Relevant bibliographies by topics / Virtual Teams

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Virtual Teams'

Author: Grafiati
Published: 4 June 2021
Last updated: 18 May 2024

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Journal articles on the topic "Virtual Teams"

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E, Jude Ashmi. "Getting Things Done, Virtually! - The Role of Virtual Team Leadership in Virtual Team Effectiveness." Ushus - Journal of Business Management 16, no. 2 (April 1, 2017): 13–20. http://dx.doi.org/10.12725/ujbm.39.2.

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A virtual team’s success depends on the team's effectiveness. Accomplishing such a team’s effectiveness is far more difficult when compared with traditional work teams. This article is a result of an exploratory study of the role of leadership in virtual teams. Virtual teams’ leadership is seemingly situational and supervisory, depending on the task. This study reveals that (1) individual virtual team members act as leaders based on the specific requirements for getting things done, (2) classifies virtual team leadership under supervisory and facilitating leadership, (3) suggests that both leadership roles are essential for virtual team effectiveness and functioning and (4) recommends exploration of leadership-oriented communication competency, shared understanding and virtual team citizenship behaviour as these are required for the effective performance of a virtual team.
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Pinsonneault, Alain, and Olivier Caya. "Virtual Teams." International Journal of e-Collaboration 1, no. 3 (July 2005): 1–16. http://dx.doi.org/10.4018/jec.2005070101.

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Volchok, Edward. "Virtual teams." eLearn 2008, no. 8 (August 2008): 1. http://dx.doi.org/10.1145/1454098.1454103.

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Powell, Anne, Gabriele Piccoli, and Blake Ives. "Virtual teams." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 35, no. 1 (February 3, 2004): 6–36. http://dx.doi.org/10.1145/968464.968467.

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Wickramasinghe, Amanda S. "Leading Virtual Teams, Globally." International Journal of Social Media and Online Communities 14, no. 2 (July 1, 2022): 1–18. http://dx.doi.org/10.4018/ijsmoc.305866.

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Virtual teams allow professionals to work across boundaries, borders, cultures, and time zones. A number of companies across the globe have adapted to remote work due to the COVID-19 pandemic in the year 2020, using platforms such as Zoom, WebEx, Skype and Microsoft Teams. Due to the pandemic, most professional organizations were forced to utilize virtual platforms to communicate because of the worldwide stay-at- home orders. These platforms allow professionals across the world to connect instantly (Frisch & Greene, 2020).Within that context, a virtual team's leader has a significant responsibility for leading the virtual team to success. The purpose of this study was to explore how to lead virtual global teams successfully. The study examined 25 global leaders' lived experiences utilizing qualitative research methodology and explored the phenomenon of leading virtual teams effectively (and successfully) through using the input and process outcome framework (Eyrich, Quinn & Fessell, 2019). Findings included an effective virtual leadership approach.
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Caya, Olivier, Mark Mortensen, and Alain Pinsonneault. "Virtual Teams Demystified." International Journal of e-Collaboration 9, no. 2 (April 2013): 1–33. http://dx.doi.org/10.4018/jec.2013040101.

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Virtual teams have been researched intensely in the last ten years and there is a growing body of literature on the topic. At this point, the authors need an integrative theory-driven framework through which they can conceptualize the notion of virtual teams and organize and make sense of prior research. This can help them better understand what drives virtual team dynamics and ultimately effectiveness and can guide future research on the topic. Drawing on models of team effectiveness and emergent processes and states, the authors developed a framework for understanding virtual team dynamics. They then use this framework to review and synthesize one hundred and twenty-one empirical studies of virtual teams published since 1990. The authors analyzed the direct and indirect antecedents of virtual team effectiveness and identify key gaps in both their knowledge of, and approach to studying, virtual teams. They outlined areas for future research and discuss, the implications for the authors’ paper for practice and for the study of virtual and traditional teams.
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Kozlowski, Steve W. J., Georgia T. Chao, and Jenna Van Fossen. "Leading virtual teams." Organizational Dynamics 50, no. 1 (January 2021): 100842. http://dx.doi.org/10.1016/j.orgdyn.2021.100842.

