A Reference Model for E-Collaboration within the Dispersed Sales Force Training Process in Multinational Companies

Heidecke, Florian; Bäck, Andrea

doi:10.4018/9781605666525.ch058

Cited by 3 publications

(6 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Konradt (2003) differentiated tools by their ability to share information, generate ideas, help to solve problems, and socialize people. Heidecke (2009) classified tools by their richness, including synchronicity, interactivity, and feedback capacities, linked to the complexity of tasks. Other research classified tools according to their simplicity level and showed that users prefer simple tools for complex tasks (Kock, 2005).…”

Section: A Span Of Theoretical Factors In E-collaboration Literature mentioning

confidence: 99%

Enhancing Enterprise Frontiers Through E-Collaboration with a Three-Dimensional Model Based on Web 2.0 Technology Use

Diviné

Cardinal

Janković

2013

Journal of Enterprise Transformation

View full text Add to dashboard Cite

2 Due to behavior evolution and technology progress, collaboration with customer communities becomes an important part of company transformation. This article aims at enhancing virtual community management with a 3D model of choice of collaboration. It fills the gap between collaboration practices recommended in the literature and the reality of Web 2.0 collaborative tools use and interest measured in a sample of 99 large companies. A functional analysis and the classification of 18 Web 2.0 tools triggered a tri-dimensional model of e-collaboration identifying major utilizations: value addition, member satisfaction, and flexibility of frontiers. Moreover, a large company survey identified that two types of companies were opposed to e-collaboration with customers and that three were favorable with different aims and tools. Our findings underline that e-collaboration seems interesting if the "value creation" dimension was positive and if "member satisfaction" and "flexible frontiers" dimensions were positive at the same time. Otherwise, customer communities are not perceived as an opportunity. This research offers practitioners a managerial model to support their transformation targets with suited distance practices and tools. It triggers theoretical evolutions with the concept of flexible frontiers.

show abstract

Section: A Span Of Theoretical Factors In E-collaboration Literature mentioning

confidence: 99%

Enhancing Enterprise Frontiers Through E-Collaboration with a Three-Dimensional Model Based on Web 2.0 Technology Use

Diviné

Cardinal

Janković

2013

Journal of Enterprise Transformation

View full text Add to dashboard Cite

show abstract

“…Support of informaation technology systems in virtual collaboration process enables organizations to conduct cross site collaboration between virtual teams. Organizational structures that become more horizontal and the emergence of team work based units have become more common that supported by advances in technology, have formed the concept of virtual community as a form of organization of work units (Bell &Kozlowski, 2002, pages 14-15, in Heidecke andAndrea, 2008).…”

Section: Virtual Collaborationmentioning

confidence: 99%

“…Therefore, by using the appropriate technology, the effectiveness of virtual teams can be improved (Bell & Kozlowski, 2002, pp 23-25;. Hayward, 2001, in Heidecke and Andrea, 2008). However, the introduction of collaborative technologies not only improve collaboration (Susman, Gray, Perry, & Blair, 2003, p. 145).…”

Section: Virtual Collaborationmentioning

confidence: 99%

“…A holistic approach, involving strategy, process, technology, and culture becomes an important key for virtual collaboration (Mayrhofer &Back, 2004, pp. 35-36, in Heidecke andAndrea, 2008).…”

Section: Virtual Collaborationmentioning

confidence: 99%

“…The organization needs to effectively manage its learning process to produce organizational knowledge. This knowledge is defined as an important part of the organization's resources, because it has the ability to generate and manage the company's competitive advantages (Grant, 1996;Kogut and Zander, 1996;Nonaka andTakeuchi, 1995, in Heidecke andAndrea, 2008).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Role of Virtual Collaboration and Social Capital In the Development of New Products (Case Study: Use of Yammer in XYZ Company)

Lestari

2015

APMBA

View full text Add to dashboard Cite

The theme of This paper is the role of virtual collaboration process in organization. Business environment that constantly changing and high level of intensive competition force organizations to continously creating sustainable values in to gain competitive advantage. For large organizations with wide range of networks there are geographical limitations that restrict the process of collaboration in organization. Advances in technology enable and facilitate the organization to collaborate virtually. From the perspective of dynamic capabilities, virtual collaboration conceptualized as the dynamic changes in the organization's ability to identify, integrate, and apply knowledge assets as learning materials to meet the competitive demands. Here, Virtual collaboration enables the process of communication and coordination within organization, support oragnization learning proces and also trigger innovation. At the end, Virtual Collaboration support decision making processes and process improvemet internally. Results of the analysis in this paper suggests that engagement, transparency and horizontal nature of the communication process that can encourage new organizational learning but, can be done only for new business portfolio. In addition, cultural factors, also limits the success of virtual collaboration as means for information distribution at lower levels of the organization.

show abstract

Sales training and ICT: a literature review

Torres

Laverde

Segovia

2020

ICT

View full text Add to dashboard Cite

Purpose The purpose of this paper is to identify in the specialized literature published in the past 20 years about sales training, some elements or key factors that could be applied to the use of information and communication technologies (ICT) as a support for the learning of the detection of business opportunities. Design/methodology/approach This is a study of a documentary nature in which a method of systematic literature review was applied to 132 studies published in journals indexed in Scopus and Scielo on sales training processes. The analysis of the data combined a process of categorization and frequencies statistical analysis. Findings The results highlight the role of ICT and specifically the use of mobile devices to support the strengthening of training in sales in terms of relationship, opportunity and flexibility in communication with the client, the construction of positive emotional environments and experiential/situated training. Originality/value The originality of this study lies in the extraction and interpretation of key factors focused on addressing a guiding question about the relationships between the use of ICT and sales training.

show abstract

A Reference Model for E-Collaboration within the Dispersed Sales Force Training Process in Multinational Companies

Cited by 3 publications

References 0 publications

Enhancing Enterprise Frontiers Through E-Collaboration with a Three-Dimensional Model Based on Web 2.0 Technology Use

Enhancing Enterprise Frontiers Through E-Collaboration with a Three-Dimensional Model Based on Web 2.0 Technology Use

The Role of Virtual Collaboration and Social Capital In the Development of New Products (Case Study: Use of Yammer in XYZ Company)

Sales training and ICT: a literature review

Contact Info

Product

Resources

About