1,721,091 research outputs found
Modeling 21st century project teams: docking workflow and knowledge network computational models
No full textThis paper reports on an attempt to integrate and extend two established computational
organizational models—SimVision® and Blanche—to examine the co-evolution of workflow
and knowledge networks in 21st century project teams. Traditionally, workflow in project teams
has been modeled as sets of sequential and/or parallel activities each assigned to a responsible
participant, organized in a fixed structure. In the spirit of Jay Galbraith’s (1973) information
processing view of organizations, exceptions—situations in which participants lack the required
knowledge to complete a task—are referred up the hierarchy for resolution. However, recent
developments in digital technologies have created the possibility to design project teams that are
more flexible, self-organizing structures, in which exceptions can be resolved much more
flexibly through knowledge networks that extend beyond the project or even the company
boundaries. In addition to seeking resolution to exceptions up the hierarchy, members of project
teams may be motivated to retrieve the necessary expertise from other knowledgeable members
in the project team. Further, they may also retrieve information from non-human agents, such as
knowledge repositories or databases, available to the project team. Theories, such as Transactive
Memory, Public Goods, Social Exchange and Proximity may guide their choice of retrieving
information from a specific project team member or database. This paper reports on a “docked” computational model that can be used to generate and test hypotheses about the co-evolution of
workflow and knowledge networks of these 21st century project teams in terms of their
knowledge distribution and performance. The two computational models being docked are
SimVision (Jin & Levitt, 1999) which has sophisticated processes to model organizations
executing project-oriented workflows, and Blanche (Hyatt, Contractor, & Jones, 1997), a multiagent computational network environment, which models multitheoretical mechanisms for the
retrieval and allocation of information in knowledge networks involving human and non-human
agents.
This paper was supported in part by a grant from the U.S. National Science Foundation for
the project “Co-Evolution of Knowledge Networks and 21st Century Organizational Forms (IIS-
9980109)
Knowledge Seeking and Provision in Work Teams Across Multiple Knowledge Areas: A Test and Extension of Transactive Memory Theory in the Network Approach
No full text168 p.Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2008.As a serious attempt to analyze information transaction patterns across groups and knowledge areas in a coherent way, this study conducted multilevel network analyses, and attempted to go beyond simple descriptions and pursue statistical inference of some level. Contributions and limitations are listed. Directions for future research and practical implications are suggested at the end.U of I OnlyRestricted to the U of I community idenfinitely during batch ingest of legacy ETD
They Don't Think Like We Do: Factors Influencing Employees' Interpretations of Organizational Mission
No full textOrganizational mission is the purpose, strategy, values, and behavioral standards of an organization that may or may not be articulated in a formal statement. The influence of mission on employees who are not strategic managers has been largely neglected. Organizational members develop their own interpretations of mission that are critical to their ability to function effectively in organizations. These interpretations influence what employees perceive as appropriate behavior, and eventually impact overall organizational functioning. This study begins to assess the relationship between mission and organizational members by focusing on four issues. First, it explores whether employees develop multiple interpretations of their organization's mission and if there is variability in these interpretations. Second, it investigates whether there is a relationship between an organization's formal mission statement and employees' interpretations of their organization's mission. Third, it tests hypotheses predicting which employees will be more likely to develop interpretations of mission that overlap with the organization's mission statement. Fourth, this study examines the relative influence of theoretical mechanisms on the likelihood of employees having similar interpretations of their organization's mission. Theories grounded in informal mechanisms (e.g., communication with one another), formal organizational factors (e.g., functional work group), and demographic factors (e.g., gender) were tested in three types of organizations (a bureaucracy, a platform organization, and a virtual organization). Semantic network analysis was used to facilitate this investigation. Results suggest employees develop multiple and variable interpretations of their organization's mission, there is an association between formal mission statements and employees' interpretations of mission, and employees who are high in the organizational hierarchy are more likely to have interpretations of the organization's mission that overlap with the mission statement. Further, employees in the bureaucracy who communicated with each other, who were in the same functional work group, and who were spatially proximate to one another were more likely to have similar interpretations of their organization's mission. In the platform organization, employees who were spatially proximate to one another were more likely to have similar interpretations of their organization's mission. Limitations of the study are recognized and avenues for future research are developed.Made available in DSpace on 2015-09-28T16:04:51Z (GMT). No. of bitstreams: 2
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Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDsRestricted to the U of I community idenfinitely during batch ingest of legacy ETDsU of I Only160 p.Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2004
Where to Get Information in the Workplace? A Multi -Theoretical Network Perspective on Information Retrieval From Team Members and Digital Knowledge Repositories
No full textAs one of the original research using a multi-theoretical perspective to examine multidimensional networks, this study had important implications for theoretical development, methodological applications, and managerial practices.Made available in DSpace on 2015-09-28T16:04:57Z (GMT). No. of bitstreams: 2
