Seeking to enhance our understanding of organizational knowledge creation in multimodal polysynchronous contexts, this paper empirically explores a project team, within a UK-based international company, concerned with the development of new software. Our aim is to extend current dialogical approaches to organizational knowledge creation, largely developed in the context of face-to-face communication, into virtual contexts of communication. Through close analysis of the ICT-mediated dialogical interactions between the members of a project team and the occasional face-to-face interactions between certain members of the project team and other organizational members, we show how knowledge creation emerges via three core dialogical processes: dialogues with real others, quasi-dialogues with invisible others, and quasi-dialogues with virtual artifacts. Exploring these processes in more depth, we further argue that the dialogical processes at hand are crucially shaped by team members actively working with the materiality of technology used, which enables them to: (a) mobilize multiple task-related voices when simultaneously interacting in multiple contexts; (b) alter the boundaries of communication to suit the demands of the task at hand; and (c) textualize the ongoing experience of interaction with others and artifacts.

How is New Organizational Knowledge Created in a Virtual Context? An Ethnographic Study

Universities are increasingly leveraging virtual teams into the organizational structure and strategic framework for many functions including academic administration and faculty leadership. One benefit of a virtual workforce is the ability to hire the most qualified individuals regardless of where they are physically located. As the virtual workforce expands, leaders may intuitively rely on traditional face-to-face approaches and strategies for employee oversight and motivation. These techniques may be ineffective or challenging to use in the virtual environment necessitating new approaches. Leaders of virtual teams need to understand the intricacies associated with these groups and be cognizant of factors that assist in creating cohesiveness, trust, and communication amongst virtual teams.  This qualitative phenomenological study explores leaders’ perceptions surrounding competencies needed to effectively lead virtual teams in online education. A decisive sampling method was used to identify 10 experienced academic leaders who supervise virtual teams. As a result of the interviews, seven major themes emerged: (a) training and development; (b) trust; (c) emotional intelligence; (d) communication/team building/technology; (e) employee recognition and motivation; (f) leadership styles; and (g) virtual leadership competencies unique to higher education. Based on these themes and further evaluation the need for specific soft skills and robust technology emerged. Specifically, organizational success partially hinges on comprehensive training for virtual leaders, the significance of trust, emotional intelligence, and effective, respectful communication.

/pdf/impactful-leadership-traits-of-virtual-leaders-in-higher-4hdheoprxw.pdf

Impactful Leadership Traits of Virtual Leaders in Higher Education.

The objective of this paper is to present the author’s methodological concept (framework) of business negotiations analysis. Such an analysis constitutes one of the crucial stages of the first phase (sub-process) of business negotiations planning, which is called, identification and pre-negotiations analysis. Firstly, the general idea of the entire negotiations planning process and its phases and stages were presented. Secondly, in the subsequent parts of the paper the three following components of the suggested concept were characterized: a general description of business negotiations as an object of research, the process of negotiations analysis as well as particular tools being applied to solve key problems within that analysis. Finally, summing up the paper, the areas of future research were pointed out, focusing on improving the presented concept.

http://repozytorium.wsb-nlu.edu.pl/xmlui/bitstream/handle/11199/8121/Nalepka%20Adam%20(ed.)%20i%20in.,%20Business%20and%20non-profit%20organizations%20facing%20increased%20competition%20and%20growing%20customers'%20demands%202014.pdf;sequence=1

Business and non-profit organizations facing increased competition and growing customers' demands

Information technology (IT) project success depends on having a project manager with effective decision-making, leadership, and project management skills. Project success also depends on completing the project in a given budget, time, and scope. However, there is a limited understanding of the lived experiences of agile managers and the following success factors: people, process, technical, and technologies and development tools. The purpose of this phenomenological study was to understand these lived experiences of 10 agile software development team project managers or leaders at global workplaces based in the United States. The research questions were focused on the effect of these success factors on agile software development project success. In accordance with nonrandom purposeful sampling strategies, a snowball technique was used to find more participants. An open-ended, e-mail questionnaire was created and sent to participants to collect data. The data were coded to discern themes or patterns. According to study results, agile software development team needs strong customer involvement; good agile project management processes; product owner helps maximize business value delivered by team and priority and engage stakeholders; good agile engineering techniques or practices; and good technologies and development tools. This study has implications for positive social change because organizations that understand the critical factors may be able to improve project management strategies and cost benefits leading to higher efficiency, profitability, and productivity thus benefiting management, employees, and customers.

