The effects of electronic collaboration in distributed project management

Sajda Qureshi, Min Liu, Doug Vogel

Research output: Contribution to journalArticle

51 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)55-75
Number of pages21
JournalGroup Decision and Negotiation
Volume15
Issue number1
DOIs
StatePublished - Jan 2006

Keywords

  • Communication
  • Coordination and adaptation
  • Distributed project management
  • Electronic collaboration
  • Grounded theory
  • Virtual teams

ASJC Scopus subject areas

  • Decision Sciences(all)
  • Arts and Humanities (miscellaneous)
  • Social Sciences(all)
  • Strategy and Management
  • Management of Technology and Innovation

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