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The Effects of Electronic Collaboration in Distributed Project Management

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The emergence and widespread use of collaborative technologies for distributed project management has opened up opportunities for off-shore outsourcing and collaborative development. However, 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 more dynamic and geographically dispersed. This paper uses grounded theory to analyze data on virtual teams' projects. The analysis uncovers “effects” in the way in which distributed projects are managed. These effects relate to coordination, communication and adaptation to distributed electronic work environments. Following an analysis of these electronic collaboration “effects”, a model for distributed project management is presented.

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Authors and Affiliations

  1. Department of Information Systems and Quantitative Analysis, College of Information Science & Technology, University of Nebraska Omaha, Omaha, Nebraska, U.S.A.

    Sajda Qureshi & Min Liu

  2. Department of Information Systems, City University of Hong Kong, Tat Chee Avenue, kowloon, Hong Kong

    Doug Vogel

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  1. Sajda Qureshi
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  2. Min Liu
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  3. Doug Vogel
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Correspondence to Sajda Qureshi.

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Qureshi, S., Liu, M. & Vogel, D. The Effects of Electronic Collaboration in Distributed Project Management. Group Decis Negot 15, 55–75 (2006). https://doi.org/10.1007/s10726-005-9006-6

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