Human Resources and the Resource Based View of the Firm

The resource-based view (RBV) of the firm has influenced the field of strategic human resource management (SHRM) in a number of ways. This paper explores the impact of the RBV on the theoretical and empirical development of SHRM. It explores how the fields of strategy and SHRM are beginning to converge around a number of issues, and proposes a number of implications of this convergence

The Secret to Successful User Communities: An Analysis of Computer Associates’ User Groups

This paper provides the first large scale study that examines the impact of both individual- and group-specific factors on the benefits users obtain from their user communities. By empirically analysing 924 survey responses from individuals in 161 Computer Associates' user groups, this paper aims to identify the determinants of successful user communities. To measure success, the amount of time individual members save through having access to their user networks is used. As firms can significantly profit from successful user communities, this study proposes four key implications of the empirical results for the management of user communities

Understanding The Impact Of Virtual-Mirroring Based Learning On Collaboration In A Data And Analytics Function: A Resilience Perspective

Large multinational organizations are struggling to adapt and innovate in the face of increasing turbulence, uncertainty, and complexity. The lack of adaptive capacity is one of the major risks facing such organizations as the rapid change in technology, urbanization, socio-economic trends, and regulations continues to accelerate and outpace their ability to adapt. This is a resilience problem that organizations are addressing by investing in Data and Analytics to improve their innovation and competitive capabilities. However, Data and Analytics projects are more likely to fail than to succeed. Competing on data and analytics is not only a technical challenge but also a challenge in promoting collaborative innovation networks that are based on two key characteristics of resilient systems. One characteristic is the ability to learn while the second is the ability to foster diversity. In this study, we examine how a newly-established Data and Analytics function has evolved over a one-year period. First, we conduct a baseline survey with two sections. The first section captures the structure of Innovation, Expertise, and Projects networks using network science techniques. In the second section we extract four resilience-based workstyles that provide a behavioral representation of each phase of the Adaptive Cycle Theory. Following the survey, we conduct a controlled experiment where the Data and Analytics population is divided into four groups. One group acts as control mechanism while the remaining three groups are exposed to three different Virtual-Mirroring-Based Learning (VMBL) interventions. A virtual-mirror, which is a visualization of an employee’s own social network that provides a self-reflection as a learning process. The premise is that exposure to such self-insights leads to a change in collaborative behavior. After a period of nine months, the baseline survey is repeated and then the effects of the interventions are analyzed. The findings provided original insights into the evolution of the Data and Analytics function, the characteristics of an effective VMBL design, and the relationship between resilience-based workstyles and brokerage roles in social networks. The applied and theoretical contributions of this research provide a template for practitioners while advancing the theory and measurement of resilience

Information Outlook, December 2006

Volume 10, Issue 12https://scholarworks.sjsu.edu/sla_io_2006/1011/thumbnail.jp

Dynamic Capability Building through partnering: An Australian Mobile handset case Study

Dynamic capabilities are increasingly seen as an organisational characteristic for innovation and are regarded as a source of competitive advantage. In a quest for sustainability, service organisations are partnering with their stakeholders, and subsequently are aptly bringing innovation in services to market. Most of existing empirical research regarding dynamic capabilities seeks to define and identify specific dynamic capabilities, as well as their organizational antecedents or effects. Yet, the extent to which the antecedents of success in particular dynamic capabilities, contribute to innovation in service organisations remains less researched. This study advances the understanding of such dynamic capability building process through effective collaboration, and highlights the detailed mechanisms and processes of capability building within a service value network framework to deliver innovation in services. Deploying a case study methodology, transcribing interviews with managers and staff from an Australian telco and its partnering organisations, results show that collaboration, collaborative organisational learning, collaborative innovative capacity, entrepreneurial alertness and collaborative agility are all core to fostering innovation in services. Practical implications of this research are significant, and that the impacts of collaboration and the dynamic capabilities mentioned above are discussed in the context of a mobile handset case study

