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Tuesday 28 February 2012

Webcams In Virtual Teams: Perceptions Of Impact On Interactions And Effectiveness

Webcams In Virtual Teams: Perceptions Of Impact On Interactions And Effectiveness

Joel Olson, Lynn D. Grinnell, Chad McAllister, Frank Appunn, Kimberly K. Walters

Last modified: 2012-01-03

Abstract


Virtual teams have proliferated as businesses realized benefits in coordinating across geographic and departmental boundaries. With the increase in quality and availability of video over the Internet, there are opportunities to improve effectiveness of virtual teams by integrating videoconferencing into synchronous meetings. The purpose of this qualitative study is to evaluate the impact of video on team interactions and effectiveness. Results showed a relationship between the added richness and authenticity brought about by video and increased effectiveness, while also showing a relationship between the increased stress of learning new technology and decreased effectiveness. These relationships provided the basis for a proposed theoretical model that describes the impact of webcam utilization on virtual teams as a function of time along five key dimensions: authenticity, focus, stress, learning technology, and effectiveness.


Olson

Virtual teams: A literature review

Virtual teams: A literature review

Alternative title: Virtual Teams: A Literature Review
Year:
2008-12


Abstract:
In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employee ... [more]
Person: Ale Ebrahim, Nader; Ahmed, Shamsuddin; Taha, Zahari
Institution: Volkswirtschaftliche Fakultät, Ludwig-Maximilians-Universität
Series: MPRA Paper
Subject: Virtual team; Literature review; Effective virtual team
Classification: jel-L11
Type of publication: Buch / Working Paper
Note: Published in Australian Journal of Basic and Applied Sciences 3.3(2009): pp. 2653-2669
Title record from database: RePEc - Research Papers in Economics
Link to database: http://econpapers.repec.org/RePEc:pra:mprapa:27001
Availability: Full text Online Click for full-text (item)

Virtual teams: A literature review

Zespół w cyberprzestrzeni – opis praktyki Zarządzanie wielokulturowymi zespołami wirtualnymi w Infosys BPO

Zespół w cyberprzestrzeni – opis praktyki Zarządzanie wielokulturowymi zespołami wirtualnymi w Infosys BPO

O AUTORKACH:

Żaneta Leduchowska Autorka jest menedżerem w Infosys BPO Sp. z o.o. w Łodzi. W dziale Transformacji Biznesowej świadczy usługi doradcze dla klientów na rynku międzynarodowym. Jest kierownikiem i coachem wirtualnych zespołów projektowych.

Bożena Wujec Autorka jest executive coachem i wykładowcą na Akademii Leona Koźmińskiego. Pracuje w Europie i Azji jako konsultant i coach zespołów międzykulturowych. Prowadzi firmę doradczą InSpired.

Infosys BPO jest spółką zależną Infosys Technologies Ltd. Zatrudnia prawie 20 tys. pracowników na czterech kontynentach. Świadczy usługi obejmujące prowadzenie ksiąg rachunkowych, obsługę klienta, sprzedaż i zarządzanie bazami danych klientów, usługi związane z administracją i zarządzaniem personelem, obsługę zamówień zakupowych, a także usługi dotyczące raportowania i analiz. Jeden z działów firmy - Transformacji Biznesowej jest przykładem jednostki usług zaawansowanych, w której praca opiera się na zespołach wirtualnych. Celem działu jest wspomaganie klientów w osiąganiu lepszych wskaźników biznesowych, obniżeniu kosztów i zwiększeniu efektywności procesów w ich firmach. Głównym obszarem funkcjonowania działu jest transformacja biznesowa rozumiana jako optymalne dopasowanie strategii biznesowej do trzech podstawowych składników: ludzi, technologii i procesów. Codzienna działalność działu TB opiera się na prowadzeniu projektów realizowanych przez wirtualne zespoły działające w środowisku wielokulturowym.

Zespoły wirtualne

infosys1Pojęcie pracy zespołowej w biznesie pojawiło się w USA w latach 60., a jego szeroki rozwój nastąpił w latach 80. XX wieku, wraz z popularyzacją filozofii TQM. Samozarządzające się zespoły miały ograniczyć biurokrację, skrócić czas pracy i poprawić jakość usług. Pracownicy najniższych szczebli zaczęli być włączani do procesów podejmowania decyzji i rozwiązywania problemów, które wcześniej były domeną menedżerów.

