Positioning for success
Subtitle: the innovation of virtual teams
By:  Gregory A. Hajzak
Publisher: Naval Postgraduate School; Available from National Technical Information Service
Published: 1998
Place of publication: Monterey, Calif; Springfield, Va
Language: eng
Number of pages: 107
Description: The competitive, global nature of business and the development of robust telecommunication network      technology has led organizations to design new business processes for organizing work to maintain a competitive      advantage. Specifically, organizations have begun using virtual teams as a solution to optimizing dispersed      resources. Virtual teams are geographically dispersed groups of people linked together by a common purpose      and advanced computer and telecommunication technologies. This organizational design provides optimum      teaming of world-class competencies by linking together employees who might not otherwise be available to      work together. This research studies American Management System's use of virtual teams to identify design      factors and alignments that are crucial for virtual team success. The study reveals four basic components for      virtual team success: 1) selecting the right team members, 2) identifying a clear and common purpose, 3)      building a high-performance technical infrastructure, and 4) sustaining a organizational culture that supports      information sharing. Findings from the AMS case study determine seven lessons learned for the successful      implementation of virtual teams.
Notes: "December 1998."

Thesis advisor(s): James Suchan, Alice Crawford.

Thesis (M.S. in Management) Naval Postgraduate School, December 1998.

Includes bibliographical references (p. 103-104).

Approved for public release; distribution unlimited.

Also available online.

Mode of access: World Wide Web.

System Requirements: Adobe Acrobat reader.

US Navy (USN) author.

dk/dk cc:9116 02/03/99