Browsing by Author "Senaji, Thomas Anyanje"
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- ItemGlobal academic virtual teams versus corporate virtual teams(2022) Punnett, Betty Jane; Galperin, Bella L.; Lituchy, Terri R.; Melyoki, Lemayon L.; Senaji, Thomas Anyanje; Taleb, AliOver the past twenty years or so, many academics and practitioners have, in some way, addressed the question, “What makes a virtual team succeed or fail?” Most of this literature has dealt with virtual teams that are associated with businesses/organizations or corporate virtual teams (CVTs). There is less discussion of the unique aspects of academic virtual teams (AVTs) and the best practices for these teams. In this chapter, we focus on AVTs, their characteristics, and approaches for creating and managing them to ensure successful performance. Virtual teams provide significant advantages—reduced travel costs, the enhanced possibility for team members collaborating on projects regardless of distance, and the ability to draw on the best talent from anywhere in the world. Our objective is to make practical recommendations for designing and managing AVTs. This has become even more relevant today in light of the Covid-19 pandemic, which has resulted in most academic activities moving from in-person to virtual. For example, in the summer of 2020, planned in-person conferences associated with groups such as the Academy of Management and the Academy of International Business were all conducted virtually. We expect that there will be more virtual collaboration in the academic world in the future, and understanding what makes AVTs succeed will be ever more important.
- ItemPerceptions of leadership effectiveness among the African diaspora in Canada and USA(2018) Taleb, Ali; Galperin, Bella L.; Michaud, James; Senaji, Thomas AnyanjeThis paper investigates the applicability of leadership effectiveness factors developed in Africa to the African diaspora and compares/contrasts perceptions of effective leadership in Canada and the USA. Using quantitative data from the LEAD project, our findings suggest that the African diaspora fully relates to neither Western conceptualization nor African philosophies of leadership. The factors that achieved a good fit in both Canada and the US related to being a knowledgeable leader and effective communication skills. This paper contributes to managing a more diverse and inclusive workplace in the diaspora, and informing leadership theory and practice in Africa.