In this paper, we present our more than two years research experiences on virtual R&D teams in small and medium-sized enterprises (SMEs) and draws conclusions, giving special attention to the structure of virtual teams required to support education-industry collaboration. We report the relevant results of an online survey study. The online questionnaire was emailed by using a simple random sampling method to 947 manufacturing SMEs. The findings of this study show that SMEs in Malaysia and Iran are willing to use virtual teams for collaboration and the platform for industry-education collaboration is ready and distance between team members or differences in time zones, are not barriers to industry-education collaborations.
Abstract —In this paper, we present our more than two years research experiences on virtual R&D teams in small and medium-sized enterprises (SMEs) and draws conclusions, giving special attention to the structure of virtual teams required to support education-industry collaboration. We report the relevant results of an online survey study. The online questionnaire was emailed by using a simple random sampling method to 947 manufacturing SMEs. The findings of this study show that SMEs in Malaysia and Iran are willing to use virtual teams for collaboration and the platform for industry-education collaboration is ready and distance between team members or differences in time zones, are not barriers to industry-education collaborations.
Keywords —Collaboration, virtual teams, SMEs, Education
I. Introduction
With the advent of the global economy and high-speed Internet, online collaboration is fast becoming the norm in education and industry [1]. Information technology (IT) creates many new inter-relationships among businesses, expands the scope of industries in which a company must compete to achieve tcompetitive advantage. Information systems and technology allow companies to coordinate their activities in distant geographic locations [2]. IT is providing the infrastructure necessary to support the development of new collaboration forms among industry and education. Virtual research and development (R&D) teams represent one such relational form, one that could revolutionize the workplace and provide organizations with unprecedented levels of flexibility and responsiveness [3-4]. Virtual teams give many advantages to organizations, including increased knowledge sharing [5] and improve organizational performance [6]. Virtual teams have altered the expectations and boundaries of knowledge worker’s interactions. Many R&D organizations and teams currently use a specialized knowledge portal for research collaboration and knowledge management [7]. Hence, the move towards a virtual world is becoming ever more relevant to industry and education as organizations outsource activities across national geographic boundaries [8].
The purpose of this study is to extend the research finding of virtual R&D teams in small and medium-sized enterprises to industry-education collaboration. The further outline of this paper is as first, discuss the different aspects of virtual teams and its relationships with SMEs, and then briefly explore the research methodology. Following, elaborate on the empirical findings and finally, analysis the data and conclude the paper.
II. Aspects of virtual teams
A. Definition of Virtual Team
Gassmann and Zedtwitz [9] defined “virtual team as a group of people and sub-teams which interact through interdependent tasks guided by common purpose and work across links strengthened by information, communication, and transport technologies”. Different authors have identified diverse definition [10]. Reference [11] developed one of the most comprehensive and widely accepted definitions of virtual teams: “virtual team is the small temporary groups of geographically, organizationally and/or time dispersed knowledge workers who coordinate their work, predominantly with electronic information and communication technologies in order to accomplish one or more organization tasks”.
B. Benefits and pitfalls of virtual teams
The availability of a flexible and configurable base infrastructure is one of the main advantages of agile virtual teams [11]. Virtual team may allow people to collaborate with more productivity at a distance [12]. Virtual teams reduce time-to-market [13]. Lead time or time to market has been generally admitted to be one of the most important keys for success in manufacturing companies [14]. A potential advantage of virtual teams is their ability to digitally or electronically unite experts in highly specialized fields working at great distances from each other [15]. Virtual teams are enlightening and managing creativity [16] and useful for projects that require cross-functional or cross boundary skilled inputs [17].
As a drawback, virtual teams are particularly weak at mistrust, communication and power struggles [15]. Cultural and functional diversity in virtual teams leads to differences in the members thought processes [18]. Virtual teams will not totally replace conventional teams. Although virtual teams are and will continue to be an important and necessary type of work arrangement, they are not appropriate for all circumstances [19]. Hence, the complexity of management and coordination to choose the best collaboration tools will increases.
III. SMEs and Virtual teams
SMEs need to focus on core competences for efficiency matters; they need to cooperate with external partners such as an educational institute to compensate for other competences and resources. Reference [20] found that managers of SMEs should invest less in tangible assets, but more in those areas that will directly generate their future competitive advantage (e.g., in R&D to generate knowledge, and in their employees’ creativity to stimulate incremental innovations in already existing technologies). The combination of explosive knowledge growth and inexpensive information transfer creates a fertile soil for unlimited virtually invention [21]. While, it is widely known that many big corporations have already invested in the information technology (IT) as they have come to realize the advantages and the competitive edge they will gain from IT. It is believed that SMEs, without investing heavily in total solution systems, can still benefit from the available information technology [22]. Virtuality has been presented as one solution for SMEs aiming to increase their competitiveness [23]. The SMEs are one of the sectors that have a strong potential to benefit from advances of virtual teams and the adaptation of new collaboration modes [24].
