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Nader Ale Ebrahim's List: Nader Ale Ebrahim

  • Apr 25, 17

    "Increasing Visibility and Enhancing Impact of Research
    21-April-2017

    Publication is the beginning of research impact and visibility, thus dissemination of research publications have to be proactive. Researchers can promote their research work in three stages: (1) manuscript preparation and submission; (2) post-publication promoting; and (3) after receiving mentions/citations (monitoring).

    Read more of the article entitled 'Increasing Visibility and Enhancing Impact of Research'
    Contact: University of Malaya Institution: University of Malaya"

  • Apr 24, 17

    "Recommendation 2

    In redesigning its outreach activities, IFPRI should ensure that: "

  • Apr 17, 17

    "5. Bakhtiyari K, Salehi H, Embi MA, Shakiba M, Zavvari A, Shahbazi-Moghadam M, et al. Ethical and unethical methods of plagiarism prevention in academic writing. Inter Educ Stud. 2014; 7:52-62."

    • 5. Bakhtiyari K, Salehi H, Embi MA, Shakiba M, Zavvari A, Shahbazi-Moghadam M, et al. Ethical and unethical methods of plagiarism prevention in academic writing. Inter Educ Stud. 2014; 7:52-62.
  • Apr 10, 17

    "
    36
    TH
    I
    NTERNATIONAL
    C
    ONFERENCE ON
    O
    RGANIZATIONAL
    S
    CIENCE
    D
    EVELOPMENT
    :
    R
    ESPONSIBLE
    O
    RGANIZATION
    O. Arsenijević, M. Ferjan, I. Podbregar, P. Šprajc, D. Trivan & Y.
    Ziegler
    Why are Virtual Teams Perfect for Marketing?
    G
    ORAN
    V
    UKOVIČ
    ,
    M
    IHA
    M
    ARIČ
    &
    G
    AŠPER
    J
    ORDAN
    69
    Abstract
    In order to keep in step with the fast changing business world,
    organizations
    have to use all possibilities available to get advantage against
    competition. The use of technology is inevitable nowadays and it definitely
    gives the edge to organizations. When we talk about working teams, we
    generally have in mind a traditional face
    -
    to
    -
    face team. The use of
    technology gives organizations a possibility for team creation, of which
    members are dislocated, they do not interact in person between each other
    and they collaborate only by use of technology

    they can create virtual
    teams. By tha
    t, we can get together different professional from all around
    the world who can generate knowledge, skills together with abilities to
    accomplish a given task. Virtual teams are increasing within different
    industries, because with them the organizations can
    get positive effects due
    to lower wages, cut of office space costs, decreased travel expenses,
    improved productivity, timing effectiveness, higher response speed and
    enhancing quality aspects of work. Furthermore, we believe they are
    perfect for marketing
    and we give recommendations for practical
    implications.
    Keywords
    :
    HRM

