摘要 :
Issues concerning global virtual collaboration have received considerable attention in IS research and practice; however, little research has been conducted on knowledge-sharing activities in global virtual collaboration, which is...
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Issues concerning global virtual collaboration have received considerable attention in IS research and practice; however, little research has been conducted on knowledge-sharing activities in global virtual collaboration, which is a key process to achieve collaboration effectiveness. In this paper, we investigate the impact of national culture on knowledge-sharing activities in global virtual collaboration from dynamic and individual perspectives. An exploratory case study was first used to explore how national culture impacts knowledge-sharing activities in global virtual collaboration. The purpose of the case study was to understand qualitatively the phenomenon under investigation and generate a set of hypotheses. In phase two, an online survey was used to test the hypotheses. The goal was to refine and generalize the findings from the first phase. The results emphasize the role of non-value-based cultural dimensions in global virtual collaboration and the importance of investigating national culture from an individual level and in practice.
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摘要 :
Issues concerning global virtual collaboration have received considerable attention in IS research and practice; however, little research has been conducted on knowledge-sharing activities in global virtual collaboration, which is...
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Issues concerning global virtual collaboration have received considerable attention in IS research and practice; however, little research has been conducted on knowledge-sharing activities in global virtual collaboration, which is a key process to achieve collaboration effectiveness. In this paper, we investigate the impact of national culture on knowledge-sharing activities in global virtual collaboration from dynamic and individual perspectives. An exploratory case study was first used to explore how national culture impacts knowledge-sharing activities in global virtual collaboration. The purpose of the case study was to understand qualitatively the phenomenon under investigation and generate a set of hypotheses. In phase two, an online survey was used to test the hypotheses. The goal was to refine and generalize the findings from the first phase. The results emphasize the role of non-value-based cultural dimensions in global virtual collaboration and the importance of investigating national culture from an individual level and in practice.
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Many researchers have investigated and speculated about the link between information technology and organizational structure with very mixed results. This paper suggests that part of the reason for these mixed results is the coars...
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Many researchers have investigated and speculated about the link between information technology and organizational structure with very mixed results. This paper suggests that part of the reason for these mixed results is the coarseness of previous analyses of both technology and structure. The paper describes a new and much more detailed perspective for investigating this link. Using concepts of object-oriented programming from artificial intelligence, the information processing that occurs in organizations is characterized in terms of the kinds of messages people exchange and the ways they process those messages. The utility of this approach is demonstrated through the analysis of a case in which a reduction in levels of management is coupled with the introduction of a computer conferencing system. The detailed model developed for this case helps explain both macro-level data about thd changes in the organizational structure, and micro-level data about individuals' use of the system.
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Citizen scientists make valuable contributions to science but need to learn about the data they are working with to be able to perform more advanced tasks. We present a set of design principles for identifying the kinds of backgro...
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Citizen scientists make valuable contributions to science but need to learn about the data they are working with to be able to perform more advanced tasks. We present a set of design principles for identifying the kinds of background knowledge that are important to support learning at different stages of engagement, drawn from a study of how free/libre open source software developers are guided to create and use documents. Specifically, we suggest that newcomers require help understanding the purpose, form and content of the documents they engage with, while more advanced developers add understanding of information provenance and the boundaries, relevant participants and work processes. We apply those principles in two separate but related studies. In study 1, we analyze the background knowledge presented to volunteers in the Gravity Spy citizen-science project, mapping the resources to the framework and identifying kinds of knowledge that were not initially provided. In study 2, we use the principles proactively to develop design suggestions for Gravity Spy 2.0, which will involve volunteers in analyzing more diverse sources of data. This new project extends the application of the principles by seeking to use them to support understanding of the relationships between documents, not just the documents individually. We conclude by discussing future work, including a planned evaluation of Gravity Spy 2.0 that will provide a further test of the design principles.
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Knowledge Portals (KPs) are highly integrative Knowledge Management Systems (KMSs) that promise to synthesize widely dispersed knowledge and to interconnect individuals in order to provide a 'one-stop knowledge shop'. Yet, KPs fac...
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Knowledge Portals (KPs) are highly integrative Knowledge Management Systems (KMSs) that promise to synthesize widely dispersed knowledge and to interconnect individuals in order to provide a 'one-stop knowledge shop'. Yet, KPs face major challenges in practice, as the intricacies of knowledge exchange are subject to varied individual and social factors. At the same time, growing anecdotal evidence from case studies indicates KPs' enormous potential. In this paper, we take some initial steps towards a theory for KPs that more distinctly conceptualizes KPs and emphasizes a KP's role to unify networking and repository KMS features. We describe three major challenges to successful KP deployment: (1) sufficient contribution, (2) favorable organizational culture, and (3) knowledge integration-and validate these as applicable to KPs through a review of 42 empirical papers.