Pod koniec ubiegłego wieku pokaźna liczba firm, takich jak Goodyear, Motorola czy GE zaczęła wprowadzać zasady pracy zespołowej do swoich zagranicznych oddziałów w Azji, Europie i Południowej Ameryce w celu zintegrowania zasad zarządzania personelem. Obecnie staje się to już normą, gdyż w związku z globalizacją i rozwojem mediów komunikacyjnych odchodzi się od pracy z ludźmi, którzy są w zasięgu wzroku, do pracy w cyberprzestrzeni, z ludźmi znajdującymi się w różnych lokalizacjach na świecie. W ten sposób powstają zespoły wirtualne. Ich zadaniem jest wykonanie określonego zadania lub projektu w ramach firmy lub niekiedy także poza nią. Dla skoordynowania pracy zespołu używa się różnorodnych, specjalnie do tego celu przeznaczonych systemów komputerowych umożliwiających wirtualną interakcję podczas pracy, a także e-maili, komunikatorów, wideo- i telekonferencji.

Wielokulturowość

Zespoły wirtualne w firmach globalnych mają zazwyczaj charakter wielokulturowy, gdyż ich członkowie często różnią się pod względem etnicznym, rasowym, narodowym lub kulturowym. Różnice te wynikają z postrzegania świata z różnych perspektyw, głównie odmiennych stylów pracy, podejścia do napotykanych wyzwań, przyswajania informacji czy dotrzymywania terminów. Kultura w swych różnych formach determinuje, na co zwracamy uwagę, a co ignorujemy. Wyjście poza własną perspektywę i ujrzenie świata oczami innych jest cenną wartością sprzyjającą rozwojowi osobistemu, społecznemu i zawodowemu, co często staje się przewagą wielokulturowych zespołów wirtualnych.

W przypadku działu Transformacji Biznesowej elementy wielokulturowości są niezwykle widoczne. W skład działu wchodzą kierownicy, młodsi kierownicy projektów, specjaliści oraz eksperci, którzy w wirtualnych zespołach projektowych odgrywają role kierowników lub członków. Dział ma szerokie doświadczenie na globalnym rynku w obszarze projektów z dziedziny finansów: dorobek siedmiu lat obejmuje ponad 300 projektów. Projekty swoim zakresem geograficznym obejmują cztery kontynenty: Europę, Stany Zjednoczone, Amerykę Łacińską oraz Azję, głównie Indie i Chiny. Stąd też w skład wirtualnego zespołu projektowego wchodzą, jako kooperanci, po 2-3 osoby z danej lokalizacji, stosownie do potrzeb klienta.

Rysunek 1. Lokalizacje Infosys BPO na świecie

swiat

Wirtualne plusy i minusy

Wyzwania związane z różnicami kulturowymi, odległością geograficzną i czasową niekoniecznie muszą negatywnie wpływać na efektywność zespołu, mogą także stanowić o jego przewadze. Zaletą zespołów wielokulturowych jest ich międzynarodowy skład, który zapewnia znacznie szerszą perspektywę postrzegania zadania, co ułatwia radzenie sobie z potencjalnymi problemami w czasie jego realizacji.

Szybkie tempo pracy zespołów wirtualnych wpływa na krótki czas dotarcia produktu czy usługi do klienta. Okres ten stanowi jeden z kluczowych czynników sukcesu w firmach produkcyjnych, gdyż czas wdrożenia (time-to-market) niemalże 1:1 przekłada się na koszty. Szybsza jest także reakcja na zmieniające się środowisko rynkowe i działania konkurencji.

Najbardziej niezwykłą jest możliwość efektywnego wykorzystania zasobów ludzkich. Elastyczny czas pracy powoduje, że praca odbywa się praktycznie przez całą dobę bez względu na odległość geograficzną i dostępność przestrzeni biurowej. Pracownicy mogą być przydzieleni do kilku zadań jednocześnie, a tymczasowa forma zespołu pozwala przenosić ludzi z jednego projektu do innego. Przy czym odbywa się to także w sposób wirtualny, gdyż przemieszczanie fizyczne nie jest konieczne. Umożliwia to efektywne wykorzystanie najlepszych talentów oraz przyciągnięcie najlepszych pracowników do firmy bez względu na lokalizację.

Głównym wyzwaniem dla wirtualnych zespołów są niskie interakcje społeczne oraz nieporozumienia wynikające z różnic kulturowych ujawniających się w stylu komunikacji, sposobie pracy oraz hierarchii wartości. Poza tym różne strefy czasowe utrudniają umawianie spotkań, tele- lub wideokonferencji oraz powodują uciążliwość podróży. Poza tym niska dynamika komunikacji niewerbalnej, niewielka ilość czasu na nawiązanie relacji i pogaduszki przy kawie wpływają negatywnie na ducha zespołu, co skutkuje ograniczonym zaufaniem.

Share leadership

Kierowanie zespołem wirtualnym wymaga od menadżerów nowych metod przywództwa, umiejętności międzyfunkcyjnych i międzynarodowych oraz dobrego funkcjonowania z rożnymi typami osobowości. Kluczem jest tu doświadczenie menedżera, jego umiejętności coachingowe oraz jasno określona strategia zarządzania wirtualnością zespołu.

