" Advisor
Known for	Founder of Research Tools
Title	Dr.

Contents 1About Nader Ale Ebrahim 2Research Interest 3Journal Paper 4Conference Article 5Awards 6Peer-Review Activities 7Membership 8Teaching Experiences 9References 10External links

About Nader Ale Ebrahim

Nader Ale Ebrahim has Technology Management PhD degree from the Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya. He holds a Master of Science in the mechanical engineering from University of Tehran with distinguished honors, as well as more than 17 years experience in the establishing R&D department in different companies, project director and project coordinator and Knowledge based system implemented in R&D department. His current research interests are focused on managing virtual new product development teams in SMEs R&D centers. His papers/articles have presented in the several Journals and conferences.

Research Interest

:    Technology Management,
   :    Virtual R&D teams,
   :    Virtual Teams,
   :    Stage-Gate,
   :    Global Virtual Teams,
   :    Conceptual Model of Virtual Product Development,
   :    R&D Management,
   :    Small and Medium-scale Enterprises (SMEs),
   :    Industrial Engineering,
   :    New Product Development,
   :    Collaborative systems,
   :    Electronic-Collaboration,
   :    Collaboration Technology,
   :    Concurrent Engineering,

Journal Paper

1. 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, 109-114.
2. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2012. Effective Virtual Teams for New Product Development^[1]. Scientific Research and Essay, 7, 1971-1985.
3. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2012. Technology Use in the Virtual R&D Teams^[2]. American Journal of Engineering and Applied Sciences, 5, 9-14.
4. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H., TAHA, Z. & WAZED, M. A. 2012. Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs^[3]. Advanced Materials Research, 433-440, 1653-1659.
5. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Innovation and R&D Activities in Virtual Team^[4]. European Journal of Scientific Research, 34, 297-307.
6. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process^[5]. African Journal of Marketing Management, 1, 211-219.
7. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Virtual R & D teams in small and medium enterprises: A literature review. Scientific Research and Essay, 4, 1575–1590.
8. 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, 109-123.
9. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Virtual Teams: a Literature Review. Australian Journal of Basic and Applied Sciences, 3, 2653-2669.
10. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2010. Critical Factors for New Product Developments in SMEs Virtual Team^[6]. African Journal of Business Management, 4, 2247-2257.
11. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2010. SMEs; Virtual research and development (R&D) teams and new product development: A literature review International Journal of the Physical Sciences, 5, 916–930.
12. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2010. Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs. African Journal of Business Management, 4, 2368-2379.
13. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2011. Virtual R&D Teams: A potential growth of education-industry collaboration. Academic Leadership Journal, 9, 1-5.
14. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2011. Virtual Teams and Management Challenges^[7]. Academic Leadership Journal, 9, 1-7.
15. EBRAHIM, N. A., AHMED, S. & TAHA, Z. 2010. Critical Factors for New Product Developments in SMEs Virtual Team ^[8]. African Journal of Business Management, 4, 2247-2257.
16. EBRAHIM, N. A., AHMED, S. & TAHA, Z. 2010. SMEs; Virtual research and development (R&D) teams and new product development: A literature review. International Journal of the Physical Sciences, 5, 916-930.
17. EBRAHIM, N. A., AHMED, S. & TAHA, Z. 2010. Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs. African Journal of Business Management, 4, 2368-2379.
18. 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, 71-85.
19. 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. Journal of Information, Knowledge and Research in Business Management and Administration, 1, 1-3.
20. SHOKOUHMAND, H. & ALE EBRAHIM, N. 1997. انتقال حرارت توأم با تقطير بخار آب در مبدلهاي لوله – پره اي نشریه دانشکده فنی, 1, 69-80.
21. 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.

Conference Article

1. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2010. The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs. 11th Asia Pacific Industrial Engineering and Management Systems Conference 2010 (APIEMS 2010) December 7-10 2010 Melaka, Malaysia. Kuala Lumpur, Malaysia: University of Malaya Press, 1-6.
2. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. Virtual R&D Teams: A potential growth of education-industry collaboration. 2010 2nd International Congress on Engineering Education (ICEED 2010), 8th - 9th December 2010 Sunway Resort Hotel & Spa, Kuala Lumpur, Malaysia. 7-9.
3. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. Virtual Teams: A New Opportunity to Develop a Business. International Conference on Entrepreneurship Across Boundaries, 5 - 6 AUGUST 2010 Section For Co-curricular Courses, External Faculty Electives and TITAS, University of Malaya, Kuala Lumpur, Malaysia. 1-5.
4. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2011. Knowledge Worker Role in the Virtual R&D Teams for New Product Development: A Measurement Model. International Conference on Mechanical Engineering and Renewable Energy 2011 (ICMERE2011), 22- 24 December 2011 Chittagong, Bangladesh. Chittagong University of Engineering and Technology, 1-5.
5. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2011. Managing Communication in New Product Development Process: Virtual R&D Teams and Information Technology. United Kingdom - Malaysia - Ireland Engineering Science Conference 2011 (UMIES 2011) 12-14 July 2011 University of Malaya, Kuala Lumpur, Malaysia. University of Malaya Press, 495-502.
6. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H., TAHA, Z. & MOHAMMADJAFARI, M. Process Construct in the Virtual R&D Teams. In: KACHITVICHYANUKUL, V., LUONG, H. T. & PITAKASO, R., eds. Proceedings of the Asia Pacific Industrial Engineering & Management Systems Conference 2012, December 2-4 2012 Patong Beach, Phuket, Thailand. Asia Pacific Industrial Engineering and Management Society, 1822-1828.
7. ALE EBRAHIM, N., AHMED, S., ABDUL RASHID, S. H., TAHA, Z. & WAZED, M. A. 2011. Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs. In: THATCHER, S. & VENKATESH, eds. 2nd International Conference on Mechanical, Industrial, and Manufacturing Technologies (MIMT 2011), February 26-28 2011 Hotel Royal, Singapore. Chengdu, China: Institute of Electrical and Electronics Engineers, Inc., V2-114 - V2-117.
8. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Concurrent Collaboration in Research and Development. National Conference on Design and Concurrent Engineering (DECON) 2008, 28-29 October 2008 Melaka, Malaysia. 1-4.
9. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2008. Dealing with Virtual R&D Teams in New Product Development. The 9th Asia Pacific Industrial Engineering & Management Systems Conference and the 11th Asia Pacific Regional Meeting of the International Foundation for Production Research, 3 - 5 December 2008 Nusa Dua, Bali - Indonesia. Printed in Bandung, INDONESIA, by Department of Industrial Engineering Institut Teknologi Bandung: Department of Industrial Engineering, Institut Teknologi Bandung, 795-806.
10. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2008. Establishing Virtual R&D Teams: Obliged Policy 6th IMC (International Management Conference). Tehran, Iran.
11. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy. Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, 29-30 June 2008 IRIB Int'l. Conference Center, Tehran, Iran. 1-8.
12. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2008. New Product Development in Virtual Environment. In: LI-HUA, R., EGBU, C., ZHAO, Z. & LU, L., eds. 2008 International Conference on Technology Management and Innovation in China: Challenges and Opportunities in the 21st Century, 21st – 23rd October 2008 UIBE, Beijing, China. CAMOT and MOTSC, UIBE, 203-218.
13. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. R&D Networking and value Creation in SMEs R&D Networking and value Creation in SMEs. Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, 29-30 June 2008 IRIB Int'l. Conference Center, Tehran, Iran. 1-6.
14. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Relationship between R&D Globalization and R&D Virtualization. 3rd International conference on Postgraduate Education (ICPE3), December 16-17 2008 Penang, Malaysia.
15. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Virtual Environments Innovation and R&D Activities: Management Challenges. Proceedings of the International Graduate on Engineering and Science (IGCES'08), 23 - 24 December 2008 Universiti Teknologi Malaysia, Johor Bahru, Malaysia. 116-124.
16. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Virtual R&D Teams for NPD in SMEs: Past, Present and Future Trend. APCMOTTE2008 (Asia pacific Conference on Management of Technology and Technology Entrepreneurship) 29-30 October 2008 Melaka, Malaysia. 1-10.
17. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Virtual R&D Teams: A Sustainable Infrastructure for Promoting SMEs. 2nd Engineering Conference (EnCon 2008), 18-19 December 2008 Crowne Plaza Riverside Hotel, Kuching, Sarawak, Malaysia 217-223.
18. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. A Conceptual Model of Virtual Product Development Process. 2nd Seminar on Engineering and Information Technology, (SEIT 2009), 8th - 9th July 2009 Universiti Malaysia Sabah, Kota Kinabalu, Sabah, Malaysia. 191-196.
19. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009. SMEs and Virtual R&D Teams: A Motive Channel for Relationship between SMEs. In: IBRAHIM, F., CHOW, C.-O. & MEKHILEF, S., eds. The International Conference for Technical Postgraduates (TECHPOS 2009), 14-15 December 2009 The Legend Hotel, Kuala Lumpur, Malaysia. 1-7.
20. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. SMEs: ERP or Virtual Collaboration Teams. First Enterprise Resource Planning conference, January 27-28 2009 Tehran, Iran. 1-12.
21. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Virtual R&D Teams: Innovation and Technology Facilitator Engineering Education in 2025, 11-12 May 2009 School of Engineering and Technology, University of Tehran, Tehran, Iran. University of Tehran, 1-14.
22. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Virtual Teams and Management Challenges. 1st Executive MBA Conference, 18-19, May 2009 Tehran, Iran. 1-9.
23. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Virtual Teams for NPD – an Innovative Experience for R&D Engineers. International Conference on Advances in Mechanical Engineering, 24-25, June 2009 Concorde Hotel, Shah Alam, Malaysia. University Publication Centre (UPENA), UiTM 2009, 1036-1045.
24. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Virtuality, innovation and R&D activities. In: HOON, T. B. & GALEA, S. R., eds. 14th International Conference on Thinking (2009 Malaysia) -Theme "Thinking Minds: Nurturing the Design of a Better Future", 22-26 June 2009 Kuala Lumpur Convention Centre, Kuala Lumpur, Malaysia. Universiti Putra Malaysia, 515-529.
25. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study. 6th International Communication & Information Technology Management Conference (ICTM 2010) February. 23-24 2010 Tehran, Iran. 1-5.
26. ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team. International Conference on Industrial Engineering and Operations Management (IEOM2010) January 9-10 2010 Dhaka, Bangladesh. 1-10.
27. ALE EBRAHIM, N., SHAFIA, M. A. & TAHBAZ TAVAKOLI, H. 2009. Virtual R&D team: Technology Transfer Facilitator. IAMOT 2009 -The 18th International Conference on Management of Technology, April 5-9 2009 Orlando, Florida, USA. 1-10.
28. EBRAHIM, N. A., AHMED, S. & TAHA, Z. 2008. New Product Development in Virtual Environment, Sunderland, Camot.
29. EBRAHIM, N. A., AHMED, S. & TAHA, Z. 2009. SMEs and Virtual R&D Teams: A Motive Channel for Relationship between SMEs, New York, Ieee.
30. SHAFIA, M. A., ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Consideration of the virtual team work and disabled citizens, as promising opportunity providers for the e government infrastructure's formation. The Second Conference on Electronic City (e-city 2009), 24-25, May 2009 Tehran, Iran. 959-966.
31. SHAFIA, M. A., ALE EBRAHIM, N., AHMED, S. & TAHA, Z. Innovation Process is Facilitated in Virtual Environment of R&D Teams. International Conference on Education and New Learning Technologies (EDULEARN09), 6th-8th July 2009 Barcelona, Spain. 2157-2166.
32. TAHBAZ TAVAKOLI, H., ALE EBRAHIM, N. & GOLNAM, A. Demystifying the Legend of Resistance to Change. IAMOT 2008 : 17th International Conference on Management of Technology 6th-10th April 2008 Dubai International Convention and Exhibition Centre (DICEC), Dubai, UAE. 1-8.

