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1

Wyzwania zarządzania wiedzą w zespołach wirtualnych

100%

Miroński J.

e-mentor

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2014

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issue 5 (57)

50-55

EN

Issues on knowledge management and virtual teams are in the last years among relatively popular topics in management literature. They are discussed more or less independently of each other, although some researchers closely combine the two areas. Due to the growing importance of these phenomena, both in theory and in practice, this approach seems to be deeply justified and even necessary. This article aims to juxtapose the challenges of knowledge management and knowledge workers with those of virtual teams and puts forward solutions facing these challenges. The article summarizes the results of research on virtual teams and the characteristics of the knowledge management process, which allows for the presentation of recommendations regarding the knowledge sharing in virtual teams.

2

Offshoring trends and foreign direct investments in the Middle Europe and BRIC area

88%

Chłopek P. S.

Nauki o Zarządzaniu

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2013

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issue 1(14)

11-23

EN

The changes we are witnessing have a crucial role in the nature of the global economy. Continuous globalization processes and the blurring of boundaries between countries allow businesses operate in a never seen before scale. One important effect of the increasing integration of the world economy is a rising importance of possibilities to offshore and outsource value-creating activities. In many industries, firms are able to disaggregate their value chains into smaller parts. This process allows for a less path-dependent approach to the firm’s ideal location profile (through offshoring and relocation) and control strategies (through outsourcing). Undoubtedly, offshoring based on information and communication technology now experiences its heyday. The main aim of this article is to show importance of offshoring and foreign direct investments for developing countries such as Poland, Czech Republic, and more generally speaking the Middle Europe and BRIC area. The article explains the concept of offshoring and its prospects, giving examples of companies like Apple, HP, IBM, Credit Suisse, UBS, Irevna, McKinsey & Co., Siemens, Google and Microsoft. Offshoring advantages and disadvantages were highlighted.

3

Transnational partner meetings in the face of the pandemic – the case of Strategic Partnerships implementing international projects

75%

Gogacz A. K., Kędzia M. M.

Studia Periegetica

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2020

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vol. 31(3)

31-47

EN

During the pandemic of COVID-19 the work on projects that require team working has changed. The face-to-face meetings, with the physical presence of participants, were moved to virtual space, enforcing the change in the way of project partners’ communication. The aim of the paper is to indicate the risks in the area of transnational project collaboration resulting from replacing face-to-face meetings with virtual mobility, from the skills’ development perspective. The authors of the paper explain the mechanisms of transnational projects and present how the change of communication towards purely virtual mode may affect the development of skills needed in effective project collaboration and transcultural communication. The discussion is based on the review of the available literature on the challenges of global project teams, the instrumental case study combined with the analysis of statistical data on organisations’ participation in European Strategic Partnerships within Erasmus+ Programme and authors’ experience gained through participant observation of transnational meetings conducted in the period of 2018-2020. Project partners’ participation in face-to-face meetings fosters their personal development and contributes to effective transnational collaboration. The great variety of cognitive, personal, social and communicational skills that face-to-face meetings elicit, and thus contribute to the quality of transnational project team collaboration in the multicultural environment depend on physical presence and interaction of partners. Replacing real presence of project partners with their virtual attendance reduces chances for these skills to be developed and thus may negatively influence the quality of the project collaboration. Taking into account the value that the real presence of project partners brings to international partnerships as well as the development of project team members, it is worth considering, as soon as the pandemic situation allows it, returning to planning and organizing face-to-face international partnership meetings.

4

How successful virtual teams communicate: The role of emotional intelligence

63%

Birwatkar V. P.

Beyond Philology: An International Journal of Linguistics, Literary Studies and English Language Teaching

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2014

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issue 11

101-136

EN

Today’s organizations have adopted New Information and Communication Technologies (ICT) that enable them to “go virtual” by having individuals from all over the world work together in global virtual teams. Virtual teams are like living systems and, as such, are made up of people with different needs and characteristics. In a virtual team where the task often needs to be completed in a relatively short period of time, members may focus more on the task goals than on social/relational development. In short-term collaborations, personal relationships may never develop, hence the influence of communication environment becomes salient. Teams fail when they experience a lack of communication and group cohesion due to their members’ inability to handle emotions. The members are not able to regulate their emotions and therefore fail in creating effective communication. As a driver of team effectiveness and performance, emotional intelligence has received increasing attention in recent years. When interacting with each other, the members are not able to regulate their emotions leading to low level of group emotional intelligence. This paper illustrates the importance of emotional intelligence in creating group synergy and the ways in which members in virtual teams foster open communication and stay receptive to bad and good news by seeking mutual understanding and sharing information fully.