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Malhotra, Arvind, Ann Majchrzak, and Benson Rosen. "Leading Virtual Teams." Academy of Management Perspectives 21, no. 1 (February 2007): 60–70. http://dx.doi.org/10.5465/amp.2007.24286164.

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Mark, Gloria. "Building virtual teams." ACM SIGGROUP Bulletin 19, no. 3 (December 1998): 38–41. http://dx.doi.org/10.1145/307736.307773.

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Dubé, Line, and Guy Paré. "Global Virtual Teams." Communications of the ACM 44, no. 12 (December 2001): 71–73. http://dx.doi.org/10.1145/501317.501349.

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Dissertations / Theses on the topic "Virtual Teams"

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Männistö, J. (Johanna), and N. (Nina) Väisänen. "Leading a team through challenges:resilience in virtual teams." Master's thesis, University of Oulu, 2018. http://jultika.oulu.fi/Record/nbnfioulu-201811303168.

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Abstract. As the use of virtual teams in organizations is expected to only grow in the future, along with the continuous challenges in today’s hectic and competitive business environment, the team’s ability to withstand and overcome tough situations, in other words team resilience, becomes a crucial part of every team’s success. This study was carried out as a qualitative case study and it aims to explore how different parts of resilience appear in the context of virtual teams from the leader’s perspective, as well as the actions that occur by the virtual team leader in situations that require team resilience. The participants of this study were nine virtual team leaders who use communication technology to coordinate teamwork and to collaborate with team members in a team where some or all of members work remotely and cannot collaborate in real-time or face-to-face all the time. The data was collected with web-based online questionnaire and the data analysis was made by using a qualitative theory-oriented content analysis. The results of this study identified the parts of resilience that occur in virtual teams. Especially diversity and nonverbal communication had a lot of variation within teams of this study, but every team compensates the lack of nonverbal communication with other communication methods. Besides communication, trust and flexibility seem to be resilience-enhancing factors for almost every team. The resilient practices were investigated in relation to Alliger’s theory, and this study shows how communication is the most used tool in building virtual team resilience, and the usage of it succeed mostly in minimizing (before adversity) and mending (after adversity) phases. In ongoing adversity, communication reduces and causes stress for virtual teams. Besides communication, virtual teams use positive adaption and shared understanding to handle adversities, whereas cohesion and problem solving strategies were the least mentioned dimensions. These results create an in-depth knowledge about a relatively new and unexplored topic. Instead of generalizing the findings, the aim is to objectively explore a smaller amount of virtual team leaders who gave insights about how virtual team resilience appears in their teams. By identifying the main enhancing factors related to virtual team resilience, the leader can improve these features and lead their team to success. The results are applicable for organization’s management who use communication technologies to collaborate with team members and who seek to enhance virtual team resilience, as well as for organizations aiming to develop interaction and leadership models or educators working with e-learning.
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Persson, Jesper, and Robin Nilsson. "Employee satisfaction in virtual teams." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-40190.

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Background The world is experiencing exceptional technological evolution and Sweden is at the forefront of this development and virtual teams are on the rise. Virtual teams are a way for companies to improve their sustainability with decreased travel for employees which also saves time that employees can spend at home though with difficulties separating work and home. Virtual teams are a chance for employees to better influence their work, a way to have people from all over the world working together but with a risk of decreased physical social interactions and being isolated. Research question How is employee satisfaction perceived by individuals in virtual teams? Purpose  The purpose of this thesis is to describe how employees in virtual teams perceive employee satisfaction in contrast to traditional teams in order to identify which aspects are especially significant for employee satisfaction in virtual teams. Further we aim to explain how to create employee satisfaction with these aspects in mind. Method A qualitative research method was used in this study, by semistructured interviews with twelve respondents from various companies in Sweden, in which four of the twelve respondents work in the public sector and the rest in the private sector. The respondents were selected by convenience. TheoreticalFramework Theories about teams, virtual teams, job satisfaction and culture are presented followed by behavioural theory focusing on selfdetermination theory as well as social capital. The final component in the theoretical framework is theory regarding. work-life balance and spillover theory. Findings In this thesis, the findings of how employee satisfaction is perceived in virtual teams is divided into two parts. The first part addresses the need to prepare a structure for the virtual team before hiring as to avoid issues raised by the respondents and brings to attention key areas. The second part addresses the need to find the right people when hiring for the virtual team. It mentions important characteristics beneficial for the person to have if they are to work within the virtual team.
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Bullard, Alva. "Examining Shared Understanding and Team Performance in Global Virtual Teams." Diss., NSUWorks, 2019. https://nsuworks.nova.edu/gscis_etd/1089.

