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The Effects of Electronic Collaboration in Distributed Project Management

Author

Listed:
  • Sajda Qureshi

    (College of Information Science & Technology, University of Nebraska Omaha)

  • Min Liu

    (College of Information Science & Technology, University of Nebraska Omaha)

  • Doug Vogel

    (City University of Hong Kong)

Abstract

Abstact The emergence and widespread use of collaborative technologies for distributed project management has opened up opportunities for off-shore outsourcing and collaborative development. However, most tools and techniques for project management focus on on-site, long term relationships and sourcing strategies at a time when inter-organizational relationships are becoming more dynamic and geographically dispersed. This paper uses grounded theory to analyze data on virtual teams' projects. The analysis uncovers “effects” in the way in which distributed projects are managed. These effects relate to coordination, communication and adaptation to distributed electronic work environments. Following an analysis of these electronic collaboration “effects”, a model for distributed project management is presented.

Suggested Citation

  • Sajda Qureshi & Min Liu & Doug Vogel, 2006. "The Effects of Electronic Collaboration in Distributed Project Management," Group Decision and Negotiation, Springer, vol. 15(1), pages 55-75, January.
    • Handle: RePEc:spr:grdene:v:15:y:2006:i:1:d:10.1007_s10726-005-9006-6
    DOI: 10.1007/s10726-005-9006-6
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    References listed on IDEAS

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    Cited by:

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    3. Kristian Hadjiev, 2020. "Conceptual integrative model for virtual team effectiveness," Economic Thought journal, Bulgarian Academy of Sciences - Economic Research Institute, issue 5, pages 3-26.

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