license.txt: 4848 bytes, checksum: 96035ab3f5e1c23cc7138a224ce498bd (MD5)
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Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDsRestricted to the U of I community idenfinitely during batch ingest of legacy ETDsU of I Only161 p.Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2007
Transactive Memory and Sharedness in Work Groups
No full textThesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2003.This study seeks to expand transactive memory theory by emphasizing a concept of sharedness in expertise across groups members as a measure of the strength of a transactive memory system. Three variables relating to perceived interdependence, task structure, and interaction are posed as predictors of sharedness, while satisfaction and information sufficiency are argued to be influenced by sharedness. A survey was used to collect information from several existing work groups. Regression analyses did not support the hypotheses, with the exception of sharedness having a significant influence on information sufficiency.Made available in DSpace on 2015-09-28T22:24:18Z (GMT). No. of bitstreams: 2
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Knowledge Seeking and Provision in Work Teams Across Multiple Knowledge Areas: A Test and Extension of Transactive Memory Theory in the Network Approach
No full textAs a serious attempt to analyze information transaction patterns across groups and knowledge areas in a coherent way, this study conducted multilevel network analyses, and attempted to go beyond simple descriptions and pursue statistical inference of some level. Contributions and limitations are listed. Directions for future research and practical implications are suggested at the end.Made available in DSpace on 2015-09-28T16:04:58Z (GMT). No. of bitstreams: 2
license.txt: 4848 bytes, checksum: 96035ab3f5e1c23cc7138a224ce498bd (MD5)
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Previous issue date: 2008Embargo set by: Seth Robbins for item 88825
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Reason: Restricted to the U of I community idenfinitely during batch ingest of legacy ETDsRestricted to the U of I community idenfinitely during batch ingest of legacy ETDsU of I Only168 p.Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2008
Where to Get Information in the Workplace? A Multi -Theoretical Network Perspective on Information Retrieval From Team Members and Digital Knowledge Repositories
No full text161 p.Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2007.As one of the original research using a multi-theoretical perspective to examine multidimensional networks, this study had important implications for theoretical development, methodological applications, and managerial practices.U of I OnlyRestricted to the U of I community idenfinitely during batch ingest of legacy ETD
They Don't Think Like We Do: Factors Influencing Employees' Interpretations of Organizational Mission
No full text160 p.Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2004.Organizational mission is the purpose, strategy, values, and behavioral standards of an organization that may or may not be articulated in a formal statement. The influence of mission on employees who are not strategic managers has been largely neglected. Organizational members develop their own interpretations of mission that are critical to their ability to function effectively in organizations. These interpretations influence what employees perceive as appropriate behavior, and eventually impact overall organizational functioning. This study begins to assess the relationship between mission and organizational members by focusing on four issues. First, it explores whether employees develop multiple interpretations of their organization's mission and if there is variability in these interpretations. Second, it investigates whether there is a relationship between an organization's formal mission statement and employees' interpretations of their organization's mission. Third, it tests hypotheses predicting which employees will be more likely to develop interpretations of mission that overlap with the organization's mission statement. Fourth, this study examines the relative influence of theoretical mechanisms on the likelihood of employees having similar interpretations of their organization's mission. Theories grounded in informal mechanisms (e.g., communication with one another), formal organizational factors (e.g., functional work group), and demographic factors (e.g., gender) were tested in three types of organizations (a bureaucracy, a platform organization, and a virtual organization). Semantic network analysis was used to facilitate this investigation. Results suggest employees develop multiple and variable interpretations of their organization's mission, there is an association between formal mission statements and employees' interpretations of mission, and employees who are high in the organizational hierarchy are more likely to have interpretations of the organization's mission that overlap with the mission statement. Further, employees in the bureaucracy who communicated with each other, who were in the same functional work group, and who were spatially proximate to one another were more likely to have similar interpretations of their organization's mission. In the platform organization, employees who were spatially proximate to one another were more likely to have similar interpretations of their organization's mission. Limitations of the study are recognized and avenues for future research are developed.U of I OnlyRestricted to the U of I community idenfinitely during batch ingest of legacy ETD
Transactive Memory and Sharedness in Work Groups
No full text88 p.Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 2003.This study seeks to expand transactive memory theory by emphasizing a concept of sharedness in expertise across groups members as a measure of the strength of a transactive memory system. Three variables relating to perceived interdependence, task structure, and interaction are posed as predictors of sharedness, while satisfaction and information sufficiency are argued to be influenced by sharedness. A survey was used to collect information from several existing work groups. Regression analyses did not support the hypotheses, with the exception of sharedness having a significant influence on information sufficiency.U of I OnlyRestricted to the U of I community idenfinitely during batch ingest of legacy ETD
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