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Time Zones (time + zone)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	50%

Selected Abstracts

How virtual are we?

INFORMATION SYSTEMS JOURNAL, Issue 4 2005
Measuring virtuality, understanding its impact in a global organization
Abstract., Employees in global corporations are increasingly involved in ,virtual teams' on a regular basis. Conflicting definitions of virtuality make it hard to measure such things as how much virtual teaming occurs and how virtual teaming affects performance. As a consequence, it is hard to allocate funding and to design infrastructures and software to support this specific mode of working. Using the concept of discontinuities, or changes in expected conditions, we propose a virtuality index to assess how ,virtual' a given setting is. The discontinuities used include geography, time zone, organization, national culture, work practices, and technology. The index separately measures these aspects of virtuality and their effect on perceived team performance. Data collected at a large multinational corporation clustered into three overarching discontinuities: team distribution, workplace mobility, and variety of work practices. The study revealed that being distributed in and of itself had no impact on self-assessed team performance. Work practice predictability and sociability mitigated effects of working in discontinuous environments, while variety of practices (cultural and work process diversity) and employee mobility negatively impacted performance. [source]

Development of historical exposure estimates of cosmic radiation and circadian rhythm disruption for cohort studies of Pan Am flight attendants,,

AMERICAN JOURNAL OF INDUSTRIAL MEDICINE, Issue 10 2009
Martha A. Waters PhD
Abstract Background The National Institute for Occupational Safety and Health is conducting cohort studies of flight crew employed by the former Pan American World Airways company (Pan Am) as part of an effort to examine flight crew workplace exposures and health effects. Flight crew are exposed to elevated levels of cosmic radiation and to disruption of circadian rhythm when flying across multiple time zones. Methods exist to calculate cosmic radiation effective doses on individual flights; however, only work histories which provided an employee's domicile (home base) history rather than a record of every flight flown were available. Methods/Results We developed a method for estimating individual cumulative domicile-based cosmic radiation effective doses and two metrics for circadian rhythm disruption for each flight attendant: cumulative times zones crossed and cumulative travel time during the standard sleep interval. Conclusions The domicile-exposure matrix developed was used to calculate exposure estimates for a cohort mortality study of former Pan Am flight attendants. Am. J. Ind. Med. 52:751,761, 2009. Published 2009 Wiley-Liss, Inc. [source]

From experience: leading dispersed teams

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2002
Preston G. Smith
Although management can gain great performance benefit from colocating cross-functional product development teams, colocation is becoming increasingly difficult to achieve as companies globalize and form alliances. Consequently, this article offers guidance to keep your development team functioning effectively even though it may be dispersed across town or around the world. We aim our suggestions at the team leader, but both team members and managers will find helpful ideas and become sensitive to critical issues. For example, management often underestimates the loss in team performance as the team disperses and incorrectly assumes that communication technologies alone will largely overcome the complications of distance. An effective team depends on open, effective communication, which in turn depends on trust among members. Thus, trust is the foundation, but it is also the very quality that is most difficult to build at a distance. For this reason and for several others that occur in the very front of the project, we suggest that if you can get your team together face-to-face at any time during the project, do it at the beginning. You can establish trust while you are planning the project together, writing the product specification, formulating working approaches, and creating communication protocols (for example, how long before an e-mail must be answered?). Likewise, the most important maintenance activity during the middle of the project is retaining an effective level of trust, which is far easier than having to rebuild trust. In part, you accomplish this by "humanizing" the project: sharing team member biographical information, telling an occasional good-natured joke, and knowing when a colleague's family member is in the hospital. We also cover communication technologies,which ones to select and why you need a variety of media. Although such technologies are necessary for running a dispersed team, they are not nearly as sufficient as many technology suppliers suggest. Another complication is that differences in culture tend to grow as the team spreads over greater distances, encountering different time zones, languages, ethnic groups, and thus corresponding values. Although such differences place challenges before the team, diversity also offers advantages to those who are sensitive to the facets of culture. Consequently, we break culture down into its components and suggest ways of working with each one. Although we tend to underestimate the complications of working at a distance today, in time, teams will learn the skills needed. In the meantime, the perceptive manager and team leader will pay special attention to building these skills. [source]

Intradaily Patterns in the Korean Index Futures Market

ASIAN ECONOMIC JOURNAL, Issue 2 2002
Laurence Copeland
This paper extends the research on intraday patterns in stock and futures exchanges into the Korean market. Similar patterns to those found previously in the heavily investigated Western markets are observed, despite the differing microstructures, institutional framework and time zones between East and West. In addition, we investigate the effect of the Asian financial crisis on intraday variables. In the Korean market, both volume and volatility were found to be consistently higher at the start of the trading day during the crisis, presumably due to a rapid reaction to overnight news. [source]

Management Control Systems in a Non-Enterprise Network: The Greenhouse Gas Protocol Initiative

AUSTRALIAN ACCOUNTING REVIEW, Issue 2 2009
Heidi Sundin
This article is based on the action research project of a multi-stakeholder collaboration formed to produce the Greenhouse Gas Protocol. This non-enterprise cross-sector collaboration had two sets of problems: the first being the ideological differences of the stakeholders, who had differing interests and agendas regarding the production of standards. The second set relates to the practical problems of enabling 300 people from different organisations and time zones, with different levels of resource access and no clear financial goal or endpoint, to work together. To overcome these issues three types of management control systems were developed: strong planning processes, administrative and governance structures, and socio-ideological controls. The result of the collaboration is a set of greenhouse gas accounting standards that have widespread acceptance internationally. This study contributes to both practice and research on management control systems (MCS) by outlining how alternative forms of MCS can be designed for non-enterprise cross-sector collaboration. [source]