Członkowie zespołu muszą pracować w ogromnej mierze w sposób niezależny, autonomiczny, pełniąc jednocześnie wiele ról. Praca w zespole ma charakter ekspercki, a członkowie podlegają nie tylko menedżerowi projektu, lecz także innym bezpośrednim szefom, co może utrudniać ustalanie priorytetów i realizację celów projektów. Stąd najwłaściwsze dla grupy są płaskie struktury hierarchiczne lub ich brak. Członkowie dzielą się przywództwem w różnych momentach procesu. Ten nowy styl przywództwa, w którym członkowie zespołu są liderami dla siebie nawzajem, nosi nazwę share leadership i jest w wirtualnych zespołach wielokulturowych normą.

Zespół wirtualny ma swój cykl życia, porównywalny z naturalnym, choć z nieco intensywniejszą dynamiką i silniejszymi fazami turbulencji. Projekty realizowane w zespołach wirtualnych są zazwyczaj bardzo złożone. W trakcie realizacji okazują się trudniejsze niż w fazie planowania i wymagają znaczniej więcej czasu. Często już w podczas realizacji projektu klient zmienia swoje oczekiwania lub pojawiają się nieprzewidziane problemy natury losowej. W okresach tych grupa mocniej narażona jest na stres i konflikty. Ogromne znaczenie ma więc wzajemne zaufanie i informacja zwrotna wspierana coachingiem członków zespołu. Pomaga on zespołom efektywnie funkcjonować oraz sprawnie pokonywać wyzwania bez większego wpływu na czas trwania projektu czy jego koszty.

Coaching w zespołach wirtualnych

Ograniczenie negatywnych czynnikowi i wykorzystanie pozytywów jest zadaniem menedżera zespołu, który często pełni jednocześnie funkcję coacha. Coaching jest interwencją mającą na celu wydobycie pełnego potencjału członków zespołu. Coach, jak kapitan statku, bezpiecznie przeprowadza zespół przez projekt, zwracając uwagę na meandry różnic kulturowych i pułapki wirtualności pracy. Ma przy tym zasadniczo do czynienia z trzema typami interwencji coachingowej:

  • Coaching rozwojowy, w przypadku dobrego funkcjonowania zespołu i jego członków, gdy zespół czeka dalszy rozwój i wiele nowych projektów.
  • Coaching interwencyjny (naprawczy), gdy zespół napotyka trudności w funkcjonowaniu i współpracy.
  • Coaching zmiany, gdy wyzwania dla zespołu są związane z jego zmiennymi celami i wysoką dynamiką grupową.

Pełna interwencja coachingowa dla zespołów wirtualnych zawiera w sobie wiele różnych działań. Zasadniczo składa się z elementów tradycyjnego coachingu, takich jak kontrakt z interesariuszami, faza poznania i assessment, ustalenie celów itd., do których dochodzą kwestie kulturowe, organizacyjne i technologiczne. Tematami poruszanymi podczas coachingu są zazwyczaj relacje i komunikacja pomiędzy członkami zespołu, poziom umiejętności biznesowych, różnice w stylach pracy, terminowość wykonywanych zadań, style motywowania, różnice kulturowe wpływające na jakość wykonywanej pracy i inne.

Specyfika pracy w wielokulturowych zespołach wirtualnych stawia wiele wyzwań zarówno przed menedżerem - coachem takiego zespołu, jak też przed jego członkami. Oprócz zaplanowania i realizacji wirtualnego projektu, trzeba też zadbać o sferę komunikacji, zrozumienia różnic kulturowych i różnych typów osobowości. Pomocą w realizacji tego wyzwania staje się coach, który wspiera zespół w tej wirtualnej podróży. Praca w zespołach wirtualnych w korporacjach międzynarodowych jest codzienna rzeczywistością. Coach czy manager w roli coacha ułatwia interpretację tego samego świata, ale widzianego w innych perspektywach w wymiarze różnic kulturowych. Dzięki temu zespoły wirtualne efektywnie funkcjonują i osiągają wspólne cele przyczyniając się tym samym do sukcesu całej organizacji.

