DOCSLIB.ORG

Management of Virtual Offices Cheryl Donaldson Howard Walden University

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Management of Virtual Offices Cheryl Donaldson Howard Walden University Walden University ScholarWorks Walden Dissertations and Doctoral Studies Walden Dissertations and Doctoral Studies Collection 2019 Management of Virtual Offices Cheryl Donaldson Howard Walden University Follow this and additional works at: https://scholarworks.waldenu.edu/dissertations Part of the Business Administration, Management, and Operations Commons, and the Management Sciences and Quantitative Methods Commons This Dissertation is brought to you for free and open access by the Walden Dissertations and Doctoral Studies Collection at ScholarWorks. It has been accepted for inclusion in Walden Dissertations and Doctoral Studies by an authorized administrator of ScholarWorks. For more information, please contact [email protected]. Walden University College of Management and Technology This is to certify that the doctoral study by Cheryl Ann Donaldson Howard has been found to be complete and satisfactory in all respects, and that any and all revisions required by the review committee have been made. Review Committee Dr. Teresa Jepma, Committee Chairperson, Doctor of Business Administration Faculty Dr. Patsy Kasen, Committee Member, Doctor of Business Administration Faculty Dr. Peter Anthony, University Reviewer, Doctor of Business Administration Faculty Chief Academic Officer Eric Riedel, Ph.D. Walden University 2019 Abstract Management of Virtual Offices by Cheryl Ann Donaldson Howard MS, NOVA Southeastern University, 1999 BS, McKendree College 1996 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University March 2019 Abstract Many organizational leaders manage virtual employees without the specific training and experience required for leading a virtual organization, which can lead to billions of dollars in lost productivity. The purpose of this multiple case study was to explore strategies managers used to manage a virtual office. The target population consisted of 4 managers located in the mid-Atlantic region of the United States who had a minimum of 2 years of experience managing virtual offices. The conceptual framework for this study was social exchange theory. Data were collected using semistructured interviews and a review of company documents. Data were analyzed using manual coding and a qualitative data analysis software; member checking and triangulation were used to enhance validity. Key themes emerged from data analysis related to management strategies: communication, leadership, and developing relationships. The results of this study might contribute to social change by supporting managers of virtual offices in reducing organizational travel costs and energy use, and supporting work–life balance through virtual business practices. Management of Virtual Offices by Cheryl Ann Donaldson Howard MS, NOVA Southeastern University, 1999 BS, McKendree College 1996 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University March 2019 Dedication This dedication is to my parents, Otis and Shirley Donaldson of Pensacola, Florida and their dream of success for their nine children. My parent's hope was to see us graduate from high-school and dream was to see us accomplish college degrees. My father is no longer with us, but my mother will be a witness to my struggle to succeed in obtaining my doctoral degree as the first of their children to academically go this far. Additionally, this dedication goes to my spouse, Jason, for his support. Without Jason's understanding and support, I would not have accomplished this goal. Finally, this dedication is to our children and grandchildren to be a model of accomplishment so they will succeed by attainment of the highest academic degree in their chosen fields of interest. Acknowledgments The first acknowledgment is to God. My faith in God directed my prayers in asking for His blessings to have the ability to be in this doctorate program and to get this done. God’s blessings is the foremost achnowledgement that helped me to make this accomplishment. I acknowledge Dr. Teresa Jepma, my academic chair, who has been with me during the many years to make this accomplishment. My acknowledgments include Dr. Patsy Kasen, my second committee member. I also include Dr. Rick Hay, doctoral specialist, the Walden Library faculty, and numerous other faculty members that I thank you all for your professionalism and vast knowledge that assisted me to complete this degree. I acknowledge key family members that I also dedicate this degree, as well as all of my familiy members that gave me encouragement and confidence during difficult semesters. By the same means, I acknowledge friends, neighbors, fellow students, and the research participants because all have supported me with patience and understanding as I make this accomplishment. I am honored to mention these acknowledgments because this is confirmation of the people that supported me, and God who answered my prayers. Table of Contents List of Tables .......................................................................................................................v Section 1: Foundation of the Study ......................................................................................1 Background of the Problem ...........................................................................................1 Problem Statement .........................................................................................................2 Purpose Statement ..........................................................................................................3 Nature of the Study ........................................................................................................3 Research Question .........................................................................................................4 Interview Questions .......................................................................................................4 Conceptual Framework ..................................................................................................5 Operational Definitions ..................................................................................................5 Assumptions, Limitations, and Delimitations ................................................................7 Assumptions ............................................................................................................ 