FRINK Linked Data Fragments server

Matches in SemOpenAlex for { <https://semopenalex.org/work/W2028302261> ?p ?o ?g. }

• W2028302261 endingPage "641" @default.
• W2028302261 startingPage "625" @default.
• W2028302261 abstract "Purpose Virtual project teams are teams whose members use technology to varying degrees in working across locational, temporal, and relational boundaries to accomplish an interdependent task. Work in virtual project teams is a challenge for many organizations. Having studied the issue for several years, the authors propose in this paper to delve deeper into the question from the point of view of organizational support. More specifically, this paper seeks to focus on the organizational support systems and mechanisms provided by firms to their virtual project teams and their impacts on the components of these teams. The objective is to identify the structural factors and processes related to virtual teams that are affected by organizational support systems and mechanisms. Design/methodology/approach The paper reports exploratory empirical case studies of two Canadian‐based international high‐tech companies. In‐depth interviews were conducted with managers with experience in virtual project team management. Findings The same organizational support systems and mechanisms were found to exist in both companies. Functional processes were found to be the virtual team components that were most affected by the implementation of support systems and mechanisms. They are followed by communicational processes, which were substantially supported by various support systems and mechanisms in Company A but less supported in Company B. To a lesser extent, the relational processes of both firms were also affected, while structural factors affecting virtual project teams were almost entirely unsupported. Practical implications Virtual project teams require various kinds of commitments by corporate management. For example, we find that top management supports virtual project teams by means of human resources (HR), resource allocation, coordination, and communication support systems. These support systems facilitate project coordination and monitoring, information exchange and access, trust building and cohesion between team members. These findings enable practitioners to better understand the effects of organizational support on the components of virtual teams, so that greater attention is paid to the configuration of these components and support systems can be better designed to improve virtual project team performance. Originality/value Organizational support is considered to have a strong impact on project success. Few publications have examined organizational support for virtual project teams, and even fewer have focused on its effects on such teams. This paper should contribute to fostering a better understanding of the effects of organizational support on the components of virtual project teams." @default.
• W2028302261 created "2016-06-24" @default.
• W2028302261 creator A5012110015 @default.
• W2028302261 creator A5059879022 @default.
• W2028302261 creator A5064563183 @default.
• W2028302261 date "2010-09-14" @default.
• W2028302261 modified "2023-10-16" @default.
• W2028302261 title "Effects of organizational support on components of virtual project teams" @default.
• W2028302261 cites W1813005377 @default.
• W2028302261 cites W1961867604 @default.
• W2028302261 cites W1975855818 @default.
• W2028302261 cites W1979070350 @default.
• W2028302261 cites W1981318802 @default.
• W2028302261 cites W1998063412 @default.
• W2028302261 cites W2007892274 @default.
• W2028302261 cites W2008868434 @default.
• W2028302261 cites W2012408817 @default.
• W2028302261 cites W2014705694 @default.
• W2028302261 cites W2016276386 @default.
• W2028302261 cites W2016348561 @default.
• W2028302261 cites W2017371466 @default.
• W2028302261 cites W2023746918 @default.
• W2028302261 cites W2030320330 @default.
• W2028302261 cites W2031817727 @default.
• W2028302261 cites W2033522360 @default.
• W2028302261 cites W2036621154 @default.
• W2028302261 cites W2037106942 @default.
• W2028302261 cites W2044410217 @default.
• W2028302261 cites W2045724171 @default.
• W2028302261 cites W2059013596 @default.
• W2028302261 cites W2060960049 @default.
• W2028302261 cites W2076059150 @default.
• W2028302261 cites W2078984265 @default.
• W2028302261 cites W2094834584 @default.
• W2028302261 cites W2096443746 @default.
• W2028302261 cites W2116014024 @default.
• W2028302261 cites W2129539485 @default.
• W2028302261 cites W2132505768 @default.
• W2028302261 cites W2143364856 @default.
• W2028302261 cites W2144313432 @default.
• W2028302261 cites W2157411221 @default.
• W2028302261 cites W2157439086 @default.
• W2028302261 cites W2163862758 @default.
• W2028302261 cites W2168041440 @default.
• W2028302261 cites W2172193860 @default.
• W2028302261 cites W2491662151 @default.
• W2028302261 cites W4234179064 @default.
• W2028302261 cites W4237612203 @default.
• W2028302261 doi "https://doi.org/10.1108/17538371011076082" @default.
• W2028302261 hasPublicationYear "2010" @default.
• W2028302261 type Work @default.
• W2028302261 sameAs 2028302261 @default.
• W2028302261 citedByCount "27" @default.
• W2028302261 countsByYear W20283022612013 @default.
• W2028302261 countsByYear W20283022612014 @default.
• W2028302261 countsByYear W20283022612015 @default.
• W2028302261 countsByYear W20283022612016 @default.
• W2028302261 countsByYear W20283022612018 @default.
• W2028302261 countsByYear W20283022612019 @default.
• W2028302261 countsByYear W20283022612020 @default.
• W2028302261 countsByYear W20283022612021 @default.
• W2028302261 countsByYear W20283022612022 @default.
• W2028302261 countsByYear W20283022612023 @default.
• W2028302261 crossrefType "journal-article" @default.
• W2028302261 hasAuthorship W2028302261A5012110015 @default.
• W2028302261 hasAuthorship W2028302261A5059879022 @default.
• W2028302261 hasAuthorship W2028302261A5064563183 @default.
• W2028302261 hasConcept C127413603 @default.
• W2028302261 hasConcept C144024400 @default.
• W2028302261 hasConcept C144133560 @default.
• W2028302261 hasConcept C15952604 @default.
• W2028302261 hasConcept C168074093 @default.
• W2028302261 hasConcept C185874996 @default.
• W2028302261 hasConcept C187642187 @default.
• W2028302261 hasConcept C187691185 @default.
• W2028302261 hasConcept C195094911 @default.
• W2028302261 hasConcept C201995342 @default.
• W2028302261 hasConcept C2524010 @default.
• W2028302261 hasConcept C2776272021 @default.
• W2028302261 hasConcept C2776647852 @default.
• W2028302261 hasConcept C2777205345 @default.
• W2028302261 hasConcept C2780451532 @default.
• W2028302261 hasConcept C33923547 @default.
• W2028302261 hasConcept C36289849 @default.
• W2028302261 hasConcept C41008148 @default.
• W2028302261 hasConcept C56691978 @default.
• W2028302261 hasConcept C56739046 @default.
• W2028302261 hasConceptScore W2028302261C127413603 @default.
• W2028302261 hasConceptScore W2028302261C144024400 @default.
• W2028302261 hasConceptScore W2028302261C144133560 @default.
• W2028302261 hasConceptScore W2028302261C15952604 @default.
• W2028302261 hasConceptScore W2028302261C168074093 @default.
• W2028302261 hasConceptScore W2028302261C185874996 @default.
• W2028302261 hasConceptScore W2028302261C187642187 @default.
• W2028302261 hasConceptScore W2028302261C187691185 @default.
• W2028302261 hasConceptScore W2028302261C195094911 @default.
• W2028302261 hasConceptScore W2028302261C201995342 @default.
• W2028302261 hasConceptScore W2028302261C2524010 @default.

• next