Bibliografia:

  • N.A. Ebrahim, A. Shamsuddin, Z. Taha, (2009), Virtual Teams: a Literature Review, “Australian Journal of Basic and Applied Science”, Nr 3(3), str. 2653-2669.
  • S.L. Jarvenpaa and D.E. Leidner, (1999), Communication and Trust in Global Virtual Teams. “Organization Science”, Nr 10, str. 791 - 815.
  • Lipnack & Stamps’s (2000), “Virtual Teams”, www.virtualteams.com
  • C.K. Prahalad, R.A. Mashelkar, “Innovation’s Holy Grail”, “Harvard Business Review” 2010, Nr 7-8, s. 132-141.
  • B.Wujec, (2011), „Coaching wielokulturowych zespołów wirtualnych”, www.inspired.pl

Zespół w cyberprzestrzeni – opis praktyki Zarządzanie wielokulturowymi zespołami wirtualnymi w Infosys BPO

Emerald | Journal of Product & Brand Management

Transforming the nature and scope of new product development


Document Information:
Title:Transforming the nature and scope of new product development
Author(s):Dennis Pitta, (Department of Marketing and Entrepreneurship, University of Baltimore, Baltimore, Maryland, USA), Elizabeth Pitta, (Department of Marketing and Entrepreneurship, University of Baltimore, Baltimore, Maryland, USA)
Citation:Dennis Pitta, Elizabeth Pitta, (2012) "Transforming the nature and scope of new product development", Journal of Product & Brand Management, Vol. 21 Iss: 1, pp.35 - 46
Keywords:Blue ocean strategy, Corporate strategy, Market crowding, New product development, New product failure rates, Product development
Article type:Conceptual paper
DOI:10.1108/10610421211203097 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Acknowledgements:The authors would like to thank Mr Ralph G. Trombetta for his invaluable help in formulating this article.
Abstract:

Purpose – Over the last several decades, product development efforts have seen unacceptably high new product failure rates. One important factor is the presence of competitors who can interfere with marketing strategy and force changes that sap resources and reduce success. As industries try to improve their success, line extensions, i.e. developing products similar but different to successful products, have become more common. Simultaneously, industries have reacted by refining the new product development (NPD) process to make it more reliable and accurate. The refined development techniques are so helpful in refining product benefits with which firms are familiar that they reinforce the pressure to extend the line. The result is overcrowded markets where destructive competition destroys profitability. A “blue ocean” strategy promises to change the destructive cycle of market crowding. Originally the framework focused on overall market strategy. However, it has a direct application to NPD. Revising the NPD process to incorporate a blue ocean viewpoint before the idea generation stage may reduce the failure rate and create breakthrough products that are not easily emulated. This paper aims to address this issue.

Design/methodology/approach – The paper reviews the NPD literature as well as work implementing a blue ocean strategy. It delineates the tools developed for applying blue ocean concepts to strategy. The paper then applies a blue ocean approach to the NPD process with the objective of developing new products and services that are unhindered by competitive offerings. Implementing a blue ocean strategy involves four main actions and may be focused on six targets. The paper integrates the elements into a strategic opportunity product development matrix which may help practitioners. Moreover, it identifies at which stage of the new product development process blue ocean concepts should be introduced.

Findings – The paper reveals that there are no unvarnished panaceas in product development. Applying a blue ocean strategy to avoid competition early in the product life cycle promises to reduce dangerous competition to allow the product to succeed. However, the gains will probably not extend indefinitely. It requires constant improvement and application of the concepts to gain a measure of sustainability. If firms are successful early, they may be able to defend gains in some areas to retain profitability, while seeking new blue oceans.

Practical implications – Blue ocean applied to marketing strategy has seen large gains in success. Integrating efforts to find uncluttered market space holds the promise of increased success. It will also refine the NPD process.

Originality/value – Blue ocean strategy has not been applied to the new product development process in the literature. The paper integrates the concepts of the strategy with the elements of product development. The result is a new approach toward success products and product introductions.


Emerald | Journal of Product & Brand Management | Transforming the nature and scope of new product development

Monday 27 February 2012

Boring Virtual Team Meetings BANNED Forever!

Boring Virtual Team Meetings BANNED Forever!

5 easy ideas to make your virtual meetings inspiring and productive

Virtual Teams, as wonderful as they are, present you with one very special challenge to overcome. Without a face-to-face social aspect of a typical work environment, you can lose the personal and visual connections that are so powerful in keeping a team motivated and performing at its best.

Like many online entrepreneurs you may be having weekly virtual meetings to keep connected with your team. Congratulations for committing to your virtual team productivity. Do you think your team is inspired and motivated by that virtual meeting? If yes, then great – but the sad truth is, it is quite likely that at least one person on your team likely DREADS having that meeting (that person could be you)!

So what can you do to make sure your virtual team meetings continue to inspire your virtual team to achieve great things? Here are 5 ideas you can start using right away…

1. Set up the virtual meeting at an agreeable time

You might have one virtual assistant in the US, another in India and an assistant in the UK. Your meetings aren’t going to be productive if one of your key team members has to wait up until midnight just to speak with you. While they may seem happy to meet you at that hour at first, the truth is, they WILL TIRE OF IT. It won’t be long before they are dreading showing up to your meeting. They’ll have very little creative energy to offer the team and the whole experience will be a waste of time for you and your team.

