You are looking at 1 - 10 of 32 items

  • Author or Editor: Silvester Ivanaj x
Clear All Modify Search
This content is available to you

John R. McIntyre, Silvester Ivanaj, Vera Ivanaj and Rabi N. Kar

This content is available to you

Edited by John R. McIntyre, Silvester Ivanaj, Vera Ivanaj and Rabi N. Kar

You do not have access to this content

Edited by John R. McIntyre, Silvester Ivanaj, Vera Ivanaj and Rabi N. Kar

This review addresses some of the pertinent questions arising out of the fast changing dynamics of sustainability development in multinational enterprises focusing their strategies, practices and models on emerging economies. Contributors from India, Europe and the United States offer fresh perspectives on strategic considerations for firms as well as case material.
You do not have access to this content

Edited by John R. McIntyre, Silvester Ivanaj and Vera Ivanaj

Expert contributions examine the contextual factors that affect implementation of more sustainable technology and innovation practices, offering a number of empirical methodologies to describe and explain these multidimensional influences. What emerges is a compelling argument in favor of balanced strategies that merge profitability concerns with ecological consciousness, allowing for controlled sustainable development and stable, long-term economic success. Discussion of companies in both developed and emerging countries makes this book useful on a truly global scale.
This content is available to you

Silvester Ivanaj and Claire Bozon

This content is available to you

Silvester Ivanaj and Claire Bozon

This content is available to you

Silvester Ivanaj and Claire Bozon

We would like to acknowledge the people who have been very helpful in illustrating the book with their written personal, concrete and professional experience in regards to virtual teams for our book’s Part V Case Studies. We warmly thank them for their contribution, time, application and enthusiasm. Pierre Rosius, human resources director at Thomson Reuters, kindly accepted to share his experience of virtual teams. Thomson Reuters has implemented a new strategy and a new operating model in their Sales function. Pierre Rosius analyzes the evolution of that organization and the impact of virtual teaming in an international context from a human resources point of view. He highlights the virtual teaming challenges and the consequences in Thomson Reuter’s process. Kim Poldner experienced an enthusiastic approach for virtual teaming through her online engagement in Eco Fashion World and a small dispersed team. Cultural differences, the di_culties to be ‘all connected’ whilst sharing a common goal at a distance, computer-mediated communication, and the requisite team cohesion levels: are some of the real barriers faced by Kim. She underlines the main considerations faced in a small virtual team, which is very instructive in comparison to larger international company structures. Frederic Reiser realized as a virtual team member, that virtual teaming requires adapted processes especially when virtual teams are implemented together with organizational restructuring. Working process, new structure and adequate behaviours confronted with cultural diversity may foster unexpected results and may endanger the success of a strategy. Therefore, effective preparation for virtual teaming should not be underestimated. Chloé Guerin Gosselin, a student in teaching history and geography, has chosen an e-learning program offered by the University of Quebec at Trois-Rivieères. Based on her experience, Chloé presents the advantages and challenges of virtual classrooms, virtual teamwork and online courses. She emphasizes that e-learning requires adapted behaviours and pedagogy techniques; in order to ensure effective and optimal teaching and learning outcomes.
This content is available to you

Silvester Ivanaj and Claire Bozon

This chapter defines the semantics, and clarifies the terms and notions addressed in the book. Researchers have very often explained the complexity of virtual teams in comparison with conventional teams. They approach virtuality through its level of dispersion that is spatial, organizational, social and/or functional, and, then, focus on the differences in comparison with face-to-face interactions. The variable degree of virtuality is considered too. The result of the research enables a gradual approach to a deeper structured appreciation of the attributes, boundaries and processes of virtual teams, including the involved critical factors.
You do not have access to this content

Silvester Ivanaj and Claire Bozon

Globalization has become a current topic across the world and influenced international and business relationships. Virtual teams have been considered as a tool used as a means to benefit from the economic changes across the world. Conventional ways of working evolve into processes becoming gradually more virtual. Advances in technology support change and this largely contributes to a progression: pushing the industrial environment towards a digital world. As a result, organizational infrastructure, working pace, along with managerial approaches, and behaviours have also changed, which necessitates theinternational human resources management (IHRM) function to adapt its own human resources (HR) approach.