Choosing the Right Tools for Your Virtual Team: Evaluating Wikis, Blogs, and Other Collaborative Tools

2007 ◽  
Author(s):  
M. Katherine Brown ◽  
Brenda Huettner ◽  
Char James-Tanny
Keyword(s):  
Virtual Team ◽  
Collaborative Tools ◽  
The Right

scholarly journals Bringing Out the Best in Virtual Teams

2011 ◽  
pp. 205-211
Author(s):  
Janet Schoenfeld ◽  
Zane Berge
Keyword(s):  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Virtual Team ◽  
Mediated Communication ◽  
Virtual Communication ◽  
Face To Face ◽  
Physical Location ◽  
Computer Mediated ◽  
The Right ◽  
Virtual Setting

The use of computer-mediated communication (CMC) is more popular than ever in both educational and corporate settings. Schools and corporations are using virtual communication to replace or supplement in-person classes and meetings. Many educators and managers are taking it a step further, having teams work in a virtual setting with members rarely or never meeting each other in person. Can a virtual team be as successful as a team where everyone works in the same physical location? Does anything different need to be done to compensate for the lack of face-to-face contact? This article identifies unique factors for virtual teams, and then provides recommendations and guidelines that can help virtual teams be successful. With the right planning, virtual teams can equal or exceed the performance of face-to-face teams.

Mostly Co-Lated

2005 ◽  
pp. 61-65
Author(s):  
Robert Jones ◽  
Rob Oyung ◽  
Lisa Shade Pace
Keyword(s):  
Virtual Teams ◽  
Geographic Location ◽  
Virtual Team ◽  
Building Site ◽  
External Event ◽  
Virtual Teaming ◽  
The Right

We’ll start with the mostly co-located model for virtual teams. In this model, the virtual team is comprised of one or two locations of team concentration (often with members working in the same building, site, geographic location, etc.), while there are several members working remotely from other places. This model is often how many organizations get their first start with virtual teaming, as some external event (a merger or acquisition, reorganization, desire to reward a favored employee, desire to get the right person for the job, etc.) spawns the need for more creative approaches to teamwork.

scholarly journals Bringing Out the Best in Virtual Teams

2011 ◽  
pp. 180-186 ◽  
Author(s):  
Janet Schoenfeld ◽  
Zane Berge
Keyword(s):  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Virtual Team ◽  
Mediated Communication ◽  
Virtual Communication ◽  
Face To Face ◽  
Physical Location ◽  
Computer Mediated ◽  
The Right ◽  
Virtual Setting

The use of computer-mediated communication (CMC) is more popular than ever in both educational and corporate settings. Schools and corporations are using virtual communication to replace or supplement in-person classes and meetings. Many educators and managers are taking it a step further, having teams work in a virtual setting with members rarely or never meeting each other in person. Can a virtual team be as successful as a team where everyone works in the same physical location? Does anything different need to be done to compensate for the lack of face-to-face contact? This article identifies unique factors for virtual teams, and then provides recommendations and guidelines that can help virtual teams be successful. With the right planning, virtual teams can equal or exceed the performance of face-to-face teams.

scholarly journals Bringing Out the Best in Virtual Teams

2008 ◽  
pp. 138-145
Author(s):  
Janet Schoenfeld ◽  
Zane Berge
Keyword(s):  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Virtual Team ◽  
Mediated Communication ◽  
Virtual Communication ◽  
Face To Face ◽  
Physical Location ◽  
Computer Mediated ◽  
The Right ◽  
Virtual Setting

The use of computer-mediated communication (CMC) is more popular than ever in both educational and corporate settings. Schools and corporations are using virtual communication to replace or supplement in-person classes and meetings. Many educators and managers are taking it a step further, having teams work in a virtual setting with members rarely or never meeting each other in person. Can a virtual team be as successful as a team where everyone works in the same physical location? Does anything different need to be done to compensate for the lack of face-to-face contact? This article identifies unique factors for virtual teams, and then provides recommendations and guidelines that can help virtual teams be successful. With the right planning, virtual teams can equal or exceed the performance of face-to-face teams.

E-Tools for E-Team

2016 ◽  
pp. 90-109
Author(s):  
Cathrine Linnes
Keyword(s):  
Virtual Teams ◽  
Computer Mediated Communication ◽  
Virtual Team ◽  
Online Collaboration ◽  
Mediated Communication ◽  
Collaborative Tools ◽  
Computer Mediated ◽  
Collaboration Skills ◽  
Virtual Projects ◽  
The University

Organizations are heavily investing in virtual teams to enhance their performance and competitiveness. 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. Managing teams and collaborating online presents unique challenges. Maintaining a productive virtual team requires more than just the willingness of global participants, but even more so the tools to conduct and manage virtual projects. It is therefore important to incorporate online collaboration skills into the IT curriculum at the university level. This chapter provides a general overview of virtual teams; today's collaborative tools, and discuss expertise necessary for virtual teams to be successful.

Investor-State Dispute Settlement under NAFTA Chapter 11: The Shape of Things to Come?

1998 ◽  
Vol 35 ◽  
pp. 263-290
Author(s):  
J. Anthony VanDuzer
Keyword(s):  
Free Trade Agreement ◽  
Dispute Settlement ◽  
Trade Agreement ◽  
Minimum Standards ◽  
The North ◽  
State Behaviour ◽  
Nafta Chapter 11 ◽  
To Come ◽  
The Right

SummaryRecently, there has been a proliferation of international agreements imposing minimum standards on states in respect of their treatment of foreign investors and allowing investors to initiate dispute settlement proceedings where a state violates these standards. Of greatest significance to Canada is Chapter 11 of the North American Free Trade Agreement, which provides both standards for state behaviour and the right to initiate binding arbitration. Since 1996, four cases have been brought under Chapter 11. This note describes the Chapter 11 process and suggests some of the issues that may arise as it is increasingly resorted to by investors.

What face familiarity feelings say about the lateralization of specific entities within the core system

2019 ◽  
Vol 42 ◽  
Author(s):  
Guido Gainotti
Keyword(s):  
Temporal Lobe ◽  
Memory System ◽  
Core System ◽  
The Core ◽  
Memory Traces ◽  
Specific Memory ◽  
Target Article ◽  
Temporal Structures ◽  
The Right

Abstract The target article carefully describes the memory system, centered on the temporal lobe that builds specific memory traces. It does not, however, mention the laterality effects that exist within this system. This commentary briefly surveys evidence showing that clear asymmetries exist within the temporal lobe structures subserving the core system and that the right temporal structures mainly underpin face familiarity feelings.

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