The document discusses virtual R&D teams as a potential avenue for increased collaboration between education and industry. It notes that information technologies now allow companies to coordinate activities across geographic locations through virtual teams. The purpose of the study is to examine virtual R&D team use among small and medium enterprises (SMEs) in Malaysia and Iran. A survey found that over half of SMEs used virtual teams, with Iranian firms using them more often. The study concludes that virtual teams provide benefits for knowledge sharing and performance, and represent an opportunity for SMEs and education institutions to collaborate beyond traditional boundaries.
This document analyzes the impact of virtual teams on competitive advantage through a case study of research and development departments at Samsung, LG, Nissan, Toyota, and IBM. It finds that virtual teams increase innovation by facilitating knowledge sharing across geographic and organizational boundaries. Through parallel work and faster response times, virtual teams help reduce product development cycles and costs, improving competitiveness. However, virtual teams also face challenges like cultural differences, lack of face-to-face interaction, and difficulty monitoring performance. Overall, the document concludes that virtual teams have become essential for businesses seeking flexibility and responsiveness in a global environment.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
At present, the state-of-the-art supplies for conducting a face-to-face design thinking workshop typically consists of self-stick notes and stickers, markers, and whiteboards. However, this analog way of working is incongruent with the realities of global software companies, where most products and services are developed by distributed teams. This paper explores the process of facilitating remote design thinking workshops, using information technology and communication tools. The paper is based on a participatory action research undertaken by the author as a part of the doctoral thesis - ‘a study on an approach to prepare the organization mindset to build design-led innovation culture to become a customer-centric and future driven software company’ in the Indian IT sector. The participating company realized the innovation breakthroughs using design thinking can happen only when their organization can collaborate across disciplines, silos, time zones; and were looking for a solution to scale design thinking in their organization. KEYWORDS: Collaboration, Digital Design Thinking, Distributed Teams, Innovation, Remote Design Thinking, Scale Design Thinking
Published in International Research Journal of Marketing and Economics ISSN: (2349-0314) Impact Factor- 5.779, Volume 5, Issue 7, July 2018
This document summarizes the skills needed for IT professionals in Kenya. It finds that both technical and soft skills are important, with ethics, communication, and business skills being especially critical for both entry-level and mid-level employees. There are also skills gaps in Kenya, particularly in software development and project management. Developing IT skills is important for Kenya's growing economy and digital transformation, but better data and collaboration between education and business is still needed to understand skills demands.
This document summarizes a study that analyzed a survey of human resource practices from 83 chain stores in China. It differentiated between managerial staff and operating employees, and identified clusters of stores with high and low adoption of bundled HR practices. The impact of aligning HR practices on firm performance was evaluated using the high adoption cluster. The findings provide insights for executives on effective HRM strategies in China and advance the literature on high performance work systems.
Is collaboration the lasting solution to challenges in Human Resources Practi...Magdalena Pawlowicz
This document discusses how collaboration technologies can help address challenges in human resource practices by better integrating talent management processes and enabling social networking. It provides two examples: 1) performance management systems using instant feedback to regularly evaluate employee performance, and 2) social networking facilitating informal on-the-job learning beyond traditional training. While many companies have further to go, collaboration holds potential if companies focus first on culture and choose technologies accordingly, and if HR, IT, and change management collaborate effectively.
This literature review summarizes existing research on e-leadership. The review found that while the goals of leadership have not changed, e-leadership requires implementing those goals electronically with virtual teams dispersed over space and time. E-leadership provides new opportunities like improved communication and talent utilization, but also challenges like developing trust remotely. Effective e-leaders require skills like inspiring teams electronically and conveying enthusiasm virtually. Research on e-leadership examines topics such as required skills, virtual team structures and technology support.
Relearning How We Learn, From the Campus to the WorkplaceCognizant
Businesses and educators know they need to prepare people for very different jobs in the future of work but are slow to revamp their training and educational models, according to our research. What’s needed are more flexible partnerships, predictive and agile approaches to curriculum change and digitally driven modes of delivery.
This document analyzes the impact of virtual teams on competitive advantage through a case study of research and development departments at Samsung, LG, Nissan, Toyota, and IBM. It finds that virtual teams increase innovation by facilitating knowledge sharing across geographic and organizational boundaries. Through parallel work and faster response times, virtual teams help reduce product development cycles and costs, improving competitiveness. However, virtual teams also face challenges like cultural differences, lack of face-to-face interaction, and difficulty monitoring performance. Overall, the document concludes that virtual teams have become essential for businesses seeking flexibility and responsiveness in a global environment.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
At present, the state-of-the-art supplies for conducting a face-to-face design thinking workshop typically consists of self-stick notes and stickers, markers, and whiteboards. However, this analog way of working is incongruent with the realities of global software companies, where most products and services are developed by distributed teams. This paper explores the process of facilitating remote design thinking workshops, using information technology and communication tools. The paper is based on a participatory action research undertaken by the author as a part of the doctoral thesis - ‘a study on an approach to prepare the organization mindset to build design-led innovation culture to become a customer-centric and future driven software company’ in the Indian IT sector. The participating company realized the innovation breakthroughs using design thinking can happen only when their organization can collaborate across disciplines, silos, time zones; and were looking for a solution to scale design thinking in their organization. KEYWORDS: Collaboration, Digital Design Thinking, Distributed Teams, Innovation, Remote Design Thinking, Scale Design Thinking
Published in International Research Journal of Marketing and Economics ISSN: (2349-0314) Impact Factor- 5.779, Volume 5, Issue 7, July 2018
This document summarizes the skills needed for IT professionals in Kenya. It finds that both technical and soft skills are important, with ethics, communication, and business skills being especially critical for both entry-level and mid-level employees. There are also skills gaps in Kenya, particularly in software development and project management. Developing IT skills is important for Kenya's growing economy and digital transformation, but better data and collaboration between education and business is still needed to understand skills demands.
