Play at work is not a contradiction in terms. Rather, distinctions between work and play are becoming less clear as more jobs involve expertise and microcomputers. This paper starts by describing play, its motives, and its consequences. Then the paper focuses on computer-based activities and...

This chapter discusses why employees keep their knowledge to themselves. Despite managers’ best efforts, many employees tend to hoard knowledge or are reluctant to share their expertise with coworkers or managers. Although many firms have introduced specialized initiatives to encourage a...

A growing body of literature exists on virtual (i.e., geographically dispersed) teams; however, few summaries of this knowledge are available. The purpose of this paper is to help fill this gap by reviewing empirical research that addresses the effectiveness of virtual versus traditional (i.e.,...