So it may be fiddly to organise, but put the effort in and the long-term results will be worth it. Be sure to delegate the organising task to your virtual assistant J. If you’re having great difficulty getting an agreeable time for your entire team, then I recommend you rotate the meeting time so the same person doesn’t have to do the midnight hour every time your virtual team meets. It’s all about flexibility. This is one area where I don’t recommend doing business “on your terms” only. You need to show care and consideration to your team. In the end you’ll benefit too.

2. Allow for fun chat time at the beginning of a meeting

Just like there is that “chit­-chat” time before and after team meetings in the office, you need to set up your own “water filter” where team members can chat, have a cuppa and get to know each other better. When you set up your team meetings set it for 10 mins before the official meeting begins. This allows friendly interaction between your team members. Be sure to explain this to your team so they understand the value of that interaction time. Show your team the importance of contributing to the virtual team culture. Remember to celebrate milestones and achievements together. Get creative!

3. Add a visual element to your meetings

Adding a visual conferencing element to your meeting will not only increase productivity, but it will improve the cost effectiveness of your virtual meeting. Research proves that better results are produced when a visual component in added to a virtual team meeting. So depending on the number of people participating you can use tools to improve your meeting productivity. Here are some virtual team conferencing tool options we’ve used: www.skype.com, www.gotomeeting, www.anymeeting.com

4. Include space on the agenda for a practical but exciting activity

One fun activity that will contribute to your overall team culture is for each team member to take a personality quiz. Then have your team share the results with each other. It’s a great way to have some fun with team members while learning about how individual team members can work together better. There are free and paid options out there, depending on how you plan to use the results.

5. Know who’s doing what by when

As the leader of your virtual team, you chair the meeting. While you lead the meeting you can use your virtual assistant to make sure your virtual team meeting runs smoothly. Ask your virtual assistant to set up the meeting, make sure the agenda is set and agreed actions are followed up on. Having a system to follow-up on agreed actions is absolutely imperative to a successful team meeting. There is nothing more uninspiring than a whole lot of exciting actions being agreed upon, only to show up to the next meeting with NOTHING happening. As the leader of your virtual team you MUST SET THE EXAMPLE. If you agree to an action, then do it. Your team will be as excited about your business as YOU are.

By implementing these 5 simple steps you’ll be on your way to a motivated, excited virtual team! Happy virtual team meeting! If you’ve enjoyed this article, you’ll also love these tips on building your virtual team morale.


Boring Virtual Team Meetings BANNED Forever!

Sunday 26 February 2012

From virtual teams to virtuality in teams

From virtual teams to virtuality in teams

  1. Keith R Dixon
    1. University of Bath, UK, k.r.dixon@bath.ac.uk
  1. Niki Panteli
    1. University of Bath, UK, n.panteli@bath.ac.uk

Abstract

In this article we propose to go beyond the dichotomy of virtual vs collocated teams to look instead at virtuality in teams. In so doing, we argue that technology-mediated interactions do not substitute but rather complement face-to-face interactions.We adopt a definition of virtuality in teams based on discontinuities and pursue an understanding of their dynamics in an in-depth case study of an inter-organizational virtual centre of excellence.The findings present evidence suggesting the formation of ‘virtual continuities’ that mitigate the effects that create discontinuities. This, we argue, enriches our understanding of the complex dynamics of virtuality. The theoretical implications are discussed.


From virtual teams to virtuality in teams

Saturday 25 February 2012

DRIVER Search Results

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

Description : This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literatures, attempt has been made to study the aspects by online survey method in Ira...
Repository : Social Science Open Access Repository
Language(s) :

Critical factors for new product developments in SMEs virtual team

Description : 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 t...
Repository : Social Science Open Access Repository
Language(s) : English

Virtual teams: a literature review

Description : In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and s...
Repository : Social Science Open Access Repository
Language(s) :

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

Description : 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 ...
Repository : Social Science Open Access Repository
Language(s) : English

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

Description : Small and medium-sized enterprises (SMEs) are indeed the engines of global economic growth. Their continued growth is a major subject for the economy and employment of any country. Towards that end, virtual research and development (R&D) could be a viable option to sustain and ease the operations of...
Repository : Social Science Open Access Repository
Language(s) : English

Virtual R & D teams in small and medium enterprises: a literature review

Description : Small and medium enterprises (SMEs) are the driving engine behind economic growth. While SMEs play a critical role in generating employment and supporting trade, they face numerous challenges, the prominent among them are the need to respond to fasting time-to-market, low-cost and rapid solutions to...
Repository : Social Science Open Access Repository
Language(s) : English

Virtual teams for new product development - an innovative experience for R&D engineers

Description : New interaction tools such as internet allow companies to gain valuable input from research and development (R&D) engineers via virtual teams. Consequently, engineers also get more expertise in diminutive timeframes. Virtual R&D teams present the key impetus to the technology acquisition process. Th...
Repository : Social Science Open Access Repository
Language(s) : English

