Related Research Articles
Virtual management, is the supervision, leadership, and maintenance of virtual teams—dispersed work groups that rarely meet face to face. As the number of virtual teams has grown, facilitated by the Internet, globalization, outsourcing, and remote work, the need to manage them has also grown. The following article provides information concerning some of the important management factors involved with virtual teams, and the life cycle of managing a virtual team.
A team is a group of individuals working together to achieve their goal.
Team building is a collective term for various types of activities used to enhance social relations and define roles within teams, often involving collaborative tasks. It is distinct from team training, which is designed by a combine of business managers, learning and development/OD and an HR Business Partner to improve the efficiency, rather than interpersonal relations.
Computer-supported cooperative work (CSCW) is the study of how people utilize technology collaboratively, often towards a shared goal. CSCW addresses how computer systems can support collaborative activity and coordination. More specifically, the field of CSCW seeks to analyze and draw connections between currently understood human psychological and social behaviors and available collaborative tools, or groupware. Often the goal of CSCW is to help promote and utilize technology in a collaborative way, and help create new tools to succeed in that goal. These parallels allow CSCW research to inform future design patterns or assist in the development of entirely new tools.
Computer-mediated communication (CMC) is defined as any human communication that occurs through the use of two or more electronic devices. While the term has traditionally referred to those communications that occur via computer-mediated formats, it has also been applied to other forms of text-based interaction such as text messaging. Research on CMC focuses largely on the social effects of different computer-supported communication technologies. Many recent studies involve Internet-based social networking supported by social software.
A virtual organization is a temporary or permanent collection of geographically dispersed individuals, groups, organizational units, or entire organizations that depend on electronic linking in order to complete the production process. Virtual organizations do not represent a firm’s attribute but can be considered as a different organizational form and carries out the objectives of cyber diplomacy.
Collaborative learning is a situation in which two or more people learn or attempt to learn something together. Unlike individual learning, people engaged in collaborative learning capitalize on one another's resources and skills. More specifically, collaborative learning is based on the model that knowledge can be created within a population where members actively interact by sharing experiences and take on asymmetric roles. Put differently, collaborative learning refers to methodologies and environments in which learners engage in a common task where each individual depends on and is accountable to each other. These include both face-to-face conversations and computer discussions. Methods for examining collaborative learning processes include conversation analysis and statistical discourse analysis.
A virtual team usually refers to a group of individuals who work together from different geographic locations and rely on communication technology such as email, instant messaging, and video or voice conferencing services in order to collaborate. The term can also refer to groups or teams that work together asynchronously or across organizational levels. Powell, Piccoli and Ives (2004) define virtual teams as "groups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks." As documented by Gibson (2020), virtual teams grew in importance and number during 2000-2020, particularly in light of the 2020 Covid-19 pandemic which forced many workers to collaborate remotely with each other as they worked from home.
An online community of practice (OCoP), also known as a virtual community of practice (VCoP), is a community of practice (CoP) that is developed on, and is maintained using the Internet. To qualify as an OCoP, the characteristics of a community of practice (CoP) as described by Lave and Wenger must be met. To this end, an OCoP must include active members who are practitioners, or "experts," in the specific domain of interest. Members must participate in a process of collective learning within their domain. Additionally, social structures must be created within the community to assist in knowledge creation and sharing. Knowledge must be shared and meaning negotiated within an appropriate context. Community members must learn through both instruction-based learning and group discourse. Finally, multiple dimensions must facilitate the long-term management of support as well as enable immediate synchronous interactions.
A virtual campus or e campus, refers to the online offerings of a college or university where college work is completed either partially or wholly online, often with the assistance of the teacher, professor, or teaching assistant. Many colleges and universities now offer such courses either partially or wholly online. There are an estimated 4,500 such institutions with total enrollments approaching perhaps 2 million.
Media richness theory (MRT), sometimes referred to as information richness theory, is a framework used to describe a communication medium's ability to reproduce the information sent over it. It was introduced by Richard L. Daft and Robert H. Lengel in 1986 as an extension of information processing theory. MRT is used to rank and evaluate the richness of certain communication media, such as phone calls, video conferencing, and email. For example, a phone call cannot reproduce visual social cues such as gestures which makes it a less rich communication media than video conferencing, which affords the transmission of gestures and body language. Based on contingency theory and information processing theory, MRT theorizes that richer, personal communication media are generally more effective for communicating equivocal issues in contrast with leaner, less rich media.
Editing technology is the use of technology tools in general content areas in education in order to allow students to apply computer and technology skills to learning and problem-solving. Generally speaking, the curriculum drives the use of technology and not vice versa. Technology integration is defined as the use of technology to enhance and support the educational environment. Technology integration in the classroom can also support classroom instruction by creating opportunities for students to complete assignments on the computer rather than with normal pencil and paper. In a larger sense, technology integration can also refer to the use of an integration platform and application programming interface (API) in the management of a school, to integrate disparate SaaS applications, databases, and programs used by an educational institution so that their data can be shared in real-time across all systems on campus, thus supporting students' education by improving data quality and access for faculty and staff.
