Who's in charge here? Co‐CEOs,power gaps,and firm performance

At the pinnacles of organizations, comparative tests of unity of command and shared command are nearly impossible because only one individual sits atop most organizations. In organizations led by co‐CEOs, however, such a test is possible because co‐CEOs can truly share power. But do they? Our research pits the unity‐of‐command principle against the shared‐command principle and finds overall support for the former, even within the co‐CEO context. Our sample of 71 co‐CEO pairs at publicly traded U.S. firms shows that increasing power gaps between co‐CEOs are positively associated with firm performance. This positive association wanes and turns negative, however, as power gaps become very large. We conclude that whatever benefits the co‐CEO structure might offer likely lie outside the shared command paradigm. Copyright © 2014 John Wiley & Sons, Ltd.     

The Effects of Electronic Collaboration in Distributed Project Management

Abstact The emergence and widespread use of collaborative technologies for distributed project management has opened up opportunities for off-shore outsourcing and collaborative development. However, most tools and techniques for project management focus on on-site, long term relationships and sourcing strategies at a time when inter-organizational relationships are becoming more dynamic and geographically dispersed. This paper uses grounded theory to analyze data on virtual teams' projects. The analysis uncovers “effects” in the way in which distributed projects are managed. These effects relate to coordination, communication and adaptation to distributed electronic work environments. Following an analysis of these electronic collaboration “effects”, a model for distributed project management is presented.     

以团队为核心的水平式组织结构模型研究

在信息经济时代，企业对于信息的传递和反应速度直接影响到决策的准确性，进而影响到企业的生存和发展。以团队为核心的水平式组织结构模型兼具团队和水平式结构双重优势，信息流动顺畅，分权化提高凝聚力，促进创新，压缩管理层为企业节约成本。     

专家型领导对知识团队的影响力

专家型领导对知识团队的影响力已成为团队管理的一个焦点问题。专家型领导的特点 ,决定了通过自然性影响力对知识团队产生影响。专家和领导应善于利用自身的优势 ,采用合适的方法 ,通过三条途径来提高专家型领导影响力。     

Top management team social capital,exploration-based innovation,and exploitation-based innovation in SMEs

Despite increasing interest in ambidextrous innovations, mainstream literature has excluded discussions on developing and combining exploratory innovation (ERI) and exploitative innovation (EII) in the small- and medium-sized enterprise (SME) sector. This issue from the SME perspective is worth addressing. Recent studies have conceptually argued the importance of the top management team (TMT) in managing ambidextrous innovations. Building on this argument, we explore how the top manager external social relationships foster ambidextrous innovations and whether internal social relationships among senior executives can be used to integrate such innovations. The results show that (a) distinct external managerial relationships cause differential innovations for SMEs, and (b) internal social capital among top managers could be used effectively to manage ambidextrous innovations. This research indicates that SMEs engaging in both high ERI and EII perform better when they focus on the balancing benefits of TMT internal social capital and the bridging benefits of TMT external social capital.     

Groupware: Future directions and wild cards

Groupware is a perspective on telecommunications and computing that emphasizes the business team as “user,”; rather than the individual. This perspective and its associated products and services are riding a major wave of change: the trend toward business teams (small, cross‐organizational, ad hoc, task‐focused, time‐driven, cohesive work groups) as a primary mode of operation for the organization of the future. In this paper, I will explore future directions for the groupware perspective in the marketplace and the business teams wave. Current product classes will be presented, along with the experiences of early users of groupware. In addition to overall trends and future directions, possible wild cards will be introduced and discussed.     

关于NBA赛程利弊因素的分析与评价模型

本文考虑球队间胜率、主场优势、休整时间三个因素来分析赛程对某一支球队的利弊。建立主场优势、休整时间同球队间胜率的变化量之间的多元线性回归模型:△Pij=β0+β1x1+β2x2+β3x3+β4x4+ε。通过赛程数字化方法得出某一球队的回归变量矩阵[x1、x2、x3、x4]及预测变量矩阵[△Pij],做回归分析得到回归系数并定义了数量指标评价赛程对球队的利弊,并给出了计算某一球队值的算法。     

浅析在价值工程项目团队中运用建导法

价值工程(VE)经常采用项目团队工作方式进行。因此,价值工程成功与项目团队的绩效存在密切关系。团队目标、团队沟通和团队冲突等团队过程因素是影响团队绩效的重要因素,团队目标依靠团队互动达成共识,而团队沟通和团队冲突更是团队互动过程的行为要素,因此团队互动对于项目团队绩效具有重要意义。建导法是一种引导和改善团队互动过程的技术,在价值工程项目团队中运用建导法,可以使项目团队互动取得更好的效果。     

Groupware adoption in a distributed organization: transporting and transforming technology through social worlds

In this paper, we draw on theory from social worlds to analyze how different organizational contexts affect groupware adoption. We report on a study of the adoption of data conferencing in a large distributed organization. Our data show that the diffusion process, which was driven by the users, was a result of communication and transformation of the technology across different social worlds. We also discovered that membership in multiple social worlds in an organization creates a tension for the potential adopter who is in a distributed team. To function effectively, team members must uniformly adopt the technology, yet some may face resistance from other social worlds to which they belong. Our study showed that adoption was affected by organizational sites having conflicting views of the value of collaboration, different amounts and needs for resources, and different acceptance of technology standards. Potential technology adopters on distributed teams are faced with conflicting loyalties, constraints, and requirements between their distributed collaborations and organizational homes.     

“Going to market”: Changing patterns in the organisation and character of process research

This paper explores a meta level question in process research: the implications of the move to a more market based mode of research now evident for the production of process knowledge. It first of all examines the implications for the changing organisation of process research. For example, there has been the emergence of a group of contract process researchers. These researchers may also form alliances with researchers from other disciplines within multidisciplinary teams. Second, it examines implications for the changing character of process knowledge in relation to criteria of internal and external validity. Different effects are evident at different stages at the research cycle, but it is argued that there is no inherent threat to concepts of validity. These trends are exemplified by a project on which the authors are currently engaged. The article concludes with a discussion about the possible future for process research.