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Modern organizations face many significant challenges because of turbulent environments and a competitive global economy. These competitive demands have forced many organizations to increase levels of flexibility and adaptability through the use of virtual environments, and global teams are prevalent in business organizations. Although significant research has been conducted on virtual teams, the development of shared understanding among the members of these teams has not been studied adequately. Time/space barriers, communication complexities, and team diversity hinder the development of shared understanding in these teams. Based on the Media Synchronicity Theory (MST), a new theoretical model was created that used the constructs use of communication media, mode of interaction and team diversity to ascertain the influence shared understanding in global virtual teams. Additionally, the research model examined the relationship between shared understanding and team performance. The developed, web-based survey measured the participants’ use of communication media, mode of interaction, diversity, shared understanding, and team performance in virtual environments. The survey was administered through SurveyMonkey and distributed to a pool of opt-in respondents from firms with virtual teams. A total of 118 respondents participated in the study. The findings of this study indicate that use of communication and familiarity with systems are strong determinants of shared understanding, and subsequently shared understanding is a strong predictor of team performance. The study also indicates that mode of interaction is less of a predictor of shared understanding, and that cultural diversity, modified diversity construct, did not influence shared understanding. As virtual teams continue to proliferate, executive leaders and managers must ensure that teams and environments are designed for collaboration through use of communication technologies that promote synchronicity, and that its members are familiar with systems which subsequently promotes shared understanding.
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Allard, Niklas, and Eric Cagenius. "Virtual teams, the new norm? : A study on the effects of becoming a virtual team." Thesis, Uppsala universitet, Informationssystem, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-445569.

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The COVID-19 pandemic has ensued a wave of work teams making the shift from the office to working entirely virtually. At the centre of this shift are the people. The people are at the heart of any team, and thus this thesis sets out to create a greater understanding of how the leaders and members of three project teams have fared with the shift from working collocated toovirtually. Three interviews consisting of one leader and two team members were conducted per team, totalling nine interviews. The empirical findings were analyzed through the lens of a theoretical framework with a focus on uncovering why, how, and what implications the effects of virtuality have on various team processes. The results show that most challenges pertain to the increased autonomy of team members created by using ICT, and that the role of leadership has been heavily affected with a clear preference for task-focused leadership with relationshipand trust-building not being deemed critical. Multiple team processes have all been affected to a greater or lesser extent, with team members finding themselves having to deal with new requirements being imposed on them as part of the shared leadership that is taking form.
COVID-19 pandemin har lett till att flera teams har gjort övergången från att arbeta på kontor till att arbeta helt virtuellt. I centrum för detta skifte är människorna. Människorna är kärnan i alla team, och därför avser denna uppsats att skapa en större förståelse för hur ledarna och medlemmarna i tre projektgrupper har påverkats av denna övergång från samlokalisering till virtuellt arbete. Totalt utfördes nio stycken intervjuer, tre per team som i sin tur bestod av en ledare och två medlemmar. De empiriska resultaten analyserades genom en teoretisk ram med fokus på att avslöja varför, hur och vilka konsekvenser effekterna av virtualitet har haft på olika teamprocesser. Resultaten visar att de flesta utmaningar är relaterade till den ökade autonomin hos medlemmarna som skapats genom användningen av IKT. Ledarskapets roll har påverkats kraftigt där en tydlig preferens för uppgiftsfokuserat ledarskap har utkristalliserat sig, med relations- och förtroendeskapande inte av hög prioritet. Flera teamprocesser har påverkats i större eller mindre utsträckning, i synnerhet de krav som ställs på medlemmarna som en del av det delade ledarskapet som tar form.
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Schumacher, Marinita. "Proposition of a Tool to Build Virtual Teams : Virtual Team Building Support System : Considerations of Virtual Project Management, Competence Management and Virtual Team Interaction." Phd thesis, Ecole Centrale Paris, 2011. http://tel.archives-ouvertes.fr/tel-00997402.

