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A key challenge for cost-effective Intelligent Tutoring Systems (ITSs) is the ability to create generalizable domain, learner, and pedagogical models so they can be re-used many times over. Investment in this technology will be needed to succeed in developing ITSs for team training. The purpose of this chapter is to propose an instructional framework for guiding team ITS researchers in their development of these models for reuse. We establish a foundation for the framework with three propositions. First, we propose that understanding how teams develop is needed to establish a science-based foundation for modeling. Toward this end, we conduct a detailed exploration of the Kozlowski, Watola, Jensen, Kim, and Botero (2009) theory of team development and leadership, and describe a use case example to demonstrate how team training was developed for a specific stage in their model. Next, we propose that understanding measures of learning and performance will inform learner modeling requirements for each stage of team development. We describe measures developed for the use case and how they were used to understand teamwork skill development. We then discuss effective team training strategies and explain how they were implemented in the use case to understand their implications for pedagogical modeling. From this exploration, we describe a generic instructional framework recommending effective training strategies for each stage of team development. To inform the development of reusable models, we recommend selecting different team task domains and varying team size to begin researching commonalities and differences in the instructional framework.

Stagl, Salas, Rosen, Priest, Burke, Goodwin, and Johnston (this volume) conducted a review of distributed team performance and discussed some of the implications of distributed, multicultural operations for individual, team, and organizational decision making. Expanding upon Stagl and colleagues’ discussion, Alutto (this volume), and Coovert and Burke (this volume) provided thought-provoking commentary on these issues. The current note briefly responds to some of the questions posed and comments made by Alutto, Coovert, and Burke and concludes by calling for a continued dialogue by all stakeholders concerned with fostering effective distributed teams.

Distributed performance arrangements are increasingly used by organizations to structure dyadic and team interactions. Unfortunately, distributed teams are no panacea. This chapter reviews some of the advantages and disadvantages associated with the geographical and temporal distribution of team members. An extended discussion of the implications of distributed team performance for individual, team, and organizational decision making is provided, with particular attention paid to selected cultural factors. Best practices and key points are advanced for those stakeholders charged with offsetting the performance decrements in decision making that can result from distribution and culture.

Joseph A. Alutto is dean, Max M. Fisher College of Business, as well as executive dean of the Professional Colleges, The Ohio State University. He holds the John W. Berry, Sr., Chair in Business. From 1976 to 1990, he was dean of the School of Management, State University of New York at Buffalo. He has published more than 70 articles in leading academic journals and serves on a number of corporate and public sector boards, including Nationwide Financial Services, United Retail Group, Inc., and M/I Homes.

Some multi-owned housing developments do not appoint an external strata manager. The purpose of this paper is to highlight how governance is negotiated when there is no strata manager in place.

A semi structured interview was conducted as a case study to contrast and highlight issues that occur where no strata manager is in place.

The lack of a manager presented particular difficulties when negotiating outcomes. A market gap is identified highlighting implications for how strata managers may increase future market penetration.

The number and spatial occurrence of strata titled complexes operating without a formal governance structure in situ is not known. Further research needs to be undertaken in this area.

The resilience of Australia’s densification policies is dependent on how owners perceive and adjust to additional layers of governance. Difficulties arise for the individual and the scheme as a whole where no formal mechanism is operational.

As cities become more dense, multi-owned property is increasing. Where governance mechanisms fail, or fail to be implemented, sound governance outcomes may be problematic.

The issue of multi-owned property operating without or outside a governance structure has not previously been considered.

The purpose of this paper is to focus on organizational flexibility and explore its antecedents, organizational structure, and processes, as proposed by network organization theories. The study also explores the possible moderating effects of power distance (Pd) and cultural diversity.

Using self-report data from three different multinational military exercises and one laboratory experiment, the paper explored the relationships between perceptions of flat organizational structure, decentralized processes, and flexibility. The data from each of these studies were analyzed both separately and together.

The analyses revealed that decentralization had the most consistent relationship to organizational flexibility across each of the four studies. Moreover, when the data were analyzed conjunctively, significant positive relationships between decentralization and flexibility and between flat structure and flexibility were observed. No moderating effects of Pd or cultural diversity were found.

The results suggest that decentralizing processes and creating flatter hierarchies may contribute to achieving higher levels of organizational flexibility in military organizations.

The paper contributes to empirical support for the central theoretical propositions of network organizational literature, including moderating factors that are essential in multinational organizational contexts.

Examines the claims that cyberspace allows individuals to create sustainable new identities. It examines these claims in relation to the ongoing argument about embodiment and information systems. Accepts that computer mediated communication changes the nature of the interaction by removing bodily cues from the process, but argues that creating new identities is not simply a case of using new words. Argues that the choice of words is the result of socialized learning into a particular role, a process that cannot be taught explicitly. Analyses an existing case study and highlights the limitations of playing with an identity into which one has not been socialized. Ends with a discussion of the implications of the ideas presented.