Essays on Virtual Teams and Project Management Annotated Bibliography

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The paper "Virtual Teams and Project Management" is a great example of an annotated bibliography on management. This article is cognizant of the extensive dynamics which have characterized the modern business environment mostly as a result of increased globalization and competition. In this regard, enhancements in information and communication technology have been central in enabling more drastic changes than those in recent decades which has generated tasks that are increasingly dynamic and complex. It is against the backdrop of these changes that businesses all around the world have evolved into becoming more adaptive and flexible.

This has brought forth the development of virtual teams as organizing work units. Despite the continued contradictions in the definition of the term virtual team, this report will adopt the definition forwarded by Malhotra et. al. (cited by Hunsaker and Hunsaker (2008, p. 87) who perceived virtual teams as groups of co-workers who are both geographically and/or organizationally dispersed whose assemblage is achieved through the utility of a combination of information and telecommunication technologies with the sole purpose of accomplishing an organizational task. Nonetheless, this latter development has been subjected to widespread analysis and research which forms the foundation of this critique report.

Against this backdrop, this report will provide a critical perspective of the facts about virtual teams in project management as evidenced in the work by Hunsaker and Hunsaker (2008). Virtual teams; a management paradox This article has forwarded different merits and demerits of virtual teams as expressed by different scholars and research bodies. One of the advantages expressed in this article is that virtual teams are central in permitting institutions to increasingly have access to most competent and qualified individuals to undertake a particular task.

This is often in disregard of their location. Additionally, virtual teams have been credited for facilitating different organizations to formulate and implement swift responses to elevated competition and are also key in the provision of the much-needed flexibility to the individuals and collectives whose work is based at home or are on the road (Hunsaker & Hunsaker, 2008, p. 87).

References

Ardichvili, A., 2008, ‘Learning and Knowledge Sharing in Virtual Communities of Practice:

Motivators, Barriers, and Enablers’, Advances in Developing Human Resources, Vol. 10, No. 4, pp. 541-554.

Ebrahim, NA., et. al., 2009, ‘Virtual Teams: a Literature Review’, Australian Journal of Basic

and Applied Sciences, Vol. 3, No. 3, pp. 2653-2669.

Hunsaker, PL. & Hunsaker, JS., 2008, ‘Virtual teams: a leader’s guide’, Team Performance

Management, Vol. 14 No. 1/2, pp. 86-101

Kahai, S., 2010, ‘Is video conferencing a good substitute for face-to-face meetings?’, retrieved

5th July, 2013, < http://www.leadingvirtually.com/is-video-conferencing-a-good-substitute-for-face-to-face-meetings/>

Preston-Shoot, M., 1987, Effective Groupwork, Macmillan, Houndsmills.

Tuckman, BW, 1965, Developmental Sequence in Small Groups, Psychological Bulletin, Vol.

63, No. 6, pp. 384-399.

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