From experience: leading dispersed teams

Smith, Preston G.; Blanck, Emily L.

doi:10.1016/s0737-6782(02)00146-7

Cited by 67 publications

(32 citation statements)

References 3 publications

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“…In addition, Smith and Blanck (2002) and Fontaine (2002) discuss the importance of using multiple forms of synchronous and asynchronous technology. For instance, synchronous socially oriented technology is technology that is immediate such as face-to-face interaction, phone or video conferences.…”

Section: Use Of Technologymentioning

confidence: 99%

“…Swift trust in dispersed teams may initially appear challenging; however, it is possible with the creation of sound norms. Such norms include policies regarding team orientation, communication, cultural awareness, and conflict resolution (Dyer et al, 2007;Marquardt & Horvath, 2001;Smith & Blanck, 2002).…”

Section: Swift Trust and Sound Normsmentioning

confidence: 99%

“…According to Smith and Blanck (2002) and Hofstede (1980), the four categories of culture differences requiring attention are individual differences in terms of personality type, functional differences based on various departments in the work place, organization differences based on the culture of the company, and national differences in terms of nationality. Cultural difference based on nationality is of great interest to leaders of dispersed teams because it aids in understanding national cultures.…”

Section: Cultural Awareness and Respectmentioning

confidence: 99%

See 2 more Smart Citations

My Team Members Are Everywhere! A Critical Analysis of the Emerging Literature on Dispersed Teams

Allen

Vakalahi

2013

Administration in Social Work

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Section: Use Of Technologymentioning

confidence: 99%

Section: Swift Trust and Sound Normsmentioning

confidence: 99%

Section: Cultural Awareness and Respectmentioning

confidence: 99%

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My Team Members Are Everywhere! A Critical Analysis of the Emerging Literature on Dispersed Teams

Allen

Vakalahi

2013

Administration in Social Work

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“…And if it is the diversity in perceptions, interpretations and behaviors that make up the potential, then the strategy could not be to completely blend these differences or align them. Then cultural diversity would be utilized, not assimilated (e.g., Smith/Blanck 2002). This does not mean that leading multicultural workgroups is limited to providing a clear structure, though.…”

Section: Achieving Loose Cultural Couplingsmentioning

confidence: 99%

Melting pot or tossed salad? Implications for designing effective multicultural workgroups

Bachmann

2006

MANAGE. INT. REV.

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and Key Results■ The literature on the functioning and effectiveness of diversity-based workgroups tends to take the single perspective of exploring the effects of cultural or demographic or functional diversity on workgroup performance. ■ This conceptual article develops a coupling framework for the analysis of the functioning of multicultural workgroups by integrating several lines of research and by reformulating their traditional conceptualization, outlining implications for their design.■ Applying the concept of loosely coupled systems to multicultural workgroup functioning provides the conceptual link necessary for a solution of the dilemma of multicultural workgroups.

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“…From an engineering perspective, with this proliferation, whether justified on the basis of knowledge explosion or not, engineers working collaboratively on projects face major language or terminological difficulties as well as differing world perspectives (Bucciarelli 2002;Kayworth and Leidner 2001;Smith and Blanck 2002;Sargent et al 1992). Such differences can easily give rise to difficulties in different research projects (Bryman 2004;Katzenbach and Smith 1993) and could lead to team performance deficiencies (Cramton 2001).…”

Section: Introductionmentioning

confidence: 99%

The interdisciplinary engineering knowledge genome

Reich

Shai

2012

Res Eng Design

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Parallel to the concept of the human genome and its impact on biology and other disciplines, we revealed a similar concept in engineering sciences, termed the ''Interdisciplinary Engineering Knowledge Genome'', which is an organized collection of system and method ''genes'' that encode instructions for generating new systems and methods in diverse engineering disciplines. Resting on the firm mathematical foundation of combinatorial representations, the Interdisciplinary Engineering Knowledge Genome unifies many engineering disciplines, providing a basis for transforming knowledge between them, supporting new educational practices, promoting inventions, aiding design, and bootstrapping new discoveries in engineering and science. Given the formal underlying combinatorial representations, these merits could be automated. This paper elucidates this new concept and demonstrates its value and power in engineering design.

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From experience: leading dispersed teams

Cited by 67 publications

References 3 publications

My Team Members Are Everywhere! A Critical Analysis of the Emerging Literature on Dispersed Teams

My Team Members Are Everywhere! A Critical Analysis of the Emerging Literature on Dispersed Teams

Melting pot or tossed salad? Implications for designing effective multicultural workgroups

The interdisciplinary engineering knowledge genome

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