Building Productivity in Virtual Project Teams

Hamersly, Bill; Land, Denise

doi:10.5585/gep.v6i1.305

Cited by 8 publications

(4 citation statements)

References 33 publications

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“…Despite the increase in the number of virtual teams, studies show that virtual teams can aid in bringing about positive social change through a mentorship program in education by developing online learning forums or encouraging a paperless workplace (Hamersly & Land, 2015). Recent research has shown that beyond communication, sharing and generating knowledge has been important for virtual teams such as contributing to the software development by doing work.…”

Section: Literature Reviewmentioning

confidence: 99%

A Systematic Review on Brand with Virtual Team For NGOs

Mohd Zahri,

Mohd Rashid,

Abdul Hamid

2023

JPMM

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A brand is what comes to mind when a potential supporter, donor, or consumer hears an organization's name. Brands are growing part of the workings of non-governmental organizations (NGOs) engaged in international aid and development. From telling and selling, branding has moved to communicating and sharing. In the NGO sector, branding draws attention to the complexities and clashes within NGO identity. This study examines the brand with a virtual team for NGOs. A systematic review of academic literature was done to find these. This review was constructed from the Reporting Standards for Systematic Evidence Synthesis (ROSES) protocol. To conduct this review, 128 articles were collected from three databases, which were chosen from Research Gate, Emerald Insight, and Google Scholar, and then articles were identified, screened, and reviewed. Once the selection was done, an analysis was then conducted. This was done to identify important branding elements that served as the basis for analysis when looking at the methods of a chosen brand for NGOs.

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Section: Literature Reviewmentioning

confidence: 99%

A Systematic Review on Brand with Virtual Team For NGOs

Mohd Zahri,

Mohd Rashid,

Abdul Hamid

2023

JPMM

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“…The identification of relevant strategies leads to a structure that accommodates skills and technology, governance, and collaborative practices in different environments (Hamersly & Land, 2015). Competitive manufacturing, which delights customers, requires not only the development of WCM but also the continuous evolution and improvement of processes (Peças et al, 2021;Arms et al, 1994).…”

Section: Literature Reviewmentioning

confidence: 99%

Challenges and barriers to connecting World Class Manufacturing and continuous improvement processes to Industry 4.0 paradigms

Terra

Berssaneti

Quintanilha

2021

Engineering Management in Production and Services

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This paper exposes the difficulties in integrating “Industry 4.0 Practices” and “World-Class Manufacturing” due to the rapid expansion of production systems and the increasingly complex data monitoring. The applied methodology was to study multiple cases with the aid of a semi-structured questionnaire. The analysis comprised responses of 15 large companies with different expertise from five countries and three continents. The results show that when a company’s strategy is linked to Industry 4.0 practices and the World-Class Manufacturing method, they boost productivity by monitoring the shop floor, applying analytical tools, and spreading the organisational culture aimed at improving processes. The results also indicate that human resources are essential in this integration. The conclusion indicates robust barriers to the increasing progress of these procedures, such as the costs associated with the use of technologies, the lack of knowledge of the applied methods and tools, the lack of trained and qualified human resources, and the resistance of people to the use and application of the newly adopted practices. The continuous improvement practices do not keep up with the speed of development that the Industry 4.0 practices propose, requiring studies directed to “World-Class Manufacturing” and “Industry 4.0 practices”. Although there is a coexistence of improvement and innovation in world-class manufacturers, the literature has not yet provided a complete understanding of how this coexistence can be achieved at the manufacturing level. Therefore, the paper presents the main actions to overcome these barriers.

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“…It is a way of thinking as to how to act in a diverse environment, simultaneously covering essential project management components, such as resources, timing etc. (Hamersly & Land, 2015). A study by Saafein & Shaykhian (2014) shows the influence of unity and collaboration on the performance of virtual teams.…”

Section: Collaboration In Multicultural Teammentioning

confidence: 99%

The Impact Factors on Project Management Success in Global Teams: The Case of Company “X” Projects

Sluka

Brence

2020

PEB

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Nowadays, with globalization and the development of information technology, global teams are one of the fastest growing types of teams. Communication technology capabilities have significantly reduced the cost of team management and remote collaboration. Current management science has a broad theoretical basis for managing teams that are physically located in one place, but there is much less understanding of how leaders can effectively manage global teams. Company X is a global management consulting, technology services and outsourcing company. All company projects have virtual teams and participants from different countries The goal of this research is to identify and study the factors that influence the success of global project team management and operations in Company X. The research provides answers to the following questions: 1) Which factors impact the project management success at global company X?; 2) What is the impact of a team member’s role and experience on project management success at company X?; 3) What are the cultural differences within the project teams? The data was collected from a survey of two global teams (n=31) at global company X. Team members represent three cultures: Finnish, Indian and Latvian. The analyzed factors were communication, remote communication tools, roles and rules, and trust and cooperation in a multicultural environment. Communication, remote communication tools, and roles and rules showed a statistically significant impact on project management success in global teams. The current role of team members has a negative effect on project management success. No statistically significant differences between cultures were found which supports Cultural Convergence Theory which suggests that two cultures will be more and more like each other as their interactions increase.

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Building Productivity in Virtual Project Teams

Cited by 8 publications

References 33 publications

A Systematic Review on Brand with Virtual Team For NGOs

A Systematic Review on Brand with Virtual Team For NGOs

Challenges and barriers to connecting World Class Manufacturing and continuous improvement processes to Industry 4.0 paradigms

The Impact Factors on Project Management Success in Global Teams: The Case of Company “X” Projects

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