A Grounded Theory Analysis of E-Collaboration Effects for Distributed Project Management

Sadja Qureshi, Miaojia Liu and Doug Vogel

ERIM Report Series Research in Management from Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam

Abstract: The emergence and widespread use of collaborative technologies for distributed project management has brought opened up a myriad of opportunities for business. While the opportunities for off-shore outsourcing and collaborative development are enticing, 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 dynamic and temporary. This paper uses grounded theory to analyze data on virtual teams. The analysis uncovers “effects” in the way distributed projects are managed. These effects relate to coordination, communication and adaptation to distributed electronic work environments. Following an analysis of these eCollaboration “effects”, a model for distributed project management is presented.

Keywords: communication; coordination and adaptation; distributed project management; electronic collaboration; episodes (search for similar items in EconPapers)
JEL-codes: L15 M M11 R4 (search for similar items in EconPapers)
Date: 2004-08-06
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