Search results

The purpose of this paper is to reveal factors that drive the adoption and use of unified communications and collaboration (UC&C) technology in organizations.

The authors used quantitative method to survey 296 employees from 50 different countries by conducting and international study. Partial least squares -method was used for the latent variables latent variable analysis

The authors found that unified theory of acceptance and use of technology constructs are mainly validated where results suggests that performance expectancy and social influence are the most influential drivers in employee acceptance and use of UC&C in organizations. Social presence, influence of peers and superiors are the main factors to take into consideration when implementation UC&C technology.

The study was not longitudinal in design, which should be addressed by a future study that includes multi-cultural dimensions with a longitudinal design

Awareness through education and training of employees needs to be given very particular attention in the future mobile implementations. Moreover, management and employee support is the critical component of the effective information security governance framework implementation. Finally, mobile strategy needs to go over very precise and detailed planning process to ensure the right technology acceptance by users.

The authors close the existing research gap by providing useful insights into organizations regarding their UC&C technology adoption and use factors

The purpose of this study is to examine how advances in unified communications (UC) technologies are enabling radical changes in workplace redesign. Low-cost and readily available technologies allow individuals to participate in work in ways that they could not before. Mobile hardware, networking infrastructure and robust UC platforms are making work less location- and time-dependent. Whereas these technologies provided the catalyst for the reimagining of the workplace in the early to mid-2000s, it was the explosion of BYOD (bring your own device) in recent years that has caused organizations to reconsider innovative workplace usage.

In this case study on the Microsoft Corporation, business motivators for workplace innovation, driven by performance metrics, are examined.

Included in the findings are increased productivity, talent attraction and retention, reduced sick leave, reduced communications costs, reduced IT and administration costs, reduced carbon footprint, lower real estate costs and reduced travel and training costs.

While many of these findings are beneficial to both employer and employee, they do not come without a cost. UC typically makes the employee accessible from anywhere at any time and this challenges a traditional work–life balance model. Moving forward will require both employer and employee to find a healthy work-life integration model that balances the needs of the individual with the needs of the organization.

This research documents a workplace redesign initiative enabled by UC at a global high technology company.

“Organizational identification” refers to a perception of “oneness” with an organization. The purpose of this paper is to provide a model of organizational identification for virtual team workers and examine the role of cultural dimensions in a virtual setting. Specifically, it poses individualism‐collectivism and uncertainty avoidance as potential situational contingencies that may affect the determinants of an organizational identification relationship in a virtual work setting.

The proposed research framework delineates how cultural dimensions relate to virtual work‐associated individual (interpersonal trust, need for affiliation) and environmental (spatial and cultural dispersion, ICT‐enabled communication) factors and organizational identification. Several testable propositions emerge.

This study provides a foundation for empirical studies that examine the linkages among organizational identification, virtual work, and environment‐related factors and cultural variables.

This study has particular implications for managing virtual teams, as well as specific suggestions for a typology of virtual team members. The typology supports a consideration of expected levels of organizational identification, depending on virtual team member types.

Scholars have devoted very little attention to exploring what factors drive or impede organizational identification in cross‐cultural virtual teams. This paper attempts to fill that void by linking the immediate determinants and the contingency role of cultural variables or organizational identification in the context of virtual work.

This chapter explores what academic librarians and their supervisors must consider when looking to a remote or telework arrangement as a staffing solution. The popular and scholarly literature on remote work is surveyed and contextualized for information professionals. Research is clear that with proper planning, remote work arrangements can succeed, benefitting organizations and individuals. Even so, liaison librarians are unlikely to have central support for remote work arrangements due to communication and cultural hurdles unique to the profession. While these have been mitigated by technology to varying degrees in other sectors and industries, adoption in libraries has been slow. When librarians do pursue remote work, they are often unsure how to gauge fit, negotiate an arrangement, overcome technical obstacles and cultural misconceptions, and balance work and life. Authors Hickey and Tang: (1) summarize and apply research on remote work for library science professionals; (2) propose a theoretical framework for understanding the future of remote work for practitioner librarians in higher education; (3) present a case study of a successful remote work arrangement at Cornell University; (4) provide thought-provoking coaching questions for librarians and supervisors considering remote arrangements; (5) and identify next-steps for advancing the discussion and study of remote work in libraries. The practical implication of this information, aimed at service providers and managers, is to help them create a better workplace where flexible remote work arrangements are an opportunity for both the individual and organization that facilitate the achievement of personal, library unit, and institutional goals.

Co-creation along the new product development (NPD) seems the winning approach in nowadays market. The purpose of this paper is to explore the collaboration and interaction flows between suppliers and customers in co-creation initiatives devoted to NPD.

After developing a classification of demand-side and supply-side involvement in co-creation along the NPD process, 13 cases of co-creation in the consumer goods industry, within the Italian context, have been analyzed.

