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Virtual collaboration for a distributed enterprise / Amado Cordova, Kirsten M. Keller, Lance Menthe, Carl Rhodes.

Contributor(s): Cordova, Amado [author.] | Keller, Kirsten M [author.] | Menthe, Lance [author.] | Rhodes, Carl, 1970- [author.] | Project Air Force (U.S.). Force Modernization and Employment Program | Rand Corporation | United States. Air Force.
Material type: TextTextSeries: JSTOR eBooks.Publisher: Santa Monica, CA : RAND, 2013Description: 1 online resource (xi, 29 pages) ; 28 cm.Content type: text Media type: computer Carrier type: online resourceISBN: 9780833083340 (electronic bk.); 0833083341 (electronic bk.).Subject(s): United States. Air Force -- Communication systems | Virtual work teams -- United States | Military intelligence -- United States | Teleconferencing -- United StatesDDC classification: 355.6/8 Online resources: Click here to view this ebook.
Contents:
The Need for Effective Virtual Collaboration -- The Impact of Different Types of Virtual Collaboration on Team Dynamics and Team Effectiveness -- Computer-Mediated Communication -- Audioconferencing -- Videoconferencing -- Evaluating the Performance of Virtual Collaboration Tools -- Conclusions and Recommendations.
Summary: The geographic diversity of many military enterprises, along with that of their partners and customers, has made virtual collaboration indispensable for conducting daily operations. Virtual collaboration tools can enable intrasite and intersite collaborative analyses, allow for sites to provide more effective surge capacity, and allow the regional expertise developed at each site to be applied wherever necessary across the enterprise. But communication between non-colocated (virtual) teams poses important challenges, including potential difficulty building cohesiveness and trust among team members and difficulty establishing a common understanding of information or situations. This report addresses these challenges through an assessment of three modes of virtual collaboration, computer-mediated communication, audioconferencing, and videoconferencing, and recommends several ways for intelligence enterprises to tackle them using virtual collaboration tools. These recommendations include: (1) determine which virtual collaboration tools and features are most beneficial using experimental research involving simulated tasks and constraints that closely mirror the military enterprise's operational environment; (2) standardize the lexicon and communications practices associated with virtual collaboration-chat, in particular-and train personnel in these practices; and (3) explore the use of videoconferencing in real-time communications between personnel, their partners, and their customers at different sites. In particular, we recommend that Air Force intelligence enterprises consider the use of personal or webcam-based videoconferencing between intelligence personnel located at different sites, as well as between these personnel and remotely piloted aircraft flight crews.
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Item type Current location Call number URL Status Date due Barcode
Electronic Book UT Tyler Online
Online
UA943 .V57 2013 (Browse shelf) https://ezproxy.uttyler.edu/login?url=http://www.jstor.org/stable/10.7249/j.ctt5hhw1p Available ocn852849555

"RAND Project Air Force."

Includes bibliographical references (pages 25-29).

The Need for Effective Virtual Collaboration -- The Impact of Different Types of Virtual Collaboration on Team Dynamics and Team Effectiveness -- Computer-Mediated Communication -- Audioconferencing -- Videoconferencing -- Evaluating the Performance of Virtual Collaboration Tools -- Conclusions and Recommendations.

The geographic diversity of many military enterprises, along with that of their partners and customers, has made virtual collaboration indispensable for conducting daily operations. Virtual collaboration tools can enable intrasite and intersite collaborative analyses, allow for sites to provide more effective surge capacity, and allow the regional expertise developed at each site to be applied wherever necessary across the enterprise. But communication between non-colocated (virtual) teams poses important challenges, including potential difficulty building cohesiveness and trust among team members and difficulty establishing a common understanding of information or situations. This report addresses these challenges through an assessment of three modes of virtual collaboration, computer-mediated communication, audioconferencing, and videoconferencing, and recommends several ways for intelligence enterprises to tackle them using virtual collaboration tools. These recommendations include: (1) determine which virtual collaboration tools and features are most beneficial using experimental research involving simulated tasks and constraints that closely mirror the military enterprise's operational environment; (2) standardize the lexicon and communications practices associated with virtual collaboration-chat, in particular-and train personnel in these practices; and (3) explore the use of videoconferencing in real-time communications between personnel, their partners, and their customers at different sites. In particular, we recommend that Air Force intelligence enterprises consider the use of personal or webcam-based videoconferencing between intelligence personnel located at different sites, as well as between these personnel and remotely piloted aircraft flight crews.

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