This document summarizes a study that analyzed a survey of human resource practices from 83 chain stores in China. It differentiated between managerial staff and operating employees, and identified clusters of stores with high and low adoption of bundled HR practices. The impact of aligning HR practices on firm performance was evaluated using the high adoption cluster. The findings provide insights for executives on effective HRM strategies in China and advance the literature on high performance work systems.
Is collaboration the lasting solution to challenges in Human Resources Practi...Magdalena Pawlowicz
This document discusses how collaboration technologies can help address challenges in human resource practices by better integrating talent management processes and enabling social networking. It provides two examples: 1) performance management systems using instant feedback to regularly evaluate employee performance, and 2) social networking facilitating informal on-the-job learning beyond traditional training. While many companies have further to go, collaboration holds potential if companies focus first on culture and choose technologies accordingly, and if HR, IT, and change management collaborate effectively.
This literature review summarizes existing research on e-leadership. The review found that while the goals of leadership have not changed, e-leadership requires implementing those goals electronically with virtual teams dispersed over space and time. E-leadership provides new opportunities like improved communication and talent utilization, but also challenges like developing trust remotely. Effective e-leaders require skills like inspiring teams electronically and conveying enthusiasm virtually. Research on e-leadership examines topics such as required skills, virtual team structures and technology support.
Relearning How We Learn, From the Campus to the WorkplaceCognizant
Businesses and educators know they need to prepare people for very different jobs in the future of work but are slow to revamp their training and educational models, according to our research. What’s needed are more flexible partnerships, predictive and agile approaches to curriculum change and digitally driven modes of delivery.
The document discusses best practices for promoting a data-centric culture from the bottom-up in organizations. It finds that to complement top-down leadership, employees at all levels should use data to set goals and track performance, receive training in data analysis, share data and compete with peers, and experiment with data to innovate. Fostering these bottom-up behaviors is necessary to fully transform a company into one that is truly data-driven.
Employees’ Perceptions towards the Knowledge Management Practices: An Empiric...AkashSharma618775
This present study is aimed to understand the implementation of knowledge management process in
Bharat Heavy Electricals Limited – Hyderabad. In order to examine this, various knowledge management subdimensions such as acquisition of information, information dissemination, knowledge storage, knowledge transfer,
team work, empowerment and commitment to knowledge. These concerned sub-dimensions are able to determine
the various knowledge management dimensions like, knowledge creation, knowledge transfer and storage and
application and usage of knowledge. The study is also aimed to understand the role of organizational culture in
deriving the firms sustainability.
Etim session 1 introduction and trendssanjivadubey
This document discusses an introduction to emerging technologies in management. It outlines the objectives of the course, which are to learn about emerging technological trends and their impact on business models, processes, and innovation. It also provides an overview of trends in areas like artificial intelligence, the Internet of Things, and other technologies. Organizations that can understand and adapt to technological changes will be best prepared to gain strategic advantages in the future.
Adopting Customer Centric Approach towards Customer Relationship Management i...ijtsrd
As the Indian economy focuses on future growth models, its railway system has been an integral part of this, undergoing a phased transformation since January 2018. The railways are set to progress towards a modern, efficient, and digitized network with a focus on improving insights, efficiencies, and capabilities. By 2030, the Indian government plans to spend US 70 billion to upgrade its railway network into an electric and digitized platform. It is also opening the state owned conglomerate to private companies for operating passenger trains, manufacturing coaches and locomotives, and redeveloping railway stations. While funds have been allocated to revamp various railways projects, the Indian Railways continues to face three big challenges under investment for the creation of infrastructure, people management, and the need for technology upgrade. Pradeep Kumar "Adopting Customer Centric Approach towards Customer Relationship Management in Reference to North-Eastern Railways" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd43740.pdf Paper URL: https://www.ijtsrd.commanagement/consumer-behaviour/43740/adopting-customer-centric-approach-towards-customer-relationship-management-in-reference-to-northeastern-railways/pradeep-kumar
#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...CPM Sri Lanka
The document discusses the challenges facing HR in adapting to the digital age. It provides an overview of how digitization is transforming HR processes like recruitment, talent identification, and employee engagement. While many organizations still rely on traditional HR methods, the document advocates for HR to embrace new digital technologies and adopt a more human-centered, data-driven approach to keep up with the pace of business and remain relevant.
