- Research Feature
- Read Time: 17 min
When companies collaborate, low trust is detrimental to innovation. But so is very high trust. The optimal level, yielding maximum impact, lies in between.
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This 2010 article explores how large, loosely organized groups of people are working together electronically in surprisingly effective ways — sometimes without even knowing it. To take advantage of the new possibilities and potential of collective intelligence, managers need a deep understanding of how these systems work. The authors employ an analogy from biology and call the building blocks that are combined and recombined in various ways the “genes” of collective intelligence systems.
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.
A fundamental shift from push to pull is not limited to marketing; it’s occurring in all aspects of business, from human resources to research and development. A new book argues that companies need to adapt to this change.
MIT’s Andrew McAfee has a new book that looks at Enterprise 2.0 tools as a way to span organizational networks. In an interview, he talks about the wide variety of organizations that are embracing the collaborative use of technology, the upsides of being able to identify who knows what, and why managers should be interested in Facebook.
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.
As sustainability affects how the world works, so will it affect how business works in the world. Here are eight changes that smart managers are already talking about.
Based on an investigation of the performance of 80 software development projects with varying levels of dispersion — members in different cities, countries or continents — this article asserts that virtual teams offer tremendous opportunities despite their greater managerial challenges. In fact, dispersed teams outperformed their colocated counterparts when they had the appropriate processes in place. Those processes can be classified in two categories: task-related and socio-emotional.
How has Microsoft adapted to the era of open source? A new book, Burning the Ships: Intellectual Property and the Transformation of Microsoft, gives a detailed view into that question.
“What will be the long-term impact of the crisis on technological innovation?” Joshua Gans examines that question in the new Spring 2009 issue of MIT Sloan Management Review.
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