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Employment of Electronic Collaboration and Technology to Build Virtual Teams A proposed Model For the Application on The Computer Network at the University of Mosul"
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this paper aims to establish a proposed model by adopting the components of e- collaboration to achieve strategic integration between the vision of higher education in the outputs it provides and the needs of the labor market in the public and private sector. The research has adopted a case study as a method of its work. For the purpose of achieving the research objectives, a proposed model based on the structural synergy between the components of e-collaboration has been designed by employing an electronic collaboration platform that enables the possibility of strategic integration through the combination of components, tools and techniques provided by this collaborative platform, study concluded with a number of conclusions, the most important of which are: Strategic integration can be achieved through the adoption of the e-collaboration approach as a new generation in the field of ICT, and it is one of the features of modern management, based on the organization's capabilities and expertise. The implementation of the proposed model will achieve strategic integration and harmonization of the narration to achieve the compatibility between the outputs of higher education and the requirements of the labor market in the public and private sectors, In light of the conclusions, the study concluded with a number of proposals, most conspicuously the need to support the senior management of the Iraqi Ministry of Higher Education and Scientific Research to instrument the proposed model to include a number of diverse tools and their integration with many other software applications
Collaborative working environments (CWE) are widely recognised as representing the next step in the development of collaborative technologies over the coming decade (European Commission, 2004, 2005; Schaffers, Brodt, Pallot, & Prinz, 2006). According Isidro Laso Ballesteros of the New Working Environments unit of the European Commission, CWE is a RTD domain with the objective “to develop technologies that will allow synchronous and asynchronous real time seamless interactions between individuals who define common objectives and work actively and effectively to achieve these common goals, participating in agreed business processes.” However, the term has yet to be defined in a manner upon which a common perspective towards research and development in the field can be suitably adopted. Against that background, this article attempts to develop such a perspective on the topic by elaborating a definition rooted in widely acknowledged works on the subjects of collaboration and e-collaboration.
Despite their growing popularity in organizations, our understanding of virtual teams is still at an embryonic stage. As of today, the term “virtual team” has been loosely defined in the academic press, and empirical findings have been generalized across all types of virtual teams. Based on an extensive review of the literature and a series of in-depth interviews with more than 40 experienced virtual team members and leaders, we identified the key characteristics of virtual teamwork as well as those characteristics that distinguish among various virtual team configurations. We posit that researchers must now adopt a multidimensional view of virtual teams in order to adequately compare empirical findings, build a cumulative tradition in this field of research, and provide practitioners with a framework to help them manage virtual teams effectively. Researchers and practitioners must not only recognize the diversity of possible virtual team arrangements but also identify strategies and draw lessons that are contingent upon particular virtual team configurations.
Electronic collaboration (e-collaboration) is operationally defined here as collaboration using electronic technologies among different individuals to accomplish a common task (Kock & D’Arcy, 2002; Kock, Davidson, Ocker, & Wazlawick, 2001). This is a broad definition that encompasses not only computer-mediated collaborative work but also collaborative work that is supported by other types of technologies that do not fit most people’s definition of a “computer.” One example of such technologies is the telephone, which is not, strictly speaking, a computer—even though some of today’s telephone devices probably have more processing power than some of the first computers back in the 1940s. Another example of technology that may enable e-collaboration is the teleconferencing suite, whose main components are cameras, televisions, and telecommunications devices.
In the past, project success has been defined too narrowly as simply meeting time and cost constraints for a given scope of work. However, in order for an IT project to be completely successful that basic definition of success needs to be extended to include meeting return on investment expectations, product quality, stakeholder satisfaction, security, maintainability and adaptability. Also, the formal methods and tools of the project management discipline need to evolve to address the changes in modern software engineering and our high-tech global workplaces. With this broader and more appropriate definition of success, IT project management techniques and tools can be modernized, extended, and otherwise focused to be more effective. Project Management for Modern Information Systems describes and illustrates practices, procedures, methods, and tools for IT project management that address this extended definition of project success for modern times.
E-collaboration, while having its roots in electronic technology such as telephones and other rudimentary electronicdevices, has expanded dramatically with today's plethora of computer-supported cooperation and computer-mediatedcommunication. The Encyclopedia of E-Collaboration includes 109 authoritative contributions on information on the design andimplementation of e-collaboration technologies, the behavioral impacts of e-collaboration technologies on individuals andgroups, and theoretical considerations on links between the use of e-collaboration technology and behavioral patterns. With more than 2,600 references to existing literature and over 850 key terms this cutting-edge encyclopedia deliversindispensable content to libraries and researchers looking to develop programs of investigation into the use of electroniccollaboration.
The literature review shows two main research groups using various models making it possible to explore this impact. The first falls under the economic production theory and the information and decision theory, often referring to econometric models (Alpar & Kim, 1990; Due, 1994; Brynjolofson & Hitt, 1993). It raises the question of ICT contribution in terms of efficiency and tries to show the existence of a relation between the investments made in this technology and the operational and financial performance of companies. The second group can be divided into three subgroups. The first subgroup examines performance as a dependent variable centered on ICT success perception (DeLone & McLean, 1992, 2002, 2003; Seddon, 1997). The second considers ICT effects on operational and managerial processes (Crowston & Treacy, 1986; Bakos 1987; Mooney, Gurbaxani, & Kraemer, 1995). Finally, the third bases its research works on contingency models (Henderson & Venkatraman, 1993; Iivari 1992). Purchase this chapter to continue reading all 7 pages >
The information economy continues to challenge businesses in many ways with information technologies and globalization leading to blurred the organizational boundaries. Infonomics for Distributed Business and Decision-Making Environments: Creating Information System Ecology provides greater understanding of issues, challenges, trends, and technologies effecting the overall utilization and management of information in modern organizations around the world. A leading field resource, this innovative collection addresses the emerging issues in information resources economics and its applications.