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Stephan Dohrn

The Intersection of Human and Organizational Innovation Capabilities « Innova... - 0 views

  • Innovation occurs along a continuum from maintaining and improving the already existing (incremental innovation) to entering novel regime in terms of technology, meaning or business model (radical innovation). Both ends of the continuum require particular capabilities and human characteristics in order to get accomplished properly. As innovation activities are often embedded in a portfolio approach across this continuum, innovation management depends on integrating and balancing opposite requirements.
Hans Gaertner

Six social-media skills every leader needs - McKinsey Quarterly - Strategy - Innovation - 0 views

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    1. The leader as producer: Creating compelling content 2. The leader as distributor: Leveraging dissemination dynamics 3. The leader as recipient: Managing communication overflow 4. The leader as adviser and orchestrator: Driving strategic social-media utilization 5. The leader as architect: Creating an enabling organizational infrastructure 6. The leader as analyst: Staying ahead of the curve
Stephan Dohrn

A surrealistic mega-analysis of redisorganization theories - 0 views

  • Objective To systematically review the empirical evidence for organizational theories and repeated reorganizations.
Stephan Dohrn

Sheryl Sandberg Leaves Work at 5:30 Every Day - And You Should Too - 0 views

  • Facebook COO Sheryl Sandberg is familiar with the funny, uncertain feeling that comes with checking out soon after 5:00 to be with family, and although she used to worry about what others thought of her departure time (which is a completely reasonable hour to head home, by the way), she has finally reached a point where she can take off at 5:30 p.m. without the lingering concern of how others are perceiving her.
Stephan Dohrn

Culture Eats Strategy For Lunch | Fast Company - 0 views

  • Culture, like brand, is misunderstood and often discounted as a touchy-feely component of business that belongs to HR. It's not intangible or fluffy, it's not a vibe or the office décor. It's one of the most important drivers that has to be set or adjusted to push long-term, sustainable success. It's not good enough just to have an amazing product and a healthy bank balance. Long-term success is dependent on a culture that is nurtured and alive. Culture is the environment in which your strategy and your brand thrives or dies a slow death. 
Stephan Dohrn

brand eins Online: "Revolution von oben" - brand eins 06/2012 - SCHWERPUNKT: Risiko - 1 views

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    Using Liquid Feedback, an online tool that helps organize bottom-up decision making, in a company.
Sari Stenfors

Perceived Proximity in Virtual Work: Explaining the Paradox of Far-but-Close - 1 views

  • One's colleagues can be situated in close physical proximity, yet seem quite distant. Conversely, one's colleagues can be quite far away in objective terms, yet seem quite close. In this paper, we explore this paradoxical phenomenon of feeling close to geographically distant colleagues and propose a model of perceived proximity (a dyadic and asymmetric construct which reflects one person's perception of how close or how far another person is). The model shows how communication and social identification processes, as well as certain individual and socio-organizational factors, affect feelings of proximity.
Stephan Dohrn

The Big Failure of Enterprise 2.0 Social Business | Beyond the Cube - 0 views

  • I believe it will be rare that culture change will be one of the first things accomplished or changed in a short period of time.  Culture will change as a result of the pervasive use of social tools.  Lack of cultural change is not social business’s biggest failure.  The biggest failure is the lack of workflow integration to drive culture change.
Stephan Dohrn

Design Thinking Is A Failed Experiment. So What's Next? | Co. Design - 0 views

  • The decade of Design Thinking is ending and I, for one, am moving on to another conceptual framework: Creative Intelligence, or CQ.
hnauheimer

Increased Productivity through Self-Managed Work Groups - 0 views

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    A review of the literature on self-managed or self-directed work groups lends itself to the fact that more and more organizations are changing as a more competitive global society emerges. As a result, individual, team, and organizational roles are much different now than they were even twenty years ago. In order to stay competitive, organizations must allow themselves to evolve. By tapping into an ever present resource, their employees, the organization gains a wealth of expertise, enabling them to transform externally and, as a result, transforms internally to a healthier work environment. In spite of the challenges, self-managed work groups are an obvious win-win solution in our ever changing environment.
hnauheimer

Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness - 0 views

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    Global virtual teams are internationally distributed groups of people with an organizational mandate to make or implement decisions with international components and implications. They are typically assigned tasks that are strategically important and highly complex. They rarely meet in person, conducting almost all of their interaction and decision making using communications technology. Although they play an increasingly important role in multinational organizations, little systematic is known about their dynamics or effectiveness. This study built a grounded theory of global virtual team processes and performance over time. We built a template based on Adaptive Structuration Theory (DeSanctis and Poole 1994) to guide our research, and we conducted a case study, observing three global virtual teams over a period of 21 months. Data were gathered using multiple methods, and qualitative methods were used to analyze them and generate a theory of global virtual team dynamics and effectiveness. First, we propose that effective global virtual team interaction comprises a series of communication incidents, each configured by aspects of the team's structural and process elements. Effective outcomes were associated with a fit among an interaction incident's form, decision process, and complexity. Second, effective global virtual teams sequence these incidents to generate a deep rhythm of regular face-to-face incidents interspersed with less intensive, shorter incidents using various media. These two insights are discussed with respect to other literature and are elaborated upon in several propositions. Implications for research and practice are also outlined.
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