Are virtual teams an adequate alternative for co‐located (face‐to‐face) teams in case of complex, equivocal relations? Business scientists are predominantly pessimistic. They argue that “rich” media – those that transmit higher levels of nonverbal cues – are necessary in these...

Reports on the author’s experiences as facilitator of an international, academic research team which consisted of members with different cultural backgrounds. Reviews the communication processes and group‐dynamics that occurred within this team, in particular those which seemed to hinder...

States that people management is one of the most crucial variables of corporate success. Provides an analysis of the orientation process, comparing Japan with the West. Investigates Japanese recruitment philosophy in relation to its effective and planned orientation management. Examines and...

Multiple parties are involved in completing a construction project. Such parties possess different skills and each sets out to be self‐sufficient. However, it is accepted that communication between parties is critical to the success of an alliance. A supporting mechanism is developed, which...

Organizational communication must not be directed towards individuals alone, but must be carried out effectively with groups – formal and informal – which exist in the organization. Groups have characteristics in and of themselves; some are composites of the characteristics of the...

In a rapidly changing and unpredictable business environment, a major source of sustainable competitive advantage is likely to be the ability to learn faster than competitors. Reviews the literature on strategic change and competition and explores their relationship to organizational learning....

Offers a glimpse of leading edge work in the management of geographically dispersed teams, looking at the practical aspects of using communication and information technology in business applications.

Recounts a team approach to turning round British Telecommunications plc′s (BT′s) £1 billion turnover business in the highly competitive UK telecommunications apparatus market. Under BT′s license the apparatus business had to have separate accounts and, by 1991/92, losses had reached...

The authors analyze surveys completed by 181 members of 59 project teams from 57 hospitals. Results indicate that members of high‐cooperation teams were more likely to communicate informally; spend time brainstorming, exchanging project‐related information, and receiving performance...

Successful teams and successful managers know that we should expect problems as well as success. They name the real issues and work with them for learning and positive change. However, some attempts at getting teams or individuals “unstuck” when they are having problems make things much...