F公司云应用移植项目虚拟团队沟通案例研究
A Case Study on Communication Management in a Virtual Team of Cloud
Application Migration Project of Corporation F
Abstract
As the global asset management scale continues to hit a new high, the competition around
financial technology is intensifying under the pressure that the endogenous growth of the
industry is blocked. Many multinational asset management companies leverage virtual teams to
develop software projects to integrate their competitive advantages globally. However, virtual
teams are faced with the risk of conflicts due to different cultures, languages and values when
communicating, which will affect the whole performance of the team. It is an important
guarantee for virtual teams operating efficiently in projects to identify and manage
communication problems effectively.
This thesis focuses on a virtual team which is responsible for the development of cloud
application migration platform in corporation F. It is founded in the early stage of cloud
computing development strategy of the corporation, and it adopts agile management mode to
operate. The thesis is presented by real communication cases extracted during the cloud
application migration project. It aims to explore the communication problems of the virtual
team. It will use knowledge network theory, Hofstede's cultural dimensions theory and
coaching management theory as the guidance to analyze the causes of management
communication problems in this case. Solutions are proposed to solve the problems of
inefficient knowledge exchange and transformation, cross-cultural communication barriers and
weak communication willingness of team members. It will improve the management and
communication efficiency of the virtual team, promote the team performance, and thus improve
the global fintech competitiveness of corporation F with these proposed solutions.
Through the case study of communication problems of the virtual team responsible for the
development of a platform in the cloud application migration platform of corporation F, on the
one hand, it can help the virtual team in the project to analyze and solve the current problems
caused by poor communication, and at the same time, it can play a reference role for enterprise
communication management. On the other hand, it is expected that the solution of this case can
provide reference value to the management communication problems in similar situation.
Key Words：Virtual team; Knowledge network; Cross-cultural communication;
Management communication; Case study
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大连理工大学专业学位硕士学位论文
目录
摘
要.............................................................................................................................I
Abstract ............................................................................................................................. II
1绪论.............................................................................................................................. 1
1.1研究背景与研究目标....................................................................................... 1
1.2案例研究设计................................................................................................... 2
1.2.1案例研究对象........................................................................................ 2
1.2.2案例设计................................................................................................ 2
1.2.3研究思路及方法.................................................................................... 3
1.3论文内容结构与安排....................................................................................... 4
2案例正文...................................................................................................................... 6
2.1公司背景........................................................................................................... 6
2.1.1公司简介................................................................................................ 6
2.1.2公司云战略............................................................................................ 7
2.2行业背景........................................................................................................... 8
2.3项目背景........................................................................................................... 9
2.3.1项目特色................................................................................................ 9
2.3.2项目虚拟团队设置.............................................................................. 10
2.3.3虚拟团队敏捷管理与沟通模式.......................................................... 12
2.4虚拟团队沟通问题描述................................................................................. 15
2.4.1应用部署云端安全审核多边反复会议.............................................. 15
2.4.2敏捷回顾会议上的批评与隐忍.......................................................... 17
2.4.3消失的联系与增加的会议.................................................................. 19
3案例分析.................................................................................................................... 22
3.1理论依据......................................................................................................... 22
3.1.1虚拟团队.............................................................................................. 22
3.1.2知识网络.............................................................................................. 23
3.1.3霍夫斯泰德文化维度理论.................................................................. 25
3.1.4教练管理理论...................................................................................... 27
3.2原因分析......................................................................................................... 29
3.2.1虚拟团队云应用移植知识转化低效.................................................. 29
3.2.2虚拟团队跨文化沟通障碍.................................................................. 32
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F公司云应用移植项目虚拟团队沟通案例研究
3.2.3 虚拟团队成员沟通意愿薄弱.............................................................. 36
4 管理解决方案设计与实施保障................................................................................ 39
4.1 构建知识网络社区标签化文本沟通信息..................................................... 39
4.1.1 构建云计算主题知识网络社区.......................................................... 39
4.1.2 引入优先级标签工具管理文本沟通信息.......................................... 41
4.2 融合跨文化沟通到项目敏捷管理模型......................................................... 42
4.2.1 管控跨文化沟通冲突.......................................................................... 42
4.2.2 创建团队章程细化视频会议指南...................................................... 43
4.3 利用教练激发团队成员沟通表现构建信任................................................. 44
4.3.1 利用 GROW模型提高技术人员沟通意愿........................................ 44
4.3.2 建立团队信任...................................................................................... 46
4.4 解决方案实施保障......................................................................................... 47
4.4.1 加强智能化系统集成建设.................................................................. 47
4.4.2 强化拥抱变化尊重差异的企业文化建设.......................................... 48
4.4.3 确保教练队伍稳步发展...................................................................... 49
5 结论与展望................................................................................................................ 51
参 考 文 献................................