Awards

1. December 2010, Second prize of the EPD 2010 challenge, Faculty of Engineering, University of Malaya
2. 19 March 2010, Winner of Thomson Reuters ResearcherID, Refer-a-Colleague Competition
3. 10 December 2005: Given recognition as selected researcher (attained second position) at the 2005 Selected Researchers Commemoration Ceremony conducted by the Ministry of Science, Research and Technology, Deputy Directorate for Research, State Scientific Research Center; IRIB, Int’l Conference Center, Tehran, Iran
4. December 2002: Received commendation letter from the Acting Deputy Director for Planning, Development & Technology for making valuable achievements while serving with the Board of Directors of Specialized Association of Industries & Mines; Ministry of Industries & Mines, Tehran , Iran
5. March 2005: Received commendation letter from IDRO Chairman of the Managing Board for sincere services as Chairman of the Board of Directors of Toseé Khodro Car Company during the year 2004; Tehran , Iran
6. December 2002: Given recognition as the Exemplary R&D Unit at the Fourth Research Fair (being the director of the R&D Unit at Mega Motor Company); Tehran, Iran
7. January 2002: Received commendation letter from the Managing Director of Mega Motor Company for sincere services as Research Deputy Director; Mega Motor Company, Tehran ,Iran
8. 1995: Attained the first standing among the graduates of Master’s Degree curriculum in Mechanical Engineering ,Faculty of Engineering of the University of Tehran, Tehran, Iran
9. 1992: Attained the first standing among the graduates of Bachelor’s Degree curriculum in Mechanical Engineering; Faculty of Engineering of the University of Tehran, Tehran, Iran
10. August 1993: Received commendation letter for commissioning of controlled temperature rooms at Rafsanjan Pistachio Research Center – Ministry of Agriculture; Rafsanjan Pistachio Research Center, Iran
11. 28 September 2005: Invited to become a member of the Asia Pacific Natural Gas Vehicles Association

Peer-Review Activities

1. International Journal of Production Research (IJPR) - 2012
2. Technological Forecasting & Social Change (TFSC) - 2012
3. International Journal of Management and Business Studies (IJMBS) - 2012
4. Educational Research and Reviews – 2012
5. Journal of Universal Computing (JUCS) – 2012
6. The African Journal of Business Management (AJBM)- 2010-2012
7. Global Journal of Business, Management and Accounting - 2011
8. The African Journal of Marketing Management (AJMM) – 2011
9. International Journal of Engineering and Technology (IJET) – 2011
10. Advanced Science Letters – 2011
11. Research Journal of Applied Sciences, Engineering and Technology – 2011
12. Scientific Research and Essays – 2009-2012
13. Technological Forecasting & Social Change - 2011

Membership

1- A member of project entitled “Computerized Manufacturing Resources Planning Models and Solutions for Multiple End-Items Under Probabilistic Decision Rules (Electrical/Electronic Industry)”, 2008, University of Malaya, Malaysia
2- Paper & Proceedings Committee member of “United Kingdom - Malaysia - Ireland Engineering Science Conference 2011 (UMIES 2011)” , 2011 University of Malaya, Kuala Lumpur, Malaysia.
3- Paper and Proceeding committee member of “11th Asia Pacific Industrial Engineering and Management Systems Conference 2010 (APIEMS 2010)”, 2010, Malaysia. Kuala Lumpur, Malaysia.
4- Scientific Secretariat of University of Malaya International Students’ Association (UMISA), 2008-2009
5- Member of International Association of Computer Science and Information Technology (IACSIT) (Member NO.: 80336546), since December 2009.
6- Member of International Technical and Scientific Association, SOCOLNET. Since November, 2009

Teaching Experiences

1. 2011-2013 “Publication Marketing Tools “Enhancing Research Visibility and Improving Citations””, UKM, UPM, UM, Malaysia
2. 2011-2013 “The Effective Use of Research Tools Box”, UKM, UPM, UM, Malaysia
3. 2010 “Research Tools and Resources”, UM, Malaysia
4. 2009-2013 “How to Conduct an Effective Literature Review”, UPM, UTM, UM, Malaysia
5. 2009-2013 “Research Tools I & II”, UiTM, UKM, UPM, UTM, UM, Malaysia
6. 2010-2013 “Target ISI Journals-HOW TO WRITE/PUBLISH ISI PAPERS”, UiTM, UKM, UPM, UM, Malaysia
7. 2010-2013 "How to increase H-Index", UTM, UKM, UM, Malaysia
8. 2009 "Managing Research Candidature" University of Malaya, Malaysia
9. 2008 “WITNESS simulation software”, Department of Engineering Design & Manufacture, Faculty of Engineering, UM
10. October 4-8, 2004: Conducted IT Strategy Seminar; Dubai , UAE
11. July 10, 2004: Conducted seminar on “Application of IT in Market Research”; Rahbaran Petrochimie Company, Tehran, Iran
12. May 2004: Performed live radio program on “Intellectual Property Rights (IPR)”; Tehran, Iran
13. March 2004: IT course; National Iranian Steel Company, Tehran, Iran
14. November 2002: Conducted educational seminars on “Research & Development Management and Application of IT therein”; Dubai and Abu Dhabi, UAE
15. May 2003: Conducted educational seminars on “Research & Development Management and Application of IT therein”; Dubai, UAE
16. February 2004: Conducted educational seminars on “Research & Development Management and Application of IT therein”; Dubai, UAE
17. 16 August 2003: Conducted educational seminar on “IT in Industry, Current Challenges, Future Outlooks”; Mashhad, Iran
18. March 2003: Conducted educational seminars on “Application of IT in Marketing”; Tehran, Iran
19. February 2003: Conducted educational seminars on “Role of Information Technology in Industrial Development”; Tehran, Iran
20. July 2003: Conducted educational seminars on “Application of IT in Research & Development”; Tehran, Iran
21. May 2003: Conducted educational seminars on “Application of IT in Research & Development”; Kish, Iran
22. December 2002: Conducted educational seminars on “Application of IT in Research & Development”; Isfahan, Iran
23. July 2002: Conducted educational seminars on “Application of IT in Research & Development”; Tabriz, Iran
24. June 2002: Conducted educational seminars on “Application of IT in Research & Development”; Shiraz, Iran
25. 1997-1998: Conducted seminars on “ISO 9000 Quality Assurance System”
26. 1992-1993: Taught “Fluids Mechanics” and “Heat Transfer” courses to undergraduate students at university of Lavizan
27. 1992-1994: Co-instructor of “Fluids Mechanics” and “Heat Transfer” courses; Faculty of Engineering, University of Tehran, Iran
28. Taught different computer courses:
a. 1993-1994: Education Center; University of Tehran
b. 1989-1993: Education Center; University of Tehran, Faculty of Engineering
c. 1991-1992: Tehran Municipality’s Computer Education Center

