International Journal of Internet and Enterprise Management http://www.inderscience.com/browse/index.php?journalID=39&year=2011&vol=7&issue=4 Inderscience Publishers Ltd en-uk International Journal of Internet and Enterprise Management 1476-1300 1741-5330 © 2011 Inderscience Publishers Ltd editor@inderscience.com https://www.inderscience.com/images/files/coverImgs/ijiem_scoverijiem.gif http://www.inderscience.com/browse/index.php?journalID=39&year=2011&vol=7&issue=4 http://www.inderscience.com/link.php?id=45111 For distributed teams to succeed, individuals must interact successfully within team social networks. To understand individual performance in distributed teams, we consider a multi-dimensional view of individual virtuality and its relationship with centrality in the team's face-to-face network and ICT network. We leverage social network theory and hierarchically analyse data from 254 individuals in 18 teams. We find that members with higher dispersion are less central in the face-to-face network while those with higher ICT use are more central in the ICT network. Centrality in the ICT network, but not centrality in the face-to-face network, is positively related to performance. The results provide insights for academics and practitioners on how to improve individual performance in distributed teams. The effect of virtuality on individual network centrality and performance in on-going, distributed teams
Priscilla A. Arling; Mani Subramani
International Journal of Internet and Enterprise Management, Vol. 7, No. 4 (2011) pp. 325 - 348
For distributed teams to succeed, individuals must interact successfully within team social networks. To understand individual performance in distributed teams, we consider a multi-dimensional view of individual virtuality and its relationship with centrality in the team's face-to-face network and ICT network. We leverage social network theory and hierarchically analyse data from 254 individuals in 18 teams. We find that members with higher dispersion are less central in the face-to-face network while those with higher ICT use are more central in the ICT network. Centrality in the ICT network, but not centrality in the face-to-face network, is positively related to performance. The results provide insights for academics and practitioners on how to improve individual performance in distributed teams.

]]> 10.1504/IJIEM.2011.045111 International Journal of Internet and Enterprise Management, Vol. 7, No. 4 (2011) pp. 325 - 348 Priscilla A. Arling; Mani Subramani College of Business, Butler University, 4600 Sunset Avenue, Indianapolis, IN 46208, USA. ' Carlson School of Management, University of Minnesota, 321, 19th Avenue South, Minneapolis, MN 55455, USA network centrality individual networks individual performance on-going teams distributed teams individuals interaction multi-dimensional views individual virtuality face-to-face networks hierarchical analysis higher dispersion performance improvement virtual teams social networking networks social network analysis ICT information technology communications technology enterprise management. 2012-01-26T23:20:50-05:00 7 4 325 348 2012-01-26T23:20:50-05:00 http://www.inderscience.com/link.php?id=45109 Collecting the data from the listed companies in China from 2005 to 2007, this study examined the impacts of the executives' political networks on business operations, and reveals that under the transition economics system, perks reflect the business damage because of the lack of institutional arrangements. This study found that the political networks in the state-owned companies brought a larger scale of on-the-job expenditure compared with the private companies. We also found that promoting the market reform and accelerating the institutional environment construction could inhibit the demand of political networks, and improve the enterprise performance. Perks, political networks and institutional environment
Wei Zhou; Dan Yang; Yude Xu; Huilin Zhu
International Journal of Internet and Enterprise Management, Vol. 7, No. 4 (2011) pp. 349 - 365
Collecting the data from the listed companies in China from 2005 to 2007, this study examined the impacts of the executives' political networks on business operations, and reveals that under the transition economics system, perks reflect the business damage because of the lack of institutional arrangements. This study found that the political networks in the state-owned companies brought a larger scale of on-the-job expenditure compared with the private companies. We also found that promoting the market reform and accelerating the institutional environment construction could inhibit the demand of political networks, and improve the enterprise performance.

