Virtual teams that work : creating conditions for virtual team effectiveness
著者
書誌事項
Virtual teams that work : creating conditions for virtual team effectiveness
（The Jossey-Bass business & management series）
Jossey-Bass, 2003
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注記
Includes bibliographical references and indexes
内容説明・目次
内容説明
"Virtual Teams That Work" offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive. Each chapter in this important book focuses on best practices and includes case studies and illustrative examples from a wide variety of companies, including British Petroleum, Lucent Technologies, Ramtech, SoftCo, and Whirlpool Corporation. These real-life examples demonstrate how the principles identified in the book play out within virtual teams. "Virtual Teams That Work" shows how organizations can put in place the structure to help team members who speak different languages and have different cultural values develop effective ways of communicating when there is little opportunity for the members to meet face-to-face. The authors also reveal how organizations can implement performance management and reward systems that will motivate team members to cooperate across multiple boundaries. And they offer the information to determine which technologies best fit a variety of virtual-team tasks and the level of information technology support needed.
目次
Part 1: Establishing the Foundation: Shared Understanding, Integration, & Trust.Introduction: Establishing the Foundation: Shared Understanding, Integration, & Trust (Susan G. Cohen and Cristina B. Gibson).Chapter 1: In the Beginning: Introduction and Framework (Susan G. Cohen and Cristina B. Gibson).Chapter 2: Knowledge Sharing And Shared Understanding In Virtual Teams (Pamela Hinds and Suzanne Weisband).Chapter 3: Managing The Global New Product Development Network: A Sensemaking Perspective (Susan Albers Mohrman, Janice A. Klein, and David Finegold).Chapter 4: Building Trust: Effective Multi-Cultural Communication Processes in Virtual Teams (Cristina B. Gibson and Jennifer A. Manuel).Summary: Establishing the Foundation (Susan G. Cohen and Cristina B. Gibson).Part 2: The Raw Materials: People and Context.Introduction: The Raw Materials: People and Context (Cristina B. Gibson and Susan G. Cohen).Chapter 5: Building a Winning Virtual Team: KSAs, Selection, Training, and Evaluation (Richard Blackburn, Stacie Furst, and Benson Rosen).Chapter 6: Pay Systems for Virtual Teams (Edward E. Lawler III).Chapter 7: Meeting the Performance Challenge: Calculating ROI for Virtual Teams (Alec R. Levenson and Susan G. Cohen).Summary: The Raw Materials (Cristina B. Gibson and Susan G. Cohen).Part 3: Constructing the Design: Leadership, Knowledge Management and Information Sharing.Introduction: Constructing the Design: Leadership, Knowledge Management and Information Sharing (Susan G. Cohen and Cristina B. Gibson).Chapter 8: Exploring Emerging Leadership in Virtual Teams (Kristi Lewis Tyran, Craig K. Tyran, and Morgan Shepherd).Chapter 9: Designing the Knowledge-Management Infrastructure for Virtual Teams: Building and Using Social Networks and Social Capital (Martha L. Maznevski and Nicholas A. Athanassiou).Chapter 10: Overcoming Barriers to Information Sharing in Virtual Teams (Catherine Durnell Cramton and Kara L. Orvis).Summary: Constructing the Design (Susan G. Cohen and Cristina B. Gibson).Part 4: Wiring that Connects: Implementing Information Technology.Introduction: Wiring that Connects: Implementing Information Technology (Susan G. Cohen and Cristina B. Gibson).Chapter 11: Context, Task and the Evolution of Technology Use in Global Virtual Teams (Kenneth Riopelle, Julia Gluesing, Tara Alcordo, Marietta Baba, David Britt, Willie McKether, Leslie Monplaisir, Hilary Ratner, and Kimberly Harris Wagner).Chapter 12: Technology Alignment and Adaptation for Virtual Teams Involved in Unstructured Knowledge Work (Nelson King and Ann Majchrzak).Chapter 13: Team or Community of Practice Aligning Tasks, Structures and Technologies (Arjan Raven).Summary: Wiring that Connects (Susan G. Cohen and Cristina B. Gibson).Part 5: It's All About Action: Processes and Development.Introduction: It's All About Action: Processes and Development (Cristina B. Gibson and Susan G. Cohen).Chapter 14: Influence and Political Processes in Virtual Teams (Efrat Elron and Eran Vigoda).Chapter 15: Conflict and Virtual Teams (Terri L. Griffith, Elizabeth A. Mannix, and Margaret A. Neale).Chapter 16: The Development of Global Virtual Teams (Julia Gluesing, Tara Alcordo, Marietta Baba, David Britt, Kimberly Harris Wagner, Willie McKether, Leslie Monplaisir, Hilary Ratner, and Kenneth Riopelle).Chapter 17: Closing the Time Gap in Virtual Teams (Janice A. Klein & Astrid Kleinhanns).Summary: It's All About Action (Cristina B. Gibson and Susan G. Cohen).Chapter 18: The Last Word: Conclusions and Implications (Cristina B. Gibson and Susan G. Cohen).
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