Empowering teamwork : a gender perspective

Treballs Finals del Màster en Oficial en Empresa Internacional / International Business, Facultat d'Economia i Empresa, Universitat de Barcelona. Curs: 2022-2023. Tutor: Patricia ElgoibarThis paper comprehensively examines the current state of research on gender diversity and teamwork based on a systematic literature review. Taking a broader approach, it follows the premise of several researchers to explore the complex dynamics underlying this relationship. Thereby, the findings are outlined using a pillar model that encompasses decisive dimensions of teamwork, including psychological safety, satisfaction, collaboration, behavior, interaction, performance, leadership, and management. Drawing upon these findings, recommendations are derived for team composition and the creation of favorable conditions for gender-responsive teamwork in organizations. In team formation, it is key for companies to create a blend of gender specific qualities that complement each other to foster optimal team dynamics. Additionally, proactive action is needed to create an environment where both male and female employees can flourish. Thus, this paper contributes to deepening the understanding of the significance of gender diverse teams and offers a practical guide to organizations

The economics of cultural diversity: lessons from British cities

This thesis examines the economic effects of cultural diversity; it focuses on recent experience in British cities, and on links between migrant and minority communities, diversity and innovation. Like many western societies Britain is becoming more culturally diverse, a largely urban process driven by net immigration and growing minority communities. Despite significant public interest we know little about the economic impacts. This PhD aims to fill these major gaps. First, I explore connections between diversity, immigration and urban outcomes. I ask: does diversity help or hinder urban economic performance? Initial cross-sectional analysis finds positive associations between ‘super-diversity’ and urban wages. Using panel data and instruments to establish causality, I find that net immigration helps raise native productivity, especially for high-skilled workers, but may help exclude lower-skill natives from employment opportunities. De-industrialisation and casualization of entrylevel occupations partly explain the employment results. Next I investigate links between co-ethnic groups, cultural diversity and innovation. I explore effects of co-ethnic and diverse inventor groups on individual members’ patenting rates, using patents microdata and a novel name classification system. Controlling for individuals’ human capital, I find small positive effects of South Asian and Southern European co-ethnic membership. Overall group diversity also helps raise individual inventors’ productivity. I find mixed evidence of effects on majority patenting. I then explore the case of London in detail, using a unique survey of the capital’s firms. I ask: does organisational diversity or migrant/ethnic ownership influence firms’ product and process innovation? Results show small positive effects of diverse managements on ideas generation. Diverse firms are more likely than homogenous firms to sell into London’s large, cosmopolitan home markets as well as into international markets. Migrant entrepreneurship helps explain the main result. Together, these papers make important contributions to a small but growing literature on diversity, innovation and economic developmen

