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Enterprise Information Systems VI
Some consulting projects are carried out in virtual teams, which are networks of people sharing a common purpose and working across organizational and temporal boundaries by using information technologies. Multiple investigations covering these teams focus on coordination, group communication and computer supported collaborative work. However, additional perspectives like the formation of teams are also important. Here one should deal with the question: how to form the best team? To approach this question, we have defined team formation as the process of finding the right expert for a given task and allocating the set of experts that best fulfills team requirements. This has been further transformed into a problem of constraint based optimal resource allocation. Our environment for computer supported team formation has been developed by having adopted the brokerage view that consists of mediating experts between peers requesting a team and the ones willing to participate in a team. Computer supported brokerage of experts has been realized as a distributed problem solving that involves entities representing experts, brokers and team initiators.
Decision Support Systems VIII: Sustainable Data-Driven and Evidence-Based Decision Support, 2018
Composing teams may be a time consuming and complex task. In any type of teams, the adequate selection of individuals to a team may increase the intellectual growth of the team in order to cooperate and reach the established goals. However, success of the composed team is not always guaranteed. To fill this gap, researchers develop different tools aiming to help team makers to assign team members to teams, in order to satisfy their expectations. The main goal of this paper is to present a literature review on team formation methodologies, tools, and applications that have been implemented. In this paper we present an analysis of what are teams, and its social structure. Next, a literature review and the efforts of computer supported team formation are presented and finally, the efforts of the researchers to achieve the optimal result are discussed.
On the Move to Meaningful Internet Systems: OTM 2010, 2010
Rapidly changing business requirements necessitate the adhoc composition of expert teams to handle complex business cases. Expertcentric properties such as skills, however, are insufficient to assemble an effective team. The given interaction structure determines to a large degree how well the experts can be expected to collaborate. This paper addresses the team composition problem which consists of expert interaction network extraction, skill profile creation, and ultimately team formation. We provide a heuristic for finding near-optimal teams that yield the best trade-off between skill coverage and team connectivity. Finally, we apply a real-world data set to demonstrate the applicability and benefits of our approach.
2013 10th International Conference on Electrical Engineering/Electronics, Computer, Telecommunications and Information Technology, 2013
Getting solution of a problem by group discussion is more reliable than getting solution from a single entity. To increase reliability of the solution, efficient group of experts should be formed. Here in this paper we have proposed a methodology for finding efficient team of experts for solution of a given problem collaboratively. The methodology is conceptualized with the notion of Multiagent system. We have considered several factors like Cardinality of team, ability, willingness, trust and reciprocality of an agent in order to construct the team. We have also proposed an optimization function which will be used to choose most eligible agents to form the team of experts.
International Journal of Human Capital and Information Technology Professionals, 2013
Actual business process activities are done in virtual space by teams that are building, exploiting an adequate collaborative environment. This is defined mainly by the specific information and communication technology (ICT) enabled by Internet/Extranet/Intranet. The ICT tools functionalities have been developed to better satisfy virtual teams requirements related to knowledge management activities. In this context, this article presents a brief state-of-the-art of virtual teams’ definitions and characteristics that reinforce them with efficiency-effectiveness. Foreword, because of the large variety of ICT tools available to support virtual collaboration, the authors proposed an approach for the decision making process of choosing the adequate software solution based on the particular needs and requirement determined by the collaborative environment specificity. Assisting this, there will be analyzed the specific software tool’s main functionalities that are correlated with the virt...
Journal of Business & Economics Research, 2010
Many organizations are taking advantage of the opportunities to utilize new technologies to become more effective and efficient. One of the newer types of approaches to be used is the "virtual team." These are teams that are comprised of members who do not work at the same place or even at the same time. They may be spread across many time zones and may be located all over the world. These types of teams are made possible by advances in computer-mediated communication and software that allows people to work collaboratively on projects without being co-located or even working at the same time. Obviously, managing teams of this sort presents many, and sometimes unique, challenges. This paper addresses these issues, analyzes them, and offers suggestions for relevant management strategies.
Encyclopedia of Networked and Virtual Organizations
In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.
Proceedings of the 2013 SIAM International Conference on Data Mining, 2013
Given an expert network, we tackle the problem of finding a team of experts that covers a set of required skills and also minimizes the communication cost as well as the personnel cost of the team. Since two costs need to be minimized, this is a bicriteria optimization problem. We show that the problem of minimizing these objectives is NP-hard. We use two approaches to solve this bicriteria optimization problem. In the first approach, we propose several (α, β)-approximation algorithms that receive a budget on one objective and minimizes the other objective within the budget with guaranteed performance bounds. In the second approach, an approximation algorithm is proposed to find a set of Pareto-optimal teams, in which each team is not dominated by other feasible teams in terms of the personnel and communication costs. The proposed approximation algorithms have provable performance bounds. Extensive experiments on real datasets demonstrate the effectiveness and scalability of the proposed algorithms.
Information & Security: An International Journal
Global trends in digital transformation and the increasing importance of remote collaboration of the teams' members entail specific software platforms. In a crisis mode, the CIO has to propose digital collaboration tools to enable employees to work remotely as interim solutions in the short term. Determining the best-suited software products requires involvement of different experts in the area of IT, including CIO, IT specialists, and digital service team. Towards that goal, a group decision-making model that is suitable for fast evaluation is proposed. This model is capable to aggregate the group decision taking into account the experts' opinions with different weights. The applicability of this model has been demonstrated in the selection of software supporting the collaboration of remote teams using video conferencing, learning management systems, and project management. These three main products are common and suitable for business companies, universities, and research organizations. The obtained results show the practical applicability of the proposed group decision-making model by reasonable, objective and motivated decisions.
