Darbo tikslas yra pateikti ir ištirti e-vyriausybės projektų kūrimo modelį, grindžiamą virtualių komandų kūrimu ir bendradarbiavimu virtualioje erdvėje. Siekiant šio tikslo atliekami uždaviniai: 1.Pateikti ir išanalizuoti e – vyriausybės projektų sampratą bei galimus elektroninės vyriausybės paslaugų kūrimo modelius. 2.Išanalizuoti realių projektų patirtis. 3.Ištirti virtualių komandų kolaboravimo procesus. 4.Pasiūlyti e-vyriausybės projektų kūrimo modelį, kuris padėtų panaudoti informacinių technologijų galimybes, įvairių sričių specialistų bei institucijų kompetencijas ir išteklius, kad būtų sukurtos ir efektyviai tiekiamos e-valdžios paslaugos. 5.Eksperimentiškai patikrinti šio modelio funkcionavimo ypatumus, panaudojant virtualių bendradarbiavimo projektų duomenis. Darbe yra sprendžiama mokslinė problema – koks modelis sudarytų galimybes efektyviai išspręsti elektroninės valdžios projektų kūrimo problemas. Darbo objektas – elektroninės vyriausybės projektai. Darbą sudaro įvadas, trys pagrindinės dalys ir išvados. Šio darbo rezultatai galės būti panaudoti realizuojant virtualaus bendradarbiavimo komandų metodą IT projektams kurti ir realizuoti, kuriant e-vyriausybės paslaugas. Darbą sudaro 67 puslapiai, 18 lentelių ir 28 paveikslėliai. Priede pateikiamas autorės rašytas ir publikuotas straipsnis. / The main purpose of this article is to present and research e – government project creation model, which is based on virtual team creation and communication in virtual space. The tasks of this article is to present e – government project definition and also to analyze projects experience, to research virtual teams collaboration processes, and to check by experiments offered model functional peculiarity, using virtual collaboration project information. The article is written based on analyzing research method – all the literature was analyzed and important information was systematized. Also process modeling method was used for process description and abstract method for final conclusions. It was two real virtual projects analyzed in this article, qualitative and quantitative analyses were made for both projects and structure models were drawn for them either. Functional possibilities of suggested model were summarized. There is offered e - government project creation model based on various competence specialist teams’ virtual collaboration using virtual collaboration tools. It is summarized real projects experience in the article using e – government creation six levels model and also the components of these projects. The article consists of 67 pages, 18 tables and 28 pictures.

This Master thesis is an exploratory study that had the initial aim to research leadership in distributed teams, but, which ended up changing the focus as a result of unexpected findings. Therefore, the study refocused on collaboration in distributed teams with the purpose to explore the work environment of distributed teams from a collaborative perspective, with the aim of trying to develop an in‐depth understanding of the factors that contribute and challenge the cohesion in these teams. Furthermore, our aim was to present our findings in a model, which would describe the collaborative environment in distributed teams. Our research design was a single case study with embedded cases, overall 13 interviews were conducted representing leaders and members of hybrid distributed teams, which gave rich and descriptive data of their collaborative environment. Our empirical findings showed that structure has a significant impact on collaboration. This led to another finding, which states that management skills are more relevant than leadership skills in the virtual context. Furthermore, we could also identify several challenges, which were not explicitly approached in previous literature. Limitations/Implications: Our research is limited to a single case study, therefore future investigations including several cases or companies from different industries would be advised to strengthen the findings. Our research project contributes to the existing literature, by extending the research field of collaboration in distributed teams, while also having implications for companies, which have employees across the world and thus, consider developing or implementing this specific work unit.

The purpose of the study was to explore the current IT-outsourcing situation in China, find out what challenges exist and figure out ways of managing these challenges with the help of ICT.To achieve the purpose of the study a case study was performed in Shanghai, China. The case study was built around several interviews with the representatives of three IT-Outsourcing companies that work globally from Shanghai, China. All of the companies that were involved in the process of conducting the study were big established companies that are experts in their respective field. All of the interviewees were either from a management part of the company or selected by the management to represent their companies in the interviews.The study was performed with a qualitative research approach and was divided into a theoretical section where the current IT-Outsourcing situation was displayed and thereby the theoretical challenges were presented. This presented a need for verification on the theoretical elements and also created information gaps that needed to be filled by conducting an empirical study.The empirical study was then built around the gaps that needed to be filled in order for ICT to become an even more efficient enabler for IT-Outsourcing. Thereby four semi-structured interviews were conducted with three different companies. With the help of the theoretical and empirical studies an analytic approach were applied to then answer the research questions that are directly connected to the purpose of the study, making it possible to identify the challenges that needed to be addressed and mapping the current IT-outsourcing situation in China. These challenges then addressed and displayed in six different tables with an explanatory text attached to each table for further validation and clarification on the table content.Based on the findings, the research could then be validated with a theoretical and empirical analysis that gave grounds for the conclusions that part take in answering the research questions that give ground for the purpose of the study. / Program: Systemvetarutbildningen

No / Collaboration in art, design and media has traditionally taken place in the studio. Recent experiments in collaboration and interaction have sought to identify the factors that promote productive and creative collaboration and those that do not. It is clear that virtual collaboration mediated by computer networks can include many of the elements that characterise face to face collaboration. This also facilitates international collaboration just as easily as national and local ones. At the same time, digital convergence is producing environments and artefacts that blur the traditional distinctions between art and technology, and which give rise to new creative opportunities and new kinds of creative works. These are described in this paper and their significance is explored. These also cause further reflections on the contributions that science can make to art and vice-versa.

