TAILIEUCHUNG - TRENDS AND DETERMINANTS OF MANAGING VIRTUAL R&D TEAMS

When starting a global project in a new country, or when new project team members have a cultural origin that you never experienced before, the cultural dimensions can be a first source of reference to understand their general mindset, and the cultural patterns likely to be found in their culture. A second step is to read different sources of information on the country, not only to show the team members that you care for their culture, but to really understand how they live, think, and what the main sources of cultural and economic richness are. The third step. | Trends and determinants of managing virtual R D teams Oliver Gassmann1 and Maximilian von Zedtwitz2 University of St. Gallen Institute of Technology Management CH-9000 St. Gallen Switzerland 2IMD International Chemin de Bellerive 23 . Box 915 CH-1001 Lausanne Switzerland zedtwitz@ The past years have seen a decentralization of R D to local markets and centres-of-excellence. Supported by modern information and communication technologies virtual project teams were formed to facilitate transnational innovation processes. With their boundaries expanding and shrinking flexibly with changing project necessities virtual teams are believed to be an important element in future R D organization. Based on 204 interviews with R D directors and project managers in 37 technology-intensive multinational companies we identify four distinct forms of virtual team organizations used to execute R D projects across multiple locations. Ordered by increasing degree of central project coordination these four team concepts are based on 1 decentralized self-organization 2 a system integrator as a coordinator 3 a core team as a system architect and 4 a centralized venture team. Our contingency approach for organizing a transnational R D project is based on four principal determinants 1 the type of innovation radical incremental 2 the systemic nature of the project systemic autonomous 3 the mode of knowledge involved tacit explicit and 4 the degree of resource bundling complementary redundant . According to our analysis the success of virtual teams depends on the appropriate consideration of these determinants. 1. Project management within virtual R D teams A. Trends in international R D The nineties have seen the largest expansion of international R D ever. Consequent power decentralization to divisions and the desire to be more market oriented have led to a jungle growth of dispersed R D activities. Additionally corporate R D established dedicated research

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