References

1. ^Ale Ebrahim, Nader; Shamsuddin Ahmed Abdul Rashid, Salwa Hanim Zahari Taha (7). "Effective Virtual Teams for New Product Development". Scientific Research and Essay7 (21): 1971-1985. doi:10.5897/SRE10.1005.
2. ^Ale Ebrahim, Nader; Ahmed, Shamsuddin Abdul Rashid, Salwa Hanim Taha, Zahari (31). "Technology Use in the Virtual R&D Teams". American Journal of Engineering and Applied Sciences5 (1): 9-14. doi:10.3844/ajeassp.2012.9.14.
3. ^Ale Ebrahim, Nader; Ahmed, Shamsuddin Abdul Rashid, Salwa Hanim Taha, Zahari M. A. Wazed (2012). "Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs". Advanced Materials Research433-440: 1653-1659. doi:10.4028/www.scientific.net/AMR.433-440.1653.
4. ^Ale Ebrahim, Nader; Shamsuddin Ahmed Zahari Taha (2009). "Innovation and R&D Activities in Virtual Team". European Journal of Scientific Research34 (3): 297-307. doi:10.1.1.174.5790.
5. ^Ale Ebrahim, Nader; Shamsuddin Ahmed Zahari Taha (December 2009). "Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process". African Journal of Marketing Management1 (9): 211-219.
6. ^Ale Ebrahim, Nader; Shamsuddin Ahmed Zahari Taha (4). "Critical Factors for New Product Developments in SMEs Virtual Team". African Journal of Business Management4 (11): 2247-2257.
7. ^Ale Ebrahim, Nader; Shamsuddin Ahmed Zahari Taha (2012). "Virtual Teams and Management Challenges". Academic Leadership Journal9 (3): 1-7.
8. ^ALE EBRAHIM, N., AHMED, S. & TAHA, Z. 2010. Critical Factors for New Product Developments in SMEs Virtual Team. African Journal of Business Management, 4, 2247-2257.

External links

Official Website
Research Tools
The best "Virtual R&D Teams" Papers
SelectedWorks of Nader Ale Ebrahim
ResearcherID
ORCID
Social Science Research Network (SSRN)
CiteULike
PublicationsList
Academic Research Microsoft
ResearchGate
WiKi
Methodspace
Ecademy
EPD 2010

User:Naderaleebrahim - Wikipedia, the free encyclopedia

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Proceedings of the Asia Pacific Industrial Engineering & Management Systems Conference 2012, Patong Beach, Phuket : Thaïlande (2012)

Process Construct in the Virtual R&D Teams

Nader Ale Ebrahim 1, Shamsuddin Ahmed 1, Salwa Hanim Abdul Rashid 1, Zahari Taha 2, Mohammadjafari Marjan 1

(03/12/2012)

literature proves the importance of the process role in the effectiveness of virtual research and development (R&D) teams for new product development (NPD). However, the factors that make process construct in a virtual R&D team are still unclear. The manager of virtual R&D teams for NPD does not know which items of process should be used. To address the gap and answer the question, the study presents a set of factors that make a process construct. The proposed construct modified by finding of the field survey. We empirically examine the relationship between construct, dimensions and its factors by employing the Structural Equation Modeling (SEM). A measurement model built base on the 13 preliminary factors that extracted from literature review. The result shows 9 factors out of 13 factors maintaining to make process construct. These factors can be grouped into two dimensions namely generating report and collaborative system. The findings can help new product development managers of enterprises to concentrate in the main factors for leading an effective virtual R&D team. In addition, it provides a guideline for future research.

1 :	University of Malaya (UM)
	Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya
2 :	Faculty of Manufacturing Engineering and Management Technology, University Malaysia Pahang (UMP)
	Education

Domaine

:

Sciences de l'ingénieur/Autre Sciences de l'Homme et Société/Gestion et management Économie et finance quantitative/Gestion des risques

Mots Clés : Collaboration teams – questionnaires performance – cross-functional teams – product development – measurement model – virtual team

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Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Z. (2012) Effective virtual teams for new product development.Scientific Research and Essay, 7 (21). pp. 1971-1985. ISSN 1992-2248
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). pp. 9-14. ISSN 1793-8244
Ale Ebrahim, N. (2012) Virtual R&D teams definition.Nader Ale Ebrahim's White Papers, 1 (1). pp. 1-2.
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). pp. 109-114. ISSN 1598-7248
Raval, R. R.; Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) Work together… when apart challenges and what is need for effective virtual teams.Journal of Information, Knowledge and Research in Business Management and Administration, 1 (1). pp. 1-3. ISSN 0975 – 671X
Ale Ebrahim, N.; Ahmed, S.; Taha, Z. (2010) Critical factors for new product developments in SMEs virtual team.African Journal of Business Management, 4 (11). pp. 2247-2257. ISSN 1993-8233
Ale Ebrahim, N.; Ahmed, S.; Taha, Z. (2010) Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs.African Journal of Business Management, 4 (11). pp. 2368-2379. ISSN 1993-8233
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) SMEs, virtual research and development (R&D) teams and new product development: a literature review.International Journal of the Physical Sciences, 5 (7). pp. 916-930. ISSN 1992-1950
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Modified stage-gate: a conceptual model of virtual product development process.African Journal of Marketing Management, 1 (9). pp. 211-219. ISSN 1993-8233
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual R&D teams in small and medium enterprises: a literature review.Scientific Research and Essays, 4 (13). pp. 1575-1590. ISSN 1992-2248
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). pp. 109-123. ISSN 19446-6331
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Innovation and R&D activities in virtual team.European Journal of Scientific Research, 34 (3). pp. 297-307. ISSN 1450-216X
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual teams: a literature review.Australian Journal of Basic and Applied Sciences, 3 (3). pp. 2653-2669. ISSN 1991-8178