Collective intelligence: creating a prosperous world at peace

XXXII, 612 p. ; 24 cmLibro ElectrónicoEn este documento se plantea un tema de interes general mas como lo es especificamente el tema de la evolucion de la sociedad en materia de industria y crecimiento de las actividades humanas en el aspecto de desarrollo de la creatividad enfocada a los mercadosedited by Mark Tovey ; foreword by Yochai Benkler (re-mixed by Hassan Masum) ; prefaces by Thomas Malone, Tom Atlee & Pierre Levy ; afterword by Paul Martin & Thomas Homer-Dixon.The era of collective intelligence has begun in earnest. While others have written about the wisdom of crowds, an army of Davids, and smart mobs, this collection of essays for the first time brings together fifty-five pioneers in the emerging discipline of collective intelligence. They provide a base of tools for connecting people, producing high-functioning teams, collaborating at multiple scales, and encouraging effective peer-production. Emerging models are explored for digital deliberative democracy, self-governance, legislative transparency, true-cost accounting, and the ethical use of open sources and methods. Collective Intelligence is the first of a series of six books, which will also include volumes on Peace Intelligence, Commercial Intelligence, Gift Intelligence, Cultural Intelligence, and Global Intelligence.Table of Contents Dedication i Publisher’s Preface iii Foreword by Yochai Benkler Remix Hassan Masum xi The Wealth of Networks: Highlights remixed Editor’s Preface xxi Table of Contents xxv A What is collective intelligence and what will we do 1 about it? (Thomas W. Malone, MIT Center for Collective Intelligence) B Co-Intelligence, collective intelligence, and conscious 5 evolution (Tom Atlee, Co-Intelligence Institute) C A metalanguage for computer augmented collective 15 intelligence (Prof. Pierre Lévy, Canada Research Chair in Collective Intelligence, FRSC) I INDIVIDUALS & GROUPS I-01 Foresight I-01-01 Safety Glass (Karl Schroeder, science fiction author 23 and foresight consultant) I-01-02 2007 State of the Future (Jerome C. Glenn & 29 Theodore J. Gordon, United Nations Millennium Project) I-02 Dialogue & Deliberation I-02-01 Thinking together without ego: Collective intelligence 39 as an evolutionary catalyst (Craig Hamilton and Claire Zammit, Collective-Intelligence.US) I-02-02 The World Café: Awakening collective intelligence 47 and committed action (Juanita Brown, David Isaacs and the World Café Community) I-02-03 Collective intelligence and the emergence of 55 wholeness (Peggy Holman, Nexus for Change, The Change Handbook) I-02-04 Knowledge creation in collective intelligence (Bruce 65 LaDuke, Fortune 500, HyperAdvance.com) I-02-05 The Circle Organization: Structuring for collective 75 wisdom (Jim Rough, Dynamic Facilitation & The Center for Wise Democracy) I-03 Civic Intelligence I-03-01 Civic intelligence and the public sphere (Douglas 83 Schuler, Evergreen State College, Public Sphere Project) I-03-02 Civic intelligence and the security of the homeland 95 (John Kesler with Carole and David Schwinn, IngeniusOnline) I-03-03 Creating a Smart Nation (Robert Steele, OSS.Net) 107 I-03-04 University 2.0: Informing our collective intelligence 131 (Nancy Glock-Grueneich, HIGHEREdge.org) I-03-05 Producing communities of communications and 145 foreknowledge (Jason “JZ” Liszkiewicz, Reconfigure.org) I-03-06 Global Vitality Report 2025: Learning to transform I-04 Electronic Communities & Distributed Cognition I-04-01 Attentional capital and the ecology of online social 163 conflict and think together effectively (Peter+Trudy networks (Derek Lomas, Social Movement Lab, Johnson-Lenz, Johnson-Lenz.com ) UCSD) I-04-02 A slice of life in my virtual community (Howard 173 Rheingold, Whole Earth Review, Author & Educator) I-04-03 Shared imagination (Dr. Douglas C. Engelbart, 197 Bootstrap) I-05 Privacy & Openness I-05-01 We’re all swimming in media: End-users must be able 201 to keep secrets (Mitch Ratcliffe, BuzzLogic & Tetriad) I-05-02 Working openly (Lion Kimbro, Programmer and 205 Activist) I-06 Integral Approaches & Global Contexts I-06-01 Meta-intelligence for analyses, decisions, policy, and 213 action: The Integral Process for working on complex issues (Sara Nora Ross, Ph.D. ARINA & Integral Review) I-06-02 Collective intelligence: From pyramidal to global 225 (Jean-Francois Noubel, The Transitioner) I-06-03 Cultivating collective intelligence: A core leadership 235 competence in a complex world (George Pór, Fellow at Universiteit van Amsterdam) II LARGE-SCALE