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Background: This study shows how multiple ethical criteria evaluations result in patient screening and ranking. Furthermore, as Omicron outbreaks increase, hospital emergency departments will become overburdened with critically ill patients. It is a one-of-a-kind global triage algorithm for infectious decreases of COVID-19 and Omicron. The algorithm is qualitative and quantitative, and adaptable to various bio-ethical and social factors. The measurement of the evaluation process eliminates any inconsistencies, which is an advantage of a decision-making algorithm. The proposed algorithm is unique because there are no similar algorithms in the literature that provide triage guidelines based on social ethics, bioethics, and human dignity. Objective: It's simple to evaluate a patient's potential benefits when ethical triage judgments are structured and transparent. Furthermore, decisions made primarily based on economic considerations in stressful situations overlook the socioeconomic realities of the underprivileged. This triage algorithm eliminates the need for ad hoc triage evaluations and facilitates criteria for inclusion, such as human dignity. It also takes into account patient comorbidities and social, ethical issues. Method: Healthcare professionals use predefined ethical criteria to assign relative rankings among patients based on treatment response and social circumstances. It is a Delphi method for evaluating patient illnesses with the help of medical professionals. For example, the admission to the intensive care unit and providing a ventilator depend entirely on hierarchical multidimensional triage scoring results. This algorithm can evaluate triage scores quickly. It is robust, accurate, and quick in assessment, evaluation, and reevaluation during an emergency. A team of three experts can implement this algorithm. Result: The Consistency Scores (CR) show how well clinical and non-clinical ethical criteria may be used to make triage judgments. As a result, all specialists have reported allogeneic reactions in the triage assessment. Furthermore, this system enables decision-makers to identify cognitive biases that may influence their decisions. A Group Consciousness Ratio (GCR) of over 85% indicates that the decision-making process is transparent. Patients with a high level of social dependency, a reasonable probability of recovery, a favorable weighted average comorbidity score, and those who are less fortunate are all considered in the overall triage decision. Conclusions: This algorithm differentiates patients who need ICU (Incentive Care Unit) care and do not immediately require critical resources. As a result, patients queue up on a waiting list when the ICU demand spikes due to the increased incidence of COVID-19 infection or its variants. This situation presents a dilemma for the triage policy. Therefore, a national emergency policy requires monetary and technical assistance to expand healthcare facilities. However, the clarity of this triage policymaking is at odds with decision-makers interested in manipulating results. It is challenging to deal with consistency issues in the Delphi process in group decision-making without professional moderators and valid evaluation metrics. Therefore, transparency, consistency, and strong judgment are essential elements of the presented algorithm. Doi: 10.28991/esj-2022-SPER-07 Full Text: PDF

Small and medium enterprises (SMEs) are considered as an engine for economic growth all over the world and especially for developing countries. During the past decade, new product development (NPD) has increasingly been recognized as a critical factor in ensuring the continued survival of SMEs. On the other hand, the rapid rate of market and technological changes has accelerated in the past decade, so this turbulent environment requires new methods and techniques to bring successful new products to the marketplace. Virtual team can be a solution to answer the requested demand. However, literature have shown no significant differences between traditional NPD and virtual NPD in general, whereas NPD in SME's virtual team has not been systematically investigated in developing countries. This paper aims to bridge this gap by first reviewing the NPD and its relationship with virtuality and then identifies the critical factors of NPD in virtual teams. The statistical method was utilized to perform the required analysis of data from the survey. The results were achieved through factor analysis at the perspective of NPD in some Malaysian and Iranian manufacturing firms (N = 191). The 20 new product development factors were grouped into five higher level constructs. It gives valuable insight and guidelines, which hopefully will help managers of firms in developing countries to consider the main factors in NPD.

This paper explores potential advantages of using virtual teams for small and medium-sized enterprises (SMEs) with a comprehensive review on various aspects of virtual teams. Based on the standing of the pertinent literatures, attempt has been made to study the aspects by online survey method in Iran and Malaysia. In both countries, SMEs play an important role in their economies, employments, and capacity building. Virtual R&D team can be one of the means to increase SMEs efficiency and competitiveness in their local as well as global markets. In this context, surveys have been conducted to evaluate the effects of virtuality to the growth of SMEs. The study addresses some differences between two countries in engaging virtual research and development (R&D) teams in their SMEs. It is observed that there is a significant difference between the SMEs turnover that employed virtual team and that did not employ the virtual team. The way for further studies and recommend improvements are proposed.

