Modeling Work Processes and Examining Failure in Virtual Design Organizations

Modeling Work Processes and Examining Failure in Virtual Design Organizations

Steven P. MacGregor (IESE Business School, Spain)
DOI: 10.4018/978-1-59904-955-7.ch026
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Abstract

Based on two case studies originally conducted to develop process support for virtual (distributed) design, this chapter models the virtual process observed in two industrial sectors characterized by original design and adaptive/variant design activity, thereby requiring different types of creativity. These models are used to generate a list of virtual problems or ‘failures’ which are subsequently examined using the engineering based techniques 5W2H and failure modes and effects analysis (FMEA) to develop insight into virtual team problems and possible solutions. The suitability of the design field is shown for the study of creativity in virtual teams and the link between design, creativity and business performance discussed. In many cases, if support is provided to solve virtual team problems not directly associated with creativity then team members may free up time and energy to focus on the increased ‘cognitive capacity’ required for higher creativity.

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