AT Kearney faces several challenges in managing knowledge including:
1) Knowledge management is not fully integrated into daily work and strategy.
2) Both tacit and explicit knowledge are difficult to collect and share due to lack of proper processes and resources.
3) Tools for knowledge management are not always user-friendly or tailored to specific needs, hindering effective knowledge sharing.
The document discusses trends in social computing adoption by organizations. It finds that:
1) Companies are increasingly using social tools both internally for employee collaboration and externally to engage customers, with goals like building brand advocacy, innovation, and customer service.
2) While marketing was initially the main focus, organizations now use social media for recruitment, product development, and brand management.
3) Adoption of social technologies is widespread across industries and includes objectives from driving innovation to improving customer service.
4) Internally, social tools enhance employee communication and knowledge sharing, while external uses include engaging customers through social media channels.
The document discusses solutions to addressing the digital skills gap through developing existing employees rather than hiring new digitally skilled workers. It notes that integrating digital skills development programs and initiatives into a company:
- Reduces costs associated with hiring and onboarding new employees while enhancing company culture by building on existing employee foundations
- Allows companies to rapidly adapt to emerging digital trends by empowering current employees with new skills
- Creates a culture of empowerment that increases productivity and employee retention, better equipping organizations for digital transformation and competition
The key is taking an integrated approach to transforming some existing resources and competencies for the digital environment rather than replacing assets. When leaders invest in employees' professional development, both the company and employees
This document discusses how today's digital teams require new collaboration tools to effectively work together. It notes that teams now include more external partners and remote/mobile workers. Current tools are often too complex, siloed, and not aligned with modern workstyles. A survey found that teams value tools for better communication, external collaboration, and supporting dispersed teams. Experts say tools must be easy to use on any device and integrate different solutions. High-performing teams switch between tools efficiently for tasks. The document advocates aligning tools with business goals like customer experience to boost productivity and results. It concludes that building a culture of collaboration across organizations requires seamless tools for all users.
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
Application of Big Data in Enterprise Managementijtsrd
The document discusses the application of big data in enterprise management. It begins by outlining three key characteristics of big data: huge data capacity, fast data processing speed, and data diversity. It then explains the importance of big data for enterprises, such as activating the value of massive data, getting user feedback quickly, and providing product correlation analysis. Some main challenges of enterprise management in a big data environment are also covered, such as backward ideas and a lack of innovation. Finally, the document discusses several ways big data can be applied in enterprises, including innovating management concepts, transforming marketing strategies, improving management platforms, market forecasting, developing resources, and reducing costs.
The document discusses the transition from Industry 1.0 to Industry 4.0 and the implications for Thailand's workforce. It notes that Industry 4.0 will require new skills in areas like IT, data analytics, and human-machine interfaces. While some jobs will be lost, others will be created. The document also examines Thailand's preparedness for Industry 4.0, noting challenges like an aging society, skills gaps, and maintaining competitiveness as the manufacturing hub era fades. Overall, it analyzes the workforce changes needed for Thailand to transition successfully to Industry 4.0.
This document summarizes a study on the state of e-learning for developing soft skills. It defines e-learning as instructional content or learning experiences delivered or enabled by computer-based technology. The study aims to understand the advantages and disadvantages of e-learning, benchmark current and future use, determine effectiveness of methods, and describe the impact on HR. Surveys were sent to members of the DDI HR Benchmark Group and Online Learning magazine subscribers, with 139 organizations from 15 countries responding.
This document discusses cloud based marketing systems for small and medium enterprises (SMEs) in India. It begins with an introduction and overview of SME classifications in India. The rest of the document is divided into various sections that discuss: the benefits of cloud computing for SMEs; literature review on cloud adoption among SMEs; the research methodology used; data analysis and interpretations from surveys of SME personnel; findings on awareness and perceptions of cloud and marketing cloud tools; and recommendations. Factor analysis was used to identify key drivers and concerns regarding cloud adoption. Most SMEs were found to be aware of cloud computing but less aware of marketing clouds specifically.
Business it and labor strategy infrastructure enhancements to achieve corpora...David Bustin
This is a research paper addressing the financial advantage of properly leveraging IT products and staffing strategies for reducing operating costs.
David Bustin
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
This document discusses the emerging focus on talent systems in HR and provides 10 predictions for 2014. It notes that in 2014, companies will face challenges in skills shortages, leadership gaps, and workforce retention. To address these challenges, the document advocates moving beyond standalone HR programs to an integrated "corporate talent system" where all talent management elements work together. The 10 predictions for 2014 focus on trends like global skills needs, integrated capability development, performance management redesign, and the growth of HR technology.
- Darden Restaurants owns and operates over 2000 restaurants employing around 185,000 people. It aims to deliver 100% guest satisfaction.
- Due to economic impacts, Darden wants to reduce training costs through its Next Generation Training Initiative (NGTI) which will introduce online and distance learning elements in addition to in-person training.