Three patterns of co-creation have been identified: supplier-driven approach: companies co-creating with suppliers in multiple NPD phases, while involving customers only in one; customer-driven approach: companies involving customers in multiple phases, while engaging suppliers only in one and firm-driven approach: companies involving both customers and suppliers in one single phase. Further, the locus of relevant knowledge drives to different co-creation approaches.

The work contributes to extant literature by: providing a classification of demand-side and supply-side involvement in NPD; empirically investigating the interaction flows between customers and suppliers in co-creation initiatives along the NPD; highlighting the factors potentially affecting a concurrent involvement of customers and suppliers in NPD.

The findings can help to efficiently and effectively design and manage the relation with both suppliers and customers in co-creation projects devoted to NPD.

The involvement of suppliers and customers in co-creation initiatives has been so far analyzed only separately in literature. This study opens a new stream of research, stressing how the evolution of the market, toward a more participative one, spurs the need to investigate the collaboration and interaction flows between the two actors.

The concept of Lean office design has emerged, claiming to support an efficient labour process. This article aims to investigate how the two main perspectives identified in the Lean office: the neo-Tayloristic approach and the team-based approach, based in different historical backgrounds, use the office design to shorten lead time and free up time.

An extensive review is done in the article of what the Lean office concept means for different research areas and to practitioners.

The study presents the two Lean office perspectives in relation to each other, something that has not been done before since it is only recently the team-based Lean office was introduced. The study also presents possible risk and benefits of two perspectives from an employee and organizational perspective.

Since this is a first exploratory review of the Lean office concept based on theories and examples from design practice, further empirical studies are needed to determine risks and benefits of the concept.

The clarifying examples in the article make it useful for people involved in the design and building process of offices.

The article brings together the fields of labour process, office research and facility management with the design practice and presents the two perspectives Lean office design in relation to each other, which has not been done before since the team-based Lean office has only recently been introduced.

The purpose of this paper is to introduce and evaluate methods for analysing the impacts of work environment changes. New working practices and work environments present the potential to improve both the productivity and the wellbeing of knowledge workers, and more widely, the performance of organisations and the wider society. The flexibility offered by information and communication technology has influenced changes in the physical environment where activity-based offices are becoming the standard. Research offers some evidence on the impacts of work environment changes, but studies examining methods that could be useful in capturing the overall impacts and how to measure them are lacking.

This paper concludes research of the last five years and includes data from several organisations. The paper presents and empirically demonstrates the application of three complementary ways to analyse the impacts of knowledge work redesigns. The methods include: interview framework for modelling the potential of new ways of working (NWoW); questionnaire tool for measuring the subjective knowledge work performance in the NWoW context; and multidimensional performance measurement for measuring the performance impacts at the organisational level.

This paper presents a framework for identifying the productivity potential and measuring the impacts of work environment changes. The paper introduces the empirical examples of three different methods for analysing the impacts of NWoW and discusses the usefulness and challenges of the methods. The results also support the idea of a measurement process and confirm that it suits NWoW context.

The three methods explored in this study can be used in organisations for planning and measuring work environment changes. The paper presents a comprehensive approach to work environment which could help managers to identify and improve the critical points of knowledge work.

Changes in the work environment are huge for knowledge workers, but it is still unclear whether their effects on performance are negative or positive. The value of this paper is that it applies traditional measurement methods to NWoW contexts, and analyses how these could be used in research and management.

The purpose of this paper is to develop a framework for leader-member exchange (LMX) in the context of global integration strategy of multinational corporations (MNCs). Further, an interaction effect of leader's network centrality and leader's alignment with MNC policies on LMX and resource accessibility is proposed.

The paper begins with the notion that different departments in a subsidiary of an MNC are likely to have different requirements for integration within the MNC network. This paper extends the literature by suggesting that employees working in the same department of a subsidiary of an MNC are likely to have different perception of the degree of integration of their subsidiary with other nodes in the MNC network.

The paper posits that employees forming the “in-group” of a subsidiary leader are more likely to perceive their subsidiary as more integrated than the “out-group” employees; contribute more by way of knowledge transfer than the “out-group” employees; and perform better than the “out-group” employees, because of the moderating effect of leader's network centrality on the relationship between LMX and resource accessibility.

The research has implications for the role of subsidiary leaders in shaping the perceptions of their subordinates toward the global integration strategy of an MNC.

The study fills a gap by integrating the LMX and MNC global integration strategy literatures and proposing the existence of perceptual differences, even at subordinate level.

The following bibliography focuses mainly on programs which can run on IBM microcomputers and compatibles under the operating system PC DOS/MS DOS, and which can be used in online information and documentation work. They fall into the following categories:

In this chapter, we focus on virtual teams and emotions during postmerger and acquisition (M&A) integration. Our main research question is “How to manage emotions and virtual teams following cross-border M&A?”. We answer this question through the following research subquestions: (1) What virtual interaction can be identified post-M&A?; (2) What emotions arises from virtual communication; and (3) What emotions and challenges do virtual teams encounter following cross-border M&As? This research is based on a single case study. The main findings imply that emotions, trust, and cultural differences play an important role in virtual interaction following a cross-border M&A.