Conference or Workshop Item

Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Z. (2011) Virtual collaborative R&D teams in Malaysia manufacturing SMEs. In: 2nd International Conference on Mechanical, Industrial, and Manufacturing Technologies (MIMT 2011), February 26-28, Hotel Royal, Singapore.
Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Zahari (2010) Virtual R&D teams: a potential growth of education-industry collaboration. In: 2nd International Congress on Engineering Education (ICEED 2010), 8th - 9th December, Sunway Resort Hotel & Spa, Kuala Lumpur, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha , Z. (2010) Virtual teams: a new opportunity to develop a business. In: International Conference on Entrepreneurship Across Boundaries, 5 - 6 AUGUST, Section For Co-curricular Courses, External Faculty Electives and TITAS, University of Malaya, Kuala Lumpur, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) Benefits and pitfalls of virtual R&D teams: an empirical study. In: 6th International Communication & Information Technology Management Conference (ICTM 2010) , February. 23-24, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) Envisages of new product developments in small and medium enterprises through virtual team. In: International Conference on Industrial Engineering and Operations Management (IEOM2010) , January 9-10, Dhaka, Bangladesh.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) A conceptual model of virtual product development process. In: 2nd Seminar on Engineering and Information Technology, (SEIT 2009), 8th - 9th July, Universiti Malaysia Sabah, Kota Kinabalu, Sabah, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtuality, innovation and R&D activities. In: 14th International Conference on Thinking (2009 Malaysia) -Theme "Thinking Minds: Nurturing the Design of a Better Future", 22-26 June, Kuala Lumpur Convention Centre, Kuala Lumpur, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual teams for NPD – an innovative experience for R&D engineers. In: International Conference on Advances in Mechanical Engineering, 24-25, June, Concorde Hotel, Shah Alam, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual teams and management challenges. In: 1st Executive MBA Conference, 18-19, May, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual R&D teams: innovation and technology facilitator. In: Engineering Education in 2025, 11-12 May, School of Engineering and Technology, University of Tehran, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) SMEs: ERP or virtual collaboration teams. In: First Enterprise Resource Planning conference, January 27-28, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) SMEs and virtual R&D teams: a motive channel for relationship between SMEs. In: The International Conference for Technical Postgraduates (TECHPOS 2009), 14-15 December, The Legend Hotel, Kuala Lumpur, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Virtual environments innovation and R&D activities: management challenges. In: Proceedings of the International Graduate on Engineering and Science (IGCES'08), 23 - 24 December, Universiti Teknologi Malaysia, Johor Bahru, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Virtual R&D teams: a sustainable infrastructure for promoting SMEs. In: 2nd Engineering Conference (EnCon 2008), 18-19 December, Crowne Plaza Riverside Hotel, Kuching, Sarawak, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Dealing with virtual R&D teams in new product development. In: The 9th Asia Pacific Industrial Engineering & Management Systems Conference and the 11th Asia Pacific Regional Meeting of the International Foundation for Production Research, 3 - 5 December, Nusa Dua, Bali - Indonesia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Virtual R&D Teams for NPD in SMEs: Past, Present and Future Trend. In: APCMOTTE2008 (Asia pacific Conference on Management of Technology and Technology Entrepreneurship) , 29-30 October, Melaka, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Concurrent collaboration in research and development. In: National Conference on Design and Concurrent Engineering (DECON) 2008, 28-29 October 2008, Melaka, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) New product development in virtual environment. In: 2008 International Conference on Technology Management and Innovation in China: Challenges and Opportunities in the 21st Century, 21st – 23rd October, UIBE, Beijing, China.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Literature, principle and the basics of network value creation in R&D: the relationship with economy. In: Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, 29-30 June, IRIB Int'l. Conference Center, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) R&D networking and value creation in SMEs. In: Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, 29-30 June, IRIB Int'l. Conference Center, Tehran, Iran.

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Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Z. (2012) Effective virtual teams for new product development.Scientific Research and Essay, 7 (21). pp. 1971-1985. ISSN 1992-2248
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). pp. 9-14. ISSN 1793-8244
Ale Ebrahim, N. (2012) Virtual R&D teams definition.Nader Ale Ebrahim's White Papers, 1 (1). pp. 1-2.
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). pp. 109-114. ISSN 1598-7248
Raval, R. R.; Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) Work together… when apart challenges and what is need for effective virtual teams.Journal of Information, Knowledge and Research in Business Management and Administration, 1 (1). pp. 1-3. ISSN 0975 – 671X
Ale Ebrahim, N.; Ahmed, S.; Taha, Z. (2010) Critical factors for new product developments in SMEs virtual team.African Journal of Business Management, 4 (11). pp. 2247-2257. ISSN 1993-8233
Ale Ebrahim, N.; Ahmed, S.; Taha, Z. (2010) Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs.African Journal of Business Management, 4 (11). pp. 2368-2379. ISSN 1993-8233
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) SMEs, virtual research and development (R&D) teams and new product development: a literature review.International Journal of the Physical Sciences, 5 (7). pp. 916-930. ISSN 1992-1950
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Modified stage-gate: a conceptual model of virtual product development process.African Journal of Marketing Management, 1 (9). pp. 211-219. ISSN 1993-8233
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual R&D teams in small and medium enterprises: a literature review.Scientific Research and Essays, 4 (13). pp. 1575-1590. ISSN 1992-2248
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). pp. 109-123. ISSN 19446-6331
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Innovation and R&D activities in virtual team.European Journal of Scientific Research, 34 (3). pp. 297-307. ISSN 1450-216X
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual teams: a literature review.Australian Journal of Basic and Applied Sciences, 3 (3). pp. 2653-2669. ISSN 1991-8178

Conference or Workshop Item

Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Z. (2011) Virtual collaborative R&D teams in Malaysia manufacturing SMEs. In: 2nd International Conference on Mechanical, Industrial, and Manufacturing Technologies (MIMT 2011), February 26-28, Hotel Royal, Singapore.
Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha, Zahari (2010) Virtual R&D teams: a potential growth of education-industry collaboration. In: 2nd International Congress on Engineering Education (ICEED 2010), 8th - 9th December, Sunway Resort Hotel & Spa, Kuala Lumpur, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Abdul Rashid, S.H.; Taha , Z. (2010) Virtual teams: a new opportunity to develop a business. In: International Conference on Entrepreneurship Across Boundaries, 5 - 6 AUGUST, Section For Co-curricular Courses, External Faculty Electives and TITAS, University of Malaya, Kuala Lumpur, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) Benefits and pitfalls of virtual R&D teams: an empirical study. In: 6th International Communication & Information Technology Management Conference (ICTM 2010) , February. 23-24, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2010) Envisages of new product developments in small and medium enterprises through virtual team. In: International Conference on Industrial Engineering and Operations Management (IEOM2010) , January 9-10, Dhaka, Bangladesh.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) A conceptual model of virtual product development process. In: 2nd Seminar on Engineering and Information Technology, (SEIT 2009), 8th - 9th July, Universiti Malaysia Sabah, Kota Kinabalu, Sabah, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtuality, innovation and R&D activities. In: 14th International Conference on Thinking (2009 Malaysia) -Theme "Thinking Minds: Nurturing the Design of a Better Future", 22-26 June, Kuala Lumpur Convention Centre, Kuala Lumpur, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual teams for NPD – an innovative experience for R&D engineers. In: International Conference on Advances in Mechanical Engineering, 24-25, June, Concorde Hotel, Shah Alam, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual teams and management challenges. In: 1st Executive MBA Conference, 18-19, May, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) Virtual R&D teams: innovation and technology facilitator. In: Engineering Education in 2025, 11-12 May, School of Engineering and Technology, University of Tehran, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) SMEs: ERP or virtual collaboration teams. In: First Enterprise Resource Planning conference, January 27-28, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2009) SMEs and virtual R&D teams: a motive channel for relationship between SMEs. In: The International Conference for Technical Postgraduates (TECHPOS 2009), 14-15 December, The Legend Hotel, Kuala Lumpur, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Virtual environments innovation and R&D activities: management challenges. In: Proceedings of the International Graduate on Engineering and Science (IGCES'08), 23 - 24 December, Universiti Teknologi Malaysia, Johor Bahru, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Virtual R&D teams: a sustainable infrastructure for promoting SMEs. In: 2nd Engineering Conference (EnCon 2008), 18-19 December, Crowne Plaza Riverside Hotel, Kuching, Sarawak, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Dealing with virtual R&D teams in new product development. In: The 9th Asia Pacific Industrial Engineering & Management Systems Conference and the 11th Asia Pacific Regional Meeting of the International Foundation for Production Research, 3 - 5 December, Nusa Dua, Bali - Indonesia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Virtual R&D Teams for NPD in SMEs: Past, Present and Future Trend. In: APCMOTTE2008 (Asia pacific Conference on Management of Technology and Technology Entrepreneurship) , 29-30 October, Melaka, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Concurrent collaboration in research and development. In: National Conference on Design and Concurrent Engineering (DECON) 2008, 28-29 October 2008, Melaka, Malaysia.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) New product development in virtual environment. In: 2008 International Conference on Technology Management and Innovation in China: Challenges and Opportunities in the 21st Century, 21st – 23rd October, UIBE, Beijing, China.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) Literature, principle and the basics of network value creation in R&D: the relationship with economy. In: Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, 29-30 June, IRIB Int'l. Conference Center, Tehran, Iran.
Ale Ebrahim, N.; Ahmed, S.; Taha , Z. (2008) R&D networking and value creation in SMEs. In: Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, 29-30 June, IRIB Int'l. Conference Center, Tehran, Iran.

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Executive Summary

Defining research impacts

1. A research impact is a recorded or otherwise auditable occasion of influence from academic research on another actor or organization.
a. Academic impacts from research are influences upon actors in academia or universities, e.g. as measured by citations in other academic authors’ work.
b. External impacts are influences on actors outside higher education, that is, in business, government or civil society, e.g. as measured by references in the trade press or in government documents, or by coverage in specialist ‘close to policy’ media, or by coverage in mass media.
2. A research impact is an occasion of influence and hence it is not the same thing as a change in outputs or activities as a result of that influence, still less a change in social outcomes. Changes in organizational outputs and social outcomes are always attributable to multiple forces and influences. Consequently, verified causal links from one author or piece of work to output changes or to social outcomes cannot realistically be made or measured in the current state of knowledge.
3. A research impact is also emphatically not a claim for a clear-cut social welfare gain (i.e. it is not causally linked to a social outcome that has been positively evaluated or validated as beneficial to society in some way).
4. However, secondary impacts from research can sometimes be traced at a much more aggregate level, and some macro-evaluations of the economic net benefits of university research are feasible. Improving our knowledge of primary impacts as occasions of influence is the best route to expanding what can be achieved here.