    marketing

    virtual teams
    C
    ORRESPONDENCE ADDRES
    S
    : Goran Vukovič, Ph.D., Full Professor, University of Mari
    bor, Faculty
    of Organizational Sciences,
    Kidričeva cesta 55a,
    4000 Kranj, Slovenia
    , e
    -
    mail:
    goran.vukovic@fov.uni
    -
    mb.si
    ; Miha Maričm, Ph.D., Assistant Professor, University of Maribor,
    Faculty of Organizational Sciences,
    Kidričeva cesta 55a,
    4000 Kranj, Sl
    ovenia
    , e
    -
    mail:
    miha.maric@fov.uni
    -
    mb.si
    , Gašper Jordan, University of Maribor, Faculty of Organizational
    Sciences,
    Kidričeva cesta 55a,
    4000 Kranj, Slovenia
    , e
    -
    mail: gasper.jordan77@gmail.com.
    DOI
    https://doi.org/
    10.18690/
    978
    -
    961
    -
    286
    -
    020
    -
    2.
    103
    ISBN 97
    8
    -
    961
    -
    286
    -
    020
    -
    2
    © 2017 University of Maribor Press
    Av
    ailable at: http://press.um.si.
    1304
    36
    T
    H
    I
    NTERNATIONAL
    C
    ONFERENCE ON
    O
    RGANIZATIONAL
    S
    CIENCE
    D
    EVELOPMENT
    :
    R
    ESPONSIBLE
    O
    RGANIZATION
    (
    M
    ARCH
    22
    ND
    -
    24
    TH
    ,
    2017,
    P
    ORTOROŽ
    ,
    S
    LOVENIA
    )
    G.
    Vukovič
    , M. Marič &
    G
    .
    Jordan
    :
    Why are Virtu
    al Teams Perfect for Marketing?
    1
    Introduction
    Collaborative work environments and team
    -
    based structures are commonly used across
    different types of organizations (Webber & Webber, 20
    15). Virtual team (VT) functions
    independently of organizational boundaries, geographical locations, and time zones while
    striving effectively to reach the team
    -
    specific goals (Haines, 2014; Snellman, 2014). VTs
    are more widespread than ever, because advan
    ces in technology have made it easier to
    organize and manager dispersed groups of people (DeRosa & Lepsinger, 2010).
    The competitive pressures in the business world and the need of today’s global market
    workforce have made virtual teams a necessity for m
    any organizations, so for that reason
    many companies are using VTs to reach business objectives (DeRosa & Lepsinger, 2010;
    Mukherjee, Lahiri, Mukherjee & Billing, 2012). Information and communication
    technologies (ICT) helped at the VT creation, a new type
    of working team (Duran &
    Popescu, 2014). The ICT can consist of e
    -
    mail, telephony, instant messaging, and, in
    more sophisticated forms, videoconferencing, shared workspaces, and group decision
    support systems (Haines, 2014).
    VTs are used by different org
    anizations for increasing efficiency in vast activities
    domains, such as research and development, knowledge management, learning and
    training, manufacturing, marketing and others (Duran & Popescu, 2014). There are some
    obvious VTs’ advantages: people no l
    onger have to work in the same place, participants
    can be involved in task attendance from any location around the globe, in any moment of
    day or night (Duran & Popescu, 2014). Because VTs break the time and space barriers,
    can also utilizes at maximum the
    members experience from the organization (Duran &
    Popescu, 2014). Taking into consideration such characteristics, VTs have a huge potential
    for improving the organizational efficiency (Duran & Popescu, 2014), because of that,
    VTs are becoming more and mor
    e important and continuing to grow in popularity (Olariu
    & Aldea, 2014).
    Consequently, VTs can more easily respond to the changing requirements of the
    environment by making use of the latest knowledge, and adaptable working
    arrangements, and by taking adv
    antage of increased application of information and
    communication technologies (Snellman, 2014). The new technologically mediated
    working arrangements require new leadership approaches that may explain how
    leadership is best practiced in virtual environment
    and what kind of leaders make VTs
    succeed (Snellman, 2014).
    2
    Virtual teams
    As a result of the ever evolving concept of VTs, there is not even one common definition
    for it (Chen & Messner, 2010; Schweitzer & Duxbury, 2010). Positive facts of
    implementin
    g the VTs are in overcoming geographical and time boundaries (Fuller,
    Marett & Twitchell, 2012); profits due to lower wages (Hunsaker & Hunsaker, 2008); the
    cut of office space costs, and decreased travel expenses (Schweitzer & Duxbury, 2010);
    improved pro
    ductivity (Chen & Messner, 2010); timing effectiveness and higher
    36.
    MEDNARODNA KONFERENC
    A O RAZVOJU O
    RGANIZACIJSKIH ZNANO
    STI
    :
    O
    DGOVORNA
    ORGANIZACIJA
    (22.
    -
    24.
    MAREC
    2017,
    P
    ORTOROŽ
    ,
    S
    LOVENIJA
    )
    G.
    Vukovič
    , M. Marič &
    G
    .
    Jordan
    :
    Why are Virtu
    al Teams Perfect for Marketing?
    1305
    response speed (Gressgård, 2011), and enhancing quality aspects of the work (Gignac,
    2005). In addition, they get structures that are more flexible and agile in the organizational
    processes
    (Algesheimer, Dholakia & Gurău, 2011).
    With the VTs, organizations have an access to a comprehensive pool of dislocated skilled
    personnel with a variety of qualifications (Kirkman, Rosen, Gibson, Tesluk &
    McPherson, 2002) resulting in better creativity an
    d more innovations (Gibson &
    Vermeulen, 2003). Some studies opined that implementing VTs for an organization could
    mean shifting from failure to success (Duarte & Snyder, 2006).
    On the contrary, any negligence in recognizing, addressing and taking approp
    riate
    measures to resolve the inherent challenges of any VT will jeopardize the efforts and
    investments by any organization to adopt them (Ebrahim, Ahmed & Taha, 2009). The
    challenges in implementing the VTs could be regarded as the main disadvantages of
    u
    tilizing them, which might end up with the project manager in having teams with less
    effectiveness and facing much more unknown risks than their conventional counterparts
    (Chen & Messner, 2010; DeRosa & Lepsinger, 2010).
    Organizations that proactively tak
    e steps to support virtual team as well as periodically
    assess their effectiveness will see a much better return on investment. Therefore, they
    have to be focused on the crucial categories for assembling VT, due to their direct impact
    on VT’s effectiveness
    (DeRosa & Lepsinger, 2010):

