Conceptualizing the Awareness of Collaboration: A Qualitative Study of a Global Virtual Team

Innovative organizations are increasing their use of distributed teamwork, but there are several difficulties in reaching shared understanding between the team members in these settings. A lack of awareness of other team members’ working processes is one of the drawbacks that a virtual team may face while attempting to collaborate on a shared task. In this study virtual teamwork was supported with a specific working model. The aim was to investigate virtual team members’ awareness of collaboration. One global team (N=19) within a single organization worked as a distributed team in a shared web-based workspace for three months. The data were gathered by means of questionnaires, log-files of the shared virtual workspace and collected company documents in order to find out how team members perceive their collaboration. Based on qualitative data analysis, three different aspects of collaboration awareness were identified: an awareness of the possibility for collaboration, an awareness of the aims of collaboration, and an awareness of the process of collaboration. The results presented in this paper give guidelines for discussing what the awareness of collaboration means in the context of distributed collaboration.     

Virtual Teams and the Appropriation of Communication Technology: Exploring the Concept of Media Stickiness

This paper reports on an exploratory study ofthe evolving use of communication tools by sixglobally distributed teams. The analysissuggest that although teams have similarstart-up conditions they evolve in differentways. We describe these differences as being aresult of the different routine patterns ofmedia use that the team members mutuallyenacted. Based on an analysis of six US-Dutchvirtual teams, we propose the notion of `mediastickiness', a phenomenon the teamsexperienced during the process of structuringmedia-use patterns. We will argue that in thecase of virtual teams, the evolution of mediausage seems to be path dependent. Steps takenby a team in the early stages of its life cycleconstrain later flexibility in terms of mediausage. Media stickiness has severalimplications both for the way to manage virtualteams as well as for the way teams deal withinformation problems that seem to be endemicfor global virtual teams.     

It's the Thought that Counts: The Mediating Effects of Information Processing in Virtual Team Decision Making

Previous research shows that although collaboration technology can improve the exchange of information during team decision making, one of the challenges is that this better discussion often does not lead to better decisions. In this paper, we investigate the impact of individual information processing on team decision making. We investigated the effects of two types of collaboration technology when participants were either the member of a team majority or a team minority. There was little impact due to the majority/minority, but the use of collaboration technology that required users to categorize the comments they received from others resulted in increased information processing, which in turn led to better decisions and more satisfied participants.     

It's the Thought that Counts: The Mediating Effects of Information Processing in Virtual Team Decision Making

Abstract

Previous research shows that although collaboration technology can improve the exchange of information during team decision making, one of the challenges is that this better discussion often does not lead to better decisions. In this paper, we investigate the impact of individual information processing on team decision making. We investigated the effects of two types of collaboration technology when participants were either the member of a team majority or a team minority. There was little impact due to the majority/minority, but the use of collaboration technology that required users to categorize the comments they received from others resulted in increased information processing, which in turn led to better decisions and more satisfied participants.     

Consensus of linear multi-agent systems with communication delays by using the information of second-order neighbours under intermittent communication topology

This paper investigates the consensus of identical linear multi-agent systems with aperiodic intermittent communication topology by using the information of second-order neighbours (two-hop neighbourhood). The protocols based on two-hop neighbourhood information and intermittent communication topology are designed, under which consensus is reached. If the communication rate is larger than the corresponding threshold value, the networks will accelerate consensus by using two-hop neighbourhood information. By means of switching systems theory and Lyapunov–Razumikhin theorem, consensus of multi-agent systems with communication delays and intermittent communication topology is reached by two-hop neighbourhood information. Finally, simulation examples are provided to show the effectiveness of the theoretical results.     

Accelerating average consensus by using the information of second-order neighbours with communication delays

This article investigates the problem of accelerating average consensus in undirected and connected networks. The protocol using the information of second-order neighbours with communication delays is proposed and the delay effects on stability and the convergence speed are analysed, respectively, under an assumption about the network topologies. It is proved that, for appropriate communication delays, networks reach average consensus faster under the proposed protocol than the standard protocol using only the information of first-order neighbours. Finally, a simulation example is presented to illustrate the proposed results.     

Walking the Tightrope: The Balancing Acts of a Large e-Research Project

Although e-Research has received much attention and acclaim in recent years, the realities of distributed collaboration still challenge even the most well-planned endeavors. This case study of an e-Research project examines the ‚balancing acts’ associated with multidisciplinary, geographically distributed, large-scale research and development work. After briefly describing the history and organizational design of this information technology and atmospheric science research project, I identify five paradoxical challenges that cannot be resolved: research versus development, harmony versus conflict, consensus versus top-down decision making, frequency and modes of communication, and fast versus slow pacing. Although collaboration and communication technologies supported the project’s management and organization, most of the complexities faced by the team were not technological in nature. From the five paradoxical challenges associated with the project, I distill three cross-cutting issues that could be relevant to other e-Research projects of this magnitude: satisfying the multiple needs of a multidisciplinary project, managing information, and engaging all participants. I identify the practical implications of these challenges and issues, specifically that organizational and low-tech solutions – not the introduction of more sophisticated technology tools – are needed to solve these challenges and to better streamline coordination.     

Environment Support for Improving Software Development Processes: A Vision Influenced by the Work of Barry W. Boehm

Throughout his career, Barry Boehm has advocated the importance of understanding software development processes, measuring their performance, and using those measurements to guide the development of improved process models. In this paper, we describe PIE, a Process Improvement Environment, which supports that vision. PIE supports the definition of process models that can be analyzed and executed. The analysis is used to detect errors and vulnerabilities in the process models. Validated process models can then be simulated to detect inefficiencies and bottlenecks. Future work includes executing these process models, monitoring their performance, and then using that information to drive further process improvements.