Metateams are both largely unexplored in the IS literature and economically important to major corporations and their IT vendors. Metateams are temporary groups composed of two or more geographically and inter-organisationally dispersed teams, commercially linked by project-specific agreements and enabled by electronic means of communication. Each one of these teams fulfils a particular and measurable objective, enshrined in the team's goal hierarchy and contractual obligations. The combination of efforts from every team in a metateam, contributes to achieving a common distant goal of project implementation. Thus, metateams are temporary teams (or groups) of distributed teams working across distance, firms, and cultures. In metateams, each participant team works with other teams on organisationally heterogeneous collaborative projects. Metateams are new and potentially powerful work structures resulting from the convergence of outsourcing, virtual organisations, and demands for global competitiveness. They promise to build IT solutions of high complexity, by integrating expertise from different fields and organisations. With the assistance of communication technologies, metateams can conquer barriers of time and space, enabling collaborative endeavours across a nation or across the globe. In a global business environment that demands innovation, flexibility, and responsiveness, metateams represent a revolution in the way organisations and practitioners do IT projects. However, as this study found, managing metateams presents unique difficulties due to conflicting demands arising from multiple realities. This dissertation presents an empirical research using a grounded theory approach that studies a major IT project performed by a metateam. The conceptual account emerges from an exploratory study of a major IT development and implementation project in the telecommunication industry. The project involved three key organisations and teams based in Australia, the Middle East, and Eastern Europe. The core pattern emerging from this study is one of constant conflict discovery and resolution, a process that progressively, and at a cost, allows the project to evolve from its initial incongruence into either a working solution or into project abandonment. This theory-building study presents a theoretical model, grounded on rich empirical data, interrelating key concepts of cost, conflict, communication, and trust, which serves to explain the pattern of actions and to propose a number of practical conclusions and recommendations. This research was guided by two key research objectives: (a) to add theoretical content to the understanding of key processes enacted by metateams in performing IT project work; and (b), to develop a framework that assists researchers and practitioners in predicting, explaining, and evaluating events and process associated with metateams. To the author's best knowledge, this study describes for the first time in the IS literature, the metateam organisation and the significant contextual issues they confront. In doing so, the study develops an understanding, grounded on rich empirical data from the substantive field of metateams. This new understanding contributes to both IS research and practice and provides guidance for future research.

During the last decades, collaborative learning as a pedagogical strategy in HE has been attracting growing interest by both scholars and practitioners. However, its methodological potential is still insufciently used in practice, especially in the virtual context. This paper provides deeper insights into the challenges of designing formative feedback in virtual group work from an e-tutors perspective. Therefore, seven expert interviews were conducted to investigate how formative feedback can be designed in the group development phases according to Tuckman & Jensen (1977). The interviews were analyzed using qualitative content analysis according to Gläser & Laudel (2010). The applied codes were formed both deductively and inductively and discussed afterwards. In line with other studies like Johnson et al. (2002), the results have revealed that Tuckman’s group phase model is also applicable in virtual settings. In a further step, this paper derives practical implications for e-tutors by identifying specifc guidelines on how to structure formative feedback in each of the group development phases.

Many organisations recognise the importance of Information Management (IM) and are implementing it into the structure and culture of their organisation and the roles of their managers and employees. More and more, organisations are thinking and operating strategically - their very survival depends on information. Information is the lifeblood of an organisation. An essential part of any business strategy is consideration of how information systems strategy supports change. Experts agree that information management has become a competitive necessity for all types of companies. The organisations that will succeed in the global information environment are those that can identify the value of information. One of the biggest problems facing managers today at all levels is the problem of investing in and using technology efficiently, especially Information Technology (IT). Business intelligence enables organisations to make well informed business decisions and thus can be the source of competitive advantages. This is especially true when companies are able to extrapolate information from indicators in the external environment and make accurate forecasts about future trends or economic conditions. Business intelligence becomes a top initiative and investment priority for Chief lnformation Officers (CIOs) and Chief Executive Officers (CEOs). This dissertation addressed the need to identify the most important information management components as a foundation for the more in-depth discussion on information management principles and best practices in broad base industries. The elements of information management that appear the most frequent in the literature study indicate that authors place high priority on the following components: • Information security • Information management governance • IT standardisation • Regulatory requirements for information management • Business intelligence • Virtual collaboration • Management of service outsourcing • Selection of service providers • Project management • Change management • Risk management • Asset management • Knowledge management • Business processes • Balanced scorecard • Benchmarking • Competitive Intelligence • Business partnering. The empirical study was conducted in six phases. The first phase consisted of establishing a framework of information management best practices in broad base industries and the second phase was to develop a preliminary measuring instrument to investigate the perceptions of the sampling population on information management best practices. Phase three consisted of a pilot study in the development of a questionnaire. Phase four was to investigate perceptions of information management best practices in broad base industries. The analysis model was developed based on the criteria evaluated using advanced statistical procedures. The five most important components of information management that were identified were Business processes, Information security, Business intelligence, Risk management, and Information management governance. The best practices for these five most important components of information management were also identified. The five highest ranking best practices were: Virus control implemented; Information management strategy aligned with business goals; Documented business processes; Risk management framework implemented; and Support and training in place. Phase five was to describe the results of the empirical study for information management best practices in broad base industries, Phase six was to compare the perception what the information management best practices are as perceived by companies from broad base industries. The most uniform perception was identified for the information management component 'Business Intelligence'. On average, it was rated almost equally by all participants. On the other hand, there is a significant difference in perception from all industry segments and the whole industry for 'Risk Management'. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2007.

Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2007.

Many organisations recognise the importance of Information Management (IM) and are implementing it into the structure and culture of their organisation and the roles of their managers and employees. More and more, organisations are thinking and operating strategically - their very survival depends on information. Information is the lifeblood of an organisation. An essential part of any business strategy is consideration of how information systems strategy supports change. Experts agree that information management has become a competitive necessity for all types of companies. The organisations that will succeed in the global information environment are those that can identify the value of information. One of the biggest problems facing managers today at all levels is the problem of investing in and using technology efficiently, especially Information Technology (IT). Business intelligence enables organisations to make well informed business decisions and thus can be the source of competitive advantages. This is especially true when companies are able to extrapolate information from indicators in the external environment and make accurate forecasts about future trends or economic conditions. Business intelligence becomes a top initiative and investment priority for Chief lnformation Officers (CIOs) and Chief Executive Officers (CEOs). This dissertation addressed the need to identify the most important information management components as a foundation for the more in-depth discussion on information management principles and best practices in broad base industries. The elements of information management that appear the most frequent in the literature study indicate that authors place high priority on the following components: • Information security • Information management governance • IT standardisation • Regulatory requirements for information management • Business intelligence • Virtual collaboration • Management of service outsourcing • Selection of service providers • Project management • Change management • Risk management • Asset management • Knowledge management • Business processes • Balanced scorecard • Benchmarking • Competitive Intelligence • Business partnering. The empirical study was conducted in six phases. The first phase consisted of establishing a framework of information management best practices in broad base industries and the second phase was to develop a preliminary measuring instrument to investigate the perceptions of the sampling population on information management best practices. Phase three consisted of a pilot study in the development of a questionnaire. Phase four was to investigate perceptions of information management best practices in broad base industries. The analysis model was developed based on the criteria evaluated using advanced statistical procedures. The five most important components of information management that were identified were Business processes, Information security, Business intelligence, Risk management, and Information management governance. The best practices for these five most important components of information management were also identified. The five highest ranking best practices were: Virus control implemented; Information management strategy aligned with business goals; Documented business processes; Risk management framework implemented; and Support and training in place. Phase five was to describe the results of the empirical study for information management best practices in broad base industries, Phase six was to compare the perception what the information management best practices are as perceived by companies from broad base industries. The most uniform perception was identified for the information management component 'Business Intelligence'. On average, it was rated almost equally by all participants. On the other hand, there is a significant difference in perception from all industry segments and the whole industry for 'Risk Management'. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2007.

Die vorliegende Broschüre ist Teil einer Publikationsserie, die einen Überblick über verschiedene Medienformate von digitalen Texten über elektronische Tests und Wikis bis hin zu digitalen Simulationen gibt. Dieses Heft widmet sich schwerpunktmäßig der Verwendung von Kommunikationsmedien, die die Lehre in den bereichen Organisation, Betreuung und Zusammenarbeit unterstützen können. Anhand von Ergebnissen einer Online-Befragung im Jahr 2016 und Interviews, die Beispiele aus der Lehre sächsischer Hochschullehrender vorstellen, wird aufgezeigt, welche Einsatzmöglichkeiten derzeit an den sächsischen Hochschulen genutzt werden. Sie bieten Inspiration für die Entwicklung eigener mediengestützter Lehrkonzepte. Hinweise auf Werkzeuge zur Erstellung digitaler Lehrangebote und Antworten zu häufigen Fragen bei der Nutzung der einzelnen Medienformate bieten Anregungen und Informationen, wie der Einstieg in die digital gestützte Lehre möglichst ohne großen Initialaufwand gestaltet werden kann. Antworten auf häufig gestellte Fragen, praktische Tipps und rechtliche Hinweise geben eine erste Orientierung und Sicherheit bei der Nutzung digitaler Medien. Dabei erfahren Sie auch, wie Sie die einzelnen medial gestützten Formate mit der klassischen Präsenzlehre verbinden und wie unterschiedliche Einsatzszenarien miteinander kombiniert werden können.