Exploring the Growing Fluidity of Organizational Boundaries with a Value-Creating Perspective

In the era of sharing economy, to get great economic and business value from cloud services, including cost avoidance, cost savings, rapid deployment, scalability, management simplicity, better security and resiliency, the organization transformational flexibility is becoming the core business strategies. As an organization responds to the emergence of digitalization, this study presents four sharing economy models by comparing the sharing economy platforms, then examined a few notable papers that have helped set the stage for current conceptualization, especially concerning the impact of innovative sharing technologies on the organizational boundaries and business value chain system. Finally, the results reconstructed traditional value chains with three stages, including redeploying slack resources, inter collaboration, and value-creating acquisitions. And the finding is that structures digitalization processes through the lens of organizational with cloud service and edge computing. The objective of this article is to advance our understanding of the impact of innovative sharing technologies on the organizational boundaries and business value chain system

Waking Up a Sleeping Giant: Lessons from Two Extended Pilots to Transform Public Organizations by Internal Crowdsourcing

Digital transformation is a main driver for change, evolution, and disruption in organizations. As digital transformation is not solely determined by technological advancements, public environments necessitate changes in organizational practice and culture alike. A mechanism that seeks to realize employee engagement to adopt innovative modes of problem-solving is internal crowdsourcing, which flips the mode of operation from top-down to bottom-up. This concept is thus disrupting public organizations, as it heavily builds on IT-enabled engagement platforms that overcome the barriers of functional expertise and routine processes. Within this paper, we reflect on two design science projects that were piloted for six months within public organizations. We derive insights on the sociotechnical effects of internal crowdsourcing on organizational culture, social control, individual resources, motivation, and empowerment. Furthermore, using social cognitive theory, we propose design propositions for internal crowdsourcing, that guide future research and practice-oriented approaches to enable innovation in public organizations

Effectively Managing Multiple Social Media Accounts in Organizations through Corporate Communication Department

Corporate communications department in every organization does a lot in branding and advertising.  It also enhances public relations through image and identity enforcement of a company. This needs multiple management of social media because most of organizations’ work has gone online and most clients are into online. This immensely calls for a corporate communication officer who can handle multiple online media accounts. The study focused on management of multiple social media tools by a corporate communication officer of an organization. The study aimed at finding the reliable software or application tools to be used in effective management of multiple social media accounts. The research uses Survey design and questionnaires to gather information .The design was effective method of collecting data by use of questionnaires. The respondents were corporate communicator /PR consultants managing multiple social media accounts on behalf of their companies/organizations. Keywords: Social Media/Accounts, Corporate Communications, Organization

Transformational Leadership Training for Leaders

The purpose of the study was to evaluate the impact of transformational leadership training on improving a leader’s skills and knowledge in performing daily operations and interacting with frontline staff, decreasing attrition. Ineffective leadership contributes to staff dissatisfaction, poor performance, and attrition. The literature supports transformational leadership is effective in leading teams of nurses and contributes to staff autonomy, staff satisfaction, decreased attrition, and improved patient outcomes. A quasi-experimental research study was completed on a leadership team in a managed care organization. Fourteen leaders with anywhere from 1 to more than 6 years of leadership experience were evaluated. Lewin’s change theory was the theoretical framework used in this study. The Global Transformational Leadership questionnaire was utilized in a pre- and posttest format to evaluate the effectiveness of transformational leadership training. The training occurred over a 3-month time frame. The results showed a statistically significant improvement in leader skills and knowledge. The findings of this study showed leaders can be trained in transformational leadership and have a positive change in leadership style and performance. Therefore, implementation of transformational leadership training curriculum would improve leadership knowledge, skills, and understanding, improving their daily interactions with staff, and contribute to decreased staff attrition. Keywords: transformational leadership, training, attrition, satisfactio