FR

Les organisation d’aujourd’hui ont adopté les nouvelles technologies de l’information de la communication (NTIC) qui permettent à l’organisation de « devenir virtuelle », en faisant des individus du monde entier travailler ensemble dans des équipes virtuelles mondiales. Les équipes virtuelles sont comme les systèmes vivants et elles sont composées des personnes avec des besoins et des caractéristiques différents. Dans une équipe virtuelle, quand la tâche doit souvent être accomplie en un espace de temps relativement court, les membres du groupe peuvent se concentrer plus sur les objectifs de la tâche que sur le développement social/relationnel. Parfois, dans les collaborations à court terme, les relations personnelles ne se développent pas du tout, l’influence de l’environnement communicationnel devient donc essentielle. Les équipes échouent quand il n’y a pas de communication et de cohésion au sein du groupe, à cause de l’incapacité des participants de gérer les émotions. Les membres du groupe ne sont pas capables de manier leurs émotions et c’est pourquoi ils n’arrivent à créer une communication efficace. L’intelligence émotionnelle reçoit une attention croissante ces dernières années et elle est perçue comme le moteur de l’efficacité et de la performance de l’équipe. Les participants ne sont pas capables de gérer leurs émotions dans les interactions avec les autres, ce qui mène au bas niveau de l’intelligence émotionnelle du groupe. Le présent article vise à illustrer l’importance de l’intelligence émotionnelle dans la création de la synergie du groupe. Il montre aussi comment les membres des équipes virtuelles favorisent la communication ouverte, comment ils restent réceptifs aux mauvaises nouvelles, ainsi qu’aux bonnes, en cherchant la compréhension mutuelle, et comment ils partagent toutes les informations avec bienveillance.

5

Zarządzanie wiedzą w zespołach zdalnych - studium przypadku COVID-19

51%

Pietrzyk S.

Praca i Zabezpieczenie Społeczne

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2021

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issue 3

32-40

EN

The knowledge management is crucial for existing of modern organizations. Virtual teams were not very popular so far. Generally only IT sector was deeply involved in this method of work. New conditions of work during the lockdown change situation rapidly. Almost all organizations were forced to became virtual. One of the most important challenge in that situation was knowledge management, because of strong demand for new competencies. The are many obstacles to overcome that situation such as for example, organization culture, and luck of digital competencies. We must adopt new methods of training people and knowledge mangamanet to be more competitive in new distant reality and successfully conduct personnel policy.

PL

Zarządzanie wiedzą jest kluczowe dla działania nowoczesnych organizacji - przedsiębiorstw i firm. Zespoły zdalne dotychczas były rzadkością. Jedynie sektor IT korzystał z tej metody działania. Nowe warunki pracy podczas wymuszonej izolacji gwałtownie zmieniły tę sytuację. Prawie wszystkie organizacje musiały się zwirtualizować. Jednym z największych wyzwań okazało się zarządzanie wiedzą, ponieważ powstał ogromny popyt na nowe kompetencje. Jest wiele przeszkód do pokonania, jak np. kultura organizacji czy brak kompetencji cyfrowych. Potrzebujemy przyswoić nowe metody szkolenia pracowników i zarządzania wiedzą, by stać się konkurencyjnymi w najbliższej przyszłości i skutecznie prowadzić politykę personalną.

6

Evolution From Human Virtual Teams to Artificial Virtual Teams Supported by Artificial Intelligence. Results of Literature Analysis and Empirical Research

51%

Flak O., Pyszka A.

Problemy Zarządzania

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2022

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vol. 20

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issue 2/2022 (96)

48-69

PL

Cel: w artykule podjęto problem badawczy dotyczący nowej rzeczywistości organizacyjnej, w jakiej znajdą się hybrydowe zespoły wirtualne, w których członkami będą zarówno ludzie, jak i sztuczne obiekty, a zadania zarządcze lub role przywódcze przejmie sztuczna inteligencja. Celem artykułu jest wstępna odpowiedź na cztery pytania badawcze: (1) jakie są cechy zespołów wirtualnych w dobie inteligentnych technologii; (2) jaka jest rola technologii w zmianie relacji człowiek – maszyna; (3) w jakim stopniu sztuczna inteligencja może zastąpić człowieka w zespole wirtualnym; (4) w jaki sposób członkowie zespołu mogą być zastępowani przez sztuczną inteligencję w zespole wirtualnym. Metodologia: metodą badawczą był przegląd literatury oraz badania empiryczne dotyczące nowej rzeczywistości organizacyjnej z hybrydowymi zespołami wirtualnymi. Dane badawcze zostały zgromadzone w wyniku długookresowej obserwacji zespołu wirtualnego, która została przeprowadzona w czerwcu 2021 roku wśród grupy studentów pracujących 36 godzin z wykorzystaniem narzędzi zarządzania online w TransistorsHead.com i MS Teams. Wyniki: badania wykazały, że zespoły wirtualne wymagają różnych sposobów komunikacji, a konsekwencje pracy w takim zespole zmieniają rodzaje zadań, czas spędzony na wspólnej pracy jako grupa oraz społeczne aspekty współpracy pomiędzy członkami zespołu. Eksperyment wykazał, że proces decyzyjny oparty na sztucznych bytach może spełnić wymagania zespołów wirtualnych, które mogą być traktowane jako członek zespołu (Team As A Software – TAAS). Możliwe jest również naśladowanie menedżera podobnego do człowieka (Manager As A Software – MAAS) lub jego wyższej ewolucyjnej kopii „wyrafinowanej nadludzkiej maszyny”. Ograniczenia/implikacje badawcze: przedstawione wyniki badań są przykładem badań prowadzonych od 2012 roku z wykorzystaniem menedżerskich narzędzi online nad pracą zespołów wirtualnych i możliwością zastąpienia menedżera-człowieka menedżerem-robotem. Odpowiedzi na pytania badawcze można odnosić tylko do badanej grupy studentów i nie można uogólniać dla wszystkich zespołów. W przyszłości prowadzone będą badania w szerszej grupie respondentów. Oryginalność/wartość: oryginalność przedstawionych wyników badań polega na tym, że dane zgromadzone w czasie badań przedstawiają realne czynności podejmowane przez menedżera i członków jego zespołu podczas 36 godzinnej pracy nad zadaniem, a nie są tylko deklaracjami tych czynności przez respondentów.