Anais do I Workshop Brasileiro de Engenharia de Software Inteligente (ISE 2021)
This work presents a Decision Support System to assist multiple team formation in the context of software development. After analysis of recent works in the literature, it was found that the approaches are still unable to reflect the real needs of the industry, which makes their practical application difficult. Our findings confirm the benefits of our prototype developed to researchers who are interested in comprehending the team formation problem and industry practitioners who may be interested in understanding how Decision Support Systems can support the teams formation.
2008
In this paper, we describe a collaborative system specifically designed to address problems faced by distributed (or virtual) teams. TeamSCOPE (Team Software for a Collaborative Project Environment) is a web-based work environment that has emerged from a research project studying the communication needs of internationally distributed engineering design teams. The paper begins by outlining some of the needs of virtual teams. An integrative framework that focuses on facilitation of group members ’ awareness of group activities, communications and resources is proposed. These needs and awareness requirements are then translated into a set of collaborative system design goals which have guided the implementation of TeamSCOPE. The features of TeamSCOPE are briefly reviewed, and some preliminary observations from early users are provided. We conclude by noting some of the new features planned for TeamSCOPE based on our early trials.
An introduction to work and organizational psychology – a European perspective, 2008
Due to the increasing decentralization and globalization, many organizations have introduced distributed groups and teams, often called “virtual teams.” Virtual teams are components of distributed organizations, whose members work apart for a joint goal and mainly communicate and collaborate via information and communication technologies (ICT). The key feature of “virtuality” is the use of ICT technologies to enable communication and collaboration, in addition to the geographical distance of employees and their workplaces from each other. By definition, in an entirely virtual organization, all the communication and collaboration takes place through collaboration technologies without meeting face to face. In practice, most distributed groups and teams are virtual to varying degrees. On the organizational level, many terms have been used to refer to this type of organization, such as a “virtual organization,” “a dispersed or distributed organization,” “a network organization,” and “a telework organization.”
Industrial Management & Data Systems, 2000
Agent-Oriented Information Systems, 2002
Virtual Enterprises are dynamically constituted by individual entities that come together as a team to achieve specific goals. This dynamic nature imposes strong demands on the formation of the Virtual Enterprise since the capability of effectively putting together the best team of individuals is key to the success of the Virtual Enterprise itself. In this paper, we propose an agent-based
As a result of globalization and advances in information and communication technologies, the increased use of virtual teams in business has become prominent. In the competitive environment companies are obliged to produce more rapidly, more effectively and more efficiently. It is necessary for them to put together different capabilities and services with the goal, through cooperation between suppliers and customers, service providers and scientific institutions to achieve firm’s objective with high quality. Nowadays shift from serial to simultaneous and parallel working in entity has become more commonplace. Literatures have shown that collaboration is as a meta-capability for companies. This article after define a virtual teams and its characteristics, addressing virtual environments and relationship with different challenges which organization should deal them such as management and employee challenges. Finally conclude that managers of company should invest less in tangible assets, but more in virtual team to generate knowledge, and in their employees’ creativity to stimulate incremental innovations in already existing technologies that will directly generate their future competitive advantage. Companies must educate everyone, not just virtual employees, on the virtual team culture but both employees and managers need to understand the dealing aspects with virtual team.
International Journal of Innovation and Learning, 2006
One of the main limiting factors that reduce the potential output the innovation projects, involving different organisations and individuals from different geographical areas, is the poor communication and knowledge sharing between members of the virtual team. In this context collaboration and virtual team management are key issues that need to be addressed by today's innovation projects. This paper presents a literature review developed on the concept of collaboration between project team members and the advantages and requirements of virtual teams. A possible solution for the development of a virtual team environment that fosters innovation and ensures a good collaboration between individuals working in an innovation project is also presented. This solution was build using the Microsoft Sharepoint Services Beta 2 collaborative platform.
In this paper, we describe a collaborative system specifically designed to address problems faced by distributed (or virtual) teams. TeamSCOPE (Team Software for a Collaborative Project Environment) is a web-based work environment that has emerged from a research project studying the communication needs of internationally distributed engineering design teams. The paper begins by outlining some of the needs of virtual teams. An integrative framework that focuses on facilitation of group members' awareness of group activities, communications and resources is proposed. These needs and awareness requirements are then translated into a set of collaborative system design goals which have guided the implementation of TeamSCOPE. The features of TeamSCOPE are briefly reviewed, and some preliminary observations from early users are provided. We conclude by noting some of the new features planned for TeamSCOPE based on our early trials.
2013 Science and Information Conference, 2013
Absract-In this paper we discuss what are the problems facing by the virtual teams and how project tools and techniques help to solve management problems in virtual teams. The rise of the Internet and development of collaborative software enabled globalized organizations to have teams that are geographically distributed. So, there lies diversity of skills, knowledge and culture. This leads to new challenges for project management related to effective coordination, visibility, communication and cooperation. So, this needs to be managed differently from usual single place projects. In this paper we will focus on different methods and tools of project management that can facilitate to deal with challenges faced by project managers in managing virtual teams. We suggest some guidelines to furnish such challenges. Six specific project management areas would be taken under consideration to enable successful virtual team procedure. The areas are Organizational Virtual Team Strategy, Virtual Team Risk Management, Virtual Team Infrastructure, Implementation of a Virtual Team Process, Team Structure and Organization and Conflict Management.
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