随着公司业务的不断全球化和分散化，许多公司引入了虚拟团队来响应动态环境（Zigurs，2003年）。 Stamps（1997）将虚拟团队定义为一群人，他们通过技术进行交互，没有时间，空间和组织的界限，旨在实现一个共同的目标。团队成员主要依靠信息和通信技术进行协调和协作，这不可避免地扩大了团队不同文化之间的跨度，并影响了团队的社会互动过程（Townsend，1998）。但是，不确定这些优点是否会超过可能的行为缺点。如何提高虚拟团队的生产力成为研究人员的主要问题。作者的主要思想如下。
首先，信任的气氛有助于建立健康的组织文化。人们怀疑在缺乏面对面互动的环境中很难建立信任。根据Jarvenpaa和Leidner（1988）的说法，在信任度高的团队中，团队成员会及时积极地响应电子邮件，而在信任度低的团队中，团队成员的热情是在整个团队的生命周期中相对较低。为了弥补地理分布的不足，组织应该建立一个共享的空间，以便团队成员之间能够真正进行沟通。此外，加强共享和交流的意识也很重要。企业可以设计一个新的协作信息系统来确定参与者的角色，并让员工定义自己的任务和整个公司的宏伟目标。建立知识共享文化，使所有参与者都具有沟通和合作感；设计所需的协作信息系统，包括设计数据库，系统接口和计算机支持的协作工具；衡量虚拟企业中的合作和共享程度，以帮助员工提高质量并领导管理决策。
With the continuous globalization and decentralization of corporate business, many companies have introduced virtual teams to respond to dynamic environments (Zigurs, 2003). Stamps (1997) defines virtual teams as a group of people interacting through technology with no boundaries of time, space as well as organization, aiming to achieve a common goal. Team members rely primarily on information and communication technologies to coordinate and collaborate, which inevitably increases the span between different cultures of the team and affect the team’s social interaction process (Townsend, 1998). However, it is uncertain whether these advantages will outweigh the possible behavioral disadvantages. How to improve the productivity of virtual teams becomes a major problem to the researchers. The main ideas of the author are listed below.Firstly, the climate of trust contributes to a healthy organizational culture. People suspect that it is hard to build trust in an environment where face-to-face interaction is lacking. According to Jarvenpaa and Leidner (1988), in a team with a high level of trust, the team members actively respond to the email in a timely manner, while in a team with a low level of trust, the enthusiasm of the team members is relatively low throughout the team's life cycle. To make up for the shortcomings in geographical distribution, organizations should establish a shared space so that team members can truly communicate with each other. Moreover, strengthening the awareness of sharing and communication also matters. Enterprise can design a new collaborative information system to determine the role of participants and let employees define their own tasks and the ambitious goals of the entire company; create a knowledge sharing culture so that all participants have a sense of communication, and cooperation; design the required collaborative information system, including designing databases, system interfaces, and computer-supported collaboration tools; measure the degree of cooperation and sharing in the virtual enterprise to help employees improve their quality and lead management decisions.With the continuous globalization and decentralization of corporate business, many companies have introduced virtual teams to respond to dynamic environments (Zigurs, 2003). Stamps (1997) defines virtual teams as a group of people interacting through technology with no boundaries of time, space as well as organization, aiming to achieve a common goal. Team members rely primarily on information and communication technologies to coordinate and collaborate, which inevitably increases the span between different cultures of the team and affect the team’s social interaction process (Townsend, 1998). However, it is uncertain whether these advantages will outweigh the possible behavioral disadvantages. How to improve the productivity of virtual teams becomes a major problem to the researchers. The main ideas of the author are listed below.
Firstly, the climate of trust contributes to a healthy organizational culture. People suspect that it is hard to build trust in an environment where face-to-face interaction is lacking. According to Jarvenpaa and Leidner (1988), in a team with a high level of trust, the team members actively respond to the email in a timely manner, while in a team with a low level of trust, the enthusiasm of the team members is relatively low throughout the team's life cycle. To make up for the shortcomings in geographical distribution, organizations should establish a shared space so that team members can truly communicate with each other. Moreover, strengthening the awareness of sharing and communication also matters. Enterprise can design a new collaborative information system to determine the role of participants and let employees define their own tasks and the ambitious goals of the entire company; create a knowledge sharing culture so that all participants have a sense of communication, and cooperation; design the required collaborative information system, including designing databases, system interfaces, and computer-supported collaboration tools; measure the degree of cooperation and sharing in the virtual enterprise to help employees improve their quality and lead management decisions.