What shapes the citing of academic publications?

5. Citation rates are now appropriately used as a basis for tracking academic impacts across all disciplines. The barriers to their use in the socials sciences, humanities and applied STEM disciplines have all greatly reduced in recent years. Yet the shape of citation rates still vary widely across academic disciplines.
6. There are substantial differences in the general rate of citing across disciplines with more cites (including self-cites) being found in the sciences than the social sciences.
7. The type of output chosen affects citation rates e.g. on average a book will take longer to be referred to but will be cited for longer.
8. How academics balance their time across the six areas of responsibility will be another important factor in citation rates.

Knowing your strengths

9. In the past academics have had few available tools to track their citation rates. We suggest using a combination of the three best tools which are Harzing’s Publish or Perish, Google Scholar and Google Book Search, and the ISI Web of Knowledge.
Google Scholar Citations also is a new facility that may have extensive impact and take-up in academia in the next 2-3 years.
10. Having a distinctive author name is very helpful for academics’ work to be easily found amongst a global deluge of information – academics should choose an author name that will allow their citations to be easily retrieved in global-scale publishing markets.
11. Conventional citation-tracking systems like ISI WOK and Scopus have limited coverage in the social sciences and humanities, and an American-based geographical bias, as well as capturing relatively few citations in languages other than English. They are only just planning to cover books and do not cover working papers.
12. Internet-based systems like Harzing’s Publish or Perish, Google and Scirus cover a wider range of academic outputs and now provide more reliable analysis of how research is being cited – they are much more reliable and inclusive in the social sciences and humanities.

Key measures of academic influence

13. Simple indicators for judging citation rates – such as total number of publications, total number of citations, and an age-weighted citation rate do not accurately capture an academics’ citation success.
14. Calculating an academic’s h-score and g-score provides a more robust picture of how much an academic’s work is valued by her peers.
15. Across all disciplines in the social sciences, journal articles account for the majority of citations, reflecting the large numbers of published articles. Books account for 8 to 30 per cent of citations across different disciplines. Books may figure disproportionately amongst those well-cited entries that build h scores and the g index. Book chapters in edited books, however, are often hard to find and are poorly referenced.
16. Network analysis can help shed light on the difference in citation rates between ‘hub’ and ‘authority’ academics at different stages in their careers, which compares the number of inward and outward citations.  

Getting better cited

17. Academics who wish to improve the citation rate of their journal articles should ensure that title names are informative and memorable, and that their abstracts contain key ‘bottom line’ or ‘take-away points’. ‘Narrative’ titles that in some way cue findings have many advantages in modern academic communication.
18. Book authors should ensure that their titles and sub-titles are distinctive yet appear in general ‘Google Book’ searches around the given theme.
19. There are a number of schools of thoughts regarding self-citations. In general academics should aim to ensure their own self-citation rate is in line with those of other academics in the same discipline.
20. Co-authored outputs tend to generate more citations due to networking effects between authors in a given research team or lab, especially if the co-authors come from different universities or countries.

Patterns of external research impacts

21. Generating impact within single academic disciplines is a complex process encompassing not only ‘discovery’ but also integration, application, and professional renewal; each of which make significant demands on an academic’s time and contribute to impacts. E.g. some of the academic impacts with the widest reach and greatest significance arise from integration work, not just applications or discovery work, especially in the social sciences
22. Academic work is highly siloed into disciplines while societal problems are multi-dimensional. Bridging scholarship across disciplines, promoting integration at the university level, and engaging in academic and professional service are some key additional ways in which academics’ work can better reach and influence wider society.
23. The ‘impacts interface’ describes how in advanced societies intermediaries – such as consultancies, professional networks, think tanks, specialist media, and other organisations – aggregate, distil and re-package trends in academic research for clients and other actors in the private sector, government, and civil society.
24. Academics giving informal advice to businesses, along with lectures, networking, contract work, student placements, joint publications and consultancy are the most widely undertaken activities likely to generate external impacts.

Is there an impacts gap?

25. Government officials and businesses often complain of an ‘impact gap’ where academic research fails to fulfil its potential to influence wider societal development. (The wider issue of ‘outcome gaps’ is too difficult to track or discuss due to the multi-causal nature of social life and the weak existing evidence base about such issues).
26. If there is an impacts gap it could be attributed to:

• demand and supply mismatches;
• insufficient incentives problems;
• poor mutual understanding and communication;
• cultural mismatch problems; or
• weak social networks and social capital.

27. Solutions to effectively combat an impacts gap cannot be homogenous across all academic disciplines and sectors, but rather should be innovative and tailored to the demonstrated problem.

How researchers achieve external impacts

28. While different authors and schools of thoughts within disciplines will take a different view of what factors make a difference to an academic achieving external impacts, we hypothesize that the following seven variable are the most relevant:

• his or her academic credibility;
• dispositional and sub-field constraints that rule some academics out of influence;
• networking skills;
• personal communication capacity;
• external reputation;
• experience of applied and joined-up work; and
• track record of successful applied and joined-up work.

29. Analysis of our pilot sample of 120 academics shows that academics who are cited more in the academic literature in social sciences are also cited more in non-academic Google references from external actors.
30. Researchers responding to research councils and funding bodies tend to claim impact in a haphazard way. It is possible to see in more detail analysis a more robust link between outputs produced for a particular project and objectively moderated impact assessments.

How organizations achieve external impact

31. While academic departments, labs, and research groups produce a great deal of explicit knowledge, it is their collective ‘tacit knowledge,’ which is the most difficult to communicate to external audiences, and yet that tends to have the most impact.
32. The changing nature of commissioned academic work means that the time lag in achieving external impacts can be radically reduced, yet any external impact of non-commissioned work is likely to lag far beyond its academic impact.
33. It is important for both individual departments/ research labs, schools or faculties, and the University as a whole to systematically collect, access and arrange auditable data on external impacts; keeping in mind that some ‘naïve customers’ like funders, regulators, and other parts of their universities may insist on proof of ‘extended’ impacts
34. Making meaningful comparisons between universities’ and individual departments’ external impacts requires contextual understanding of how departments and universities generally perform in a given country and institutional environment.
35. Seeking to improve external impact should not mean sacrificing academic independence and integrity. Compiling a risk assessment for working with external actors or funders is one way to mitigate the politicization of one’s research. 

Expanding external research impacts

36. Academics should move beyond simply maintaining a CV and publications list and develop and keep updated an ‘impacts file’ which allows them to list occasions of influence in a recordable and auditable way.
Departments and universities can best encourage academics to collation raw data on external impacts by asking staff systematically and regularly about their impact work and assigning some weight to impact track records
in academic promotion procedures.

7. The type of output chosen affects citation rates e.g. on average a book will take longer to be referred to but will be cited for longer.

8. How academics balance their time across the six areas of responsibility will be another important factor in citation rates.

Knowing your strengths

9. In the past academics have had few available tools to track their citation rates. We suggest using a combination of the three best tools which are Harzing’s Publish or Perish, Google Scholar and Google Book Search, and the ISI Web of Knowledge.

       Google Scholar Citations also is a new facility that may have extensive impact and take-up in academia in the next 2-3 years.

10. Having a distinctive author name is very helpful for academics’ work to be easily found amongst a global deluge of information – academics should choose an author name that will allow their citations to be easily retrieved in global-scale publishing markets.

11. Conventional citation-tracking systems like ISI WOK and Scopus have limited coverage in the social sciences and humanities, and an American-based geographical bias, as well as capturing relatively few citations in languages other than English. They are only just planning to cover books and do not cover working papers.

12. Internet-based systems like Harzing’s Publish or Perish, Google and Scirus cover a wider range of academic outputs and now provide more reliable analysis of how research is being cited – they are much more reliable and inclusive in the social sciences and humanities.

Key measures of academic influence

13. Simple indicators for judging citation rates – such as total number of publications, total number of citations, and an age-weighted citation rate do not accurately capture an academics’ citation success.

14. Calculating an academic’s h-score and g-score provides a more robust picture of how much an academic’s work is valued by her peers.

15. Across all disciplines in the social sciences, journal articles account for the majority of citations, reflecting the large numbers of published articles. Books account for 8 to 30 per cent of citations across different disciplines. Books may figure disproportionately amongst those well-cited entries that build h scores and the g index. Book chapters in edited books, however, are often hard to find and are poorly referenced.

