دانلود رایگان مقاله انگلیسی تیم های مجازی نوآورانه بر تقاضا: پارادایم مبتنی بر HBDI - الزویر 2018

Abstract

Teams are the building block of organizations. The objective of this paper is to virtually construct three types of teams: innovative, knowledge, and quality based on Herrmann Brain Dominance Instrument (HBDI) profile scores. These scores measure how people process information and provide measurement of the strength of the four quadrants of the brain each having different characteristics. These types of teams require different composition of team members using their profile scores in order to achieve their respective aims. Innovative teams deal with the whole organizations as a one unit and may question all underlying assumption; knowledge teams span multiple functions; quality teams addressed issues in a silo function. A prototype is developed to construct teams from an actual data base of employee profiles in a developing nation. A user may request one of the three types of teams, state duration in time, and displays the selected members with their respective profile scores of the four quadrants. The teams formed maybe used in software development teams as well as business plan teams. These team constructs should foster and nurture innovative idea generation and maintain the competitive advantage of global organizations.

5. Conclusions

Virtual teams are becoming an integral construct for managing global dynamic organizations. While prior research concentrated on the effect of cultural differences among team members on team performance, this paper concentrates on thinking and information processing traits of team members. The paper used one commonly known measurement termed HBDI. Not all teams are created equal and not all perform the same tasks. Therefore, the paper identified three types of teams each having a particular domain for its operation: innovative, knowledge, and quality. This distinction allows organization to capitalize on its intellectual capital based on thinking styles. At the lower organization level, teams must have capitalized on employee whose goal and task oriented in quality teams (Q A & B). However, as we move higher the organization, organizations must stress the use of employee who are visionary and capable of delivering the massage to other members of the team and play the facilitator role (Q D and C). Overall the objective is to create balanced teams in all four quadrants as it relates to team type. The paper proposes team leader rotation to assist in team management and operations. In fact, such rotation may take care of some of the problems created by cultural diversity as well. Our future research will expand the prototype to team evaluation, and the creation of appropriate knowledge management system, as well implement the complete system eventually.