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Virtual teams become more and more courant in today's organisations for New Product Development (NPD) of a new product, service, system or organisational process. As potential partners of those projects are spread out over countries, organisations need access to a dynamic communication to increase de-centralisation and globalisation of work processes. Many organisations have responded to this dynamic environment by introducing virtual teams. These virtual teams have specific characteristics including distance of geography or time and cultural or organisational differences. In this PhD thesis we provide a preliminary design of a tool of support to build virtual teams, named Virtual Team Building Support System (VTB Support System). The VTB Support System functions as tool of analysis, communication and planning for virtual team building in the domain of NPD. This tool is a support that facilitates the constitution of a virtual team not only in organisations but also in projects without a real organisational structure. The VTB Support System identifies requirements and provides recommendations and adaptable technical solutions that permit to build a virtual team. In a virtual environment, project members can change frequently, which necessitates to identify the requirements of a VTB Support System to build those virtual teams. The process of virtual team building is not just limited to team development under the aspect of human resources or human interactions but takes also the organisation of working processes into account. The recommendations for virtual team building take into consideration three domains that are precisely presented in this work as Virtual Project Management (VPM), Competence Management (CM) and Virtual Team Interaction (VTI). In order to provide the VTB Support System, we choose the holistic approach of the functional analysis. This allows us to identify all the functions of the VTB Support System that describe the requirements of such a system. Then, we use the tool of Quality Function Deployment (QFD), especially the "house of quality", to deduce substantiated recommendations of the most important functions that are detected by the functional analysis. The house of quality allows representing the recommendations or technical solutions and the functions (issues of a functional analysis) in a matrix and to evaluate if a recommendation or a technical solution satisfies the demand of one or multiple functions. The VTB Support System is applied in three different cases, which underlines the generic aspect of the model.
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Andrews, Angelique. "Virtual Teams and Technology: The Relationship between Training and Team Effectiveness." Thesis, University of North Texas, 2001. https://digital.library.unt.edu/ark:/67531/metadc2824/.

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The impact of training on virtual team effectiveness was assessed in five areas: communication, planning tasks and setting goals, solving problems and making decisions, resolving conflict, and responding to customer requirements. A 12-page survey was developed exploring all aspects of virtual teams. 180 surveys were distributed, 52 were returned representing 43 companies. Training led to higher effectiveness in planning tasks and setting goals, solving problems and making decisions, and conflict resolution, but not in communication and responding to customer requirements. Training may not solve all the problems that virtual teams will encounter; however, training will make the challenges easier to handle.
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Ferrara, Samuel Joseph. "The Generational Impact in Virtual Teams." Thesis, Virginia Tech, 2016. http://hdl.handle.net/10919/70454.