16. Network analysis can help shed light on the difference in citation rates between ‘hub’ and ‘authority’ academics at different stages in their careers, which compares the number of inward and outward citations.

Getting better cited

17. Academics who wish to improve the citation rate of their journal articles should ensure that title names are informative and memorable, and that their abstracts contain key ‘bottom line’ or ‘take-away points’. ‘Narrative’ titles that in some way cue findings have many advantages in modern academic communication.

18. Book authors should ensure that their titles and sub-titles are distinctive yet appear in general ‘Google Book’ searches around the given theme.

19. There are a number of schools of thoughts regarding self-citations. In general academics should aim to ensure their own self-citation rate is in line with those of other academics in the same discipline.

20. Co-authored outputs tend to generate more citations due to networking effects between authors in a given research team or lab, especially if the co-authors come from different universities or countries.

Patterns of external research impacts

21. Generating impact within single academic disciplines is a complex process encompassing not only ‘discovery’ but also integration, application, and professional renewal; each of which make significant demands on an academic’s time and contribute to impacts. E.g. some of the academic impacts with the widest reach and greatest significance arise from integration work, not just applications or discovery work, especially in the social sciences

22. Academic work is highly siloed into disciplines while societal problems are multi-dimensional. Bridging scholarship across disciplines, promoting integration at the university level, and engaging in academic and professional service are some key additional ways in which academics’ work can better reach and influence wider society.

other organisations – aggregate, distil and re-package trends in academic research for clients and other actors in the private sector, government, and civil society.

24. Academics giving informal advice to businesses, along with lectures, networking, contract work, student placements, joint publications and consultancy are the most widely undertaken activities likely to generate external impacts.

Is there an impacts gap?

25. Government officials and businesses often complain of an ‘impact gap’ where academic research fails to fulfil its potential to influence wider societal development. (The wider issue of ‘outcome gaps’ is too difficult to track or discuss due to the multi-causal nature of social life and the weak existing evidence base about such issues).

26. If there is an impacts gap it could be attributed to:

·        demand and supply mismatches;

·        insufficient incentives problems;

·        poor mutual understanding and communication;

·        cultural mismatch problems; or

·        weak social networks and social capital.

27. Solutions to effectively combat an impacts gap cannot be homogenous across all academic disciplines and sectors, but rather should be innovative and tailored to the demonstrated problem.

How researchers achieve external impacts

28. While different authors and schools of thoughts within disciplines will take a different view of what factors make a difference to an academic achieving external impacts, we hypothesize that the following seven variable are the most relevant:

·        his or her academic credibility;

·        dispositional and sub-field constraints that rule some academics out of influence;

·        networking skills;

·        personal communication capacity;

·        external reputation;

·        experience of applied and joined-up work; and

·        track record of successful applied and joined-up work.

29. Analysis of our pilot sample of 120 academics shows that academics who are cited more in the academic literature in social sciences are also cited more in non-academic Google references from external actors.

30. Researchers responding to research councils and funding bodies tend to claim impact in a haphazard way. It is possible to see in more detail analysis a more robust link between outputs produced for a particular project and objectively moderated impact assessments.

How organizations achieve external impact

31. While academic departments, labs, and research groups produce a great deal of explicit knowledge, it is their collective ‘tacit knowledge,’ which is the most difficult to communicate to external audiences, and yet that tends to have the most impact.

32. The changing nature of commissioned academic work means that the time lag in achieving external impacts can be radically reduced, yet any external impact of non-commissioned work is likely to lag far beyond its academic impact.

33. It is important for both individual departments/ research labs, schools or faculties, and the University as a whole to systematically collect, access and arrange auditable data on external impacts; keeping in mind that some ‘naïve customers’ like funders, regulators, and other parts of their universities may insist on proof of ‘extended’ impacts

34. Making meaningful comparisons between universities’ and individual departments’ external impacts requires contextual understanding of how departments and universities generally perform in a given country and institutional environment.

35. Seeking to improve external impact should not mean sacrificing academic independence and integrity. Compiling a risk assessment for working with external actors or funders is one way to mitigate the politicization of one’s research.

Expanding external research impacts

36. Academics should move beyond simply maintaining a CV and publications list and develop and keep updated an ‘impacts file’ which allows them to list occasions of influence in a recordable and auditable way.

Departments and universities can best encourage academics to collation raw data on external impacts by asking staff systematically and regularly about their impact work and assigning some weight to impact track records in academic promotion procedures.
37. Universities’ events programmes should be re-oriented toward promoting their own research strengths, as well as external speakers. Events should be integrated multi-media and multi-stage from the outset, and universities should seek to develop ‘zero touch’ technologies to track and better target audience members.
38. Universities should learn from corporate customer relationship management (CRM) systems to better collect, collate, and analyse information gathered from discrete parts of the university and encourage academics to record their impact-related work with external actors. Recommendation 36 above is a key prior stage here.
39. ‘Information wants to be free.’ Publishing some substantive and informative form of an academic research on the open web or storing it in a university’s online depository is essential to ensure that readers beyond academia can gain easy access to research.
40. Improving professional communication, such as through starting multi-author blogs, can help academics ‘cut out the middleman’ and disseminate their research more broadly. By fostering direct and timely communication with wider and more diverse audiences, in a completely open-web format, multi-author academic blogs can greatly expand the detail, accuracy and immediacy of the messages that get ‘translated’ by external audiences.
41. Academics must realise that key interface bodies like think tanks, consultancies and multiple professional networks are not going to go away. Being ‘smart but tough’ about working with intermediaries and networks can broaden access to the potential beneficiaries of research.

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Process Construct in the Virtual R&D Teams

Nader Ale Ebrahim (al_e_ebrahim@yahoo.com), Shamsuddin Ahmed, Salwa Hanim Abdul Rashid, Zahari Taha and Mohammadjafari Marjan
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Abstract: literature proves the importance of the process role in the effectiveness of virtual research and development (R&D) teams for new product development (NPD). However, the factors that make process construct in a virtual R&D team are still unclear. The manager of virtual R&D teams for NPD does not know which items of process should be used. To address the gap and answer the question, the study presents a set of factors that make a process construct. The proposed construct modified by finding of the field survey. We empirically examine the relationship between construct, dimensions and its factors by employing the Structural Equation Modeling (SEM). A measurement model built base on the 13 preliminary factors that extracted from literature review. The result shows 9 factors out of 13 factors maintaining to make process construct. These factors can be grouped into two dimensions namely generating report and collaborative system. The findings can help new product development managers of enterprises to concentrate in the main factors for leading an effective virtual R&D team. In addition, it provides a guideline for future research.
Keywords:Collaboration teams; questionnaires performance; cross-functional teams; product development; measurement model; virtual team (search for similar items in EconPapers)
Date: 2012-12-03
Note: View the original document on HAL open archive server: http://hal.archives-ouvertes.fr/hal-00787805
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Published - Presented, Proceedings of the Asia Pacific Industrial Engineering & Management Systems Conference 2012, 2012, Patong Beach, Phuket, Thailand
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Maximizing the impacts of your research: a handbook for social scientists

Public Policy Group, LSE (2011) Maximizing the impacts of your research: a handbook for social scientists. Consultation draft 3. LSE Public Policy Group, London School of Economics and Political Science, London, UK.

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Item Type:	Monograph (Report)
Official URL:	http://www2.lse.ac.uk/government/research/resgroup...
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Identification Number:	Consultation draft 3
URL:	http://eprints.lse.ac.uk/35758/

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Process Construct in the Virtual R&D Teams
in Proceedings of the Asia Pacific Industrial Engineering & Management Systems Conference (APIEMS 2012), Patong Beach, Phuket, Thailand, 2012, pp. 1822-1828, December 2012
Nader Ale Ebrahim , Shamsuddin Ahmed , Salwa Hanim Abdul Rashid , Zahari Taha and Marjan Mohammadjafari
University of Malaya - Department of Engineering Design and Manufacture, Faculty of Engineering , University of Malaya (UM) , University of Malaya (UM) - Department of Engineering Design and Manufacture , University Malaysia Pahang - Department of Manufacturing Engineering and University of Malaya (UM)
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Ability Dispersion and Team Performance: A Field Experiment
Tinbergen Institute Discussion Paper 12-130/VII
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San Francisco State University
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Endogenous Group Formation in Experimental Contests
Working Paper of the Max Planck Institute for Tax Law and Public Finance No. 2012-10
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Max Planck Institute for Tax Law and Public Finance , Max Planck Institute for Tax Law and Public Finance and Max Planck Institute for Tax Law and Public Finance
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Stevens Institute of Technology - Wesley J. Howe School of Technology Management , Stevens Institute of Technology - Wesley J. Howe School of Technology Management and affiliation not provided to SSRN
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Delhi School of Economics
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ALL TIME HITS (for all papers in SSRN eLibrary) TOP 10 Papers for Journal of ERN: Team Theory (Topic) January 2, 1997 to February 24, 2013 Rank Downloads Paper Title 1 877 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 2 726 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 3 618 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 4 540 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 5 496 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 6 432 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 7 256 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 8 252 Transformational Leadership: Increasing Institutional Effectiveness Through Participative Decision Making Erin Jennifer McCann, Unaffiliated Authors - affiliation not provided to SSRN, Date posted to database: March 26, 2011 Last Revised: March 26, 2011 9 244 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 10 241 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