In today's dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development.

Small and medium enterprises (SMEs) are the driving engine behind economic growth. While SMEs play a critical role in generating employment and supporting trade, they face numerous challenges, the prominent among them are the need to respond to fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Towards that end, research and development (R & D) aspect deserves particular attention to promote and facilitate the operations of SMEs. Virtual R & D team could be a viable option. However, literature shows that virtual R & D teaming in SMEs is still at its infancy. This article provides a comprehensive literature review on different aspects of virtual R & D teams collected from the reputed publications. The purpose of the state-of-the-art literature review is to provide an overview on the structure and dynamics of R & D collaboration in SMEs. Specifying the foundation and importance of virtual teams, the relationship between virtual R & D team and SMEs has been examined. It concludes with the identification of the gaps in the existing literatures and calls for future research. It is argued that setting-up an infrastructure for virtual R & D team in SMEs still requires a large amount of engineering efforts and deserves consideration at top level management.

New interaction tools such as internet allow companies to gain valuable input from research and development (R&D) engineers via virtual teams. Consequently, engineers also get more expertise in diminutive timeframes. Virtual R&D teams present the key impetus to the technology acquisition process. The present knowledge-economy era is characterized by short product life-cycles. Virtual R&D teams may reduce time-to-market, make available a large pool of new product know-how and provide greater flexibilities, which are the key success factors in a competitive market. This comprehensive review contains almost 100 references and covers the recent literature with emphasis on the topic. The review has focused on authentic and reputed publications and extracts the results. This article presents the type of virtual teams and their main features and explains how virtual R&D team can play a prominent role in developing new products. The article is evolved future study guideline and also illustrates how to apply virtual interaction tools and integrate engineers into the innovation process. Management of virtual R&D teams in new product development (NPD) processes in an innovative, effective and efficient is of a high importance, but the issue has been poorly addressed in the previous studies. Findings show that virtual R&D team provides valuable input for new product development and R&D engineers are able to attain virtual experience.

In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified an d extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.

Innovation plays a central role in economic development, at the regional and national level. In the competitive environment companies are obliged to produce more rapidly, more effectively and more efficiently in new product development, which is a result of research and development (R&D) activities. It is necessary for them to put together different capabilities and services with the goal, through cooperation between suppliers and customers, service providers and scientific institutions to achieve innovations of high quality. Depending on the type of industry, the type of business, the type of innovation and the strategic objectives that have been set, firms will regularly have to modify the way in which their R&D and innovation are organized. Nowadays, shift from serial to simultaneous and parallel working in innovation has become more commonplace. Literatures have shown that collaboration is as a meta-capability for innovation. By a comprehensive reviewing of literature this article after define virtual teams and its characteristics, addressing virtual environment innovation and the relationship to R&D activities. Finally conclude that innovation cannot be successful, unless the knowledge and information in the R&D project are effectively captured, shared and internalized by the R&D project's virtual team members.

Small and medium-sized enterprises (SMEs) are indeed the engines of global economic growth. Their continued growth is a major subject for the economy and employment of any country. Towards that end, virtual research and development (R&D) could be a viable option to sustain and ease the operations of SMEs. However, literature shows there has not been a great deal of research into the diverse characteristic of virtual R&D teams in SMEs. This article provides a comprehensive literature review on different aspects of virtual R&D teams collected from the reputed publications. The purpose of the literature review is to provide an outline on the structure and dynamics of R&D collaboration in SMEs. Specifying the rationale and relevance of virtual teams, the relationship between virtual R&D team for SMEs and new product development (NPD) has been examined. It concludes with identifying the gaps and feebleness in the existing literatures and calls for future research in this area. It is argued to form of virtual R&D team deserves consideration at top level management for venturing into the new product development within SMEs.

Both the professional literature and non-academic resources are replete with references to both thesuccesses and failures of the current state of education. There is very little doubt that education isreceiving intense scrutiny from a variety of sources and in regard to numerous aspects of itsimplementation. A primary focus of this examination has been the teacher work force, specifically itseffectiveness in promoting measurable student growth and achievement. While this is a natural andimperative center of the investigation, it also encompasses ancillary issues, such as the manner inwhich the teachers are prepared to assume their instructional roles, and to what extent they arecontinuing to augment their professional development and effectiveness once they enter the classroomsetting. Issues such as these clearly draw teacher preparation programs at the higher education levelinto the conversation. To address these concerns, conventional teacher education programs arebeing analyzed as to their efficacy and practical application to real world demands.