You are previewing E-Collaboration in Modern Organizations: Initiating and Managing Distributed Projects.
O'Reilly logo
E-Collaboration in Modern Organizations: Initiating and Managing Distributed Projects

Book Description

E-Collaboration in Modern Organizations: Initiating and Managing Distributed Projects combines comprehensive research related to e-collaboration in modern organizations, emphasizing topics relevant to those involved in initiating and managing distributed projects. Providing authoritative content to scholars, researchers, and practitioners, this book specifically describes conceptual and theoretical issues that have implications for distributed project management, implications surrounding the use of e-collaborative environments for distributed projects, and emerging issues and debate related directly and indirectly to e-collaboration support for distributed project management.

Table of Contents

  1. Copyright
  2. Preface
  3. Acknowledgment
  4. Conceptual and Theoretical Issues
    1. The Ape that Used E-Mail: An Evolutionary Perspective on E-Communication Behavior
      1. ABSTRACT
      2. INTRODUCTION
      3. E-COMMUNICATION BEHAVIOR THEORIES
      4. THE EVOLUTION OF OUR BIOLOGICAL APPARATUS FOR COMMUNICATION
      5. KEY THEORETICAL PRINCIPLES
      6. CONCLUSION
      7. ACKNOWLEDGMENT
      8. REFERENCES
    2. Metaphors for E-Collaboration: A Study of Nonprofit Theatre Web Presence
      1. ABSTRACT
      2. INTRODUCTION
      3. METHODOLOGICAL APPROACH
      4. CLASSIFYING THE WEB SITES OF SOUTH JERSEY THEATRES
      5. E-COLLABORATION AND NONPROFIT THEATRES
      6. SUCCESSFUL WEB METAPHORS IN THE THEATRE INDUSTRY
      7. CONCLUSION
      8. NOTE
      9. REFERENCES
    3. User Satisfaction with E-Collaborative Systems
      1. ABSTRACT
      2. INTRODUCTION AND BACKGROUND
      3. ACSI ELEMENTS AND FRAMEWORK
      4. METHOD AND DATA ANALYSIS
      5. RESULTS
      6. DISCUSSION
      7. CONCLUSION
      8. REFERENCES
    4. Organizational Sense of Community and Listserv Use: Examining the Roles of Knowledge and Face-to-Face Interaction
      1. ABSTRACT
      2. INTRODUCTION
      3. METHOD
      4. RESULTS
      5. DISCUSSION
      6. CONCLUSION
      7. REFERENCES
    5. APPENDIX A
      1. PSI CHI/PSSA*
    6. Agile IT Outsourcing
      1. ABSTRACT
      2. INTRODUCTION
      3. OUTSOURCING SOFTWARE DEVELOPMENT ACTIVITIES
      4. THE AGILE OUTSOURCING PROJECT
      5. ACTIVITIES AND WORKFLOWS
      6. CHALLENGES TO AGILE OUTSOURCING PROJECTS
      7. CONCLUSION
      8. REFERENCES
  5. Distributed Project Management
    1. Using Computer-Mediated Groups to Improve University Processes: An Action Research Study in New Zealand
      1. ABSTRACT
      2. INTRODUCTON
      3. THE BPR FRAMEWORK USED
      4. ORGANIZATIONAL IMPLICATIONS
      5. CONCLUSION
      6. ACKNOWLEDGMENT
      7. REFERENCES
    2. Applying Pattern Theory in the Effective Management of Virtual Projects
      1. ABSTRACT
      2. INTRODUCTION
      3. THEORETICAL FOUNDATION
      4. RESEARCH METHOD
      5. ANALYSIS AND RESULTS