7 Limitations .............................................................................................................. 7 Delimitations ........................................................................................................... 8 Significance of the Study ...............................................................................................8 Contribution to Business Practice ........................................................................... 8 Implications for Social Change ............................................................................... 9 A Review of the Professional and Academic Literature ................................................9 Social Exchange Theory (SET) ............................................................................ 11 Virtual Revolution ................................................................................................ 22 Virtual Organizations ............................................................................................ 26 i Technology ........................................................................................................... 31 Leadership ............................................................................................................. 33 Virtual Impact on Society and the Environment................................................... 41 Transition .....................................................................................................................43 Section 2: The Project ........................................................................................................45 Purpose Statement ........................................................................................................45 Role of the Researcher .................................................................................................45 Participants ...................................................................................................................48 Research Method and Design ......................................................................................52 Research Method .................................................................................................. 52 Research Design.................................................................................................... 53 Population and Sampling .............................................................................................54 Defining the Population ........................................................................................ 54 Sampling ............................................................................................................... 55 Data Saturation and Sampling .............................................................................. 56 Ethical Research...........................................................................................................57 Data Collection Instruments ........................................................................................59
Load more

Recommended publications
  • Why Your Project Needs A
    WHY YOUR PROJECT NEEDS A DIGITAL SUPPLY CHAIN The Digital Supply Chain relies on expertise, collaboration, and execution - or for the purposes of this document - Digital Supply Chain Services, Integrating Suppliers & Digital Tools. The Digital Supply Chain The Digital Supply Chain is best defined as transforming the traditional exchanges of information from document-centric to data-centric, as it relates to the Construction supply chain. The Digital Supply Chain includes work process integration throughout the entire Project execution. In the same way aspects of EPC construction have moved upstream (i.e., modular construction), the Digital Supply Chain Program moves digital creation of inbound asset information upstream and enables Suppliers to publish asset data at the point of origin. This functionality removes data entry from the Project Site and transfers ownership back to the Supplier (or the original source of information) about the material and equipment being supplied. This improves Project visibility into the physical structure of materials arriving at the Jobsite and provides a better understanding of the supply chain, translating into a deeper understanding of constructability. The value of utilizing auto-ID (RFID/barcodes) is well documented. By increasing the auto-ID footprint on the Project and moving this work upstream, the downstream benefits of transactional efficiency gains and improved material control are optimized. A solid Digital Supply Chain Program is not limited to just the use of auto-ID hardware and software but also includes Supplier Integration Instructions, Contract Requirements Language, and Requirements Compliance Monitoring to ensure Supplier participation is achieved. The Digital Supply Chain opens a direct line of engagement with the Suppliers, resulting in tighter integration of Supplier information.
