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VIRTUAL TEAMS THAT WORK, CREATING CONDITIONS FOR VIRTUAL TEAM EFFECTIVENESS BOOK

US $17.99
Approximately£13.46
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Condition:
Like New
“NEAR MINT EXTERIOR / MINT INTERIOR. Light cover wear. Tight spine. No writing, highlighting, ”... Read moreAbout condition
Breathe easy. Returns accepted.
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Located in: Chesapeake, Virginia, United States
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eBay item number:162663377690
Last updated on 11 Apr, 2025 08:12:36 BSTView all revisionsView all revisions

Item specifics

Condition
Like New
A book that has been read, but looks new. The book cover has no visible wear, and the dust jacket (if applicable) is included for hard covers. No missing or damaged pages, no creases or tears, no underlining or highlighting of text, and no writing in the margins. May have no identifying marks on the inside cover. No wear and tear. See the seller’s listing for full details and description of any imperfections. See all condition definitionsopens in a new window or tab
Seller notes
“NEAR MINT EXTERIOR / MINT INTERIOR. Light cover wear. Tight spine. No writing, highlighting, ...
Product Type
Textbook
Educational Level
Professional
ISBN
9780787961626

About this product

Product Identifiers

Publisher
Wiley & Sons, Incorporated, John
ISBN-10
0787961620
ISBN-13
9780787961626
eBay Product ID (ePID)
2307205

Product Key Features

Number of Pages
464 Pages
Publication Name
Virtual Teams That Work : Creating Conditions for Virtual Team Effectiveness
Language
English
Publication Year
2003
Subject
Leadership, Networking / General, General, Workplace Culture
Type
Textbook
Subject Area
Computers, Business & Economics
Author
Susan G. Cohen
Format
Hardcover

Dimensions

Item Height
1.4 in
Item Weight
0 Oz
Item Length
9.5 in
Item Width
7.4 in

Additional Product Features

Intended Audience
Scholarly & Professional
LCCN
2002-151295
Dewey Edition
21
Illustrated
Yes
Dewey Decimal
658.4/02
Table Of Content
Part 1: Establishing the Foundation: Shared Understanding, Integration, & Trust. Introduction: Establishing the Foundation: Shared Understanding, Integration, & Trust (Susan G. Cohen and Cristina B. Gibson). Chapter 1: In the Beginning: Introduction and Framework (Susan G. Cohen and Cristina B. Gibson). Chapter 2: Knowledge Sharing And Shared Understanding In Virtual Teams (Pamela Hinds and Suzanne Weisband). Chapter 3: Managing The Global New Product Development Network: A Sensemaking Perspective (Susan Albers Mohrman, Janice A. Klein, and David Finegold). Chapter 4: Building Trust: Effective Multi-Cultural Communication Processes in Virtual Teams (Cristina B. Gibson and Jennifer A. Manuel). Summary: Establishing the Foundation (Susan G. Cohen and Cristina B. Gibson). Part 2: The Raw Materials: People and Context. Introduction: The Raw Materials: People and Context (Cristina B. Gibson and Susan G. Cohen). Chapter 5: Building a Winning Virtual Team: KSAs, Selection, Training, and Evaluation (Richard Blackburn, Stacie Furst, and Benson Rosen). Chapter 6: Pay Systems for Virtual Teams (Edward E. Lawler III). Chapter 7: Meeting the Performance Challenge: Calculating ROI for Virtual Teams (Alec R. Levenson and Susan G. Cohen). Summary: The Raw Materials (Cristina B. Gibson and Susan G. Cohen). Part 3: Constructing the Design: Leadership, Knowledge Management and Information Sharing. Introduction: Constructing the Design: Leadership, Knowledge Management and Information Sharing (Susan G. Cohen and Cristina B. Gibson). Chapter 8: Exploring Emerging Leadership in Virtual Teams (Kristi Lewis Tyran, Craig K. Tyran, and Morgan Shepherd). Chapter 9: Designing the Knowledge-Management Infrastructure for Virtual Teams: Building and Using Social Networks and Social Capital (Martha L. Maznevski and Nicholas A. Athanassiou). Chapter 10: Overcoming Barriers to Information Sharing in Virtual Teams (Catherine Durnell Cramton and Kara L. Orvis). Summary: Constructing the Design (Susan G. Cohen and Cristina B. Gibson). Part 4: Wiring that Connects: Implementing Information Technology. Introduction: Wiring that Connects: Implementing Information Technology (Susan G. Cohen and Cristina B. Gibson). Chapter 11: Context, Task and the Evolution of Technology Use in Global Virtual Teams (Kenneth Riopelle, Julia Gluesing, Tara Alcordo, Marietta Baba, David Britt, Willie McKether, Leslie Monplaisir, Hilary Ratner, and Kimberly Harris Wagner). Chapter 12: Technology Alignment and Adaptation for Virtual Teams Involved in Unstructured Knowledge Work (Nelson King and Ann Majchrzak). Chapter 13: Team or Community of Practice?Aligning Tasks, Structures and Technologies (Arjan Raven). Summary: Wiring that Connects (Susan G. Cohen and Cristina B. Gibson). Part 5: It's All About Action: Processes and Development. Introduction: It's All About Action: Processes and Development (Cristina B. Gibson and Susan G. Cohen). Chapter 14: Influence and Political Processes in Virtual Teams (Efrat Elron and Eran Vigoda). Chapter 15: Conflict and Virtual Teams (Terri L. Griffith, Elizabeth A. Mannix, and Margaret A. Neale). Chapter 16: The Development of Global Virtual Teams (Julia Gluesing, Tara Alcordo, Marietta Baba, David Britt, Kimberly Harris Wagner, Willie McKether, Leslie Monplaisir, Hilary Ratner, and Kenneth Riopelle). Chapter 17: Closing the Time Gap in Virtual Teams (Janice A. Klein & Astrid Kleinhanns). Summary: It's All About Action (Cristina B. Gibson and Susan G. Cohen). Chapter 18: The Last Word: Conclusions and Implications (Cristina B. Gibson and Susan G. Cohen).
Synopsis
Virtual Teams That Work offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive. Each chapter in this important book focuses on best practices and includes case studies and illustrative examples from a wide variety of companies, including British Petroleum, Lucent Technologies, Ramtech, SoftCo, and Whirlpool Corporation. These real-life examples demonstrate how the principles identified in the book play out within virtual teams. Virtual Teams That Work shows how organizations can put in place the structure to help team members who speak different languages and have different cultural values develop effective ways of communicating when there is little opportunity for the members to meet face-to-face. The authors also reveal how organizations can implement performance management and reward systems that will motivate team members to cooperate across multiple boundaries. And they offer the information to determine which technologies best fit a variety of virtual-team tasks and the level of information technology support needed., Virtual teams are more complex than traditional work teams. Their members may often report to different managers from different functions, disciplines, or organizations, who use different criteria for performance evaluation.
LC Classification Number
HD66

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JSTARS

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