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Title:		Effective Virtual Teams for New Product Development
Authors:		Ale Ebrahim, Nader Ahmed Shamsuddin Abdul Rashid, Salwa Hanim Taha, Zahari
Issue Date:		7-Jun-2012
Citation:		[Journal:] Scientific Research and Essay [ISSN:] 1992-2248 [Publisher:] Academic Journals [Place:] Nairobi [Volume:] 7 [Issue:] 21 [Pages:] 1971-1985 [DOI/URN:] doi:10.5897/SRE10.1005
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.
Subjects:		Virtual teams collaboration questionnaires cross-functional teams integration performance product development. communication
JEL:		M12 O32 L11 Q31 M54 O1
Persistent Identifier of the first edition:		doi:10.5897/SRE10.1005
Creative Commons License:
Appears in Collections:		Articles / Aufsätze

Files in This Item:

File Description Size Format Effective virtual.pdf 558.26 kB Adobe PDF

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A Conceptual Model of Virtual Product Development Process

Benefits and Pitfalls of Virtual R&D Teams: An Empirical Study

Consideration of the virtual team work and disabled citizens, as promising opportunity providers for the e government infrastructure's formation

Dealing with Virtual R&D Teams in New Product Development

Demystifying the Legend of Resistance to Change

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

Establishing Virtual R&D Teams: Obliged Policy

Innovation Process is Facilitated in Virtual Environment of R&D Teams

Knowledge Worker Role in the Virtual R&D Teams for New Product Development: A Measurement Model

Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy

Managing Communication in New Product Development Process: Virtual R&D Teams and Information Technology

New Product Development in Virtual Environment

New Product Development in Virtual Environment

Process Construct in the Virtual R&D Teams

R&D Networking and value Creation in SMEs R&D Networking and value Creation in SMEs

SMEs and Virtual R&D Teams: A Motive Channel for Relationship between SMEs

SMEs and Virtual R&D Teams: A Motive Channel for Relationship between SMEs

SMEs: ERP or Virtual Collaboration Teams

The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs

Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs

Virtual Environments Innovation and R&D Activities: Management Challenges

Virtual R&D team: Technology Transfer Facilitator

Virtual R&D Teams for NPD in SMEs: Past, Present and Future Trend

Virtual R&D Teams: A potential growth of education-industry collaboration

Virtual R&D Teams: A Sustainable Infrastructure for Promoting SMEs

Virtual R&D Teams: Innovation and Technology Facilitator

Virtual Teams and Management Challenges

Virtual Teams for NPD – an Innovative Experience for R&D Engineers

Virtual Teams: A New Opportunity to Develop a Business

Virtuality, innovation and R&D activities

Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process by Nader Ale Ebrahim, Shamsuddin Ahmed, Zahari Taha :: SSRN

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Information Systems, E-learning, and Knowledge Management ResearchCommunications in Computer and Information ScienceVolume 278, 2013, pp 669-676

Managing Matrixed, Dispersed Advisors in Virtual Universities

• Eva Rimbau-Gilabert,
• María J. Martínez-Argüelles,
• Elisabet Ruiz-Dotras

Look InsideGet Access

Abstract

There is a lack of research about how to manage the advising role in purely virtual universities. This paper highlights the need for virtual universities tocoordinate a large, distributed teaching staff through virtual workgroups. In the particular case of academic advising, these groups may function in a virtual, matrix structure –as occurs in the Open University of Catalonia-, thus generating specific coordination challenges. The paper elaborates an Input-Process-Output model that can be used as a guide for researching the effectiveness of matrixed, dispersed advisors.

References (19)

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5. Erkens, G., Jaspers, J., Prangsma, M., Kanselaar, G.: Coordination processes in computer supported collaborative writing. Computers in Human Behavior 21, 463–486 (2005)CrossRef
6. King, N.: Organization of Academic Advising Services. In: Gordon, V.N., Habley, W.R., Grites, T.J. (eds.) Academic Advising: A Comprehensive Handbook, 2nd edn. NACADA, Jossey Bass (2008)
7. Leonard, M.J.: Advising Delivery: Using Technology. In: Gordon, V.N., Habley, W.R., Grites, T.J. (eds.) Academic Advising: A Comprehensive Handbook, 2nd edn. NACADA, Jossey Bass (2008)
8. Pardee, C.F.: Organizational structures for advising. The NACADA Clearinghouse of Academic Advising Resources (2004), http://www.nacada.ksu.edu/Clearinghouse/AdvisingIssues/org_models.html (retrieved March 01, 2010)
9. Kolodny, H.F.: Managing in a Matrix. Business Horizons 24(2), 14–24 (1981)CrossRef
10. Powell, A., Piccoli, G., Ives, B.: Virtual teams, a review of current literature and directions for research. The Data Base for Advances in Information Systems 35(1), 6–36 (2004)CrossRef
11. Cascio, W.F., Shurygailo, S.: E-leadership and virtual teams. Organizational Dynamics 31(4), 362–376 (2003)CrossRef
12. Ebrahim, N.A., Ahmed, S., Taha, Z.: Virtual Teams: a Literature Review. Australian Journal of Basic and Applied Sciences 3(3), 2653–2669 (2009)
13. Antoni, C., Hertel, G.: Team processes, their antecedents and consequences: Implications for different types of teamwork. European Journal of Work and Organizational Psychology 18(3), 253–266 (2009)CrossRef
14. Lurey, J.S., Raisinghani, M.S.: An emprirical study of best practices in virtual teams. Information & Management 1914, 1–22 (2000)
15. Anand, N., Daft, R.L.: What is the Right Organization Design? Organizational Dynamics 36(4), 329–344 (2007)CrossRef
16. Goold, M., Campbell, A.: Making Matrix Structures Work: Creating Clarity on Unit Roles and Responsibility. European Management Journal 21(3), 351–363 (2003)CrossRef
17. O’Banion, T.: An Academic Advising Model. Junior College Journal 42, 62, 64, 66–69 (1972)
18. Stewart, G.L., Barrick, M.R.: Team structure and performance: Assessing the role of intra-team process and the moderating role of task type. Academy of Management Journal 43, 135–148 (2000)CrossRef
19. Malhotra, A., Majchrzak, A., Rosen, B.: Leading Virtual Teams. Academy of Management Perspectives 21, 60–70 (2007)CrossRef

 

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Modified stage-gate: A conceptual model of virtual product development process

Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2009): Modified stage-gate: A conceptual model of virtual product development process. Published in: African Journal of Marketing Management , Vol. 1, No. 9 (2009): pp. 211-219.

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Abstract

In today’s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development.

Item Type:	MPRA Paper
Original Title:	Modified stage-gate: A conceptual model of virtual product development process
English Title:	Modified stage-gate: A conceptual model of virtual product development process
Language:	English
Keywords:	Modified stage-gate system, virtual product development, conceptual model
Subjects:	L - Industrial Organization > L6 - Industry Studies: Manufacturing L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance > L17 - Open Source Products and Markets O - Economic Development, Technological Change, and Growth > O3 - Technological Change; Research and Development; Intellectual Property Rights > O32 - Management of Technological Innovation and R&D M - Business Administration and Business Economics; Marketing; Accounting > M1 - Business Administration > M12 - Personnel Management; Executive Compensation L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance O - Economic Development, Technological Change, and Growth > O1 - Economic Development L - Industrial Organization > L2 - Firm Objectives, Organization, and Behavior M - Business Administration and Business Economics; Marketing; Accounting > M1 - Business Administration > M11 - Production Management P - Economic Systems > P2 - Socialist Systems and Transitional Economies > P24 - National Income, Product, and Expenditure; Money; Inflation P - Economic Systems > P4 - Other Economic Systems > P42 - Productive Enterprises; Factor and Product Markets; Prices; Population P - Economic Systems > P2 - Socialist Systems and Transitional Economies > P23 - Factor and Product Markets; Industry Studies; Population O - Economic Development, Technological Change, and Growth > O3 - Technological Change; Research and Development; Intellectual Property Rights
Item ID:	27043
Depositing User:	Nader Ale Ebrahim
Date Deposited:	09. Mar 2011 07:40
Last Modified:	14. Feb 2013 07:38
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URI:	http://mpra.ub.uni-muenchen.de/id/eprint/27043

