The wheel of collaboration tools

Weiseth, Per Einar; Munkvold, Bjørn Erik; Tvedte, Bjørn; Larsen, Sjur

doi:10.1145/1180875.1180913

Cited by 35 publications

(4 citation statements)

References 20 publications

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“…Culture is one of the key contextual factors in which collaboration takes place (Patel et al, 2012). According to Weiseth et al (2006), "culture" can influence the "openness" of communication channels, willingness to change, the types of social interaction that take place between people, organizational trust and organizational effectiveness.…”

Section: Organization Team Culturementioning

confidence: 99%

Can organization team culture benchmark effective teams – performance management concerns, insights and HR implications

Shah

Jain

2022

BIJ

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PurposeTeams have become the dominant mode of work in contemporary organizations and critical for successful completion of various tasks, projects and overall organizational effectiveness. Organizational factors such as organizational culture have often been investigated as contributing to team performance since it is difficult to develop and engage teams. But the effect of (organizational) team culture on team effectiveness (TE) has received less support. Therefore, this paper examines how factors such as organization team culture (OTC) affect different dimensions of TE in a power sector organization which has undergone a business transformation resulting in adoption of team-based work structures.Design/methodology/approachSurvey instrument capturing the variables of organizational team culture and TE was administered to mid-level managers in a power sector organization in India. Structural equation modeling (SEM) was used to test the model fit for the proposed model.FindingsA key finding of the research was that team culture (OTC dimensions) (i.e. participation, communication, trust, training inputs and support and support for teamwork) contribute to TE.Originality/value OTC and its impact on creating effective teams, particularly in the power sector, is an original contribution of this research. The OTC and TE framework may be used to diagnose team weaknesses and concerns and to design effective HR interventions.

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Section: Organization Team Culturementioning

confidence: 99%

Can organization team culture benchmark effective teams – performance management concerns, insights and HR implications

Shah

Jain

2022

BIJ

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“…The types of information we measured under the Task label followed relevant literature examining similar phenomena in IT use in the workplace [33,34]. Specifically, we measured on a 5-point likert scale the frequency in which respondents used digital technology for core tasks, reporting and documentation tasks, and information/coordination [35]. To determine if they held positions that required leadership skills, we asked respondents to indicate if they had no leadership responsibilities, personnel, managerial, or both.…”

Section: B Measurementsmentioning

confidence: 99%

An Examination of Task-Technology Fit in Public Administration and Management: A Configurational Approach

Mikalef

Torvatn

2019

2019 IEEE 21st Conference on Business Informatics (CBI)

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In spite of heavy investments in digital technologies in the public sector over the past couple of decades, one of the most important issues regarding the value realized from them is that in many cases he technologies used to support tasks of professionals are often not used as intended, or even not used at all. Apart from not perceiving any positive impacts, several studies have noted negative effects when professionals incorporate different novel technologies into their work tasks. Building the task-technology fit theory and based on a recent sample of 228 professionals working in Norwegian public administration and management bodies, this study uncovers the configurations of elements that lead to positive and negative impacts when using digital technologies to support work. We apply a fuzzy set qualitative comparative analysis (fsQCA) to demonstrate that there are several alternative configurations of tasks, technologies, and use practices that can either help produce positive impacts or create negative ones.

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“…The term collaboration is increasingly being used to refer to collaboration activities made possible by the use of information and communication technology (Weiseth et al, 2006).…”

Section: Collaborationmentioning

confidence: 99%

Collaborative Customer Relationship Management-Co-Creation and Collaboration through Online Communities

Alavi

2013

International Journal of Virtual Communities and Social Networking

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There are four trends reshaping the world of business-technological advances and the speed with which new technologies are created and copied, the loss of geographic advantage resulting from globalization, the shake-up of traditionally stable industries as a result of deregulation and the rising power of the consumer and their ability to get what they want, when they want it, from whomever they want. With this in mind, the collaboration experience becomes one of the greatest competitive aspects for a business’s survival. This has made companies realize the significance of the two levers of Customer Value Management –Co-creation and Collaboration. Further, with the internet having built an open network where information can flow freely, innovation, entrepreneurship and democracy are fast thriving over the world. Self directed co-creation is a wide range of consumer activities that amount to consumer-side production of value. Thus individuals, online communities have become a considerable prolific force in e- commerce. This research paper details the usage of online communities as tool for co-creation and collaboration The research study further classifies the online communities of organizations on the basis of their scores on co-creation and collaboration and further goes on to develop a Community Co-creation and Collaboration Matrix (CCCM). The online communities which depict a high score on co-creation and collaboration are the most desirable from the organization’s perspective. They facilitate a dynamic environment in terms of reciprocity and optimal level of customization for a win-win organization-community member relationship. Co-creation and collaboration is the strategic outcome of collaborative customer relationship management. Thus online communities can be used to achieve the two important functions of Customer Relationship Management i.e. co-creation and collaboration.

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The wheel of collaboration tools

Cited by 35 publications

References 20 publications

Can organization team culture benchmark effective teams – performance management concerns, insights and HR implications

Can organization team culture benchmark effective teams – performance management concerns, insights and HR implications

An Examination of Task-Technology Fit in Public Administration and Management: A Configurational Approach

Collaborative Customer Relationship Management-Co-Creation and Collaboration through Online Communities

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