Concept Paper – Research Paper Example

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S85). Virtualization tools also have an identified significant effect on developed trust among team members. Identified as a trust moderator, application of virtual management tools and the applied approach to implementing such tools becomes important in any virtual management set up. Similarly, the globalized oil industry that is susceptible to a wide range of competitive forces and even possible internal competition among workers identifies the importance of trust among virtual team members. While virtual tools application that facilitates trust may be beneficial towards effective management and achievement of a solid virtual team, poor virtual tools or even poor management of such tools may be detrimental to managing such environments like in oil production that is becoming heavily dependent on virtual teams (Bierly, Stark and Kessler, 2009).

A management of a virtual tools based team must therefore consider such factors as communication approach among team members, the level of significance of the involved project and the complexity of the project in order to enhance management of virtual teams. This is because the factors have direct impacts on the behavior of team members (Reed and Knight, 2011).

Consequently, a number of areas have been identified to be critical to successful management of virtual teams and application of virtual tools in industrial applications. Establishing clear goals for defining expected efforts and behavior, ensuring proper management of communication tools and motivating team members are examples. Continuous assessment of the involved virtual tools and application of tools that facilitate collaboration are also fundamental (Hamilton, Hodkinson and Bayatt, 2010). Inability to manage virtual teams in the oil exploration environment may therefore result in stagnation of productivity that is not priority in a competitive environment.

With collaborative features for sharing of resources and standards, workflow, management of project knowledge, document handling, and their related functionality, the value of project management is greatly optimized. In addition, there are graphical capabilities and elements that enable decision makers to visualize and realize the desired balance of projects and people, strongly align portfolios with the goals of the organization, and above all ensure that the organization remain in synchronism with strategic objectives in the oil environment. The increasing productivity in the oil industry also identifies the need for effective management of virtual teams and the applicable virtual tools (Creswell, 2009).

References

Bierly, P., Stark, E. and Kessler, E. (2009). Moderating effects of virtuality on the antecedents and outcome of NPD team trust. J Prod Innov Manag. (26) 551- 565.

Curlee, W. (2008). Modern virtual project management: the effects of a centralized and decentralized project management office. Project Management Journal. (001) S83- S95.

Hamilton, G., Hodgkinson, J. and Byatt, G. (2010). MManaging virtual project team. American Society for the Advancement of Project Management. Retrieved from: http://asapm.org/asapmag/articles/VirtualTeams.pdf

Mcnee, C. and McCabe, S. (2006). Understanding nursing research: Reading and using research in evidence-based practice. Philadelphia, PA: Lippincott Williams & Wilkins.

Murphy, K., Myors, B. and Wolach, A. (2012). Statistical power analysis: Asimple and general model for traditional and modern hypothesis tests. New York, NY: Routledge.

Reed, A. and Knight, L. (2010). Project risk differences between virtual and co-located teams. Journal of Computer Information. Retrieved from: http://iacis.org/jcis/articles/Reed_Knight_51_1.pdf

Ren, Y. et al. (2012). Building member attachment in online communities: applying theories of group identity and interpersonal bonds. MIS Quarterly. (36.3) 841- 864.

Salkind, N. (2010). Encyclopedia of research design. Thousand Oaks, CA: SAGE.

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