1,720,970 research outputs found
Working with tweets vs working with chats: an experiment on collaborative problem solving
No full textThis papers aims to explore how “working with tweets” differs from “working with chats”. With eight experimental sessions involving 120 Italian students, we investigate how the well known 140-characters limit and other subtle differences between Twitter and a typical instant messenger affect group problem solving performances. In our laboratory experiment, teams of the same size carry out a problem solving task communicating via Twitter or Skype instant messaging. Comparative group performance is measured in terms of successful task completion time. Our results show that the lower number and volume of text messages exchanged via Twitter does not negatively affect group performance: Twitter teams are just as effective as Skype instant messaging teams. These results can be interpreted in accordance with the latest developments in multiple media choice and virtual team effectiveness theories, disclosing interesting windows of opportunities for “working with tweets” in the forthcoming organizational settings
Essere strategy maker nell’era digitale
No full textDa decenni le tecnologie informatiche integrano,
in maniera sempre più pervasiva,
semplici azioni quotidiane, comunicazioni,
scambio di dati e informazioni,
attività e processi aziendali. Tuttavia, la trasformazione
digitale che stiamo vivendo in questi ultimi
anni appare, più che in altri periodi, caratterizzata
da un ritmo evolutivo particolarmente sostenuto e
dalla possibilità di impiego di tecnologie, da quelle
più semplici a quelle più complesse, sempre più disponibili
a costi contenuti, sia per le imprese sia per
le persone.
A livello aziendale, l’impatto che ne deriva riguarda
l’innovazione dei modelli di business e dei processi
produttivi, la smaterializzazione delle filiere produttive,
la ridefinizione delle modalità di relazione con i
consumatori e con i mercati, l’integrazione tra processi
fisici e tecnologie digitali attraverso un rinnovamento
dei modelli organizzativi
Il ruolo manageriale nell’era digitale: cambiamenti in atto nelle organizzazioni e scenari futuri del ruolo manageriale
No full textBeing a Strategy Maker in the Digital Era
No full textFor decades, IT technologies have integrated
simple daily actions such as communications,
exchange of data and information,
and company activities and
processes in an increasingly pervasive manner.
However, the digital transformation we have been
living through in recent years appears, more than
in other periods, to be characterized by a particularly
rapid speed of evolution and by the possibility
to use technologies, from the simplest to the most
complex, that are increasingly available at low
costs, for both businesses and individuals.
At the company level, the resulting impact regards
innovation of business models and production
processes, the dematerialization of production chains,
the redefinition of methods of interacting with consumers
and markets, and the integration between
physical processes and digital technologies through a
renewal of organizational models
Inserimento in Azienda. Una prospettiva di ricerca su pratiche ed esperienze di Induction
No full textProspettive sull'evoluzione del ruolo del manager nel contesto della trasformazione digitale
No full textL’attuale fase della trasformazione digitale, legata in particolare all’evoluzione dell’intelligenza artificiale generativa, sta stimolando una profonda riflessione
su come questi ambienti tecnologici possano sfidare le abilità e i ruoli manageriali a
livello apicale. Il contributo propone una overview di alcune delle principali implicazioni su alcune funzioni tipiche dei CEO e dei top manager: prendere decisioni,
definire le strategie, promuovere l’innovazione e la sperimentazione, governare il
cambiamento tecnologico
Working together in Organizations Using Social Network Sites: A Laboratory Experiment on Microblog Use for Problem-Solving
No full textWe can observe nowadays a proliferation of social network sites and tools. Faced with this
increasing availability of opportunities, it is crucial for organizations to understand how
to use them and for what purposes . In this paper we investigate whether an SNS can be
used as a tool for teamwork in organizations. Could microblogging tools be preferred to
traditional communication tools for individual and group problem-solving? To answer this
research question, we focused on Twitter, a well known SNS for microblogging, and Skype,
a standard communication platform. The laboratory experiment method was selected in
order to conduct a rigorous comparison with well defined measurements. Different teams
of the same size carry out a problem-solving task communicating via Twitter or Skype.
Comparative group performance is measured in terms of task completion time. Our results
show that the lower volume of information exchanged via Twitter does not negatively affect
group performance: Twitter teams are just as effective as Skype teams. These results can
be only partly explained in terms of learning effects, but more interestingly they may be
related to the different group dynamics within teams using different systems, disclosing
new paths for further research
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