Die folgenden Links führen aus den jeweiligen lokalen Bibliotheken zum Volltext:
Alternativ können Sie versuchen, selbst über Ihren lokalen Bibliothekskatalog auf das gewünschte Dokument zuzugreifen.
Bei Zugriffsproblemen kontaktieren Sie uns gern.
25 Ergebnisse
Sortierung:
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 9, Heft 2, S. 133-145
ISSN: 1464-0643
In: The information society: an international journal, Band 21, Heft 2, S. 81-89
ISSN: 1087-6537
In: The SAGE Handbook of New Approaches in Management and Organization, S. 170-177
In: Knowledge and process management: the journal of corporate transformation ; the official journal of the Institute of Business Process Re-engineering, Band 11, Heft 2, S. 81-92
ISSN: 1099-1441
AbstractThis paper presents case study findings on practices of knowledge sharing in 10 large companies, each with more than 1000 employees. All initiatives belong to the so‐called 'first wave of knowledge management', where the focus is on knowledge acquisition, exchange and creation by individual employees, supported by information and communications technologies and introduced by management. We found various biases and traps that seem to be general within the 'first wave' of managing knowledge. Based on this research, we discuss conditions of the 'second wave of knowledge management' that might overcome the various problems that we encountered. Copyright © 2004 John Wiley & Sons, Ltd.
In: New horizons in business analytics series
"Artificial Intelligence (AI) is being rapidly introduced into the workplace, creating debate around what AI means for our work and organizations. This book gives grounded counterweight to provocative newspaper headlines by using in-depth case studies of eight organizations' experiences of implementing and using AI, providing readers with a solid understanding of what is actually happening in practice. Critical yet constructive, the authors address the challenges of implementing AI: organizing for data, testing and validating, algorithmic brokering, and changing work. Using a combination of existing literature and thorough practical examples, they provide answers to questions such as: What data do I need? When is a system good enough to actually take over tasks? And how can my employees be prepared for working with AI? The book presents four recommendations for WISE management of AI, requiring work-related insights, interdisciplinary knowledge, sociotechnical change processes, and ethical awareness. Offering insight into the unique characteristics of AI in organizations, this book will be essential reading for scholars of business and management, data analytics and information systems, technology and innovation, and computer science. With practical recommendations for managing the challenges of AI, it will also provide business managers with reflections to improve their own AI development and implementation processes"--
In: World development: the multi-disciplinary international journal devoted to the study and promotion of world development, Band 38, Heft 12, S. 1797-1810
In: The information society: an international journal, Band 24, Heft 5, S. 304-318
ISSN: 1087-6537
In: Development in practice, Band 16, Heft 6, S. 570-586
ISSN: 1364-9213
In: Development in practice, Band 16, Heft 6
ISSN: 0961-4524
In: Development Informatics Working Paper no. 16
SSRN
Working paper
In: Organization science, Band 33, Heft 1, S. 59-82
ISSN: 1526-5455
This paper presents research on how knowledge brokers attempt to translate opaque algorithmic predictions. The research is based on a 31-month ethnographic study of the implementation of a learning algorithm by the Dutch police to predict the occurrence of crime incidents and offers one of the first empirical accounts of algorithmic brokers. We studied a group of intelligence officers, who were tasked with brokering between a machine learning community and a user community by translating the outcomes of the learning algorithm to police management. We found that, as knowledge brokers, they performed different translation practices over time and enacted increasingly influential brokerage roles, namely, those of messenger, interpreter, and curator. Triggered by an impassable knowledge boundary yielded by the black-boxed machine learning, the brokers eventually acted like "kings in the land of the blind" and substituted the algorithmic predictions with their own judgments. By emphasizing the dynamic and influential nature of algorithmic brokerage work, we contribute to the literature on knowledge brokerage and translation in the age of learning algorithms.
In: Organization science, Band 31, Heft 5, S. 1248-1271
ISSN: 1526-5455
Because new technologies allow new performances, mediations, representations, and information flows, they are often associated with changes in how coordination is achieved. Current coordination research emphasizes its situated and emergent nature, but seldom accounts for the role of embodied action. Building on a 25-month field study of the da Vinci robot, an endoscopic system for minimally invasive surgery, we bring to the fore the role of the body in how coordination was reconfigured in response to a change in technological mediation. Using the robot, surgeons experienced both an augmentation and a reduction of what they can do with their bodies in terms of haptic, visual, and auditory perception and manipulative dexterity. These bodily augmentations and reductions affected joint task performance and led to coordinative adaptations (e.g., spatial relocating, redistributing tasks, accommodating novel perceptual dependencies, and mounting novel responses) that, over time, resulted in reconfiguration of roles, including expanded occupational knowledge, emergence of new specializations, and shifts in status and boundaries. By emphasizing the importance of the body in coordination, this paper suggests that an embodiment perspective is important for explaining how and why coordination evolves following the introduction of a new technology.