Management of Distributed Project Teams in Networks

Management of Distributed Project Teams in Networks

Paul C. van Fenema (Netherlands Defense Academy, The Netherlands), Ilan Oshri (Erasmus University, The Netherlands) and Julia Kotlarsky (University of Warwick, UK)
DOI: 10.4018/978-1-60566-986-1.ch086
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Today’s global economy depends on intra- and interorganizational distributed teams consisting of diversely specialized professionals for creating value in networks (DeSanctis & Fulk, 1999; Gerwin & Ferris, 2004), relying on accessible information and communication technologies (ICT) and infrastructures (Sobol & Apte, 1995). Distributed project teams represent a common organizational form for developing, connecting, and deploying diverse sources of expertise (Kotlarsky & Oshri, 2005). Resources in newly developed economies such as China and India are connected with those in developed countries in industries like software development, car manufacturing, electronics, transportation, pharmaceutical research, and business services. Noncommercial examples of distributed projects include education (Cramton, 2001), disaster response, global disease control, and (regional) policy development.

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