EN

Purpose: The paper addresses the research problem of the new organizational reality which will include hybrid virtual teams, where both humans and artificial agents will be members and management tasks or leadership roles will be assumed by artificial intelligence. The objectives of the paper are to initially answer 4 research questions: (1) what are the characteristics of virtual teams in the era of intelligent technology, (2) what is the role of technology in changing the human-machine relationship, (3) to what extent can artificial intelligence replace humans in a virtual team, (4) how can team members be replaced by artificial intelligence in a virtual team. Design/methodology/approach: The research method is a literature review and our own empirical research concerning the new organizational reality with hybrid virtual teams consisting of humans as well as artificial agents. The research data was the results of a long-term observation of a virtual team which was conducted in June 2021 in a group of students who worked 36 hours using online management tools in TransistorsHead.com and MS Teams. Findings: The research has shown that virtual teams require different ways of communication and that consequences of working in such a team change the types of tasks, time spent working together as a group and social aspects of cooperation between team members. This experiment has shown that the decision-making process based on artificial entities can fulfill the requirements of virtual teams and that such entities can be considered as teammates or teams (Team As A Software – TAAS). It is also possible also to imitate a human-like manager (Manager As A Software – MAAS) or its higher evolutionary copy, namely a “sophisticated superhuman machine”. Research limitations/implications: The research results presented here are an example of research conducted from 2012 on, by means of online managerial tools, concerning the work of virtual teams and the opportunity to replace a human manager with a robot one. The answers to the research questions can only be applied to the studied group of students and cannot be generalized for all teams. Future research will be conducted with a wider group of respondents. Originality/value: The originality of the presented research results lies in the fact that the data collected during the research represents the real activities undertaken by the manager and his/her team members during the 36-hour work on the task concerned rather than being mere declarations of these activities by the respondents.

7

Telepraca – ujęcie definicyjne, poruszane problemy i zalecenia na przyszłość

51%

Hauk M., Wyższa Szkoła Humanistyczno-Ekonomiczna w Łodzi

Acta Universitatis Lodziensis. Folia Psychologica

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2008

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vol. 12

EN

The aim of this article is to describe the notion of telework and show the most popular aspects of telecommuting. Detailed review of the literature points out that there is no one, widely accepted definition of telework. Thus, for the purpose of this article, telecommuting is defined as “Every sort of money-gained activity, caused by external motivation of the individual and/or induced by the organization, no matter what is the extent of time spent on teleworking. What is very important is the fact that teleworking is connected with fulfilling the obligations in a flexible way, outside the conventional workplace, with the use of available telecommunications or computer-based technology to transport it’s effects”. Further investigation of the literature shows that 3 aspects are being the most popular among telework researchers: 1) demographic and psychological characteristic of telecommuting individuals, 2) causes of teleworking, 3) outcomes of teleworking, such as: increased productivity, organizational loyalty, satisfaction and high morale, decreased level of stress and positive work-life balance. Majority of the surveys have got plenty of methodological limitations, thus the results are not to be generalized on wider population. Moreover, obtained data varies in different studies, so that telework with all it’s aspects needs further investigation. At the end of the article there are proposed new directions for the future research.

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1 Acta Universitatis Lodziensis. Folia Psychologica

1 Beyond Philology: An International Journal of Linguistics, Literary Studies and English Language Teaching

1 Nauki o Zarządzaniu

1 Praca i Zabezpieczenie Społeczne

1 Problemy Zarządzania

1 Studia Periegetica

1 e-mentor

1 2022

1 2021

1 2020

2 2014

1 2013

1 2008

1 Birwatkar V. P.

1 Chłopek P. S.

1 Flak O.

1 Gogacz A. K.

1 Hauk M.

1 Kędzia M. M.

1 Miroński J.

1 Pietrzyk S.

1 Pyszka A.