https://www.asrjetsjournal.org/index.php/American_Scientific_Journal/article/download/1425/713

Success Factors That Influence Agile Software Development Project Success

Information technology (IT) project success depends on having a project manager with effective decision-making, leadership, and project management (PM) skills. Project success also depends on completing the project in a given budget, time, and scope. However, there is a limited understanding of the Agile Leadership Effectiveness in Leading High Performance Team. Agile Software Development Team (ASDT) success factors such as organizational, people, process, project management, technical, trust, and so forth. The purpose of this paper is to present and synthesize the success factors generally accepted as critical in building and managing high performance ASDTs. These success factors consisted of ASDT (e.g., structure, member’ competencies, commitment and trust, communications, goals, and collaboration), leading ASDTs (e.g., leadership styles), workplace factors (e.g., cultural, functional and organizational differences), technologies (e.g., development tools), and organizational, people, process, and technical factors.  Organizational leaders and practitioners from various industries who are building or managing ASDTs could be of benefits with the researcher’s study outcomes by implementing or developing strategies or processes that could improve ASDT performance for long term sustainable development. High performance ASDT outcomes include improve team overall performance, time to the market, project success rate, and a better safer and healthier organizations or society.

https://ijcjournal.org/index.php/InternationalJournalOfComputer/article/download/537/378

Success Factors for Building and Managing High Performance Agile Software Development Teams

Virtual team interactions are almost always assisted by some form of computer-mediated communication technology. Computer-mediated communication is different in many ways from traditional faceto-face communication, perhaps most significantly because the communication is usually asynchronous instead of synchronous. Temporal independence of communication changes the patterns of work, decision making, and understandings about the work and the relationships between the individuals involved in the work. As a consequence, managing virtual teams is different and more complex than managing face-to-face teams, yet virtual teams are still groups of individuals that share most of the characteristics and dynamics found on traditional teams. The effective management of virtual teams requires knowledge and understanding of the fundamental principles of team dynamics regardless of the time, space, and communication differences between virtual and face-to-face work environments.

/pdf/enhancing-effectiveness-on-virtual-teams-osw7ld5zkq.pdf

Enhancing effectiveness on virtual teams

Handle everyday research tasks with reliable, citation-backed results

Your personal Research Agent to handle research tasks with citation-backed results

Popular Tasks used by Researchers

How can I help with your research?

Meet SciSpace

Get more enhanced response by uploading the PDFs you want me to reference.

No relevant PDFs in your library

SciSpace is the AI research assistant for academics. Run systematic literature reviews on 280M+ papers, and write papers with cited sources. Trusted by 1M+ students, PhDs & researchers.

SciSpace | AI for Research

Analyze PDFs

Code & Manuscripts

Funding & Grants

Literature & Patents

Medical & Clinical Data

Systematic Review

Visualize & Present

Web & Data

Build a Google Scholar-like website for your research.

Build a website

Create charts and images for your research

Create a Chart

Write a paper for submission to a journal

Draft a manuscript

Patent Search

Design eye-catching scientific posters in minutes.

Scientific Poster Generation

Systematic Literature Review

One task is running at the moment. Your messages will be shown right after.

Drag and drop or click here to browse

Loved by <highlight>1 million+</highlight> researchers

Extract a list of specific topics and their sources from unstructured text

Topics

Compare and analyze relevant papers that matches with your search

Papers

Get insights from PDFs and bookmarked papers from your library

My library

Recent searches

Try searching for:

Catch AI-generated content in scholarly and non-scholarly content

{ai} Detector

Ai Writer

Get PDF Summaries, highlighted text explanations 

Chat with PDF

Effortlessly create in-text citations and bibliographies in APA and 2,500 other formats

Citation generator

Get explanations, summaries, and answers on academic papers

Ease up your research workflow with {scispace}'s cohort of exciting AI tools

Elevate your academic writing skills and convey your ideas the way you want

Paraphraser

Explore our range of reading and writing tools

Your file is being prepared and should be ready in a few minutes. If it's a large file, it might take a bit longer. You can close this window, and we'll email you the file when it's done.

You have reached a maximum limit of <strong>{limit}</strong> columns in the table. Remove at least <strong>1</strong> column to add or create another one.

Gregory R. Berry

Author Tools

Chat about Author

Papers

Enhancing effectiveness on virtual teams