    [Show full text]
  • Free Remote Agile E-Book
    Table of Contents 1. Welcome to a new kind of Agile 2. Establishing Ground Rules 3. Stop Dreading Meetings: The Webcam Revolution 4. The Virtual Office Setup 5. Case Study: Stack Exchange’s Hybrid Team 6. Building and Nurturing Your Remote Team 7. Best Email Practices 8. Case Study: RES Software’s Three Remote Offices 9. Agile Can Thrive With Remote Teams 10. Let Us Know How We Can Help! Welcome to a new kind of Agile The current charter of most distributed company leaders is to create an online workspace (...) supported by a set of tools and self- organizing behaviors.(...)With a strong vision, clear articulation of priorities, and strongly nurturing culture as part of your company DNA, you have a clear path to success on your distributed Agile team." - Amanda Ross, Director of Marketing & Agile Practices at Sococo It’s been called a framework, a philosophy, a methodology - research Agile and you’ll find that so many people define it with so many different words that you'd be forgiven for thinking it’s some sort of mystical practice involving tarot cards and looking at the stars. But it’s actually a major shift in the way people work, and it’s been happening for over a decade - whatever you choose to call it, if you are in the IT business, Agile is likely part of the way you work. If it’s not, the time to start is now. Companies and teams worldwide have used it to deliver better products in record time with maximum efficiency and minimum burnout.
    [Show full text]
  • Voip-Phone-Systems
    Hosted or Premise-Based, Voice over IP systems are opportunities businesses should explore. Offers Big Advantages What is VoIP? Internet technology is affecting virtually every aspect of how businesses operate today. Perhaps First it is important to understand that there is VoIP none is impacted more than telecom. New Voice service and there are VoIP phone systems. Voice over IP (VoIP) capabilities are enabling companies over IP service, Voice over Interdinet Protocol and to communicate more effectively, economically and VoIP all refer to phone service delivered over the reliably. They are also providing the opportunity for Internet or a private IP network. Voice and unprecedented business flexibility and mobility. multimedia sessions can be transmitted by Both premise-based VoIP and hosted systems are digitization of the analog voice signal, encoding, dramatically improving how small and medium-size creating data packets and transmission as Internet businesses serve their customers, enable their Protocol (IP) packets over a packet-switched employees and achieve greater levels of success. network. The bandwidth efficiency and low costs that can be achieved with VoIP technology are an Premise-based Voice over IP phone systems can attractive incentive for many businesses to migrate provide large businesses with real cost savings and from traditional TDM to VoIP telephone service. other potential benefits of situating the equipment Today, the majority of new phone lines being within their facilities. Hosted (cloud-based) VOIP installed are VoIP. can offer other businesses a variety of advantages, from scalability, reliability and minimal capital A Voice over IP phone system is the equipment and investment to functionality, productivity and a software a business uses.
    [Show full text]
  • Thesis Submitted for the Degree of Doctor of Business Administration University of Bath School of Management December 2010
    University of Bath DOCTOR OF BUSINESS (DBA) Leadership in the Virtual Higher Education Environment: Towards an Appropriate Model and Framework Longsworth, Luz Award date: 2010 Awarding institution: University of Bath Link to publication Alternative formats If you require this document in an alternative format, please contact: [email protected] General rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. • Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal ? Take down policy If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim. Download date: 07. Oct. 2021 Leadership in the Virtual Higher Education Environment: Towards an Appropriate Model and Framework Luz Marina Longsworth A thesis submitted for the degree of Doctor of Business Administration University of Bath School of Management December 2010 COPYRIGHT Attention is drawn to the fact that copyright of this thesis rests with its author. A copy of this thesis has been supplied on condition that anyone who consults it is understood to recognize that its copyright rests with the author and they must not copy it or use material from it except as permitted by law or with the consent of the author.
