Samuel M. DeMarie

Personality and cognitive style as predictors of preference for working in virtual teams

This study tests the effects of personality and cognitive style on preference of individuals for working in virtual teams. The results support the use of both personality and cognitive style as predictor variables with each uniquely contributing to two facets of virtual team preference, namely preference for virtual teams over working alone and preference for virtual teams over traditional groups. Results are discussed regarding the impact of cognitive style and personality for corporate implementation of virtual teams.

Meeting the virtual work imperative

How collaborative technologies can facilitate face-to-face meetings without the need to even be in the same room.

Revisiting the transformation of Arizona public service company

Arizona Public Service Co. (APS) implemented an organizational change program in late 1993 to enable it to succeed in an increasingly deregulated environment. The initiative required a cultural invention that would psychologically and emotionally prepare employees for the impending sector changes. The second component of the program was a comprehensive organizational redesign effort. As a result of the change initiative, APS wa able to reduce its actual total cost per kilowatt hour from

Virtual teams: Technology and the workplace of the future

0.09 in Jan. 1994 to

Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century

0.08 in Dec. 1995. It was also able to increase customer satisfaction from 95% in the last quarter of 1993 to 96% in the last quarter of 1995. However, the most significant achievement was the elimination of the need for future rate increases. It was able to reduce rate by 2.2% in May 1994 and announced a 3.3% further reduction by July 1996.