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The world of today allows groups of people who are geographically-distributed to communicate through information and communication technologies (ICTs). In the workplace, these geographically-distributed teams are referred to as virtual teams. Quantifying and understanding issues in virtual teams has been a focus of research for the past two decades. This thesis aims to quantify generational differences between the Millennials and the Baby Boomers in the context of virtual teams in the engineering and construction sectors. This thesis consists of two studies. The first study broadly focuses on generational differences in regards to cultural, temporal, and technological issues faced in virtual teams. The results from the first study show that Millennials may be better suited to deal with cultural and language differences as well as time-distributed team members when compared to the Baby Boomers. However, the results for the technology hypothesis were mixed and motivated further research. Therefore, the second study focused on generational differences in views on specific ICTs. This study found that Millennials favored some ICTs more than their Baby Boomer counterparts. However, these generations also had indistinguishable views for many of the ICTs examined. The second study shows that the digital divide between generations is true for certain technologies but is unobservable in others. This thesis indicates that Millennials have relative strengths when handling the difficulties of virtual teaming when compared to the Baby Boomers.
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Kuang, Renyu, and Sanafatema Sumara. "Perception of Leadership in Virtual Teams." Thesis, Högskolan i Halmstad, Akademin för företagande, innovation och hållbarhet, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-44665.

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Rosa, Mauro <1990&gt. "Virtual Teams, an alternative business solution." Master's Degree Thesis, Università Ca' Foscari Venezia, 2017. http://hdl.handle.net/10579/11601.

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This work as its object to explain and introduce a new strategic approach to business processes that is called Virtual Teams. Furthermore, there is an analysis about the implication and the possible solutions that can achieve as an innovative process. The aim of this work is based on understanding what the main required characteristics to be successful and how integrate them with the business strategy. To reach a better understanding from everyone I preferred follow an approach that it is simple and understandable, I explained minutely every step, meaning, tool, environments and variables relate to virtual teams. Into the first chapter, I introduced the topic from the globalization to the factors that created by new needs, like the increase of velocity of doing due to technology’s improvements. There is a deep description of what virtual teams are and which are the main challenges that would face into real world, especially in terms of cultural, religion aspects between members of the group. The second chapter consider effects of communication as a tool and how it impacts on the effectiveness and efficiency of the projects. In fact, it is really interesting to see how different factors are changing final results in terms of information system, technology, commitment. To achieve a broader view about this strategy there are some real examples that can be considered interesting and useful. Into the third chapter, it is analyzed the impact of communication from different point of view, the possible barriers that employees can meet and how technology can help or create new issues if not proper managed. The study of communication is essential to build trust, element that is considered one of the most relevant for successful virtual teams. Finally, the fourth chapter shows some short examples about how Virtual teams can affect making-decisions in terms of make or buy and how they impact in accountancy with reduction of costs.
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Kwaye, Alphonse Shefa. "Effective Strategies for Building Trust in Virtual Teams." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5740.

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Virtual teams often fail to achieve their objectives because virtual team leaders lack strategies for nurturing trust among dispersed team members. The purpose of this single case study was to explore strategies virtual team leaders in large corporate banks use to build trust among virtual team members. The population of this study included 6 virtual team leaders from a large corporate bank located in the northeast region of the United States. The interpersonal trust theory was the conceptual framework of this study. Data were collected via semistructured telephone interviews and review of company documents. The data analysis process included content analysis and thematic analysis for theme identification. Data analysis revealed four themes related to strategies that leaders of virtual teams can use to build trust among team members: reliable technology, effective communication, teamwork and participation, and respect for people and culture. A fifth theme emerged related to barriers to trust strategies. The implications for positive social change include the potential to improve work environments for virtual team members isolated because of the absence of a social context.
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Books on the topic "Virtual Teams"

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Brewer, Pam Estes, ed. International Virtual Teams. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781118886465.

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B, Gibson Cristina, and Cohen Susan G, eds. Virtual teams that work: Creating conditions for virtual team effectiveness. San Francisco: Jossey-Bass, 2003.

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Opdenakker, Raymond, and Carin Cuypers. Effective Virtual Project Teams. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-22228-4.

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Stahl, Gerry, ed. Studying Virtual Math Teams. Boston, MA: Springer US, 2009. http://dx.doi.org/10.1007/978-1-4419-0228-3.

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Stahl, Gerry. Studying Virtual Math Teams. Boston, MA: Springer-Verlag US, 2009.

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Nemiro, Jill E. Creativity in Virtual Teams. New York: John Wiley & Sons, Ltd., 2004.