- The NGTI aims to adapt training for "digital natives," reduce printing/travel costs, and lower training hours through blended online and in-person learning accessible both on-site and remotely.
The document discusses how the field of technical communication is evolving and being absorbed by other fields like user experience (UX) and content strategy. It argues that technical communicators need to expand their skills to include UX and content strategy in order to remain employable. University programs are updating their curriculums to reflect these changes. While some professional organizations for technical communicators have experienced declining membership as the field broadens, local UX chapters and conferences are growing rapidly. Technical communication jobs are decreasing as companies hire more people with UX and content strategy skills.
This independent report was commissioned by Savvis in April 2010. The research surveyed CIOs, IT Directors and Heads of IT in the USA, UK and Singapore from medium to large enterprises and the public sector.
This document provides tips for taking a virtual field trip from the classroom, including planning lessons around the topic, getting students excited through books and decorating the classroom, creating assignments, contacting the field trip location for brochures and guest speakers, using PowerPoints and video conferencing, having follow-up activities, and assessing learning. The overall goal is to provide an "out of classroom experience" through virtual means to supplement learning when an actual field trip is not possible due to lack of time, funding or other demands.
Study Of Indian Equity Market And Various Financial Instrument Of Shcilmanishsonowal
This document provides an overview of a study conducted on the Indian equity market and financial instruments offered by Stock Holding Corporation of India (SHCIL). The objectives of the study were to analyze trends in the equity market, understand fluctuations and their effects, examine the basis for investment decisions, and assess awareness and satisfaction of SHCIL's services. The methodology included collecting primary data through investor and broker surveys and secondary data from sources like books and the internet. Key findings from the analysis of the data are also presented.
The document discusses best practices for promoting a data-centric culture from the bottom-up in organizations. It finds that to complement top-down leadership, employees at all levels should use data to set goals and track performance, receive training in data analysis, share data and compete with peers, and experiment with data to innovate. Fostering these bottom-up behaviors is necessary to fully transform a company into one that is truly data-driven.
Employees’ Perceptions towards the Knowledge Management Practices: An Empiric...AkashSharma618775
This present study is aimed to understand the implementation of knowledge management process in
Bharat Heavy Electricals Limited – Hyderabad. In order to examine this, various knowledge management subdimensions such as acquisition of information, information dissemination, knowledge storage, knowledge transfer,
team work, empowerment and commitment to knowledge. These concerned sub-dimensions are able to determine
the various knowledge management dimensions like, knowledge creation, knowledge transfer and storage and
application and usage of knowledge. The study is also aimed to understand the role of organizational culture in
deriving the firms sustainability.
Etim session 1 introduction and trendssanjivadubey
This document discusses an introduction to emerging technologies in management. It outlines the objectives of the course, which are to learn about emerging technological trends and their impact on business models, processes, and innovation. It also provides an overview of trends in areas like artificial intelligence, the Internet of Things, and other technologies. Organizations that can understand and adapt to technological changes will be best prepared to gain strategic advantages in the future.
Adopting Customer Centric Approach towards Customer Relationship Management i...ijtsrd
As the Indian economy focuses on future growth models, its railway system has been an integral part of this, undergoing a phased transformation since January 2018. The railways are set to progress towards a modern, efficient, and digitized network with a focus on improving insights, efficiencies, and capabilities. By 2030, the Indian government plans to spend US 70 billion to upgrade its railway network into an electric and digitized platform. It is also opening the state owned conglomerate to private companies for operating passenger trains, manufacturing coaches and locomotives, and redeveloping railway stations. While funds have been allocated to revamp various railways projects, the Indian Railways continues to face three big challenges under investment for the creation of infrastructure, people management, and the need for technology upgrade. Pradeep Kumar "Adopting Customer Centric Approach towards Customer Relationship Management in Reference to North-Eastern Railways" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd43740.pdf Paper URL: https://www.ijtsrd.commanagement/consumer-behaviour/43740/adopting-customer-centric-approach-towards-customer-relationship-management-in-reference-to-northeastern-railways/pradeep-kumar
#Human Resource Management Challenges in the Digital Age# by Mr. Samantha Rat...CPM Sri Lanka
The document discusses the challenges facing HR in adapting to the digital age. It provides an overview of how digitization is transforming HR processes like recruitment, talent identification, and employee engagement. While many organizations still rely on traditional HR methods, the document advocates for HR to embrace new digital technologies and adopt a more human-centered, data-driven approach to keep up with the pace of business and remain relevant.
AT Kearney faces several challenges in managing knowledge including:
1) Knowledge management is not fully integrated into daily work and strategy.
2) Both tacit and explicit knowledge are difficult to collect and share due to lack of proper processes and resources.
3) Tools for knowledge management are not always user-friendly or tailored to specific needs, hindering effective knowledge sharing.
The document discusses trends in social computing adoption by organizations. It finds that:
1) Companies are increasingly using social tools both internally for employee collaboration and externally to engage customers, with goals like building brand advocacy, innovation, and customer service.
2) While marketing was initially the main focus, organizations now use social media for recruitment, product development, and brand management.