]]> 10.1504/IJIEM.2011.045109 International Journal of Internet and Enterprise Management, Vol. 7, No. 4 (2011) pp. 349 - 365 Wei Zhou; Dan Yang; Yude Xu; Huilin Zhu School of Economics and Management, Southwest University of Science and Technology, Mianyang 621010, China. ' School of Business Administration, Southwest University of Finance and Economics, Chengdu 610074, China. ' Research Institute for Fiscal Science, Ministry of Finance, 100142, China. ' Department of Economics, Temple University, 19122, USA political networks perks enterprise performance institution backgrounds institutional environments listed companies China company executives business operations transition economics economic systems business damage institutional arrangements state-owned companies on-the-job expenditure private companies market reforms social networking social network analysis enterprise management. 2012-01-26T23:20:50-05:00 7 4 349 365 2012-01-26T23:20:50-05:00 http://www.inderscience.com/link.php?id=45112 The grounded-theory case study methodology was applied to examine a profitable company in cellular phone New Product Development (NPD). The goal was to participate in focus groups of NPD teams to document how they reverse-engineered competitive designs. The focus group theme analysis was linked to taxonomies applied by similar empirical case studies in the literature. A brain storming technique was used with the case study focus group to capture and contrast the ideation processes with knowledge creation and educational psychology theories. Several models were created to externalise the NPD team design processes. A grounded theory study of cellular phone New Product Development
Kenneth David Strang
International Journal of Internet and Enterprise Management, Vol. 7, No. 4 (2011) pp. 366 - 387
The grounded-theory case study methodology was applied to examine a profitable company in cellular phone New Product Development (NPD). The goal was to participate in focus groups of NPD teams to document how they reverse-engineered competitive designs. The focus group theme analysis was linked to taxonomies applied by similar empirical case studies in the literature. A brain storming technique was used with the case study focus group to capture and contrast the ideation processes with knowledge creation and educational psychology theories. Several models were created to externalise the NPD team design processes.

]]> 10.1504/IJIEM.2011.045112 International Journal of Internet and Enterprise Management, Vol. 7, No. 4 (2011) pp. 366 - 387 Kenneth David Strang APPC IM Research, Long Island, NY 11725, USA; University of Technology, Sydney, NSW 2007, Australia NPD new product development tacit knowledge knowledge sharing learning taxonomies mobile phone design grounded-theory mobile phones cell phones cellular phones focus groups reverse-engineering competitive designs brainstorming case studies ideation processes knowledge creation educational psychology design processes teams process externalisation networks social network analysis ICT information technology communications technology enterprise management. 2012-01-26T23:20:50-05:00 7 4 366 387 2012-01-26T23:20:50-05:00 http://www.inderscience.com/link.php?id=45110 This study explored a unique approach to motivating online students in an introductory IT course. The authors conducted and videotaped surprise interviews with former business graduates and offered the recorded interviews to online business students enrolled in an introductory IT course. The authors then compared the academic performances of the students who watched the surprise interviews and those who did not. The study employed a mixed research methodology and found that students who watched the surprise interviews achieved significantly better performance than students who did not in all aspects of learning outcome assessment. An exploratory investigation of the impact of surprise interviews with former graduates on online students learning in an introductory IT course
Taowen Le; Jin Zhang; Edward Harris
International Journal of Internet and Enterprise Management, Vol. 7, No. 4 (2011) pp. 388 - 400
This study explored a unique approach to motivating online students in an introductory IT course. The authors conducted and videotaped surprise interviews with former business graduates and offered the recorded interviews to online business students enrolled in an introductory IT course. The authors then compared the academic performances of the students who watched the surprise interviews and those who did not. The study employed a mixed research methodology and found that students who watched the surprise interviews achieved significantly better performance than students who did not in all aspects of learning outcome assessment.

]]> 10.1504/IJIEM.2011.045110 International Journal of Internet and Enterprise Management, Vol. 7, No. 4 (2011) pp. 388 - 400 Taowen Le; Jin Zhang; Edward Harris Goddard School of Business and Economics, Weber State University, Layton, UT 84040, USA. ' School of Information Studies, University of Wisconsin Milwaukee Milwaukee, WI 53211, USA. ' Goddard School of Business and Economics, Weber State University, Layton, UT 84040, USA e-learning electronic learning online learning motivational impact surprise interviews former graduates online students introductory courses business graduates recorded interviews business students academic performance learning outcomes learning assessments higher education universities Weber State University Utah USA United States networks ICT information technology communications technology internet world wide web enterprise management. 2012-01-26T23:20:50-05:00 7 4 388 400 2012-01-26T23:20:50-05:00