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Henry, Jane E. Tools for virtual teams: A Team fitness companion. Milwaukee, Wis: ASQ Quality Press, 1998.

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Dreo, Herb. Virtual teams guidebook for managers. Milwaukee: ASQ Quality Press, 2002.

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Jassemi, Lili. Global Virtual Teams & Trust. Wiesbaden: Springer Fachmedien Wiesbaden, 2023. http://dx.doi.org/10.1007/978-3-658-41852-6.

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Marinov, Marin A. Virtual Teams Across National Borders. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003398745.

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Book chapters on the topic "Virtual Teams"

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Maynard, M. Travis, Lucy L. Gilson, Nicole C. Jones Young, and Matti Vartiainen. "Virtual Teams." In The Wiley Blackwell Handbook of the Psychology of the Internet at Work, 315–45. Chichester, UK: John Wiley & Sons, Ltd, 2017. http://dx.doi.org/10.1002/9781119256151.ch15.

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Bedwell, Wendy L., and Eduardo Salas. "Virtual Teams." In The Encyclopedia of Human Resource Management, 421–25. San Francisco, CA: Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364741.ch80.

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Campbell, Cynthia G., Iryna Babik, and R. Eric Landrum. "Virtual Teams." In Innovative Approaches to Teaching and Assessing Teamwork in Higher Education, 134–65. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003445302-10.

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Moll, Jonas, and Ann-Sofie Hellberg. "Virtual Teams." In Designing Courses with Digital Technologies, 81–85. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003144175-17.

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Volchok, Edward. "Building Virtual Teams." In Virtual Teamwork, 1–15. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470615782.ch1.

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Vogel, Doug, Michiel van Genuchten, Carol Saunders, and A. F. Rutkowski. "Virtual Engineering Teams." In Virtual Teamwork, 241–55. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2010. http://dx.doi.org/10.1002/9780470615782.ch11.

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Dumitru, Catalina. "Discussion." In Building Virtual Teams, 59–63. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003095781-4.

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Dumitru, Catalina. "Introduction." In Building Virtual Teams, 1–13. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003095781-1.

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Dumitru, Catalina. "Building and maintaining trust in remote teams." In Building Virtual Teams, 14–38. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003095781-2.

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Dumitru, Catalina. "Trust and culture in remote project teams." In Building Virtual Teams, 39–58. London: Routledge, 2021. http://dx.doi.org/10.4324/9781003095781-3.

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Conference papers on the topic "Virtual Teams"

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Karayaz, Gamze, and Charles B. Keating. "Virtual Team Effectiveness Using Dyadic Teams." In PICMET '07 - 2007 Portland International Conference on Management of Engineering & Technology. IEEE, 2007. http://dx.doi.org/10.1109/picmet.2007.4349593.

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Goold, Annegret, Arnold Pears, Mary Z. Last, Chris Beaumont, and Swee Cheng Chew. "Virtual student teams." In the 10th annual SIGCSE conference. New York, New York, USA: ACM Press, 2005. http://dx.doi.org/10.1145/1067445.1067539.

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Al-Ani, Ban, David Redmiles, Cleidson R. B. de Souza, Rafael Prikladnicki, Sabrina Marczak, Filippo Lanubile, and Fabio Calefato. "Trust in virtual teams." In the 2013 conference. New York, New York, USA: ACM Press, 2013. http://dx.doi.org/10.1145/2441955.2442029.

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Keyzerman, Y. "Trust in virtual teams." In IEEE International Professional Communication Conference, 2003. IPCC 2003. Proceedings. IEEE, 2003. http://dx.doi.org/10.1109/ipcc.2003.1245520.

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Radulović, Ana, and Olga Epitropaki. "Leadership in Virtual Teams." In FINIZ 2020. Belgrade, Serbia: Singidunum University, 2020. http://dx.doi.org/10.15308/finiz-2020-147-151.