Virtual Teams: a Literature Review

Description : In the competitive market , virtual teams represent a growing response to the need for fasting time-to- market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and...
Repository : HAL - Hyper Article on Line
Language(s) : English

Virtual R & D teams in small and medium enterprises: A literature review

Description : Small and medium enterprises (SMEs) are the driving engine behind economic growth. While SMEs play a critical role in generating employment and supporting trade, they face numerous challenges, the prominent among them are the need to respond to fasting time-to-market, low-cost and rapid solutions to...
Repository : HAL - Hyper Article on Line
Language(s) : English

Modified Stage-Gate: A Conceptual Model of Virtual Product Development Process

Description : 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 ...
Repository : HAL - Hyper Article on Line
Language(s) : English

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Nader Ale Ebrahim at IDEAS

Nader Ale Ebrahim at IDEAS

Working papers

  1. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2010. "Virtual R&D teams and SMEs growth: A comparative study between Iranian and Malaysian SMEs," MPRA Paper 26983, University Library of Munich, Germany, revised 13 Jul 2010.
  2. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2010. "SMEs; Virtual research and development (R&D) teams and new product development: A literature review," MPRA Paper 26989, University Library of Munich, Germany, revised 10 Jun 2010.
  3. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEs," MPRA Paper 27368, University Library of Munich, Germany, revised Nov 2010.
  4. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Virtual Collaborative R&D Teams in Malaysia Manufacturing SMEs," MPRA Paper 29177, University Library of Munich, Germany, revised 20 Dec 2010.
  5. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2010. "Critical factors for new product developments in SMEs virtual team," MPRA Paper 26936, University Library of Munich, Germany, revised 15 Jul 2010.
  6. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Virtual Teams: A New Opportunity to Develop a Business," MPRA Paper 26934, University Library of Munich, Germany, revised 2010.
  7. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Abdul Rashid, Salwa Hanim & Taha, Zahari, 2010. "Virtual R&D Teams: A potential growth of education-industry collaboration," MPRA Paper 27414, University Library of Munich, Germany, revised 28 Jul 2010.
  8. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Innovation and R&D Activities in Virtual Team," MPRA Paper 27033, University Library of Munich, Germany, revised 17 Jul 2009.
  9. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "A conceptual model of virtual product development process
    [A Conceptual Model of Virtual Product Development Process]
    ," MPRA Paper 27374, University Library of Munich, Germany, revised 12 Jun 2009.
  10. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Modified stage-gate: A conceptual model of virtual product development process," MPRA Paper 27043, University Library of Munich, Germany, revised Nov 2009.
  11. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Envisages of New Product Developments in Small and Medium Enterprises through Virtual Team," MPRA Paper 26984, University Library of Munich, Germany, revised 02 Jan 2010.
  12. Shafia, Mohammad Ali & Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Consideration of the virtual team work and disabled citizens, as promising opportunity providers for the e government infrastructure's formation," MPRA Paper 27265, University Library of Munich, Germany, revised 10 Apr 2009.
  13. Shafia, Mohammad Ali & Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Innovation Process is Facilitated in Virtual Environment of R&D Teams," MPRA Paper 27264, University Library of Munich, Germany, revised 20 May 2009.
  14. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Virtual R & D teams in small and medium enterprises: A literature review," MPRA Paper 27045, University Library of Munich, Germany, revised Oct 2009.
  15. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2009. "Virtual Teams for New Product Development – An Innovative Experience for R&D Engineers," MPRA Paper 27034, University Library of Munich, Germany, revised Jul 2009.
  16. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Concurrent Collaboration in Research and Development," MPRA Paper 27052, University Library of Munich, Germany, revised Sep 2008.
  17. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Dealing with Virtual R&D Teams in New Product Development," MPRA Paper 27120, University Library of Munich, Germany, revised Oct 2008.
  18. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "R&D Network and value Creation in SMEs," MPRA Paper 27218, University Library of Munich, Germany, revised Apr 2008.
  19. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Virtual teams: A literature review
    [Virtual Teams: A Literature Review]
    ," MPRA Paper 27001, University Library of Munich, Germany, revised Jan 2009.
  20. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "New Product Development in Virtual Environment," MPRA Paper 27226, University Library of Munich, Germany, revised Aug 2008.
  21. Ale Ebrahim, Nader & Fattahi, Hamaid Ali & Golnam, Arash, 2008. "Virtual marketing in virtual enterprises
    [Virtual Marketing in Virtual Enterprises]
    ," MPRA Paper 27811, University Library of Munich, Germany.
  22. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Virtuality, Innovation and R&D Activities," MPRA Paper 27267, University Library of Munich, Germany, revised 12 Apr 2009.
  23. Ale Ebrahim, Nader & Ahmed, Shamsuddin & Taha, Zahari, 2008. "Literature, Principle and the basics of Network Value Creation in R&D: The relationship with economy," MPRA Paper 27217, University Library of Munich, Germany, revised May 2008.
  24. Ale Ebrahim, Nader & Ghazizadeh, Ali & Golnam, Arash & Tahbaz Tavakoli, Hamid, 2007. "R&D Management in Iran, Opportunities and Threats," MPRA Paper 27899, University Library of Munich, Germany, revised 2007.
  25. Tavakkoli-Moghaddam, Reza & Ale Ebrahim, Nader & Golnam, Arash & Vasei, M. & Ghazizadeh-Moghaddam, Ali, 2006. "Analysis of Opportunities and Challenges for R&D Management and the Role of the R&D Society for its Improvement – A Case Study in Iran," MPRA Paper 28119, University Library of Munich, Germany, revised 07 Jun 2006.
  26. Ale Ebrahim, Nader & Rostamnezhad, Maziar & Momeni, Ali, 2005. "Research, Development, Production and Performance of heavy duty CNG fleets in Iran," MPRA Paper 28436, University Library of Munich, Germany, revised 2005.