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[8] A. Williams, et al., "Virtual environments: lessons from industry transferred to distance-learning education," in The Queensland University of Technology, Research Week International Conference, Brisbane, Australia, 2005.
[9] O. Gassmann and M. Von Zedtwitz, "Trends and determinants of managing virtual R&D teams," R&D Management, vol. 33, pp. 243-262, 2003.
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[18] L. Poehler and T. Schumacher, "The Virtual Team Challenge: Is It Time for Training?," presented at the PICMET 2007, Portland, Oregon - USA 2007.
[19] J. E. Nemiro, "The Creative Process in Virtual Teams " Creativity Research Journal, vol. 14, pp. 69 - 83, 2002.
[20] O. Gassmann and M. M. Keupp, "The competitive advantage of early and rapidly internationalising SMEs in the biotechnology industry: A knowledge-based view," Journal of World Business, vol. 42, pp. 350-366, 2007.
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[22] A. V. Mohan, et al., "Efficacy of virtual organization concept in enhancing business operations: a case study in Malaysian fashion (footwear) industry," in Portland International Conference on Management of Engineering and Technology (PICMET '99), Portland, OR ,USA, 1999, p. 499 vol.1.
[23] T. Pihkala, et al., "Virtual organization and the SMEs: a review and model development," Entrepreneurship & Regional Development, vol. 11, pp. 335 - 349, 1999.
Frequently Asked Questions
What is the main topic of the research paper?
The paper focuses on virtual Research and Development (R&D) teams within small and medium-sized enterprises (SMEs), particularly in the context of industry-education collaboration.
What research experiences are discussed in the paper?
The paper presents over two years of research experience regarding virtual R&D teams in SMEs and draws conclusions, with a focus on the structure required for education-industry collaboration.
What research method was employed in this study?
The study utilized an online survey method. A questionnaire was emailed to 947 manufacturing SMEs using a simple random sampling method.
What are the key findings of the study regarding SMEs' willingness to adopt virtual teams?
The findings indicate that SMEs in Malaysia and Iran are generally willing to use virtual teams for collaboration, suggesting that the platform for industry-education collaboration is becoming more viable. Distance and time zone differences were not found to be major barriers.
What are the keywords associated with this research?
The keywords are collaboration, virtual teams, SMEs, and Education.
What is the role of Information Technology (IT) in fostering collaboration?
IT creates new inter-relationships among businesses and enables coordination of activities across geographically distant locations. It provides the infrastructure needed to support new collaboration forms between industry and education.
What are the potential benefits of using virtual R&D teams?
Virtual teams offer several advantages, including increased knowledge sharing, improved organizational performance, and the ability to leverage expertise across geographical boundaries.
What is the purpose of this study?
The study aims to extend the research findings of virtual R&D teams in SMEs to industry-education collaboration.
How are virtual teams defined in this paper?
The paper references a comprehensive definition of virtual teams as small, temporary groups of geographically, organizationally, and/or time-dispersed knowledge workers who coordinate their work using electronic information and communication technologies to achieve organizational tasks.
What are some of the benefits of virtual teams mentioned in the paper?
Benefits include a flexible infrastructure, improved productivity at a distance, reduced time-to-market, and the ability to unite experts in specialized fields.
What are some potential drawbacks of virtual teams?
Potential drawbacks include mistrust, communication challenges, power struggles, and difficulties managing cultural and functional diversity.
Why are virtual teams important for SMEs?
SMEs need to focus on core competences and often rely on external partners like educational institutions to compensate for other competences and resources. Virtuality offers a solution for SMEs to increase their competitiveness.
What kind of investments should SMEs make to gain competitive advantage?
SMEs should invest less in tangible assets and more in areas that directly generate future competitive advantage, such as R&D to generate knowledge and employee creativity to stimulate innovations.
- Quote paper
- Nader Ale Ebrahim (Author), Shamsuddin Ahmed (Author), Zahari Taha (Author), 2011, Virtual R&D Teams: A potential growth of education-industry collaboration, Munich, GRIN Verlag, https://www.grin.com/document/193440
