• Journal of Internet Computing and Services
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• v.19 no.5
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• pp.123-131
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• 2018

A virtual team consists of various members with a range of professional skills. An IT virtual team can confer such advantages as improving creativity and solving problems in e-business. However, virtual teams are less cohesive than off-line based teams, at least partly because they do not meet face-to-face to solve problems. If the cohesion of the members in a team is weak, overall performance can decrease. Therefore, this study seeks to understand the specific types of leadership needed to increase the cohesiveness of the members in a virtual team. Leadership is the most important factor for the successful operation of a virtual team. Leaders engage members with goals, and motivate them by creating positive relationships. This study describes the idealized influence of transformational leadership in which a leader directly engages members in a goal, and the role of participative goal setting in which members set their own goals. In addition, this research demonstrates the benefits of a positive attitude of a leader towards their team members and the influence of leader-member exchanges. If the cohesion of virtual teams is improved through specific leadership, the team members will be more committed to their teams and work, and the team's performance will improve. Furthermore, the successful operation of virtual teams will provide an opportunity for companies in e-business to gain a competitive advantage in the contemporary environment, where creativity is important.

• Journal of Korean Society of Industrial and Systems Engineering
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• v.32 no.2
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• pp.112-119
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• 2009

Telecare, one of the e-healthcare services with lCT, is a promising technology which aims to monitor the state of patients and then provide the medical services appropriately in remote sites. Virtual telecare team based on the concept of virtual collaborative teams which consist of a patient, a doctor, and a telecare team, operates on a temporary basis in need. Reputation, which means the degree of a patient's belief to a doctor in consideration, is the most important factor to make the virtual telecare team trustable. In this paper, we propose the fuzzy reputation model of a virtual telecare team, which is a reputation-based trust model based on fuzzy set theory. An illustrative example is also given in order to show the applicability of the model to the concept of a virtual telecare team.

• Proceedings of the Korea Contents Association Conference
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• 2014.06a
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• pp.369-370
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• 2014

• KSII Transactions on Internet and Information Systems (TIIS)
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• v.11 no.8
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• pp.4105-4119
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• 2017

Creativity is crucial in an ever-changing e-business environment. The creation of new value is essential for companies to gain the competitive edge and to pioneer new markets in e-business. Hence, many companies in e-business operate virtual teams as they are suitable to generate creativity. Even so, virtual teams possess the inherent weakness of a lack of cohesiveness. Hence, for a virtual team to be creative, team members should help each other and share information. This study emphasizes the importance of information sharing that is supposed to improve creativity and explains how to increase them for virtual teams. To explain these relationships, three dimensions are routinely examined in organizational behavior studies: leaders, teams, and members. As a consequence, and through empirical analysis, authentic leadership, sharing team climate, and psychological empowerment enhances information sharing and creativity through their respective roles, in addition to information sharing directly increasing creativity. To improve creativity and information sharing of virtual team members in e-business, this article has highlighted the importance of the three roles stated prior. Such factors can increase information sharing and creativity, and will help virtual teams and organizations to be more successful in e-business.

• International conference on construction engineering and project management
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• 2024.07a
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• pp.863-870
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• 2024

A project virtual team in general refers to a group of geographically dispersed members who rely on communications technology to accomplish project tasks. This team structure has been increasingly utilized in project environments, especially post COVID, given its potential to accommodate flexible work arrangement, reduce project costs; and leverage knowledge and expertise from people around the world to enhance project performance. Drawing from the shared leadership literature and sixteen semi-structured interviews with practitioners involved in project virtual teams in Indonesia, we investigated how shared leadership is exercised in project virtual teams; and how it affects project performance. The results showed that shared leadership can be exercised through collaborative decision-making, collaborative task allocation/monitoring, and empowerment. In project virtual teams, shared leadership practices can trigger positive affective reactions from team members, leading to improved project delivery efficiency and better knowledge transfer. This study extends prior shared leadership literature, which predominately focuses on teams in permanent organizations, to a temporary project environment. It offers theoretical insights into the mechanism through which shared leadership affects project virtual team performance. Our findings also offer important implications for shared leadership practices in future project virtual teams.