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摘要 :
Knowledge Portals (KPs) are highly integrative Knowledge Management Systems (KMSs) that promise to synthesize widely dispersed knowledge and to interconnect individuals in order to provide a 'one-stop knowledge shop'. Yet, KPs fac...
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Knowledge Portals (KPs) are highly integrative Knowledge Management Systems (KMSs) that promise to synthesize widely dispersed knowledge and to interconnect individuals in order to provide a 'one-stop knowledge shop'. Yet, KPs face major challenges in practice, as the intricacies of knowledge exchange are subject to varied individual and social factors. At the same time, growing anecdotal evidence from case studies indicates KPs' enormous potential. In this paper, we take some initial steps towards a theory for KPs that more distinctly conceptualizes KPs and emphasizes a KP's role to unify networking and repository KMS features. We describe three major challenges to successful KP deployment: (1) sufficient contribution, (2) favorable organizational culture, and (3) knowledge integration-and validate these as applicable to KPs through a review of 42 empirical papers.
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Building on behavioural leadership theory and structuration theory, we present a two-order theory of leadership. It describes four classes of first-order leadership behaviours (task coordination, substantive task contribution, gro...
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Building on behavioural leadership theory and structuration theory, we present a two-order theory of leadership. It describes four classes of first-order leadership behaviours (task coordination, substantive task contribution, group maintenance and boundary spanning) and defines second-order leadership as behaviour that influences changes in the structure that guides group action. We argue that second-order leadership is enabled by first-order leadership and is therefore action embedded and grounded in processes that define the social identity of the group. We propose that effective virtual teams will exhibit a paradoxical combination of shared, distributed first-order leadership complemented by strong, concentrated, and centralized second-order leadership. We conclude by suggesting future research that might be conducted to test and further elaborate our theory.
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摘要 :
Building on behavioural leadership theory and structuration theory, we present a two-order theory of leadership. It describes four classes of first-order leadership behaviours (task coordination, substantive task contribution, gro...
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Building on behavioural leadership theory and structuration theory, we present a two-order theory of leadership. It describes four classes of first-order leadership behaviours (task coordination, substantive task contribution, group maintenance and boundary spanning) and defines second-order leadership as behaviour that influences changes in the structure that guides group action. We argue that second-order leadership is enabled by first-order leadership and is therefore action embedded and grounded in processes that define the social identity of the group. We propose that effective virtual teams will exhibit a paradoxical combination of shared, distributed first-order leadership complemented by strong, concentrated, and centralized second-order leadership. We conclude by suggesting future research that might be conducted to test and further elaborate our theory.
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摘要 :
Building on behavioural leadership theory and structuration theory, we present a two-order theory of leadership. It describes four classes of first-order leadership behaviours (task coordination, substantive task contribution, gro...
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Building on behavioural leadership theory and structuration theory, we present a two-order theory of leadership. It describes four classes of first-order leadership behaviours (task coordination, substantive task contribution, group maintenance and boundary spanning) and defines second-order leadership as behaviour that influences changes in the structure that guides group action. We argue that second-order leadership is enabled by first-order leadership and is therefore action embedded and grounded in processes that define the social identity of the group. We propose that effective virtual teams will exhibit a paradoxical combination of shared, distributed first-order leadership complemented by strong, concentrated, and centralized second-order leadership. We conclude by suggesting future research that might be conducted to test and further elaborate our theory.
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Firms face an environment changing at an increasingly rapid pace. Unfortunately, the speed at which organizations can adapt their strategies and competencies to exploit such opportunities remains limited. In this paper we weave to...
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Firms face an environment changing at an increasingly rapid pace. Unfortunately, the speed at which organizations can adapt their strategies and competencies to exploit such opportunities remains limited. In this paper we weave together an external perspective on market-facing with an internal perspective on competency development and marshalling to describe the organizational activities necessary for firms to cooperate within a virtual organization. We argue that firms can address their individual limitations through a systematic process that we call "competence rallying," with which they can access market opportunities and additional needed competencies. Specifically, we present a local process theory of how one network of firms reliably engineers and delivers manufacturing projects using an inter-organizational process that works to meet short-term market opportunities. Our theory is grounded in the experiences of the Virtuelle Fabrik project, an organized network for regional cooperation in the manufacturing industry around the Bodensee in Europe. The success of manufacturing projects in a virtual organization is predicated on specific organizational activities in four phases of the competence rallying process: 1) identification and development of competencies, 2) identification and facing of market opportunities, 3) marshalling of competencies, and 4) a short-term cooperative effort.
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