    [Show full text]
  • Looking Beyond the Light in the Tunnel Page 1 President’S Message by Glen Simecek, President and CEO, By
    April 2021 In This Issue Looking Beyond the Light in the Tunnel Page 1 President’s Message By Glen Simecek, President and CEO, by. The Governor has directed resumption of Washington Bankers Association in-person schooling and has authorized busi- Page 3 ABA Column In the classic Road nesses – from sports teams to restaurants – to Runner cartoons, allow more customers in their facilities. Page 4 WBA Upcoming Programs when Wile E. Coy- If these trends continue, the coming months Events Calendar ote saw a light at the should see emergence from pandemic con- end of the tunnel, ditions and a resumption of something more Page 5 Senior Credit Conference more often than not closely resembling “life as normal.” But this Recap it turned out to be coronavirus has been a game changer, and no an oncoming train one should expect a complete return to the Industry News – with results that way we did things before we’d ever heard of Page 6 Marketing & Retail were equal measures COVID-19. Conference Recap predictable and Hopefully, some of the measures we’ve em- laughable. ployed over the last year – like wearing masks RBMDP Graduates Today, after a year of public health crisis and – can be discontinued at some point. Others, Page 7 Emerging Leaders economic disruption, we too can see what ap- like frequent use of video conferencing, will Conference Recap pears to be a light up ahead. And, for the first probably remain part of our normal routines. time in a very long time, it appears that it’s not For bankers, whose services are so essential Page 8 WBA Member News a runaway locomotive heading our way.
    [Show full text]
  • A Call to Action for Virtual Team Leaders
    The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/1541-6518.htm Call to action A call to action for virtual team for virtual leaders: practitioner perspectives team leaders on trust, conflict and the need for organizational support 185 Elizabeth Fisher Turesky Received 18 September 2019 Revised 5 January 2020 Department of Leadership and Organizational Studies, 6 February 2020 University of Southern Maine, Portland, Maine, USA 19 July 2020 1 September 2020 Coby D. Smith Accepted 9 September 2020 International Data Corporation, Framingham, Massachusetts, USA, and Ted K. Turesky Boston Children’s Hospital, Boston, Massachusetts, USA and Harvard Medical School, Boston, Massachusetts, USA Abstract Purpose – The purpose of this study is to investigate the leadership behaviors of managers of virtual teams (VTs), particularly in the areas of trust building and conflict management. This study aims to expand the research of VT performance by offering first-person accounts from VT leaders on the strategies implemented to drive VT performance. Design/methodology/approach – This study used a grounded theory approach to examine the leadership behaviors through in-depth interviews with eight field managers of VTs employed by different technology companies. Interview questions focused on trust-building and conflict management techniques. This structured qualitative study incorporates elements of narrative inquiry interwoven in the findings. Findings – Building a high-trust environment was found to be critical to VT performance. VT managers indicated that effective conflict resolution skills were also important. Research limitations/implications – Although the sample size is within the suggested range for a valid phenomenological study, the results may lack generalizability.
    [Show full text]
  • Trust: the Panacea of Virtual Management?
    Association for Information Systems AIS Electronic Library (AISeL) International Conference on Information Systems ICIS 1998 Proceedings (ICIS) December 1998 Trust: The aP nacea of Virtual Management Sandy Staples The University of Melbourne Pauline Ratnasingham The University of Melbourne Follow this and additional works at: http://aisel.aisnet.org/icis1998 Recommended Citation Staples, Sandy and Ratnasingham, Pauline, "Trust: The aP nacea of Virtual Management" (1998). ICIS 1998 Proceedings. 12. http://aisel.aisnet.org/icis1998/12 This material is brought to you by the International Conference on Information Systems (ICIS) at AIS Electronic Library (AISeL). It has been accepted for inclusion in ICIS 1998 Proceedings by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [email protected]. TRUST: THE PANACEA OF VIRTUAL MANAGEMENT? D. Sandy Staples Pauline Ratnasingham The University of Melbourne Australia Abstract As more and more information systems (IS) development teams work in distributed arrangements, concerns about enhancing virtual workers’ effectiveness will become more common and important for IS management. Trust between managers and employees can potentially enhance employee effectiveness by reducing uncer- tainty and increasing satisfaction and commitment. To study this, employees’ perceptions of interpersonal trust between themselves and their manager in both a virtual management and a non-virtual management environ- ment were quantitatively examined (n = 631). Contrary to suggestions in the literature, it was found that trust had a larger impact on key outcome variables such as job satisfaction and job stress for non-virtually-managed workers than it did for virtual workers. The results also suggest that cognition-based trust is more important than affect-based trust in a virtual workplace.
