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Rethinking Virtual Teams for Streamlined Development

Rethinking Virtual Teams for Streamlined Development

Andreas Larsson, Tobias Larsson, Nicklas Bylund, Ola Isaksson
Copyright: © 2008 |Pages: 19
ISBN13: 9781599049557|ISBN10: 1599049554|EISBN13: 9781599049564
DOI: 10.4018/978-1-59904-955-7.ch107
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MLA

Larsson, Andreas, et al. "Rethinking Virtual Teams for Streamlined Development." Virtual Technologies: Concepts, Methodologies, Tools, and Applications, edited by Jerzy Kisielnicki, IGI Global, 2008, pp. 1646-1664. https://doi.org/10.4018/978-1-59904-955-7.ch107

APA

Larsson, A., Larsson, T., Bylund, N., & Isaksson, O. (2008). Rethinking Virtual Teams for Streamlined Development. In J. Kisielnicki (Ed.), Virtual Technologies: Concepts, Methodologies, Tools, and Applications (pp. 1646-1664). IGI Global. https://doi.org/10.4018/978-1-59904-955-7.ch107

Chicago

Larsson, Andreas, et al. "Rethinking Virtual Teams for Streamlined Development." In Virtual Technologies: Concepts, Methodologies, Tools, and Applications, edited by Jerzy Kisielnicki, 1646-1664. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-955-7.ch107

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Abstract

Much of the research on creative teams tends to focus mainly on relatively small teams working in the fuzzy front-end of product development. In this chapter, we bring a complementary perspective from an industry context where creativity is often perceived as risky business—yet a precondition for success. Here, we focus closely on people and teams that might not usually describe their own work to be of a primarily ‘creative’ nature, and that currently work under circumstances where traditional approaches for enhancing creativity might no longer be applicable. Drawing from experiences in automotive and aerospace development, we argue that it is time to radically progress our current understanding of how creativity could be introduced in organizations where factors like legal demands and contractual agreements severely restrict ‘outside-the-box’ thinking, and where well-known creativity enablers such as trust, shared goals, and shared culture are becoming increasingly difficult to accomplish.

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