    team composition;

    communication;

    training and,

    team leadership.
    3
    How to build VTs in marketing
    Team composition
    VTs should have a core group of members whose membership did not fluctuate
    frequently, because it can lead to
    a confusion “who is on the team” together with role
    ambiguity. If changes occur less frequently, the VTs will have a greater stability and more
    time for members to build productive work relationships (DeRosa & Lepsinger, 2010).
    We recommend the same numb
    er of team members for VTs, which is commonly used
    for “normal” teams, and that is between five and nine. VTs can still be bigger if so, but
    then members often create subgroups, which can paralyse VT’s functioning. Therefore,
    it is much easier if we create
    smaller teams, which can collaborate.
    Another matter, which we have to be aware of is, that team members should not be cross
    functional. That means that in marketing VT, we have to combine different specialist
    from marketing (e. g., sale persons, specia
    lists for digital marketing, specialist for
    "

  • Feb 08, 17

    "Akhavan P, Ebrahim NA, Fetrati MA, Pezeshkan A. Major trends in knowledge management research: a bibliometric study. Scientometrics 2016;107:1249–1264.
    "

  • Jan 24, 17

    "ANALYTICAL HIERARCHICAL PROCESS (AHP) AND FUZZY AHP APPLICATIONS-A
    REVIEW PAPER"

  • Jan 24, 17

    "Farza
    d Tahriri, Mohammad Dabbagh ,
    Nader Ale Ebrahim. Supplier Assessment and Selectio
    n Using Fuzzy Analytic
    Hierarchy Process in a Steel Manufacturing Company. Journal of Scient
    ific Research & Reports.2014;3:
    1319
    -
    1338."

  • Jan 21, 17

    "Aghaei Chadegani A, Salehi H, Yunus MM, Farhadi H, Fooladi M, Farhadi M, Ale Ebrahim N. A comparison between two main academic literature collections: Web of Science and Scopus databases. Asian Soc Sci. 2013;9(5):18–26."

    • Aghaei Chadegani A, Salehi H, Yunus MM, Farhadi H, Fooladi M, Farhadi M, Ale Ebrahim N. A comparison between two main academic literature collections: Web of Science and Scopus databases. Asian Soc Sci. 2013;9(5):18–26.
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