Download Free Creativity In Virtual Teams Book in PDF and EPUB Free Download. You can read online Creativity In Virtual Teams and write the review.

Creativity in Virtual Teams offers a well-researched and practical resource that outlines a new model for attaining high levels of creativity in virtual working arrangements to anyone who designs, manages, or participates in virtual teams. Written by Jill E. Nemiro—an expert in building organizations and virtual teams—Creativity in Virtual Teams provides a valuable tool that takes you beyond mere theory. Within these pages, the author leads you through a series of diagnostic tools, questions for reflection, checklists, and exercises that will help you assess and develop the five key components—design, climate, resources, norms and protocols, and continual assessment and learning—that will foster creativity in your virtual teams. In addition, Creativity in Virtual Teams is filled with illustrative lessons learned from nine highly successful and innovative virtual teams.
"This book presents advanced research on the concept of creativity using virtual teams, demonstrating a specific focus and application for virtual teams. It presents tools, processes, and frameworks to advance the overall concept that leveraging ideas from different locations in an organization and within extended networks is based on creativity, which can deliver innovation"--Provided by publisher.
To advance in today's workplace requires virtual team skills. Most individuals assume their face-to-face skills will translate, but competency with virtual communication and teamwork requires an entirely new set of skills. This book guides readers down the path to success. Electronic communication is now embedded in our daily experience, as is work involving off-site collaborators. Virtual communication has become an essential job skill that is critical to individual and group success, yet most people just muddle through it without giving it any thought. Drawing on decades of scientific research in the fields of psychology, organizational behavior, and sociology, this book explains how to master the art and science of communicating virtually. The author first analyzes the subtle but significant changes that result when conversations are moved online, providing examples and tips to avoid common pitfalls, then discusses how team behavior and decision making can best be guided in this realm. Readers will fully understand what makes teams "click"—what inspires trust, how to get a team "off on the right foot," and what steps to take in order to make good collaborative decisions—as well as other key topics for virtual teamwork, such as best practices for working in the cross-cultural environment. The book serves as an ideal guide for anyone who participates in or manages a virtual team but is also suitable as a supplemental textbook in a business school course on organizational behavior or business communication.
The increasing use of collaborative technologies has seen huge growth in the use of dispersed and virtual teams in recent years. Virtual teams are designed to deliver unique flexibility by enabling the rapid formation and disbanding of teams using the best talent available from anywhere in the organisation, or anywhere in the world (Lipnack & Stamps, 1997). Another reported benefit of this new team type is its ability to combine a wide range of cultural, experiential, and industry-based perspective into a 'melting pot' of creativity and innovation. However, because interactions between team members are often electronic and sporadic, and the team members themselves are dispersed, issues can arise over how managerial control can be maintained while retaining creative 'flow'. Group-level research into creativity has suggested that there may be a trade-off between control and creativity (Nemeth & Staw, 1989). However, with a lack of evidence to draw upon, many organisations revert to employing traditional managerial controls in a virtual setting, risking the creative outputs that teams were established to achieve. This thesis describes and rejects the apparent paradox of creativity and control in virtual teaming. Using the survey responses of 194 virtual team workers, the impact of traditional managerial controls on creative behaviours is examined. Surprisingly, training and close supervision were found to be insignificant to creative behaviours of virtual team members. Traditional formal controls, such as policies, procedures, and codes of conduct, were also found to be unrelated to creative behaviours. Individual influence on team processes and outcomes, reward expectancy, rewards for creativity, and leader dominance were all found to be positively related to individual creative behaviours. Findings from this research suggest that managerial control in virtual teams can enhance creative behaviours, rather than stifling them. Geographic dispersion does not appear to influence relationships between control elements and creative behaviours, suggesting that traditional managerial controls may have a place in the virtual environment. Implications of these results for virtual team managers are discussed, and future research directions are outlined.
Creativity is a topic of interest across numerous disciplines and areas of study. Creativity constitutes a challenging aspect of engineering design, and scholars in the field of management claim that the increase in virtual teamwork calls for research as to how virtual configurations alter some of the management practices based on the collocated workplace. By reviewing the different literatures, we posit a knowledge gap regarding creativity in the virtual design context, where varying degrees of virtuality are likely to exert an influence on creativity. In our quest to start bridging this gap, we pursued an exploratory case study with a student-based virtual design team project, known as the European Global Product Realization (EGPR). Thirty-nine interview extracts, covering most participants, along with non-participant observation and document review, gave us insights into the nature of the project, the participants' perceptions of creativity, and their experience of designing in virtual teams. In all, our study unearths and discusses a number of factors - and the extent to which - they are found to influence creativity in virtual design teams. The study has cross-domain relevance from those interested in the management of virtual teams through to those looking at creativity and design.
Creativity often leads to the development of original ideas that are useful or influential, and maintaining creativity is crucial for the continued development of organizations in particular and society in general. Most research and writing has focused on individual creativity. Yet, in recent years there has been an increasing acknowledgment of the importance of the social and contextual factors in creativity. Even with the information explosion and the growing necessity for specialization, the development of innovations still requires group interaction at various stages in the creative process. Most organizations increasingly rely on the work of creative teams where each individual is an expert in a particular area. This volume summarizes the exciting new research developments on the processes involved in group creativity and innovation, and explores the relationship between group processes, group context, and creativity. It draws from a broad range of research perspectives, including those investigating cognition, groups, creativity, information systems, and organizational psychology. These different perspectives have been brought together in one volume in order to focus attention on this developing literature and its implications for theory and application. The chapters in this volume are organized into two sections. The first focuses on how group decision making is affected by factors such as cognitive fixation and flexibility, group diversity, minority dissent, group decision-making, brainstorming, and group support systems. Special attention is devoted to the various processes and conditions that can inhibit or facilitate group creativity. The second section explores how various contextual and environmental factors affect the creative processes of groups. The chapters explore issues of group autonomy, group socialization, mentoring, team innovation, knowledge transfer, and creativity at the level of cultures and societies. The research presented in this section makes it clear that a full understanding of group creativity cannot be accomplished without adequate attention to the group environment. It will be a useful source of information for scholars, practitioners, and students wishing to understand and facilitate group creativity.
The Handbook of High-Performance Virtual Teams is an essential resource for leaders, virtual team members, and work group leaders. The editors provide a proved framework based on five principles for working collaboratively across boundaries of time, space, and culture. Written by experts in the field, the contributors offer practical suggestions and tools for virtual team who need to assess their current level of effectiveness and develop strategies for improvement. This important resource also contains an array of illustrative cases as well as practical tools for designing, implementing, and maintaining effective virtual work.