      6. DISCUSSION
      7. CONCLUSION
      8. ACKNOWLEDGMENT
      9. REFERENCES
      10. ENDNOTES
    3. The Launch of Web-Based Collaborative Decision Support at NASA
      1. ABSTRACT
      2. INTRODUCTION
      3. HISTORY OF COLLABORATIVE DECISION MAKING AT NASA
      4. THE DESIGN, DEVELOPMENT, AND IMPLEMENTATION OF POSTDOC AT NASA
      5. POSTDOC IS LAUNCHED
      6. THE IMPACT OF POSTDOC IN NASA
      7. VISIONS FOR THE FUTURE OF WEB-BASED DECISION SUPPORT
      8. REFERENCES
      9. ENDNOTES
    4. Minimizing the Challenges of Risk Management in Distributed IT Projects: The Importance of the Alignment of Strategic, Tactical, and Operational Levels
      1. ABSTRACT
      2. INTRODUCTION
      3. THEORETICAL REVIEW
      4. PROCESS INTEGRATION PROPOSAL
      5. CASE STUDY: EVALUATING THE INTEGRATION PROPOSED
      6. CONCLUSION
      7. REFERENCES
    5. APPENDIX 1: QUESTIONNAIRES
      1. Questionnaire 1: Strategic and Tactical Decision Levels
      2. Questionnaire 2: Operational Decision Level
    6. Project Management Issues in IT Offshore Outsourcing
      1. ABSTRACT
      2. INTRODUCTION
      3. OVERVIEW OF OUTSOURCING, IT OUTSOURCING AND IT OFFSHORE OUTSOURCING
      4. PROJECT MANAGEMENT
      5. PROJECT MANAGEMENT ISSUES IN AN OFFSHORE IT OUTSOURCING CONTEXT
      6. LIMITATION, CONTRIBUTIONS, AND IMPLICATIONS FOR FUTURE RESEARCH
      7. CONCLUSION
      8. REFERENCES
  6. Emerging Issues and Debate
    1. Hacker Wars: Cyber Warfare Previews
      1. ABSTRACT
      2. INTRODUCTION
      3. ANALYTICAL FRAMEWORK
      4. CASES OF HACKER WARS
      5. DISCUSSION
      6. CONCLUSION
      7. REFERENCES
    2. Effects of Leadership Style and Anonymity on Arguments and Intentions Related to Acting Unethically
      1. ABSTRACT
      2. EFFECTS OF LEADERSHIP STYLE AND ANONYMITY ON ARGUMENTS AND INTENTIONS RELATED TO ACTING UNETHICALLY
      3. DISCUSSION
      4. CONCLUSION
      5. IMPLICATIONS AND FUTURE RESEARCH
      6. REFERENCES
    3. APPENDIX A
      1. Coding-Scheme Categories for Arguments
    4. The Role of Culture in Knowledge Management: A Case Study of Two Global Firms
      1. ABSTRACT
      2. INTRODUCTION
      3. LITERATURE REVIEW
      4. METHODOLOGY
      5. CASE DESCRIPTIONS AND ANALYSES
      6. DISCUSSION
      7. IMPLICATIONS AND CONCLUSION
      8. REFERENCES
      9. ENDNOTE
    5. The Desire for Cohesion in Virtual Teams: Be Careful What You Wish For
      1. ABSTRACT
      2. INTRODUCTION
      3. RESISTANCE TO CHANGE
      4. THE THEORY OF COMPETING COMMITMENTS
      5. THE PROCESS OF UNCOVERING COMPETING COMMITMENTS
      6. OBSERVATIONS AND ANALYSIS
      7. CONCLUSION AND RECOMMENDATIONS FOR FUTURE RESEARCH
      8. REFERENCES
    6. Distributed Knowledge Management in Organizations
      1. ABSTRACT
      2. INTRODUCTION
      3. DISTRIBUTED KNOWLEDGE MANAGEMENT
      4. FOUR-DIMENSIONAL FRAMEWORK
      5. DISTRIBUTED KNOWLEDGE MANAGEMENT TECHNOLOGIES
      6. CONCLUSION
      7. REFERENCES
  7. Compilation of References
  8. About the Contributors
  9. Index