    [Show full text]
  • Borderless Networks Architecture: Connect Anyone, Anywhere, on Any Device
    White Paper Borderless Networks Architecture: Connect Anyone, Anywhere, on Any Device What You Will Learn The business of government extends beyond physical walls, and so should government networks. IT teams need a new network architecture to securely deliver voice, video, and data services to employees and citizens anywhere, on any device. This white paper, intended for government network architects, provides a high-level overview of the Cisco® Borderless Networks architecture, focusing on how it supports top government priorities: ● Increasing operational efficiency, to minimize total cost of ownership and increase agility ● Allowing secure access by different government users and citizens while guarding against network damage and unauthorized information disclosure ● Empowering a mobile workforce to access government services from the field, with performance comparable to the experience at headquarters ● Enabling collaboration within and between government agencies and with citizens, from anywhere and with any device ● Supporting virtual desktops that employees can access from anywhere The Disappearance of Traditional Network Borders Until recently, very clear borders surrounded government networks. The network extended only as far as the building walls; provided access only to government employees on office PCs or phones; and delivered voice, video, or data, not a combination of services. Changes in workforce behavior, citizen expectations, and technology have impelled government to break down the traditional borders: ● The world has become the workplace: Employees increasingly work in the field, at home, in the car, and in airports. ● Citizens expect self-service applications: Citizens want the convenience of online tax filing, business license applications, and eligibility determination. Shifting citizen interactions to online channels when feasible also reduces government costs.
    [Show full text]
  • Minute of Virtual Management Committee Meeting Held on Thursday 28 January 2021 at 6Pm
    Minute of Virtual Management Committee Meeting held on Thursday 28 January 2021 at 6pm PRESENT: Mr G Maguire, Vice Chair Mr C Quigley, Member Mrs A Connelly, Member Mr Z Khan, Member Ms G Hay, Member Mr S McLachlan, Co-optee IN ATTENDANCE: Ms F McTaggart, Chief Executive Ms C Quinn, Director of Corporate Services – Secretary Mr R Dulin, Head of Finance & IT Ms N Salmon, Corporate Services Officer Ms L Edwards, Development Consultant 1.0 Apologies 1.1 Redacted 1.2 Redacted 2.0 Declarations of Interest, Gifts and Hospitality 2.1 Mr C Quigley declared that he is a Director of the HOME Team Board. The CEO declared that she is also a Director of the HOME Team Board and CEO of the Group. 2.2 There were no declarations of gifts and hospitality. 3.0 Declaration of Receipt and Understanding 3.1 Members confirmed receipt and understanding of their papers. 4.1 Minutes for Approval 4.1 The minutes of the Special Management Committee Meeting held on 17 December 2020 were approved Mr S McLachlan and seconded by Mr C Quigley as a true reflection of the meeting. 4.2 Matters Arising Date of Management Committee –28 January 2021 –Redacted 1 4.2.1 There were no matters arising. Discussion points: Action notes: For redaction: 1.1 / 1.2 5.0 Reports for Decision/Approval 5.1 Water Row Phase 1 - Update Report 5.1.1 The Development Consultant advised that the Association, along with Glasgow City Council, had made a submission to the Clyde Mission Fund which has subsequently been successful resulting in the Water Row Project being awarded £1.3M.
