By C. Lanyi
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Extra info for Applications of Virtual Reality
Group and organization management, 27(1), 14 - 49. , & Gameson, R. (2005). Design communication: issues confronting both co-located and virtual teams. Paper presented at the 21st Association of Researchers for Construction Management 46 Applications of Virtual Reality (ARCOM). Berry, G. R. (2011). Enhancing Effectiveness on Virtual Teams. Journal of Business Communication, 48(2), 186-206. Berry, G. R. (2011). Enhancing Effectiveness on Virtual Teams. Journal of Business Communication, 48(2), 186-206.
Enhancing Effectiveness on Virtual Teams. Journal of Business Communication, 48(2), 186-206. Berry, G. R. (2011). Enhancing Effectiveness on Virtual Teams. Journal of Business Communication, 48(2), 186-206. , & Ngwenyama, O. (2009). Virtual team collaboration: building shared meaning, resolving breakdowns and creating translucence. Information Systems Journal, 19(3), 227-253. , Clausen, T. -H. (2008). Group Style Differences Between Virtual and F2F Teams. American Journal of Business, 23(1), 65-70.
E. face-to-face to whiteboard or whiteboard to 3D virtual world) was responsible for any significance. SPSS Version 12 was used for all statistical analyses. 38 Applications of Virtual Reality Generic skills Sub-skills Code Task Planning or preparing A11 Managea task ment A12 A13 Prioritising tasks A21 A22 A31 Team Working Providing direction and maintaining standards for the task A32 Identifying and A41 utilising resources A42 A43 Co-ordinating B11 activities with team members B12 B14 B21 Gives updates and reports key events B22 Confirms shared understanding Communicates design plans and relevant information Clearly documents design Is appropriately and necessarily assertive Takes appropriate leadership States case for instruction and gives justification Gives clear instructions Asks for assistance Asks team member about experience Notices that a team member does not complete a task to an appropriate standard Acknowledges concerns of others Reassures / encourages Debriefs Anticipates when others will need information B23 Using authority and assertiveness B24 B31 B32 B33 B34 Assessing capabilities B41 B42 B43 Supporting others Cross checks the completion of design tasks Identifies and allocates resources Allocates tasks to team members Requests additional resources Confirms roles and responsibilities of team members Discusses design with others Considers requirements of others before acting Co-operates with others to achieve goals B13 Exchanging information Observable Behaviour Outlines and describes the plan/brief for a design Reviews a design after changes are made Describes actions required once design is completed Assigns priority to design tasks to be completed Prioritises the segments within design tasks Follows design protocols and briefs B51 B52 B53 B54 Changing Skills in Changing Environments: Skills Needed in Virtual Construction Teams Generic skills Sub-skills Shared Gathering Situational information Awareness Decision Making C12 C13 C14 Observable Behaviour Asks for information or artefacts relating to a design Checks on the status of a project and tasks Collects information regarding a problem Cross checks and double checks information Recognising and understanding C21 Describes seriousness or urgency of task Anticipating C22 C31 C32 Pays close attention to advice of fellow member Takes action to avoid future problems Reviews effects of a change Discusses design options with clients/other designers Discusses various techniques for the design Weighs up risks associated with different designs Implements chosen design Re-evaluates chosen design technique after it has been chosen Identifying options Code 39 C11 D11 D12 Balancing risks and selecting options D21 D22 Re-evaluating D31 Table 4.