Nader Ale Ebrahim at IDEAS

publis — LIRIS

An Ontology-Based Approach to Manage Conflicts in Collaborative Design
11/2009
Établissement : Université Claude Bernard Lyon 1
Soutenue le Nov 27, 2009
Jury
Pr Ouksel Aris, Université d'Illinois, USA Rapporteur
Pr Gardan Yvon, Université de Reims, France Rapporteur
Pr Ait Ameur Yamine, Université de Poitier, France Président
Dr Feng Shaw, NIST, USA Examinateur
Pr Gonçalves Ricardo, UNINOVA, Université New Lisbonne, Portugual Co-directeur
Pr Ghodous Parisa, LIRIS, France Directeur
Contact : ghodous@liris.cnrs.fr

Abstract

Abstract Today’s complex design projects require teams of designers to come together to facilitate the sharing of their respective expertise in order to produce effective design solutions. Due to the increasing need for exchanging knowledge, modern design projects are more structured to work with distributed virtual teams that collaborate over computer networks to achieve global optima in design. Nevertheless, in the collaborative design process, the integration of multidisciplinary virtual teams – involving exchange and sharing of knowledge and expertise – frequently generates a lot of conflicting situations. Different experts’ viewpoints and perspectives, in addition to several ways of communicating and collaborating at the knowledge level, make all this process very hard to tackle. In order to achieve an optimal scenario, some problems must firstly be solved, such as: requirement specification and formalization, ontology integration, and conflict detection and resolution. Specifying and formalizing the knowledge demands a great effort towards obtaining representation patterns that aggregate several disjoint knowledge areas. Each expert should express himself so that the others can understand his information correctly. It is necessary, therefore, to use a flexible and sufficiently extensive data representation model to accomplish such a task. Some current models fall short of providing an effective solution to effective knowledge sharing and collaboration on design projects, because they fail to combine the geographical, temporal, and functional design aspects with a flexible and heterogeneous knowledge representation model. This work proposes an architecture for collaborative design that intends to be synchronous, heterogeneous, service-oriented, agent-based, and ontology-based. Particular representation models are transformed into ontology instances and merged together in order to accomplish the final product design. It is a synchronous approach because the merging process is undertaken at the same time that the interaction among the designers takes place. It is heterogeneous because it provides the users with two approaches for ontology integration: the use of a generic ontology and the harmonization process. Our proposal focuses on collaborative design conflicts and makes use of Web Ontology Language (OWL) and Web Services, the former as a tool for knowledge representation and the latter as a technological support for communication.

publis — LIRIS

20 web-based business collaboration tools

8th of April 2010: officemedium added

Collaboration is a structured, recursive process where two or more people work together toward a common goal — typically an intellectual endeavor that is creative in nature — by sharing knowledge, learning and building consensus. So why would i use such a “collab…” thing?

Reasons to use collaboration tools:

  1. Essay Writing
  2. Presentation Notes
  3. Cooking Recipes
  4. Organising your ideas
  5. Managing your Todos & Tasks
    … and anything else you wish to keep track of

List updated on

  • 28th may 2008: added Sosius
  • 4th august 2008: added CollabTRAK
  • 5th august 2008: added Spicebird
  • 8th august 2008: added PBWiki, updated CollabTRAK
  • 1st september 2008: added Homecourt

conceptshare 20 web-based business collaboration tools that lets make you breathless

Most of them are free to use or low-cost collaboration tools. There are ranges from small monthly payments like at Basecamp to unique payments for activeCollab. Almost all of them come with different themes and languages.