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	Modified Stage-Gate: A Conceptual Model of Virtual ProductDevelopment Process - NaderAleEbrahim ALEEBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Modified Stage-Gate: A Conceptual Model of Virtual ProductDevelopment Process. African Journal of Marketing Management, 1, 211-219. Keywords:Modified stage-gate system; virtual product development; conceptual model Downloads: 32
	Technology Use in the Virtual R&D Teams - NaderAleEbrahim ALEEBRAHIM, 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, 9-14. Keywords:Collaboration teams; questionnaires; performance; cross-functional teams; product development; structural equation modeling; measurement model; literature review Downloads: 20
	Effective Virtual Teams - NaderAleEbrahim ALEEBRAHIM, N., AHMED, S., ABDUL RASHID, S. H. & TAHA, Z. 2012. Effective Virtual Teams for New ProductDevelopment. Scientific Research and Essay, 7, 1971-1985. Keywords:Virtual teams; collaboration; questionnaires; communication; information; integration; performance; success; cross-functional teams; product development Downloads: 2
	SMEs; Virtual research and development (R&D) teams and new productdevelopment: A literature review - NaderAleEbrahim ALEEBRAHIM, N., AHMED, S. & TAHA, Z. 2010. SMEs; Virtual research and development (R&D) teams and new productdevelopment: A literature review International Journal of the Physical Sciences, 5, 916â930. Keywords:Virtual teams; small and medium enterprises; new product development; R&D Downloads: 92
	The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs - NaderAleEbrahim ALEEBRAHIM, 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, 109-114. Keywords:Virtual Teams; New Product Development; Survey Finding; Small and Medium Enterprises Downloads: 11
	Virtual Teams for New ProductDevelopment– An Innovative Experience for R&D Engineers - NaderAleEbrahim ALEEBRAHIM, N., AHMED, S. & TAHA, Z. 2009. Virtual Teams for New ProductDevelopmentâ An Innovative Experience for R&D Engineers. European Journal of Educational Studies, 1, 109-123. Keywords:Virtual R&D Teams; New Product Development; Virtual Experience; R&D Engineers Downloads: 37

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Critical Factors for New Product Developments in SMEs Virtual Team

Nader Ale Ebrahim, Shamsuddin Ahmed and Zahari Taha
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Abstract: Small and medium enterprises (SMEs) are considered as an engine for economic growth all over the world and especially for developing countries. During the past decade, new product development (NPD) has increasingly been recognized as a critical factor in ensuring the continued survival of SMEs. On the other hand, the rapid rate of market and technological changes has accelerated in the past decade, so this turbulent environment requires new methods and techniques to bring successful new products to the marketplace. Virtual team can be a solution to answer the requested demand. However, literaturehave shownno significant differences between traditional NPD and virtual NPD in general, whereas NPD in SME's virtual team has not been systematically investigated in developing countries. This paper aims to bridge this gap by first reviewing the NPD and its relationship with virtuality and then identifies the critical factors of NPD in virtual teams. The statistical method was utilized to perform the required analysis of data from the survey. The results were achieved through factor analysis at the perspective of NPD in some Malaysian and Iranian manufacturing firms (N = 191). The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines, which hopefully will help managers of firms in developing countries toconsider the main factors in NPD.
Keywords:Survey; findings; new; product; development; factor; analysis; virtual; team; medium-sized; enterprises; knowledge; management; perspective; innovation; internet; network; questionnaires; communication; information; integration (search for similar items in EconPapers)
Date: 2010
Note: View the original document on HAL open archive server: http://hal.archives-ouvertes.fr/hal-00593363/en/
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Published, African Journal of Business Management, 2010, 4, 11, 2247-2257
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• JEL Classification (21752)
  • L - Industrial Organization (2598)
    • L1 - Market Structure, Firm Strategy, and Market Performance (772)
      • L10 - General (86)
      • L11 - Production, Pricing, and Market Structure; Size Distribution of Firms (164)
      • L12 - Monopoly; Monopolization Strategies (29)
      • L13 - Oligopoly and Other Imperfect Markets (206)
      • L14 - Transactional Relationships; Contracts and Reputation; Networks (114)
      • L15 - Information and Product Quality; Standardization and Compatibility (72)
      • L16 - Industrial Organization and Macroeconomics: Industrial Structure and Structural Change; Industrial Price Indices (72)
      • L17 - Open Source Products and Markets (26)
      • L19 - Other (10)

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Abbassi, Abdessalem and Larue, Bruno (2011): Trade liberalization and inter-provincial dumping in a spatial equilibrium model: the case of the Canadian dairy industry.
Abdul Majid, Muhamed Zulkhibri and Sufian, Fadzlan (2007): Market Structure and Competition in Emerging Market: Evidence from Malaysian Islamic Banking Industry. Published in: Journal of Economic Cooperation , Vol. 2, No. 28 (2007): pp. 99-121.
Acharyya, Rajat and Garcia-Alonso, Maria (2009): Parallel imports, drug innovation and international patent protection: a policy game. Forthcoming in: Journal of International Trade and Economic Development
Agisilaou, Panayiotis (2012): Keep to sustain or keep to exploit? Why firms keep hard evidence.
Ale Ebrahim, Nader and Ahmed, Shamsuddin and Abdul Rashid, Salwa Hanim and Taha, Zahari (2010): Virtual R&D Teams: A potential growth of education-industry collaboration. Published in: In: 2010 2nd International Congress on Engineering Education (ICEED 2010), 8th - 9th December Sunway Resort Hotel & Spa, Kuala Lumpur, Malaysia. (8. December 2010): pp. 7-9.
Ale Ebrahim, Nader and Ahmed, Shamsuddin and Salwa Hanim, Salwa Hanim and Taha, Zahari (2011): Technology Use in the Virtual R&D Teams. Published in: American Journal of Engineering and Applied Sciences , Vol. 5, No. 1 (31. January 2012): pp. 9-14.
Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2008): Concurrent Collaboration in Research and Development. Published in: proceeding of National Conference on Design and Concurrent Engineering (DECON) 2008, Melaka, Malaysia. (28. October 2008): pp. 1-4.
Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2008): Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy. Published in: In: Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, Tehran, Iran. (29. June 2008): pp. 1-8.
Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2009): Modified stage-gate: A conceptual model of virtual product development process. Published in: African Journal of Marketing Management , Vol. 1, No. 9 (2009): pp. 211-219.
Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2008): R&D Network and value Creation in SMEs. Published in: In: Seventh conference of Industries and Mines R&D Centers- R&D and Network Value Creation, Tehran, Iran. (30. June 2008): pp. 1-6.
Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2008): Virtual teams: A literature review. Published in: Australian Journal of Basic and Applied Sciences , Vol. 3, No. 3 (2009): pp. 2653-2669.
Ale Ebrahim, Nader and Ahmed, Shamsuddin and Taha, Zahari (2009): A conceptual model of virtual product development process. Published in: In: 2nd Seminar on Engineering and Information Technology, (SEIT 2009), Universiti Malaysia Sabah, Kota Kinabalu, Sabah, Malaysia. (8. July 2009): pp. 191-196.
Ale Ebrahim, Nader and Ghazizadeh, Ali and Golnam, Arash and Tahbaz Tavakoli, Hamid (2007): R&D Management in Iran, Opportunities and Threats. Published in: 16th International Conference on Management of Technology (IAMOT 2007), "Management of Technology for the Service Economy", Miami Beach Resort & Spa, Miami Beach, Florida, USA. (15. May 2007): pp. 1-7.
Aliu, Armando (2012): European industrial relations: transnational relations and global challenges.
Amundsen, Eirik S.andBergman, Lars (2007): Provision of operating reserve capacity: Principles and practices on the Nordic Electricity Market. Published in: Competition and Regulation in Network Industries (Intersentia) , Vol. Vol. 2, No. 1 (2007): pp. 73-98.
Armstrong, Mark (2006): Price discrimination.
Astudillo, Alfonso and Braun, Matias and Castaneda, Pablo (2011): The Going Public Decision and the Structure of Equity Markets. Published in: journal of international money and finance , Vol. 7, No. 30 (November 2011): pp. 1451-1470.
Azam, Rehan and Muhammad, Danish and Syed Akbar, Suleman (2012): Consumption style among young adults toward their shopping behavior:an empirical study in Pakistan.
Aziz, Zohaib and Muhammad, Ahsanuddin and Hussain, Ghulam (2010): Global environment and factors affecting the salary of the CEO (chief executive officer) of a goods producing firm: an Econometric modeling approach using STATA.Items where Subject is "L - Industrial Organization > L1 - Market Structure, Firm Strategy, and Market Performance" - Munich Personal RePEc Archive