• Annual Conference of KIPS
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• 2002.11a
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• pp.835-838
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• 2002

사회고령화 추세에 따라 노인들이 증가하고 있으며 자연적으로 발생률이 높아지고 있는 치매에 대한 사회적 문제가 대두되고 있다. 본 논문에서는 경증 치매나 치매에 걸릴 확률이 높은 사람들에게 치매 치료의 효과를 주는 VR기반의 의료시스템을 개발하여 치매 치료에 대한 새로운 방법을 제시하려고 한다. 제시하는 치료 요법은 사용자에게 일상생활과 유사하게 VR 환경을 제공하고 일상적인 문제에 대처하여 올바르게 수행하도록 하는 방법을 가진다. 개발되어진 다양한 시나리오의 반복 수행을 통하여 치매의 치료는 수행되게 된다. 본 시스템의 효과를 판단하기 위해 실험군과 대조군 각 15명을 통하여 임상실험을 수행하였으며 그 결과를 보였다.

• Journal of the Korea Society of Computer and Information
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• v.21 no.5
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• pp.99-109
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• 2016

Creative performance has been regarded as the key to the success of an organization in recent years, and is considered essential for the survival of an organization. Organizations must find and develop creative solutions to deal with a variety of business issues. How can organizations become more creative? To develop creativity, organizations must make it easier to connect the knowledge and perspectives of its various members, who may be scattered around the world, by developing a virtual team. Drawing from the transactive memory systems (TMS), which include expertise location, credibility, and coordination, this study investigates how the positive affect of team members influences the development of creative performance during virtual collaboration where face-to-face team activities are limited. The proposed structured model was empirically tested with cross-sectional data from 322 individuals. Results indicated that the positive affect of team members was found to moderate the relationship between TMS and creativity. Through this study, we expect to provide an understanding of the mechanisms involved in developing creativity among team members in a virtual work environment.

• International Journal of Contents
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• v.10 no.3
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• pp.64-72
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• 2014

This study explored the elements that affect team achievements in virtual environments. In this study, consideration was given to the role of group dynamics in facilitating productive interaction. We aspired to reveal the mechanisms of group dynamics and examined how group dynamics affected team achievements in virtual environments. The empirical study was performed with undergraduate students enrolled in an e-learning course. In collaboration with other majors, students executed team projects and managed project issues in forums or chat rooms. The results of the empirical study indicated that leadership, creative friction, and group cohesion (components of group dynamics) had positive relationships with team achievements. The findings confirmed that addressing creative conflict is a method to improve team performance and that leadership is a key factor in project teams.

• Proceedings of the Korea Contents Association Conference
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• 2014.06a
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• pp.361-362
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• 2014

• Asia pacific journal of information systems
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• v.20 no.1
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• pp.101-125
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• 2010

This paper uses the status inconsistency theory to identify factors related to team members' (dis)satisfaction with the composition of virtual IT project teams in order to predict their turnover intentions. Our approach is based on the premise that virtual teams, although increasingly popular among global organizations, create an environment replete with cultural and functional diversity. Yet, a paradox exists: increasing diversity in virtual teams maximizes the creation and use of organizational knowledge while simultaneously increasing dissatisfaction and turnover. This is a critical issue in the formation and management of virtual teams. Therefore, we investigate how team members' perceptions of differences among themselves (i.e. foreignness) impact the stability of team membership, leading to what we describe as a 'liability of foreignness.' Findings indicate that a member's perception of foreignness has a detrimental effect on satisfaction with his or her team members while satisfaction is likely to decrease turnover intention. This may be an implication that managers need to maintain a balance in order to discourage member turnover and the loss of key players.