Benchmarking the World Wide Web in Student Collaboration

Chinowsky, Paul S.

doi:10.1061/(asce)0887-3801(1999)13:4(254)

Cited by 6 publications

(3 citation statements)

References 5 publications

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“…In a virtual team environment, this process adds an additional component, electronic communication. Although the interactive sessions may resemble the traditional face-to-face sessions, the virtual team is more likely to continue discussions after a meeting due to the ease of injecting electronic comments into the post-meeting scenario (Chinowsky 1999). In this manner, individuals who feel more comfortable making comments by e-mail than in a traditional meeting setting may elect to wait until after the meeting to state ideas to the team.…”

Section: Electronic Discussionmentioning

confidence: 99%

“…In terms of the experiential knowledge, virtual team implementations are a focus of academic study by the authors for over six years (Chinowsky 1999) including levels of study that ranged from small groups to international student collaborations incorporating seven countries and eleven universities. Additionally, experiential knowledge was employed by the team through industry experience by research team members.…”

Section: Introductionmentioning

confidence: 99%

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Virtual Teams: A Guide to Successful Implementation

Chinowsky

Rojas

2002

Computing in Civil Engineering (2002)

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The successful initiation and execution of a virtual team is gaining increasing attention in the design and construction community. From opportunities to integrate international and multidisciplinary teams to the opportunity to leverage the best resources in an organization on a given project, virtual teams can transform the concept of project planning and execution.However, potential barriers exist in several areas to the successful implementation of virtual teams. The need for increased management emphasis, social and cultural understanding, and emphasis on common goals are only a few of the non-technical factors that can turn successful virtual teaming into virtual frustrations. When combined with traditional technical challenges including compatibility of systems, security, and the selection of appropriate technologies, the line between leveraging virtual technologies for enhanced solutions and introducing additional complications into the project process is one that can be easily crossed. This paper presents the findings of research that addresses the opportunities and potential barriers to successful virtual teams in the Engineering Procurement and Construction (EPC) industry. Combining results from current research, industry practices, and early results from non-construction industries, the research findings provide an initial path to successful virtual team implementation.

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Section: Electronic Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Virtual Teams: A Guide to Successful Implementation

Chinowsky

Rojas

2002

Computing in Civil Engineering (2002)

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“…As discussed at the beginning of this paper, the new wave of information technology capabilities is transforming the manner in which construction organizations will conduct business in the 21 st Cent ury. The Internet and virtual office environments will become an accepted fact for future project environments (Chinowsky 1999b). Responding to these changes by implementing knowledge resource integration ahead of the competition provides the opportunity to evaluate the impact of knowledge resources and implement a strategy that has the best potential to result in a pos itive outcome.…”

Section: Positive Strategic Management Areasmentioning

confidence: 99%

Strategic Management in Design Firms

Chinowsky

Byrd

2001

J. Prof. Issues Eng. Educ. Pract.

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The traditional philosop hy of management in the architecture-engineeringconstruction (AEC) industry, bo th in acade mia and in ind ustry, p laces great emphasis on the ability to plan and execute projects. In contrast, a similar emphasis on strategic management has received less attention in the AEC industry. Although the pressures of project performance can often obscure the broader social, economic, and professional context in which strategic management is undertaken, it is these broad contextual areas that make strategic management an essential issue for AEC organizations. Rapidly changing social and technological issues are creating a professional environment that will look very different in the coming decades than that experienced in today's organizations. This paper introduces a study of the current strategic management practices of design-based firms. The paper introduces the concept of strategic management and the areas that organizations must address to compete in the global marketplace. A summary of an industry sur vey is do cumented together with the background research that prompted the investigation of these topics.

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Knowledge Mining of Information Sources for Research in Construction Management

Palaneeswaran

Kumaraswamy

2003

J. Constr. Eng. Manage.

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Benchmarking the World Wide Web in Student Collaboration

Cited by 6 publications

References 5 publications

Virtual Teams: A Guide to Successful Implementation

Virtual Teams: A Guide to Successful Implementation

Strategic Management in Design Firms

Knowledge Mining of Information Sources for Research in Construction Management

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