To-Do lists and share

Loose Stitch

Lets you crate and share outliner documents, brainstorm ideas and call friends to get feedback and changes.
loosestitch 20 web-based business collaboration tools that lets make you breathless

Ta-da Lists

An easy to-do list tool for everything you need to keep track of.

tada 20 web-based business collaboration tools that lets make you breathless

Professionell Project Management

Spicebird

Spicebird is your one platform for many collaboration needs. It provides e-mail, calendaring and instant messaging with intuitive integration and unlimited extensibility.

spicebird-2 20 web-based business collaboration tools that lets make you breathless

PBWiki

Create your own wiki in minutes!

Sosius

Sosius is a free online workspace, accessible from any PC or Mac, that lets you create and collaborate. No software to buy and set up. Powerful and flexible, yet easy to use.

sosius_full 20 web-based business collaboration tools that lets make you breathless

Basecamp

is a web-based project-management tool developed by 37signals. It lets make you to-do lits, share files, track time and schedule milestones, but lacks in creating big documents and export. There are many plugins to extend it like basecode or quickcamp.

basecamp 20 web-based business collaboration tools that lets make you breathless

Redmine

Redmine is a flexible project management web application. Written using Ruby on Rails framework, it is cross-platform and cross-database.

Redmine is open source and released under the terms of the GNU General Public License (GPL). Its features are milestones, calenders, boards, wikis, document sharing, creating documents, ticket systems, activity histor, charts and more. Unfortunately there is no screenshot of it.

activeCollab

It was started as a basecamp clone and offers now a lot more feature and different pricings. An older version (0.7.x) is still available as open source.

active-collab-300x247 20 web-based business collaboration tools that lets make you breathless

ProjectPier

is the the continuing development of the older activeCollab version. It is totally free and has really good feature, but misses two masterpieces: creating documents and versioning.

projectpier 20 web-based business collaboration tools that lets make you breathless

Achievo

Achievo is an open source flexible web-based resource management tool that is suitable for any medium sized company that needs to keep track of its resources, projects, clients, contacts, planning and daily scheduling. Achievo’s core is available in more than 20 languages.

achievo 20 web-based business collaboration tools that lets make you breathless

Mindquarry DO

An Open Source collaborative software platform for file sharing, task management, team collaboration and Wiki editing that is available for Windows, Linux and Mac OS X. Mindquarry runs as a web application with an optional desktop client for Windows, Linux and Mac OS that allows for desktop synchronization and offline work.

mindquarry 20 web-based business collaboration tools that lets make you breathless

SpringLoops

Allows you to code in parallel and share your code safely concentrated on results, not on lost changes or overwritten files. You get rapid collaboration in protected space. It comes with a basecamp integration, live preview.

springloops 20 web-based business collaboration tools that lets make you breathless

Clocking IT

ClockingIT is a free to use hosted application (written in Ruby on Rails), keeping track of all your tasks and the time you spend on them. It features time tracking & reports, milestones & due dates, tagging & search, timeline & activity log, notifications, wiki ans has no restrictions or limits.

clockingit 20 web-based business collaboration tools that lets make you breathless

ConceptShare

Online design collaboration to share and review by clients. The interface allows you to quickly and easily switch between multiple concepts, review and markup, comment, manage participants and chat.

conceptshare 20 web-based business collaboration tools that lets make you breathless

CollabTrak

A free, flexible, easy to use web-based project tracker for web designers and their clients.

collabtrak1 20 web-based business collaboration tools that lets make you breathless

Homecourt

Homecourt is a way to communicate with clients more directly and effectively

homecour-logo 20 web-based business collaboration tools that lets make you breathless

Office Medium

OfficeMedium provides a very simplistic approach to the common business software requirements. Unlike most business software, their application is easy to use and stripped of over-complicated, unnecessary clutter.

demo.officemedium.com%20screen%20capture%202009-10-7-19-29-36 20 web-based business collaboration tools that lets make you breathless

More tools:

  1. Thinkature - Real-time collaboration for the web.
  2. Zoho -Ultimative free suite for any kind of web-based working!
  3. StreberPM - a free wiki driven project management tool written in php5.
  4. Beanstalk - Beanstalk is a hosted Subversion system, making it easy to setup, browse, and track Subversion. Beanstalk has built-in integration with tools such as Basecamp, FogBugz, Campfire and more.
  5. dotProject - is open source pm tool which comes with handy features like gantt-charts
  6. Versionshelf - secure web-based subversion hosting.
  7. goplan - Another pm tool like basecamp and activeCollab

Further resources:

  1. Grassroots Collaboration Tools by Jonathan Boutelle
  2. The Best Collaboration Tools
  3. Online To Do Lists Compared by Frank Gruber
  4. Social and Business Collaboration Tools
  5. Whitepaper Collaboration Tools by Business Objects Germany GmbH
  6. UPDATE: Better SCM: CVS Alternatives

20 web-based business collaboration tools that lets make you breathless « business, tools « KnowTeBook - Webworkers Daily Milk