3) Adoption of social technologies is widespread across industries and includes objectives from driving innovation to improving customer service.
4) Internally, social tools enhance employee communication and knowledge sharing, while external uses include engaging customers through social media channels.
The document discusses solutions to addressing the digital skills gap through developing existing employees rather than hiring new digitally skilled workers. It notes that integrating digital skills development programs and initiatives into a company:
- Reduces costs associated with hiring and onboarding new employees while enhancing company culture by building on existing employee foundations
- Allows companies to rapidly adapt to emerging digital trends by empowering current employees with new skills
- Creates a culture of empowerment that increases productivity and employee retention, better equipping organizations for digital transformation and competition
The key is taking an integrated approach to transforming some existing resources and competencies for the digital environment rather than replacing assets. When leaders invest in employees' professional development, both the company and employees
This document discusses how today's digital teams require new collaboration tools to effectively work together. It notes that teams now include more external partners and remote/mobile workers. Current tools are often too complex, siloed, and not aligned with modern workstyles. A survey found that teams value tools for better communication, external collaboration, and supporting dispersed teams. Experts say tools must be easy to use on any device and integrate different solutions. High-performing teams switch between tools efficiently for tasks. The document advocates aligning tools with business goals like customer experience to boost productivity and results. It concludes that building a culture of collaboration across organizations requires seamless tools for all users.
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
Application of Big Data in Enterprise Managementijtsrd
The document discusses the application of big data in enterprise management. It begins by outlining three key characteristics of big data: huge data capacity, fast data processing speed, and data diversity. It then explains the importance of big data for enterprises, such as activating the value of massive data, getting user feedback quickly, and providing product correlation analysis. Some main challenges of enterprise management in a big data environment are also covered, such as backward ideas and a lack of innovation. Finally, the document discusses several ways big data can be applied in enterprises, including innovating management concepts, transforming marketing strategies, improving management platforms, market forecasting, developing resources, and reducing costs.
The document discusses the transition from Industry 1.0 to Industry 4.0 and the implications for Thailand's workforce. It notes that Industry 4.0 will require new skills in areas like IT, data analytics, and human-machine interfaces. While some jobs will be lost, others will be created. The document also examines Thailand's preparedness for Industry 4.0, noting challenges like an aging society, skills gaps, and maintaining competitiveness as the manufacturing hub era fades. Overall, it analyzes the workforce changes needed for Thailand to transition successfully to Industry 4.0.
This document summarizes a study on the state of e-learning for developing soft skills. It defines e-learning as instructional content or learning experiences delivered or enabled by computer-based technology. The study aims to understand the advantages and disadvantages of e-learning, benchmark current and future use, determine effectiveness of methods, and describe the impact on HR. Surveys were sent to members of the DDI HR Benchmark Group and Online Learning magazine subscribers, with 139 organizations from 15 countries responding.
This document discusses cloud based marketing systems for small and medium enterprises (SMEs) in India. It begins with an introduction and overview of SME classifications in India. The rest of the document is divided into various sections that discuss: the benefits of cloud computing for SMEs; literature review on cloud adoption among SMEs; the research methodology used; data analysis and interpretations from surveys of SME personnel; findings on awareness and perceptions of cloud and marketing cloud tools; and recommendations. Factor analysis was used to identify key drivers and concerns regarding cloud adoption. Most SMEs were found to be aware of cloud computing but less aware of marketing clouds specifically.
Business it and labor strategy infrastructure enhancements to achieve corpora...David Bustin
This is a research paper addressing the financial advantage of properly leveraging IT products and staffing strategies for reducing operating costs.
David Bustin
Josh Bersin’s HR Predictions for 2014. Building a Strong Talent Pipeline for ...Sage HR
This document discusses the emerging focus on talent systems in HR and provides 10 predictions for 2014. It notes that in 2014, companies will face challenges in skills shortages, leadership gaps, and workforce retention. To address these challenges, the document advocates moving beyond standalone HR programs to an integrated "corporate talent system" where all talent management elements work together. The 10 predictions for 2014 focus on trends like global skills needs, integrated capability development, performance management redesign, and the growth of HR technology.
- Darden Restaurants owns and operates over 2000 restaurants employing around 185,000 people. It aims to deliver 100% guest satisfaction.
- Due to economic impacts, Darden wants to reduce training costs through its Next Generation Training Initiative (NGTI) which will introduce online and distance learning elements in addition to in-person training.
- The NGTI aims to adapt training for "digital natives," reduce printing/travel costs, and lower training hours through blended online and in-person learning accessible both on-site and remotely.
The document discusses how the field of technical communication is evolving and being absorbed by other fields like user experience (UX) and content strategy. It argues that technical communicators need to expand their skills to include UX and content strategy in order to remain employable. University programs are updating their curriculums to reflect these changes. While some professional organizations for technical communicators have experienced declining membership as the field broadens, local UX chapters and conferences are growing rapidly. Technical communication jobs are decreasing as companies hire more people with UX and content strategy skills.
