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 64.
x. lappuse
... suggest that researchers must now adopt a multidimensional view of virtual teams—a view that recognizes the diversity of possible virtual team arrangements—in order to adequately compare empirical findings, build a cumulative tradition ...
... suggest that researchers must now adopt a multidimensional view of virtual teams—a view that recognizes the diversity of possible virtual team arrangements—in order to adequately compare empirical findings, build a cumulative tradition ...
xi. lappuse
... suggested that while virtual teams are powerful organizing mechanisms, practitioners and researchers need to pay attention to how corporate organizing structures impact and are impacted by virtual work environments. Reported on in this ...
... suggested that while virtual teams are powerful organizing mechanisms, practitioners and researchers need to pay attention to how corporate organizing structures impact and are impacted by virtual work environments. Reported on in this ...
xiii. lappuse
... Suggested in this chapter is that calling nearly everything a “community of practice” creates unrealistic expectations for spontaneous organizing and knowledge sharing. The managers of virtual project teams have organizing challenges ...
... Suggested in this chapter is that calling nearly everything a “community of practice” creates unrealistic expectations for spontaneous organizing and knowledge sharing. The managers of virtual project teams have organizing challenges ...
42. lappuse
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48. lappuse
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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