Challenges for virtual teams in voluntary organizations

This research concerns virtual teams in the field of volunteer work. The developments in the area of information and communication technology have decreased their costs and made them easily accessible. As a result, it seems natural that also the voluntary organizations have adopted online tools and virtual teams as a part of their work modes. However, virtual teams have not received much research in this context, and one of the goals of this study was to begin closing that gap. The research had two main focus areas: the challenges that the volunteers face in the teams, and the leadership that the teams have. The study used a qualitative approach and semi-structured interviews. The interviews were conducted over Skype and email and included members from six different teams. The case organization was a European-wide student organization that widely utilized virtual teams in its work. The study identified three critical issues for managing the virtual teams. The first challenge was creating common ground for teamwork through electronic communication. Secondly, volunteering created challenges for the teams through variations in the level of commitment of the members, as some left the organization during the term of the team. Lastly, knowledge transfer was a challenge that came from changing the team members regularly each year. As for the second key topic, leadership in the teams was spread among the team members unevenly. The teams had a formal leader, but they exhibited signs of shared leadership, and the team members were able to influence the team through their own level of involvement. Especially the experience that a member had contributed the amount of influence she held. All in all, the challenges that the volunteers faced were similar to those of normal virtual teams. Volunteering brought additional challenges through the varying levels of commitment and the changing of the team members. Additionally, the role of the team leader was not as firm. The results of the study can be applied to other volunteer organizations that utilize virtual teams.

Challenges for virtual teams in voluntary organizations

This research concerns virtual teams in the field of volunteer work. The developments in the area of information and communication technology have decreased their costs and made them easily accessible. As a result, it seems natural that also the voluntary organizations have adopted online tools and virtual teams as a part of their work modes. However, virtual teams have not received much research in this context, and one of the goals of this study was to begin closing that gap. The research had two main focus areas: the challenges that the volunteers face in the teams, and the leadership that the teams have. The study used a qualitative approach and semi-structured interviews. The interviews were conducted over Skype and email and included members from six different teams. The case organization was a European-wide student organization that widely utilized virtual teams in its work. The study identified three critical issues for managing the virtual teams. The first challenge was creating common ground for teamwork through electronic communication. Secondly, volunteering created challenges for the teams through variations in the level of commitment of the members, as some left the organization during the term of the team. Lastly, knowledge transfer was a challenge that came from changing the team members regularly each year. As for the second key topic, leadership in the teams was spread among the team members unevenly. The teams had a formal leader, but they exhibited signs of shared leadership, and the team members were able to influence the team through their own level of involvement. Especially the experience that a member had contributed the amount of influence she held. All in all, the challenges that the volunteers faced were similar to those of normal virtual teams. Volunteering brought additional challenges through the varying levels of commitment and the changing of the team members. Additionally, the role of the team leader was not as firm. The results of the study can be applied to other volunteer organizations that utilize virtual teams.

Computational Market Dynamics of Virtual Economies

The last two decades have provided a vast opportunity to live and explore the compulsive imaginary world or virtual world through massively multiplayer online role-playing games (MMORPGs). MMORPG gives a wide range of opportunities to its users to participate with multi-players on the same platform, to communicate and to do real time actions. There is a virtual economy in these games which is largely player-driven. In-game currency provides its users to build up their Avatars, to buy or sell the necessary goods to play, survive in the games and so on. As a part of virtual economies generated through EVE Online, this thesis mainly focuses on how the prices of the minerals in EVE Online behave by applying the Jabłonska- Capasso-Morale (JCM) mathematical simulation model. It is to verify up to what degree the model can reproduce the virtual economy behavior. The model is applied to buy and sell prices of two minerals namely, isogen and morphite. The simulation results demonstrate that JCM model ts reasonably well to the mineral prices, which lets us conclude that virtual economies behave similarly to the real ones.

Exploring knowledge worker motivation in autonomous and interdependent problem solving tasks on virtual platforms

The objective of this study is to understand why virtual knowledge workers conduct autonomous tasks and interdependent problem solving tasks on virtual platforms. The study is qualitative case study including three case organizations that tap the knowledge of expert networks, and utilize virtual platforms in the work processes. Research data includes 15 interviews, that is, five experts from each case company. According to the findings there are some specific characteristics in motivation to work on tasks on online platforms. Autonomy, self-improvement, meaningful tasks, knowledge sharing, time management, variety of contacts, and variety of tasks, and projects motivate virtual knowledge workers. Factors that may enhance individuals’ engagement to work on tasks are trust, security of continuous task flow and income, feedback, meaningful tasks and tasks that contribute to self-improvement, flexibility and effectiveness in time management, and virtual tools that support social interaction. The results also indicate that there are some differences in individuals’ motivation based on the tasks’ nature. That is, knowledge sharing and variety of contacts motivated experts who worked on interdependent problem solving tasks. Then again, autonomy and variety of tasks motivated experts who worked on autonomous tasks.

Co-creating Value For Smart Phone Operating Systems Via Virtual Discussion Forums

In the traditional way, value is created by manufacturer or producer of a product without engaging the customers. So, traditionally value creation is a monopoly in the part of a manufacturer. After gathering all the raw materials the manufacturers are inserting value to a product. And the inserted value is recognized in the time of consuming the product. In the modern time though there is traditional way of value creation but with the increase of more educated, smart, and technically sound customers the idea of value creation has changed. Now, customers are also contributing in value creation as value co-creator even before the product is consumed. This scenario has been encountered in the thesis with the main purpose of how value is cocreated in smart phone operating systems. The purpose is further divided into the following supobjectives: o What is value co-creation in smart phone operating systems? o Who participates in value co-creation in smart phone operating systems? o What are the procedures that are involved in value co-creation in smart phone operating systems? The research was conducted as a qualitative desk study by observing two of the leading smart phone operating system providers. Data has been collected from the official discussion forum of both the operating system providers. Other general concepts relating to the purpose of the study has been encountered through literature review. The research findings reveal that customers and companies both together co-create value of anticipated level when they communicate and interact with each other. However, most of the time customer to customer interactions, dialogues and discussions that come out in the core conversation help the value co-creation. The value co-creation framework sets up the customer at the main focus of value creation theory. By nullifying the inherited notion that companies only create value within its boundary and provide it to their customers in exchange of currencies. Rationally, it has been commenced that the firms are merely compromising value propositions to its customers. But the value has been co-created in a point where offerings are combined and interacted with customers’ capabilities, knowledge, resources and perceptions. This new perspective has radically altered the prospect of firms towards its customers. Typically customers are now taking part in value cocreation as a crucial member.

Oeuvres complètes de La Rochefoucauld, nouvelle édition, avec des notices sur la vie de La Rochefoucauld et sur ses divers ouvrages, un choix de variantes, des notes, une table analytique des matières et un lexique, par A. Chassang,...

Collection : Chefs-d'oeuvre de la littérature française ; 50-51

Annuaire des châteaux et des départements : 40.000 noms & adresses de l'aristocratie, du high life, de la colonie étrangère, du monde politique, de la magistrature, de l'armée, du clergé, des sciences, lettres et beaux-arts, de tous les propriétaires des châteaux de France, etc. etc., avec notices descriptives, anecdotiques & illustrations

1898 (A12)-1899.

Annuaire des châteaux et des départements : 40.000 noms & adresses de l'aristocratie, du high life, de la colonie étrangère, du monde politique, de la magistrature, de l'armée, du clergé, des sciences, lettres et beaux-arts, de tous les propriétaires des châteaux de France, etc. etc., avec notices descriptives, anecdotiques & illustrations

1900 (A14)-1901.