This independent report was commissioned by Savvis in April 2010. The research surveyed CIOs, IT Directors and Heads of IT in the USA, UK and Singapore from medium to large enterprises and the public sector.
This document provides tips for taking a virtual field trip from the classroom, including planning lessons around the topic, getting students excited through books and decorating the classroom, creating assignments, contacting the field trip location for brochures and guest speakers, using PowerPoints and video conferencing, having follow-up activities, and assessing learning. The overall goal is to provide an "out of classroom experience" through virtual means to supplement learning when an actual field trip is not possible due to lack of time, funding or other demands.
Study Of Indian Equity Market And Various Financial Instrument Of Shcilmanishsonowal
This document provides an overview of a study conducted on the Indian equity market and financial instruments offered by Stock Holding Corporation of India (SHCIL). The objectives of the study were to analyze trends in the equity market, understand fluctuations and their effects, examine the basis for investment decisions, and assess awareness and satisfaction of SHCIL's services. The methodology included collecting primary data through investor and broker surveys and secondary data from sources like books and the internet. Key findings from the analysis of the data are also presented.
NIC has been providing general insurance in India since 1906. It offers over 200 policies covering sectors like banking, telecom, aviation, and more. Its Personal Accident Policy, Householder Policy, Critical Illness Policy, and Mediclaim Policy were summarized.
The Personal Accident Policy provides compensation for accidental death, loss of limbs, eyesight, and disability. The Householder Policy insures personal and household items against risks like fire, burglary, and electrical breakdown. The Critical Illness Policy pays a lump sum if the insured is diagnosed with conditions like cancer, stroke, or renal failure. Finally, the Mediclaim Policy reimburses hospitalization costs for illness or accidents, subject to sub-limits
The Tarapore Committee was formed to review India's capital account liberalization and make recommendations on further opening. It suggested a phased approach over 5 years to fuller capital account convertibility, conditional on fiscal and monetary reforms. Key recommendations included removing tax benefits for NRIs, allowing more foreign investment in banks, and banning participatory notes. The committee aimed to balance the economic benefits of capital account liberalization with potential financial stability risks.
This document summarizes a merger between Reliance Industries Limited (RIL) and Reliance Petroleum Limited (RPL). Some key points:
- RIL was India's largest private company with $33 billion in revenue from refining and petrochemicals. RPL had a newer 580,000 barrel per day refinery.
- The merger combined their operations to create one of the world's largest refining companies by capacity. It aimed to unlock synergies in crude sourcing, product placement, and operations.
- The merger ratio was 1 RIL share for every 16 RPL shares. It increased RIL's equity base by 4.4% while reducing the promoter holding slightly
The document summarizes the characters and key elements of the children's book "Charlotte's Web" by E.B. White. It describes the main characters including Wilbur the pig, Charlotte the spider, and Fern the girl who saves Wilbur. It also outlines the plot involving Charlotte saving Wilbur's life by writing messages in her web and the theme of friendship between the animal characters.
Business Networking and Performance of Small and Medium Scale Enterprises in ...Dr. Amarjeet Singh
The impact of business networking on the performance of SMEs in Benue State, Nigeria is investigated in this study. The study focuses on the impact of network governance, network content, and network structure on SMEs in Benue State, Nigeria. The study employs a survey design, with a questionnaire serving as the data gathering tool. The study's population consists of 650 licenced SMEs in Benue State, with a sample size of 242 obtained via stratified sampling. The KMO and Bartlett's tests show that variables are highly significant, and principal component analysis was appropriate at 0.631. The reliability test-retest result revealed a reliability index of (0.702). Regression analysis was used to examine and present the data received from the businesses surveyed. Network governance (42.2 percent), network content (30.2 percent), and network structure (46.2 percent) all have a positive and significant effect on the performance of SMEs in Benue State, Nigeria, according to the results of tested hypotheses. According to the study's findings, business networking in a business environment is concerned with characteristics such as network governance, network content, and network structure, which create the foundation upon which SMEs connect with their surroundings. The research also revealed that business networking has a significant impact on SMEs' performance. SMEs working in any business environment should build up a formation structure that allows them to engage freely within the environment, according to the report.
Synthesis of questions and analysis and create grid.pdfsdfghj21
This document discusses knowledge transfer in virtual organizations and the impact of virtual moderators on business productivity. It begins by defining virtual organizations and outlining their key characteristics, including their reliance on information and communication technologies. It then examines knowledge transfer in healthcare and construction industries, noting that ineffective communication channels can hamper the transfer process. The document reviews different virtual communication methods like Zoom and their ability to facilitate knowledge sharing. It evaluates factors like ease of use, urgency of information, and regulatory constraints that should be considered when selecting a communication medium to ensure efficient knowledge transfer. Finally, it discusses media richness theory and how lean media may be better than rich media for conveying certain types of messages in organizations.
