How does a team use a computer-mediated technology to share and reuse knowledge when the team is inter-organizational and virtual, when the team must compete for the attention of team members with collocated teams, and when the task is the creation of a completely new innovation? From a review...

Virtual teams, whose members are geographically dispersed and cross-functional yet work on highly interdependent tasks, present unique leadership challenges. Based on our observations, interviews, and survey data, we identify six leadership practices of effective leaders of virtual teams....

In today’s global market environment, enterprises are increasingly turning to use of distributed teams to leverage their resources and address diverse markets. Individual members of structurally diverse distributed teams need to develop their collaboration know-how to work effectively with...

Recent years have seen an increasing emphasis on open innovation by firms to keep pace with the growing intricacy of products and services and the ever changing needs of the markets. Much has been written about open innovation and its manifestation in the form of crowdsourcing. Unfortunately,...

This paper starts from the premise that the simultaneous increase in environmental turbulence, the requisite speed of organizational change, and the intensified ubiquity of digital technologies are spawning a phenomenon that is messy, complex, and chaotic. Accordingly, we need to change the way...

Autonomy is central to the future of work and therefore to organizing that work. Future workers will demand three types of autonomy: temporal, locational, and affiliative. The organizations that accommodate these three kinds of autonomy will be “flash powered.” Flash powered organizations...