Suchergebnisse

This article describes an exercise that has proven to be a practical and effective exercise to help students understand a wide range of job and organizational design concepts. Step-by-step instructions, discussion ideas, and a number of variations are also presented.

Innovation has become one of the primary core competencies of effective organizations. It leads to changes in products, services, organizational design, processes, strategies, and the systems that support them. It occurs when someone has an idea, shares it with others, and all find ways to turn the idea into action. The sharing is a critical step. Creative ideas blossom in a collaborative environment. Implementation depends on collaboration. The chapters in this volume explore a variety of methods and settings that show how collaboration can be utilized to enable and enhance innovation. The innovation may be incremental or breakthrough and evident at any level of organization: team, community of practice, project or program, company, joint venture, alliance, partnership, or supply chain. In this volume, we refer to high quality interaction in the social network as collaboration. We believe creating the context for effective collaboration is a core competency of the organization. Working together well involves deepening trust among members and sharing ideas, perspectives, energy, and knowledge to address organizational challenges and opportunities. As innovation becomes the key to competitive advantage at company, supply chain, and regional levels, a shift from silos to collaboration becomes essential collaborating across boundaries becomes critical. World class levels of performance are impossible without mastery of collaborative methods, processes, and designs. Few companies have mastered the discipline of collaboration well enough to achieve the highest levels of performance. Inter-agency collaboration in government is equally challenging. The chapters in this volume explore collaborative approaches to innovation and the mechanisms and tools that contribute to the quality of collaborative effort. It discusses the importance of collaborative environments to improve innovation; and addresses how to create a collaborative environment within an organization

Research teams in an Australian biotechnology field : how intellectual property influences collaboration / Melissa Marot, John W. Selsky, William Hart, Prasuna Reddy -- Striving for a new ideal : a work environment to energize collaborative capacity across east and west boundaries / Jill Nemiro, Stefanus Hanifah, Jing Wang -- Team-member exchange and individual contributions to collaborative capital in organizations / Melvin L. Smith -- Leading together, working together : the role of team shared leadership in building collaborative capital in virtual teams / N. Sharon Hill -- Leadership, collaborative capital, and innovation / Xiaomeng Zhang, Henry P. Sims -- Minimizing the impact of organizational distress on intellectual and social capital through development of collaborative capital / Michael F. Kennedy, Michael M. Beyerlein -- Managing social entropy in the urban development of a city and the role of socio-engineering / Claudia Bettiol -- Knotworking to create collaborative intentionality capital in fluid organizational fields / Yrj(c)·o Engestr(c)·om -- Creating cultures of collaboration that thrive on diversity : a transformational perspective on building collaborative capital / Nancy L. Southern -- Exploiting intellectual and collaborative capital for innovation in knowledge-intensive industries / Anne H. Koch -- Connecting across miles and wires : examining collaborative capital development in virtual spaces / Lindsey Godwin, Julie Rennecker -- Introduction / Michael M. Beyerlein, Susan T. Beyerlein, Frances A. Kennedy

Complex collaboration refers to situations where working together effectively across boundaries is critical for complex projects and problems. Complex collaboration refers to knowledge-intensive business processes that require highly interactive communication, coordination, negotiation, research and/or development. This work often involves projects of large scope and long duration. Such projects may cross disciplinary, organizational, national, and/or cultural boundaries. The challenges of managing such situations include ambitious schedules, conflict of cultures and practices, massive amounts of information, multiple languages, and ambiguity of roles and responsibilities. Complex collaboration represents a capability that is essential to effective execution in such situations as new product development, mergers and acquisitions, joint ventures, and supply chain management, as well as large government projects. A number of issues emerge in examining complex collaboration, including: unit of analysis, critical relationships, resource development, virtual teaming, key skills, and improvement processes. The chapters in this volume address these issues and share examples, including: the Joint Strike Fighter program at Lockheed-Martin, Solectrons integrated supply chain, and IMDs partnership with MIT. Models of collaborative capability and capacity provide the facets of a framework for understanding these complex alliances and partnerships

Team learning : a model for effectiveness in high performing teams / Kathleen Dechant, Victoria Marsick, Elizabeth Kasl -- Shared leadership : toward a multi-level theory of leadership / Craig L. Pearce, Henry P. Sims -- Team pay for novice, intermediate, and advanced teams / Robert L. Heneman, Katherine E. Dixon, Maria T. Gresham -- Turnover, retention, and the employment relationship of the future / Betsy Aylin, Gretchen Webber -- Reconsidering our team effectiveness models : a call for an integrative paradigm / Huub J.M. Ruel -- Understanding the team derailment process : a look at team skill and attitude deficiencies / Dana M. Milanovich, Eduardo Salas, Janis A. Cannon-Bowers, Elizabeth J. Mu(c)łiz -- Developing mature teams : moving beyond team basics / Teri C. Tompkins -- Effects of status on the exchange of information in team decision-making : when team building isn't enough / Steven D. Silver, Lisa Troyer, Bernard P. Cohen -- Team diversity, cognition, and creativity / Matthew Eriksen, Laura L. Beauvais -- The climate for creativity in virtual teams / Jill E. Nemiro -- Introduction / Michael M. Beyerlein, Douglas A. Johnson, Susan T. Beyerlein -- Foreword / Peter Valles