识别并详细讨论知识管理（KM）
知识管理是建立学习型组织的最重要手段之一，也是未来人力资源管理的核心。根据Fischer和Otswald（2001）的说法，KM的目标是建立一个包含组织中的技术和人文知识的知识系统，以通过诸如获取，创建，共享，集成，记录，访问和更新等过程来获得连续的专有技术。 。从系统的角度来看，信息系统构成了组织的智力资本，可以帮助企业做出正确的决策以应对市场变化。
在这个信息日新月异的时代，知识已成为财富的主要来源。不仅对于组织而言，对于个人而言，最紧迫的任务是知识管理，这可以使组织和个人更具竞争力并做出更好的决策。对于组织和个人而言，知识管理所带来的无疑是巨大的机遇和挑战。知识管理逐渐成为公司的标准化和正式流程。在KM的过程中，组织首先需要推断他们拥有的信息，这些信息如何使公司的利益相关者受益，然后使每个人都尽可能地容易地通过信息系统获取信息。一般而言，在实践中，知识管理模型通常包含几个通用步骤，即创建最佳实践知识库；在公司的客户服务人员和产品制造人员之间建立信息通信网络；建立正式流程，以确保在项目执行过程中获得的经验教训可以传递给执行类似任务的同事。
Identify and discuss in detail, Knowledge Management (KM)Knowledge management is one of the most vital means to establish a learning organization, and it is also the core of future human resource management. According to Fischer and Otswald (2001), what KM targets at is building a knowledge system that contains both technology and humanities in the organization to achieve continuous know-how through processes such as acquisition, creation, sharing, integration, recording, access and update. From a system perspective, information systems constitute the intellectual capital of an organization and can help corporations make the right decisions to respond to market changes.
In this booming age of information, knowledge has become the chief source of wealth. Not just for organizations, but for individuals, the most imperative task is knowledge management, which can make organizations and individuals more competitive and make better decisions. For organizations and individuals, what knowledge management has brought is definitely both a huge opportunity and challenge. KM gradually becomes a standardized and formal process of the firm. In the process of KM, organizations first need to infer the information that they have, how this information can benefit the company's stakeholders, and then make it as easy as possible for everyone to obtain information through the information system. Generally speaking, in practice, knowledge management models usually contains several common steps, namely creating a repository of best practices; establishing an information communication network between the company's customer service staff and product manufacturing staff; establishing formal processes to ensure that lessons learned during project execution can be passed on to colleagues performing similar tasks.
确定并讨论影响购买决策与定制构建（内部）软件的因素
购买或定制构建软件不断困扰着寻求软件解决方案的公司。现成的软件一旦停顿就可以使用，而定制软件可以根据个人需求进行开发。在性能，功能和可用性方面，两种不同类型之间存在巨大差距。
要考虑的第一个因素是成本。现成的产品通常价格适中。许多公司没有正确预测内部开发定制软件所需的时间和资源。还需要考虑未来不可避免的增强和升级的成本。公司规模也很重要。与大型公司相比，小型公司的预算相对较小，可用于定制软件的时间或资源有限。他们的要求也不太可能需要复杂的集成。因此，现成的解决方案可以满足他们的需求。最后，最终用户同样重要，因为定制软件需要花费大量金钱和时间来培训用户。培训过程可能会重复进行并不断更新，并且每个版本都会在以前的版本上有所改进。在这样的反复试验阶段，对业务运营的影响可能超出公司的想象。
简而言之，在建立和购买困境中没有明显的赢家。截然不同的情况直接导致了不同的结果。公司应该花一些时间仔细评估两种选择的利弊，因为做出错误的决定可能会付出高昂的代价
Identify and discuss the factors that affect the decision to buy versus custom-building (in-house) software
Purchasing or custom-building software continually plagues companies looking for software solutions. Ready-made software is ready to use once stalled while custom software can be developed according to individual needs. There is a huge gap between the two different types in terms of performance, functionality, and availability.
The first factor to consider is the cost. Off-the-shelf products are usually moderately priced. Many companies do not correctly predict the time and resources required to develop custom software in-house. The cost of unavoidable future enhancements and upgrades also needs to be considered. The company size also matters a lot. Compared with large companies, small companies have relatively small budgets and have limited time or resources available to customize the software. Their requirements are also unlikely to require complex integration. Therefore, off-the-shelf solutions may meet their needs. Lastly, the ultimate users are just as important because customizing software takes a lot of money and time to train users. The training process may be repeated and updated continuously, and each version will improve on the previous version. In such a trial and error phase, the impact on business operations may exceed the company's imagination.
In short, there are no clear winners in the build-and-buy dilemma. Distinct situation has directly led to distinct results. It should take companies some time to carefully evaluate the pros and cons of the two options since making wrong decision can be costly
References:
Fischer, G. & Ostwald, J. (2001). Knowledge Management: Problems, Promises, Realities, and Challenges. IEEE Intelligent Systems, 16(1), 2001, pp.60-73.
Jarvenpaa, S.L. & Knoll, K. and Leidner, D.E. (1998). Is Anybody out There? Antecedents of Trust in Global Virtual Teams. Journal of Management Information Systems, 14, 29-64.
Lipnaek, J., & Stamps, J. (1997). Virtual teams: Reaching across space, time, and organizations with technology. New York: John Wiley & Sons.
Townsend, A. D. S & Hendrickson, A. R. (1998). Virtual teams and the workplace of the future. Academy of Management Executive, 12(3), 17 - 29.
Zigurs, I. (2003). Leadership in virtual teams: oxymoron or opportunity? Organizational Dynamics, 31(4), 339-351.
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