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Yayın Virtual team effectiveness using dyadic teams(IEEE, 2007) Karayaz, Gamze; Keating, Charles B.The importance of effectiveness for virtual teamwork continues to gain momentum as technology and globalization of work accelerate. The implementation of virtual teams provides one approach to enhance competitiveness, overcoming the disadvantages of space and time differences through collaborative technologies. The influence of structure to virtual team performance has not been clearly established in the literature. The purpose of this research study was to investigate the effectiveness of a dyad structured approach for virtual teams using a quasi-experimental research design. A virtual dyadic team is considered as two person-structured teams working on a particular task in a virtual collaborative environment. This research investigated four questions related to the influence of structure on virtual team effectiveness related to task performance, communication frequency, and team satisfaction.The results showed significance differences between the two virtual teams. Dyadic teams performed better in arriving at the task solution using less communication to finish the task. Dyadic teams were also more satisfied with their task solution than the self-structured teams. However, results indicated that dyadic teams were not satisfied with operating as a dyadic team in this study. The research also demonstrated that team satisfaction was the most significant predictor of virtual team effectiveness. The paper concludes with implications for technology managers and suggests guidance for improved effectiveness in design and implementation of virtual teams.Yayın Internationalisation of R&D into Emerging Markets: Fiat's R&D in Brazil, Turkey and India(Elsevier Sci Ltd, 2014-02) Athreye, Suma; Tuncay Çelikel, Aslı; Ujjual, VandanaThe idea that competence-creating subsidiaries from emerging nations can contribute to and possibly renew sources of competitive advantage is an appealing one for managerial practice and policy. Many mature MNEs can look to exploit the technological and market capabilities of their more capable subsidiaries in order to tap into new sources of growth. Based on a case study of Fiat and three of its emerging market R&D subsidiaries, we show that successfully developing competence-creating subsidiaries is a difficult task. Not only do parent and subsidiary managements have different ideas of what is involved, but subsidiary technological capability and local resources do not fully explain new technology creation mandates. The success of overall product market strategies and the mode of entry also exercise important effects. Furthermore, in our case study we find that internal embeddedness is more crucial than external embeddedness in distinguishing a successful new technology creation mandate.