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de Brito, Alexandre Cestari, Sergio Goes Oliveira, and Cristiano Vasconcellos Ferreira. "Communication Management in Virtual Teams." In SAE Brasil 2010 Congress and Exhibit. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2010. http://dx.doi.org/10.4271/2010-36-0342.

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Cogburn, Derrick, Michael Hine, J. Alberto Espinosa, and Alecia Santuzzi. "Virtual Teams, Organizations, and Networks." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2019. http://dx.doi.org/10.24251/hicss.2019.117.

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"Virtual Teams and Creative Performance." In 2009 42nd Hawaii International Conference on System Sciences. IEEE, 2009. http://dx.doi.org/10.1109/hicss.2009.502.

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Zhan, Yihong, and Feng Xiong. "Studying Trust in Virtual Teams." In 2008 Second International Conference on Future Generation Communication and Networking Symposia (FGCNS). IEEE, 2008. http://dx.doi.org/10.1109/fgcns.2008.102.

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Kauffmann, David, and Golan Carmi. "E-collaboration of Virtual Teams." In the 2017 International Conference. New York, New York, USA: ACM Press, 2017. http://dx.doi.org/10.1145/3092027.3092039.

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Reports on the topic "Virtual Teams"

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Lampton, Donald R., Daniel P. McDonald, Mar E. Rodriguez, Christina S. Morris, and James Parsons. Instructional Strategies for Training Teams in Virtual Environments. Fort Belvoir, VA: Defense Technical Information Center, March 2001. http://dx.doi.org/10.21236/ada393669.

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Leslie, Jean, and Emily Hoole. How to lead virtual teams: The power of leveraging polarities. Center for Creative Leadership, March 2019. http://dx.doi.org/10.35613/ccl.2018.1068.

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Shyshkina, Mariya P., and Maiia V. Marienko. Augmented reality as a tool for open science platform by research collaboration in virtual teams. [б. в.], February 2020. http://dx.doi.org/10.31812/123456789/3755.

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The provision of open science is defined as a general policy aimed at overcoming the barriers that hinder the implementation of the European Research Area (ERA). An open science foundation seeks to capture all the elements needed for the functioning of ERA: research data, scientific instruments, ICT services (connections, calculations, platforms, and specific studies such as portals). Managing shared resources for the community of scholars maximizes the benefits to society. In the field of digital infrastructure, this has already demonstrated great benefits. It is expected that applying this principle to an open science process will improve management by funding organizations in collaboration with stakeholders through mechanisms such as public consultation. This will increase the perception of joint ownership of the infrastructure. It will also create clear and non-discriminatory access rules, along with a sense of joint ownership that stimulates a higher level of participation, collaboration and social reciprocity. The article deals with the concept of open science. The concept of the European cloud of open science and its structure are presented. According to the study, it has been shown that the structure of the cloud of open science includes an augmented reality as an open-science platform. An example of the practical application of this tool is the general description of MaxWhere, developed by Hungarian scientists, and is a platform of aggregates of individual 3D spaces.
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Canty, Ann L., and Andreas Schwab. Challenges of Virtual Teams: The Complex Effects of Personality and Turnover on Trust, Collective Efficacy, Performance, and Member Retention. Fort Belvoir, VA: Defense Technical Information Center, December 2001. http://dx.doi.org/10.21236/ada397682.

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Bagchi, Shelly, Jeremy A. Marvel, Megan Zimmerman, Murat Aksu, Brian Antonishek, Heni Ben Amor, Terry Fong, Ross Mead, and Yue Wang. Workshop Report: Test Methods and Metrics for Effective HRI in Real-World Human-Robot Teams, ACM/IEEE Human-Robot Interaction Conference, 2020 (Virtual). National Institute of Standards and Technology, January 2021. http://dx.doi.org/10.6028/nist.ir.8345.

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Boone, Jonathan, Bobby Sells, Matthew Davis, and Dan McDonald. Alternative analysis for construction progress data spatial visualization. Engineer Research and Development Center (U.S.), September 2021. http://dx.doi.org/10.21079/11681/42166.