"Curriculum integration with the use of technology involves the infusion of technology as a tool to enhance the learning in a content area or multidisciplinary setting... Effective technology integration is achieved when students can select technology tools to help them obtain information on time, analyze and synthesize it, and present it professionally to an authentic audience. Technology should become an integral part of how the classroom functions—as accessible as all other classroom tools. The focus in each lesson or unit is the curriculum outcome, not the technology."
Transformational leadership is a theory of leadership where a leader works with teams or followers beyond their immediate self-interests to identify needed change, creating a vision to guide the change through influence, inspiration, and executing the change in tandem with committed members of a group; This change in self-interests elevates the follower's levels of maturity and ideals, as well as their concerns for the achievement. it is an integral part of the Full Range Leadership Model. Transformational leadership is when leader behaviors influence followers and inspire them to perform beyond their perceived capabilities. Transformational leadership inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. This induces a positive change in the followers attitudes and the organization as a whole. Transformational leaders typically perform four distinct behaviors, also known as the four Is. These behaviors are inspirational motivation, idealized influence, intellectual stimulation, and individualized consideration.
Online ethnography is an online research method that adapts ethnographic methods to the study of the communities and cultures created through computer-mediated social interaction. As modifications of the term ethnography, cyber-ethnography, online ethnography and virtual ethnography designate particular variations regarding the conduct of online fieldwork that adapts ethnographic methodology. There is no canonical approach to cyber-ethnography that prescribes how ethnography is adapted to the online setting. Instead individual researchers are left to specify their own adaptations. Netnography is another form of online ethnography or cyber-ethnography with more specific sets of guidelines and rules, and a common multidisciplinary base of literature and scholars. This article is not about a particular neologism, but the general application of ethnographic methods to online fieldwork as practiced by anthropologists, sociologists, and other scholars.
Workforce productivity is the amount of goods and services that a group of workers produce in a given amount of time. It is one of several types of productivity that economists measure. Workforce productivity, often referred to as labor productivity, is a measure for an organisation or company, a process, an industry, or a country.
Computer-supported collaborative learning (CSCL) is a pedagogical approach wherein learning takes place via social interaction using a computer or through the Internet. This kind of learning is characterized by the sharing and construction of knowledge among participants using technology as their primary means of communication or as a common resource. CSCL can be implemented in online and classroom learning environments and can take place synchronously or asynchronously.
Virtual collaboration is the method of collaboration between virtual team members that is carried out via technology-mediated communication. Virtual collaboration follows the same process as collaboration, but the parties involved in virtual collaboration do not physically interact and communicate exclusively through technological channels. Distributed teams use virtual collaboration to simulate the information transfer present in face-to-face meetings, communicating virtually through verbal, visual, written, and digital means.
Social presence theory explores how the "sense of being with another" is influenced by digital interfaces in human-computer interactions. Developed from the foundations of interpersonal communication and symbolic interactionism, social presence theory was first formally introduced by John Short, Ederyn Williams, and Bruce Christie in The Social Psychology of Telecommunications. Research on social presence theory has recently developed to examine the efficacy of telecommunications media, including SNS communications. The theory notes that computer-based communication is lower in social presence than face-to-face communication, but different computer-based communications can affect the levels of social presence between communicators and receivers.
Authentic leadership, while having no formal or unequivocal definition, is a growing field in academic research. The idea has also been embraced by leaders and leadership coaches, who view it as an alternative to leaders who emphasize profit and share price over people and ethics. There appears to be some consensus in the literature about the qualities an authentic leader must have. These include self-awareness, the ability to trust one's thoughts, feelings, motives and values, self reflection, responsiveness to feedback, and the ability to resolve conflict in honest and non-manipulative ways. An authentic leader is supposedly able to further the success of an organization within the confines of social and ethical values, even when that seems impossible. Authentic leadership is claimed to be a superior model due to the greater trust and motivation it invokes in subordinates. Much of the evidentiary basis for authentic leadership has been called into question and papers have been retracted.
Virtual exchange is an instructional approach or practice for language learning. It broadly refers to the "notion of 'connecting' language learners in pedagogically structured interaction and collaboration" through computer-mediated communication for the purpose of improving their language skills, intercultural communicative competence, and digital literacies. Although it proliferated with the advance of the internet and web 2.0 technologies in the 1990s, its roots can be traced to learning networks pioneered by Célestin Freinet in 1920s and, according to Dooly, even earlier in Jardine's work with collaborative writing at the University of Glasgow at the end of the 17th to the early 18th century.
References
- 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 Avolio, B. J.; Kahai, S. S. (2002). "Adding the "e" to e-leadership: How it may impact your leadership". Organizational Dynamica. 31 (4): 325–338. doi:10.1016/S0090-2616(02)00133-X.
- 1 2 3 4 5 6 7 8 9 Crawford-Mathis, K. J. (2009). Concepts and challenges of e-leadership. In Lee, I. (2009). Electronic Business: Concepts, Methodologies, Tools, and Applications. Hershey, PA: IGI Global. pp. 1748–1753.
- ↑ Pulley, M. L.; Sessa, V.; Malloy, M. (2002). "E-Leadership: A two-pronged idea". T + D. 56 (3): 34–40.
- 1 2 Cook, S. G. (2010). "E-Learning requires teaching e-leadership online". Women in Higher Education. 19 (12): 7-7. doi:10.1002/whe.10124.