The Effectiveness of Virtual R&D Teams in SMEs: Experiences of Malaysian SMEsNader Ale Ebrahim
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Neither Information technologies determine organisational structure merely, nor does organisational structure. There is a mutual interaction between there variables. Using information technologies is a must for the organisations in this century. However how information technologies evolved over the time brings a question of what effect can technology bring towards organisations and their structure. This study discusses the conceptual issues that raise the importance of technological tools, views and ways that followed by organisations and changed over the time. It also examines technological, organisational and interactive ties that connect organisational structure and the information technology. It concludes that information technologies have an impact on the organisational structure via centralisation and decentralisation, authority and control, space of control, change in organisational level, departmental structure, decision making process, communication, and organising the work.
A Connected Enterprise - Transformation Through Mobility and Social Networks IJMIT JOURNAL
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applications.
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business requirements to rapidly create social collaboration culture and the discipline of turning social
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Due to rapid changes in business dynamics, there is a growing demand to encourage social
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CRESUS: A TOOL TO SUPPORT COLLABORATIVE REQUIREMENTS ELICITATION THROUGH ENHA...cscpconf
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Academic leadership journal a potential growth
1. Virtual R&D Teams: A potential growth of education-industry collaboration
Issues: Fal l 2011 - Vol um e 9 Issue 4
Introduction
With the advent of the global economy and high-speed Internet, online collaboration is fast becoming the norm in education and industry
[1]. Information technology (IT) creates many new inter-relationships among businesses, expands the scope of industries in which a
company must compete to achieve tcompetitive advantage. Information systems and technology allow companies to coordinate their
activities in distant geographic locations [2]. IT is providing the infrastructure necessary to support the development of new collaboration
forms among industry and education. Virtual research and development (R&D) teams represent one such relational form, one that
could revolutionize the workplace and provide organizations with unprecedented levels of flexibility and responsiveness [3-4]. Virtual
teams give many advantages to organizations, including increased knowledge sharing [5] and improve organizational performance [6].
Virtual teams have altered the expectations and boundaries of knowledge worker’s interactions. Many R&D organizations and teams
currently use a specialized knowledge portal for research collaboration and knowledge management [7]. Hence, the move towards a
boundaries [8].
The purpose of this study is to extend the research finding of virtual R&D teams in small and medium-sized enterprises to industry-
education collaboration. The further outline of this paper is as first, discuss the different aspects of virtual teams and its relationships
with SMEs, and then briefly explore the research methodology. Following, elaborate on the empirical findings and finally, analysis the
data and conclude the paper.
Aspects of Virtual Teams
Definition of Virtual Team
Gassmann and Zedtwitz [9] defined “virtual team as a group of people and sub-teams which interact through interdependent tasks
guided by common purpose and work across links strengthened by information, communication, and transport technologies.” Different
authors have identified diverse definition [10]. Reference [11] developed one of the most comprehensive and widely accepted definitions
of virtual teams: “virtual team is the small temporary groups of geographically, organizationally and/or time dispersed knowledge
workers who coordinate their work, predominantly with electronic information and communication technologies in order to accomplish
one or more organization tasks.”
Benefits and Pitfalls of Virtual Teams
The availability of a flexible and configurable base infrastructure is one of the main advantages of agile virtual teams [11]. Virtual team
may allow people to collaborate with more productivity at a distance [12]. Virtual teams reduce time-to-market [13]. Lead time or time to
market has been generally admitted to be one of the most important keys for success in manufacturing companies [14]. A potential
advantage of virtual teams is their ability to digitally or electronically unite experts in highly specialized fields working at great distances
from each other [15]. Virtual teams are enlightening and managing creativity [16] and useful for projects that require cross-functional or
cross boundary skilled inputs [17].
As a drawback, virtual teams are particularly weak at mistrust, communication and power struggles [15]. Cultural and functional diversity
in virtual teams leads to differences in the members thought processes [18]. Virtual teams will not totally replace conventional teams.
Although virtual teams are and will continue to be an important and necessary type of work arrangement, they are not appropriate for all
circumstances [19]. Hence, the complexity of management and coordination to choose the best collaboration tools will increases.
SMEs and Virtual Teams
SMEs need to focus on core competences for efficiency matters; they need to cooperate with external partners such as an educational
institute to compensate for other competences and resources. Reference [20] found that managers of SMEs should invest less in
tangible assets, but more in those areas that will directly generate their future competitive advantage (e.g., in R&D to generate
knowledge, and in their employees’ creativity to stimulate incremental innovations in already existing technologies). The combination of
explosive knowledge growth and inexpensive information transfer creates a fertile soil for unlimited virtually invention [21]. While, it is
widely known that many big corporations have already invested in the information technology (IT) as they have come to realize the
advantages and the competitive edge they will gain from IT. It is believed that SMEs, without investing heavily in total solution systems,
can still benefit from the available information technology [22]. Virtuality has been presented as one solution for SMEs aiming to
increase their competitiveness [23]. The SMEs are one of the sectors that have a strong potential to benefit from advances of virtual
teams and the adaptation of new collaboration modes [24].