COLLABORATION II-01 Altruism, Group IQ, and Adaptation II-01-01 Empowering individuals towards collective online 245 production (Keith Hopper, KeithHopper.com) II-01-02 Who’s smarter: chimps, baboons or bacteria? The 251 power of Group IQ (Howard Bloom, author) II-01-03 A collectively generated model of the world (Marko 261 A. Rodriguez, Los Alamos National Laboratory) II-02 Crowd Wisdom and Cognitive Bias II-02-01 Science of CI: Resources for change (Norman L 265 Johnson, Chief Scientist at Referentia Systems, former LANL) II-02-02 Collectively intelligent systems (Jennifer H. Watkins, 275 Los Alamos National Laboratory) II-02-03 A contrarian view (Jaron Lanier, scholar-in-residence, 279 CET, UC Berkeley & Discover Magazine) II-03 Semantic Structures & The Semantic Web II-03-01 Information Economy Meta Language (Interview with 283 Professor Pierre Lévy, by George Pór) II-03-02 Harnessing the collective intelligence of the World- 293 Wide Web (Nova Spivack, RadarNetworks, Web 3.0) II-03-03 The emergence of a global brain (Francis Heylighen, 305 Free University of Brussels) II-04 Information Networks II-04-01 Networking and mobilizing collective intelligence (G. Parker Rossman, Future of Learning Pioneer) II-04-02 Toward high-performance organizations: A strategic 333 role for Groupware (Douglas C. Engelbart, Bootstrap) II-04-03 Search panacea or ploy: Can collective intelligence 375 improve findability? (Stephen E. Arnold, Arnold IT, Inc.) II-05 Global Games, Local Economies, & WISER II-05-01 World Brain as EarthGame (Robert Steele and many 389 others, Earth Intelligence Network) II-05-02 The Interra Project (Jon Ramer and many others) 399 II-05-03 From corporate responsibility to Backstory 409 Management (Alex Steffen, Executive Editor, Worldchanging.com) II-05-04 World Index of Environmental & Social 413 Responsibility (WISER) By the Natural Capital Institute II-06 Peer-Production & Open Source Hardware II-06-01 The Makers’ Bill of Rights (Jalopy, Torrone, and Hill) 421 II-06-02 3D Printing and open source design (James Duncan, 423 VP of Technology at Marketingisland) II-06-03 REBEARTHTM: 425 II-07 Free Wireless, Open Spectrum, and Peer-to-Peer II-07-01 Montréal Community Wi-Fi (Île Sans Fil) (Interview 433 with Michael Lenczner by Mark Tovey) II-07-02 The power of the peer-to-peer future (Jock Gill, 441 Founder, Penfield Gill Inc.) Growing a world 6.6 billion people would want to live in (Marc Stamos, B-Comm, LL.B) II-07-03 Open spectrum (David Weinberger) II-08 Mass Collaboration & Large-Scale Argumentation II-08-01 Mass collaboration, open source, and social 455 entrepreneurship (Mark Tovey, Advanced Cognitive Engineering Lab, Institute of Cognitive Science, Carleton University) II-08-02 Interview with Thomas Homer-Dixon (Hassan 467 Masum, McLaughlin-Rotman Center for Global Health) II-08-03 Achieving collective intelligence via large-scale argumentation (Mark Klein, MIT Center for Collective Intelligence) II-08-04 Scaling up open problem solving (Hassan Masum & 485 Mark Tovey) D Afterword: The Internet and the revitalization of 495 democracy (The Rt. Honourable Paul Martin & Thomas Homer-Dixon) E Epilogue by Tom Atlee 513 F Three Lists 515 1. Strategic Reading Categories 2. Synopsis of the New Progressives 3. Fifty-Two Questions that Matter G Glossary 519 H Index 52

Success Factors for Building and Managing High Performance Global Virtual Teams

With the phenomenon of globalization, the global virtual team (GVT) is widely recognized as an innovative functioning atmosphere that relies mostly on information communication technologies (ICTs). A global virtual team is specified as a different entity whose members come from different global work locations, may not have a mutual background, is organizationally scattered, collaborate using asynchronous and synchronous ICTs, and frequently built on an impromptu basis. Hence, boundaries such as geographical space, time, and organizations are no longer conceived as major impediments for small teams to function together. Yet, numerous GVT work challenges remain as these teams involve in globally distributed collaborative efforts. Numerous of the complexities emerge from workplaces factors (e.g., cultural, functional, and organizational differences), team technologies usage, management approaches, leadership dilemmas, and technological impediments. The purpose of this paper is to present and synthesize the success factors generally accepted as critical in building and managing high performance GVTs. These success factors consisted of GVT (e.g., structure, membe