COLLECTION AND ANALYSES OF Malaysian SMEs--论文代写范文精选

  最后组成开放和封闭式问题，主要的目标群体与组织的大小。描述性统计是用来分析反馈，显示了使用虚拟团队中采样的频率。结果表明,三分之一的中小企业采用虚拟团队。下面的report代写范文继续展开论述。

Abstract
  The research was targeted at manufacturing SMEs within Malaysia, which employed virtual teams in their organizations. Online questionnaires were sent to relevant SMEs in order to obtain the viewpoints from experts involved with virtual teams in SMEs. Denscombe (2006) encouraged social researchers to use web-based questionnaires with confidence, and therefore online questionnaires were distributed to SMEs in Malaysia via email. The participants were directed to a website, and the surveys were completed online. 

  The questionnaires consisted of three sections, as follows: a) Demographic information: The results obtained from this section enable the selection of suitable enterprises which complied with the definition of SMEs. b) Current status of virtual teams: The first question in this section clarified the utilization of virtual teams in the enterprises. Respondents who selected “No” in answer to the question indicate that the organizations did not possess experience with virtual teams, and were directed to Section C in the questionnaires. The final open-ended question which concerns the effectiveness of virtual teams on the organization’s growth and performance, were analyzed in this research. c) Requirements for establishing virtual teams: The results of this section was not included in this research. 

  The surveys were tested preliminarily among 12 experts, followed by improvements, modifications and distribution. Finally, questionnaires consisting of open and close-ended questions were distributed to 356 Malaysian manufacturing SMEs. The major target groups with regards to the size of the organization and industrial field were Managing Directors, R&D Managers, New Product Development Managers, Project and Design Managers as well as appropriate personnel who were involved significantly with R&D issues in the organizations. A total of 74 usable questionnaires were received, which represented a 20.8 percent return rate. The response rate was deemed satisfactory since accessing high-rank personnel was difficult. Table 1. It was found that a total of 42 SMEs fulfilled the criteria of this research and therefore the remaining respondents were dropped from the analysis. Descriptive statistics were used to analyze the responses. Table 2 shows the frequency of using virtual teams among the sampled Malaysian SMEs. The results showed that 33.3% SMEs employed virtual teams. This indicates that applications of virtual teams in manufacturing SMEs are still in its infancy.

  It is known that open-ended questions provide fewer prompts and impose the fewest limits. It is for these reasons open-ended questions evoke the most authentic possible responses from respondents (Bobrow, 1997). Open-ended questions are good for prompting a respondent’s attitude or feelings, likes and dislikes, memory recalls, opinions, or to request for additional comments. However, open-ended questions are timeconsuming and particularly difficult to answer. After considering all advantages and disadvantages, only a few open-ended questions were used in the online questionnaires. In this research, only one open-ended question was considered, which was: Please explain the total effectiveness of virtual team system/tool on the company’s growth and performance, before and after implementation?

  RESPONDENTS’ COMMENTS 
  It was found that a great majority of the respondents answered the open-ended questions. Summarizing the results of open-ended questions was not simple due to the different levels of management and individuals, subjective wording and phrasing of the responses. However, several good comments were selected, and are shown as quotes in Table 3. The comments represent the actual experiences of the respondents, which are in accordance with (Ebrahim et al., 2010, May and Carter, 2001, Bouchard and Cassivi, 2004). The virtual teams’ managers were a good source to confirm the benefits of virtuality due to their experiences. 

  Since open-ended questions provide a rather qualitative information, simple thematic analysis was particular suitable to extract information from such questions. In this research, simple thematic analysis was performed by conducting two levels of clustering analysis. Thematic analysis is commonly used by qualitative researchers and is usually recognized as a tool rather than a method (Abdul Rashid, 2009). In this analysis, the data were clustered into two levels, whereby lower level is Level 2, and higher level is Level 1. Level 1 was then identified as theme. Table 4 shows the clusters and theme generated from the simple thematic analysis. From this analysis, it was found that there are four main benefits of virtual team/tool on the growth and performance of enterprises. These benefits are: reduced R&D costs and time, more effective R&D, better output and increased coordination.

  CONCLUSIONS 
  Despite the enormous benefits of employing virtual R&D teams in manufacturing SMEs, the application of virtual teams by most enterprises is still in its infancy. The study showed that one-third of Malaysian manufacturing SMEs have employed virtual R&D teams. Competitive advantage is now becoming available to SMEs through geographically open boundaries created by virtual teams. Existing practices within Malaysian manufacturing SMEs experts, who were involved with virtual teams, proved four-fold benefiting from the cross-functional virtual R&D teams, namely: 1-Reduced R&D cost and time, 2-More effective R&D, 3-Better output, 4-Increased coordination. Virtual R&D teams give better team outputs, reduce time-to-market, reduce travel costs and demonstrate the ability to tap selectively into centers of excellence. Additionally, virtual R&D teams enable the use of the best talents regardless of location, giving a greater degree of freedom to individuals, shorter development times, and quicker response to changing business environments as well as higher team effectiveness and coordination. Therefore, the decision for setting up virtual R&D teams in SMEs is not a choice, but a necessity.

  This paper is probably the first to present an empirical research on virtual R&D teams, which is limited to Malaysian manufacturing SMEs. Future research is needed to investigate the four-fold benefits of virtual R&D teams by a larger sample from different sectors. Although several studies have been carried out on the use of virtual R&D teams in large companies, applications within SMEs remain undocumented. Hence, future research should be focused on this gap and to search for a virtual collaborative system for SMEs which are dispersed geographically. Such a collaborative system should virtually link SMEs to enable the engaging members to focus on their specialized tasks as well as share their knowledge and experience (information resources). This will create agile manufacturing environments and enterprises.(论文代写)

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