- Research Feature
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Finding the expertise to handle complex, knowledge-intensive team projects is challenging. That’s where a project network comes in.
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Last October, my colleague Martha Mangelsdorf wrote a blog post about a report published in Science on the collective intelligence that emerges when groups work together. Co-authored by MIT’s Thomas W. Malone, Alexander Pentland, and Nada Hashmi, along with Anita Williams Woolley of Carnegie-Mellon and Christopher F.
“Adjacent Possible” and other ways of thinking about collaboration Here’s how an October 2010 interview in Wired begins: “Say the word ‘inventor’ and most people think of a solitary genius toiling in a basement.
Collaboration is all the rage in business these days -- and for good reason, given the complex challenges businesses face today. But recently published research suggests that collaboration can exact heavy time costs if done inefficiently. Consider this.
CIOs who learn to balance formal and informal structures can create global IT organizations that are more efficient and innovative than organizations that rely primarily on formal mechanisms. Organizational network analysis provides a useful methodology for helping executives assess broader patterns of informal networks between individuals, teams, functions and organizations, and for identifying targeted steps to align networks with strategic imperatives.
There has been enormous progress in embedding the use of analytics at lower levels of companies. But according to Thomas H. Davenport, professor at Babson College and one of the best-known thinkers about analytics and business intelligence, the upper levels of companies haven’t kept up.
Innovators tend to think that information technology systems are too orderly and controlling even to cope with the messy process of innovation — much less enable it. But as some leading companies show, smart managers bring the whole IT menu to the challenge.
What would it take to get rid of disposable cups? That was a question MIT Sloan senior lecturer Peter Senge raised in an interesting keynote address this morning at the MIT Sustainability Summit 2010.
Social web platforms don’t thrive by magic. They can succeed only if they attract the right individuals, motivate them to act in the right ways and empower them to know and trust others in the network. That’s where online reputation systems come in.
Courtesy of New York: Basic Books. Marketers have increasingly recognized that their world has been changing from “push” to “pull.” Traditionally, they could push advertising and other marketing content toward potential customers to tout new products or services.
Maybe not, according to an article in the new Winter 2010 issue of MIT Sloan Management Review. In "How Reputation Affects Knowledge Sharing Among Colleagues," Prescott C.
In a Spring 2006 MIT Sloan Management Review article, “Enterprise 2.0: The Dawn of Emergent Collaboration,” Andrew McAfee first started to popularize the term “Enterprise 2.0” to describe the use of Web 2.0 collaboration technologies such as wikis and blogs within organizations.
Traditionally, we have tended to think of businesses (or individuals who then start businesses) as the principal source of innovative new products or services in a market economy. But, in a thought-provoking new working paper, Carliss Y.
Best practice in product development (PD) is migrating from local collaboration to global collaboration. Global product development (GPD) represents a transformation for business, and it applies to a range of industries. The objective of this article is to present frameworks that can help companies address strategic and tactical issues when considering GPD. The concepts have been developed through discussions with more than 100 companies in 15 countries in North America, Europe and Asia.
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