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The U.S. Army Corps of Engineers (USACE) construction projects have multiple stakeholders that collaborate with project delivery team members during the execution of these projects. Many of these stakeholders are located across the U.S., which makes virtual interactions a common communication method for these teams. These interactions often lack spatial visualization, which can add complications to the progress reports provided and how the information is received/interpreted. The visualization of project progress and documents would be invaluable to the stakeholders on critical projects constructed by the USACE. This research was conducted to determine alternatives for migrating Resident Management System (RMS) data into a portal web viewer. This report provides proposed solutions to creating these links in efforts to better harmonize data management and improve project presentation.
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Cagle, Taylor, Emily Russ, Kelsey Fall, Amanda Tritinger, Burton Suedel, Katherine Brutsché, and Todd Bridges. Proceedings from the US Army Corps of Engineers (USACE) 2021 Beneficial Use of Dredged Material Virtual Workshop. Engineer Research and Development Center (U.S.), September 2023. http://dx.doi.org/10.21079/11681/47561.

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On 13–15 July 2021, 58 representatives from Headquarters, US Army Corps of Engineers (USACE), 2 USACE Divisions, 14 USACE districts, and US Army Engineer Research and Development Center’s (ERDC) Environmental (EL) and Coastal Hydraulics (CHL) Laboratories came together and participated in a virtual workshop on the beneficial use (BU) of dredged material. The overall goal was to organize the BU community across USACE and develop a path forward to increase BU practices. Talks and discussions focused on the current status of BU across USACE, including success stories on innovative BU projects, challenges related to regulatory issues, state and federal policies, technical logistics, and stakeholder engagement, as well opportunities for expanding current practices to include more regular and innovative applications. The workshop was cohosted by Dr. Amanda Tritinger (CHL) and Dr. Kelsey Fall (CHL) on behalf of the Engineering With Nature®, Coastal Inlets Research Program, Dredging Operations and Environmental Research, and Regional Sediment Management research programs. The workshop concluded by introducing and awarding the first annual Timothy L. Welp Award for Advancing Beneficial Use of Dredged Sediments to recognize teams (with members across and outside of USACE) that have advanced progress on BU through collaboration, partnering, and innovation.
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Singer, Michael J., Stuart C. Grant, Patrick M. Commarford, Jason P. Kring, and Merrill Zavod. Team Performance in Distributed Virtual Environments. Fort Belvoir, VA: Defense Technical Information Center, August 2001. http://dx.doi.org/10.21236/ada396996.

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Ehrlich, Jennifer A., Bruce W. Knerr, Donald R. Lampton, and Daniel P. McDonald. Team Situational Awareness Training in Virtual Environments: Potential Capabilities and Research Issues. Fort Belvoir, VA: Defense Technical Information Center, July 1997. http://dx.doi.org/10.21236/ada337606.

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Ervin, Kelly, Karl Smink, Bryan Vu, and Jonathan Boone. Ship Simulator of the Future in virtual reality. Engineer Research and Development Center (U.S.), September 2022. http://dx.doi.org/10.21079/11681/45502.

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The Army’s modernization priorities include the development of augmented reality and virtual reality (AR/VR) simulations for enabling the regiment and increasing soldier readiness. The use of AR/VR technology at the U.S. Army Engineer Research and Development Center (ERDC) is also growing in the realm of military and civil works program missions. The ERDC Coastal and Hydraulics Laboratory (CHL) has developed a ship simulator to evaluate bay channels across the world; however, the current simulator has little to no physical realism in nearshore coastal regions (Figure 1). Thus, the ERDC team is researching opportunities to advance ship simulation to deliver the Ship Simulator of the Future (SSoF). The SSoF will be equipped with a VR mode and will more accurately resolve nearshore wave phenomena by ingesting precalculated output from a Boussinesq-type wave model. This initial prototype of the SSoF application is intended for research and development purposes; however, the technologies employed will be applicable to other disciplines and project scopes, including the Synthetic Training Environment (STE) and ship and coastal structure design in future versions.
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