Methodology
virtual world is becoming ever more relevant to industry and education as organizations outsource activities across national geographic
academicleadership.org/1372/virtual-rd-teams-a-potential-growth-of-education-industry-collaboration/ 1
Author(s): N Al e Ebrahi m , Sham suddi n Ahm ed, and Zahari T aha
Department of Engineering Design and Manufacture, Faculty of Engineering, University of Malaya, Kuala Lumpur, Malaysia
2. Data for this research is gathered from the desk study and survey in Malaysian and Iranian small and medium-sized enterprises
(SMEs). A web based questionnaires is designed and distributed between manufacturing SMEs. The rapid expansion of Internet users
has given web-based surveys the potential to become a powerful tool in survey research [25]. Reference [26] findings encourage social
researchers to use web-based questionnaires with confidence and the data produced by web-based questionnaires is equivalent to
that produced by paper-based questionnaires.
The main sampling target was managing director, R&D manager, new product development manager, project and design manager and
appropriate people who were most familiar with the R&D concern in the firm. A Likert scale from 1 to 5 was used. This set up gave
respondents a series of attitude dimensions. For each dimension, the respondent was asked whether, and how strongly, they agree or
disagree to each dimension using a point rating scale. Based on collected data some interpretations of the current situation of SMEs to
employ virtual R&D teams are developed. Statistical methods and analysis are carried out to examine the SMEs readiness for
education-industry collaboration.
Data Collection and Analysis
The empirical data has been collected through on-line questionnaires with manufacturing SMEs in Malaysia and Iran. Out of the 3625
companies targeted, 947 responded, 210 completed the questionnaire and the rest were partially-respondents. The response rate was
satisfactory since accessing the managers is usually difficult. Table 1 summarized online survey data collection. Although the on-line
questionnaire sent to the targeted SMEs in the both countries, only 91 firms were met the criteria of SMEs definition in this research so
the rest of responded deducted from analysis.
Table 1 Summarized on-line survey data collection
Total of emails sent to companies 3625
Total responses 947
Total responses / sent (%) 26.1
Total completed 210
Total completed / sent (%) 5.8
Response rate (%) 22.2
A cross-tabulation descriptive statistics employed to find the frequency and relationship between the country and virtual team as
illustrate in Table 2. The result shows that in the sample 53.8% of targeted SMEs employed virtual teams in R&D and Iranian SMEs
employed virtual teams more than two times of Malaysian SMEs 71.4 and 33.3 percent respectively.
The mean scores for frequency of use to exchange business shows that E-mail is the most frequently used tool for all teams in
Malaysia and Iran. Personal telephone call is second most frequently used tool in selected countries. Malaysian firms used more face
to face interaction than Iranian ones. On the other hand, team base communication technologies such as shared database, group
telephone conference, electronic whiteboard and video conference were not often used.
The last sections of the questionnaire developed to identify the requirements of the SMEs in determining the appropriate collaborative
tools. The Likert scale ranged from “1″ for not important to “5″ for extremely important, with “4″ as the neutral point. The Likert mean was
3.31 (Figure 1) on the 5-point scale for demand of “online training and e-learning”. The score is clearly in the direction that, SMEs needs
to the education-industry collaboration. Hence, sample SMEs in Malaysia and Iran are enthusiastic over use virtual teams for industry-
education collaboration. This empirical study across countries shows a substantial and increasing return to virtual teams in SMEs. New
technologies open up opportunities for small firms to expand their collaboration beyond firms’ borders.
Table 2 Cross-tabulation between country and virtual teams
With Virtual Teams Total
Yes NO
Iran Count 35 14 49
% within Country 71.4% 28.6% 100.0%
Malaysia Count 14 28 42
% within Country 33.3% 66.7% 100.0%
Total Count 49 42 91
% of Total 53.8% 46.2% 100.0%
Academic Leadership Journal
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Figure 1 The 5-point scale for demand of “online training and e-learning”
Conclusion
Nowadays, distance between team members or differences in time zones, are not barriers to industry and education collaborations.
Using a virtual R&D team’s context as a collaborating environment provides industry management with opportunities to acquire some of
the technical skills required for the professional workplace. The paper concludes that virtual R&D teams and industry-education
collaboration have much more benefits than disadvantages. In fact, selecting the appropriate sets of communication tools are
challenging for the virtual team’s managers.
Above 46% of SMEs in selected countries are still avoiding to use virtual teams. Today’s combative environments dictate a new model of
communication as a basic requirement. The SMEs in Iran and Malaysia have to restructure their approach to employ virtual teams. Many
SMEs have limited recourses, and it is well-known for their dynamic behavior in contrast the difficulty of diverting skilled personnel from
day-by-day activities, to undertake process re-engineering and R&D. Therefore, applying virtual R&D teams in SMEs is a foundation of
high growth industry-education collaboration.
Future research would now seem to be essential for developing a comprehensive study, combining survey with case studies in various
sizes of companies and types of activities (e.g. research and development and new product development). Such a study needs to
investigate a larger sample of virtual teams from different sectors. In a bigger group, it is possible to compare the results between
countries more precisely.
Acknowledgment
This study is carried out as a part of funded research by a grant from the University of Malaya (grant No. PS404/2009C), the authors
acknowledge this support.
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