Investigating the Impacts of Virtual Team Collaboration in Organisational Performance: A Case Study on Effective Virtual Team Collaboration at Johnson and Johnson

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TABLE OF CONTENTS

CHAPTER 1: INTRODUCTION3

Background3

Introduction3

Virtual teams4

Interaction mode6

Context7

Leveraging Diversity7

Leadership Development and building trust7

Development of Effective Communication7

Virtual Teams with Technology support8

Problem statement8

Theoretical framework8

Expected Impact and Contribution9

Research Questions10

Aims and Objectives11

CHAPTER 2: LITERATURE REVIEW12

Introduction12

Teams and groups13

Evolution of virtual teams14

Traditional and virtual team16

Performance17

Environment19

Trust in virtual teams21

Cooperation and integration of skills in team22

REFERENCES24

CHAPTER 1: INTRODUCTION

Background

The aim of competing more effectively, through efficient use of resources, both human as Information Technology, better information flow and minimum response time is a activator for collaboration. Therefore it is important to study the global and virtual teams identify the characteristics necessary to achieve high performance in collaborative work as working groups are forming organizations of today and tomorrow. The international virtual teamwork is one of the essential components in organizations today (Adams 2001, 597-600). One set of studies was conducted to see how a group of students learn to work in global virtual teams scattered. The revolution brought about market globalization, development and growth Information Technology and Communications, is affecting organizations, both in size and structure. Large organizations tend to be hierarchical and more horizontal and more flexible. They are also facing the paradigm of offering products or service with genuine value aggregate (Arnison & Miller 2002, 166-173).

Introduction

Modern conditions of business environment like exploring new technologies and the financial systems based on information as well as knowledge sharing, eventually this period had end up making virtual team as an essential component of several organisations. One of the main features of virtual teaming is its cultural differences. Here believes that virtual teaming is modern and normal which is globally used at workplace. Johnson & Johnson has been consistently named one of the 100 Best Companies for working mothers by Working mother. Johnson and Johnson developed and created its own modern world of working. Johnson & Johnson has more than 250 companies located in 57 countries around the world. Our Family of Companies is organized into several business segments comprised of franchises and therapeutic categories.

There are more than 70% of acquisition in Johnson and Johnson, 80% managers are having remote employees working for 365 days in Johnson and Johnson.

The main agenda of its company's perspectives are to achieve global business leadership and doing smart work for the organisation, through which Johnson and Johnson was able to attain success and good reviews. Johnson and Johnson also believes that smart organisations are the out-performing competitors, by which company can bring easy access to data, also rapidly change business conditions, solve problems and share information. Johnson and Johnson has its own ways and delegations, for the efficiency of the organisation it is widely using executive education method ,case studies, by challenging and sharing different approaches which demands team members to make business decisions and take actions by defending, analyzing and arguing their recommendations besides a large amount to reach necessary solutions.

Virtual teaming in Johnson and Johnson is enabling its employees to work ...