Virtual Teams: Projects, Protocols and ProcessesDavid Pauleen Idea Group Inc (IGI), 2004. gada 1. janv. - 352 lappuses Virtual teams are a relatively new phenomenon and by definition work across time, distance, and organizations through the use of information and communications technology. Virtual Teams: Projects, Protocols and Processes gathers the best of academic research on real work-based virtual teams into one book. It offers a series of chapters featuring practical research, insight and recommendations on how virtual team projects can be better managed, as well as in depth discussion on issues critical to virtual team success, including the place of virtual teams in organizations, leadership, trust and relationship building, best use of technology, and knowledge sharing. |
No grāmatas satura
1.–5. rezultāts no 55.
xi. lappuse
... coordination, communications, and sharing of information), organizational context, and the effectiveness of the team are described. The chapter concludes with a summary of characteristics of successful virtual teams. Section 2 begins ...
... coordination, communications, and sharing of information), organizational context, and the effectiveness of the team are described. The chapter concludes with a summary of characteristics of successful virtual teams. Section 2 begins ...
xii. lappuse
... coordination style, autonomy) due to market conditions, organizational models, and the usage scenarios of information systems. Virtual teams are under heavy pressure to increase time-to-market of their products and services and lower ...
... coordination style, autonomy) due to market conditions, organizational models, and the usage scenarios of information systems. Virtual teams are under heavy pressure to increase time-to-market of their products and services and lower ...
4. lappuse
... coordinate, and collaborate to get the task or project done. However, while conventional teams accomplish this mainly through face-to-face interactions, virtual teams predominantly use information and communication technology (ICT) to ...
... coordinate, and collaborate to get the task or project done. However, while conventional teams accomplish this mainly through face-to-face interactions, virtual teams predominantly use information and communication technology (ICT) to ...
6. lappuse
... coordination. For this reason, studies that compare conventional and “100% virtual” teams to more “traditional” virtual teams, which rely on a mix of ICT and Copyright © 2004, Idea Group Inc. Copying or distributing in print or ...
... coordination. For this reason, studies that compare conventional and “100% virtual” teams to more “traditional” virtual teams, which rely on a mix of ICT and Copyright © 2004, Idea Group Inc. Copying or distributing in print or ...
9. lappuse
... coordinating work and resolving conflicts more difficult. A higher degree of reliance on ICT will therefore make working together more complex. ICT Availability The type of ICT available to a team can facilitate or hinder effective ...
... coordinating work and resolving conflicts more difficult. A higher degree of reliance on ICT will therefore make working together more complex. ICT Availability The type of ICT available to a team can facilitate or hinder effective ...
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Virtual Teams: Projects, Protocols and Processes David J. Pauleen,David Pauleen Fragmentu skats - 2004 |
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ability action activities appropriate boundaries building challenges chapter characteristics clubs collaborative communication complex context coordination Copying or distributing Copyright corporate create cultural discussed distance distributing in print e-mail effective electronic forms employees environment example exchange expectations experience face face-to-face factors forms without written functional global goals Idea Group Inc identified implementation important improve increase individual interaction interviews involved issues Journal knowledge knowledge sharing learning literature located means meetings metateam motivation nature objectives organizational participants performance person positive practices presented Press print or electronic problems procedural project manager relationships responsibilities Review reward Science skills social strategies structure success suggested task team leaders team members theory tion traditional trust understanding University virtual organizations virtual teams York