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Wyświetlanie 1-2 z 2
Tytuł:
Transnational partner meetings in the face of the pandemic – the case of Strategic Partnerships implementing international projects
Autorzy:
Gogacz, Adam Krzysztof
Kędzia, Marta Małgorzata
Powiązania:
https://bibliotekanauki.pl/articles/1391142.pdf
Data publikacji:
2020
Wydawca:
Wyższa Szkoła Bankowa w Poznaniu
Tematy:
strategic partnerships
virtual teams
pandemic
transnational meetings
intercultural communication
sustainable development
Opis:
During the pandemic of COVID-19 the work on projects that require team working has changed. The face-to-face meetings, with the physical presence of participants, were moved to virtual space, enforcing the change in the way of project partners’ communication. The aim of the paper is to indicate the risks in the area of transnational project collaboration resulting from replacing face-to-face meetings with virtual mobility, from the skills’ development perspective. The authors of the paper explain the mechanisms of transnational projects and present how the change of communication towards purely virtual mode may affect the development of skills needed in effective project collaboration and transcultural communication. The discussion is based on the review of the available literature on the challenges of global project teams, the instrumental case study combined with the analysis of statistical data on organisations’ participation in European Strategic Partnerships within Erasmus+ Programme and authors’ experience gained through participant observation of transnational meetings conducted in the period of 2018-2020. Project partners’ participation in face-to-face meetings fosters their personal development and contributes to effective transnational collaboration. The great variety of cognitive, personal, social and communicational skills that face-to-face meetings elicit, and thus contribute to the quality of transnational project team collaboration in the multicultural environment depend on physical presence and interaction of partners. Replacing real presence of project partners with their virtual attendance reduces chances for these skills to be developed and thus may negatively influence the quality of the project collaboration. Taking into account the value that the real presence of project partners brings to international partnerships as well as the development of project team members, it is worth considering, as soon as the pandemic situation allows it, returning to planning and organizing face-to-face international partnership meetings.
Źródło:
Studia Periegetica; 2020, 31(3); 31-47
1897-9262
2658-1736
Pojawia się w:
Studia Periegetica
Dostawca treści:
Biblioteka Nauki
Artykuł
Tytuł:
Meetings or Power Weeks? Boundary Work in a Transnational Police Project
Autorzy:
Åkerström, Malin
Wästerfors, David
Yakhlef, Sophia
Powiązania:
https://bibliotekanauki.pl/articles/1024349.pdf
Data publikacji:
2020-08-07
Wydawca:
Uniwersytet Łódzki. Wydawnictwo Uniwersytetu Łódzkiego
Tematy:
Occupational Culture
Identity
Meetings
Border Police
Project
Bureaucracy
Opis:
Meetings are common in contemporary working life, but they are often overlooked in academic studies and sometimes defined as empty or boring by employees. Yet, the meeting society is being reproduced again and again. There seem to be hidden ways to incorporate meetings into today’s working life without arousing critique about pointless activities and deviations from what should really be done. One strategy was illustrated in a study of a transnational police project. Police culture celebrates visible crime fighting, which is associated with action, physical toughness, and capturing criminals. The police officers involved in the project emphasized the need to avoid “a lot of meetings,” but de facto constructed their project as meetings. Nonetheless, the project was declared a success. We analyze this paradox in terms of boundary work concerning meetings; the police officers turned some meetings into “real police work” by discursively and practically removing them from the category of bureaucracy and its associations with formalities, rigidity, and documentation. The most important example is how an “operational action group meeting” was renamed “power weeks,” eradicating the very word “meeting” from the term. This was closely associated with increased informality and multi-tasking during these gatherings.
Źródło:
Qualitative Sociology Review; 2020, 16, 3; 70-84
1733-8077
Pojawia się w:
Qualitative Sociology Review
Dostawca treści:
Biblioteka Nauki
Artykuł
    Wyświetlanie 1-2 z 2

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