    [Show full text]
  • Exploring Leadership This Page Intentionally Left Blank ‘Exploring Leadership Is Both a Very Timely and Highly Relevant Book
    Exploring Leadership This page intentionally left blank ‘Exploring Leadership is both a very timely and highly relevant book. It has long been recognized that the nature of effective leadership owes much to context. But, recent history points to an acceleration in the shift of the contextual backdrop. International events of late demonstrate vividly the way in which the coalescence of the voices of the many on social media have supplanted the traditional power of individual leaders and their oratory which used to be the norm. As the authors emphasize, the related insights build only slowly over time and the delicate balance in the blend of individual and shared influences shifts as context changes. So, we now live in an age- where a diversity of leadership styles is an absolute requirement to address the ambiguity inherent in our complex world: an eclectic approach to leader- ship is indeed today’s requirement. Hence, the theme of “rerouting” rather than “uprooting” leadership studies is absolutely relevant as we face the challenges of the future, and this book makes the case with both conviction and fluency’. Sir Brian Burrage, Vice President, Strategic Marketing, Finmeccanica UK, and Former Air Chief Marshall, Royal Air Force, UK. ‘“Another” book on the “panacea” that is leadership? Importantly, both these issues are dealt with quickly and seriously in a very timely book. Given the focus on leaders and leadership in recent years, both with respect to the general view that our leaders are responsible for our difficulties and the vast amounts devoted to developing leaders, we need a critically balanced view that helps assess where we are and what questions need to be considered to take us forward.
    [Show full text]
  • Collaborative Virtual Organizations in Knowledge-Based Economy
    Informatica Economică vol. 16, no. 1/2012 143 Collaborative Virtual Organizations in Knowledge-based Economy Ion IVAN, Cristian CIUREA, Mihai DOINEA Department of Economic Informatics and Cybernetics Academy of Economic Studies, Bucharest, Romania [email protected], [email protected], [email protected] The paper establishes the content of the virtual organizations concept, insisting on their collaborative nature. Types of virtual organizations architectures are developed and there are analyzed their characteristics compared to classical organizations existing in the pre- informational economy. There are presented virtual organizations for education, production and banking, focusing on their collaborative side. Metrics are built to evaluate the performance of collaborative virtual organizations. Keywords: Collaborative System, Virtual Organization, Banking, Production, Metrics The virtual organizations virtual organization is built on four elements, 1 In [1], virtual means the possibility that a namely connectivity, purpose, technology potential effect to be achieved without and separation. actually occurs. The classical organization is Virtual organizations are collaborative a social institution that brings together people systems applied in the economy, where with common concerns and concepts, formed people share resources and realize on the basis of some regulations for activities complementary activities from distinct submission and for the achievement of locations, in order to achieve a common goal. common goals. It is considered that virtual organization is In [2],the virtual organization is presented as deemed to have together with the feature of a routine formation, representing groups or flexibility also the interdependence feature, associations of companies that are productive in the sense of cooperation between and competitive. Virtual organization is departments and authorized individuals characterized by a unique identity, which within one unique organization.
    [Show full text]
  • INVESTIGATING the USE and USEFULNESS of INSTANT MESSAGING in an ELEMENTARY STATISTICS COURSE Rachel Cunliffe University of Auck
    ICOTS-7, 2006: Cunliffe INVESTIGATING THE USE AND USEFULNESS OF INSTANT MESSAGING IN AN ELEMENTARY STATISTICS COURSE Rachel Cunliffe University of Auckland, New Zealand [email protected] Instant messaging is a way of sending short messages to other users who are currently online in “real time” and is a rapidly growing medium by which many students are choosing to communicate with each other. A pilot study into the use of instant messaging was carried out with two large elementary statistics classes. This study will report back on the virtual office- hours service, advantages and disadvantages of online study groups and reflections on how instant messaging could change help-support services for students studying statistics. INTRODUCTION Instant messaging enables users to have instant real-time communication with friends, family and colleagues via the Internet. These private text-based informal “chats” can be between two or more participants who are simultaneously online. IM messages are normally short and sent line-by-line, making the conversation more like a telephone conversation than exchanging letters. Users create a list of people they wish to communicate with and can see information about their availability such as whether or not they are currently logged on and able to receive instant messages. If a contact is online, further information about their current activity is available, such as “busy,” “away,” “out to lunch” or custom descriptions. In addition to sending and receiving text-based messages, users may also transfer files, have voice and or video conversations, send text messages to cell phones, share a whiteboard or other applications and play games.
    [Show full text]