Social innovation is both the driving force and the goal of participatory design. However, social innovation does not start directly with action but presupposes the creation of meaningful encounters between participants, which requires corresponding commons to allow for various meetings, conversations, and actions that are not circumscribed. Based on literature research and practical experience, this paper argues that trust-building is the key to creating relational commons. This paper reviews literature about trust and participatory design, uncovers a vision of future co-creative communities based on trust and blockchain of DAO (Decentralized Autonomous Organization) as a new organizational form, and analyzes in detail the trust mechanisms of participatory design for social innovation, leading to a theoretical framework. This framework argues that shaping trust's cognitive and affective foundations is crucial to building a social innovation network. Subsequent research will enable the integration of blockchain technology with the theoretical framework and verify the model's validity through empirical studies.
COVID-19 has had a huge impact on workers and workplaces across the world while putting regular work practices into disarray. Apart from the obvious effects of COVID-19, the pandemic is anticipated to have a variety of social-psychological, health-related, and economic implications for individuals at work. Despite extensive research on psychological contracts and knowledge sharing, these domains of pedagogic endeavor have received relatively little attention in the context of employee creativity subjected to the boundary conditions of the organization's socialization and work-related curiosity. This study investigates, empirically, the role of psychological contracts in escalating employee creativity through knowledge sharing by considering the moderating role of an organization's socialization and work-related curiosity. The response received from 372 employees of the manufacturing sector has been investigated and analyzed through Smart PLS software. The results have revealed that knowledge sharing is mediating the relationship between psychological contract and employee creative performance, whereas the moderators significantly moderate the relationships between psychological contract and knowledge sharing and between knowledge sharing and employee creative performance accordingly. It has also been depicted that the moderating impact shown by both moderators is significantly high.
In recent years, knowledge hiding has gained much popularity in the knowledge management literature. Apart from that, antecedents and consequences of knowledge hiding are being scrutinized at present. There have been many studies on the triggering forces of knowledge hiding; however, the uncivil behaviors at the workplace have led the organizations and employees in trouble due to its possible associating factors, which is well explained by social influence theory. One such factor that this study has identified is knowledge hiding behavior at the workplace. This is a quantitative cross-sectional study based on a survey. The population taken in this study is the middle and low-level managerial staff of the software houses located in China. The respondents were selected based on convenient random sampling, and a sample size of 287 is used in this study. The data collected were employed with the partial least square structural equation modeling using Smart-PLS 3. The findings of this study show that apart from evasive hiding, playing dumb and rationalized hiding plays a significant role in predicting workplace incivility. In addition, psychological contract breach (PCB) has been taken as the mediating variable. The violation of psychological contracts among employees can indulge them in negative feelings that may convert to workplace incivility at any available opportunity of revenge which is well explained by social influence theory. Workplace incivility cannot be completely eradicated from the organizations; however, it can be controlled by making relevant policies. The civility among the employees can be attained by due managerial interventions and training of the employees considering the protection of victims and due punishment to the perpetrator.
Decentralized Autonomous Organizations (DAOs) have found use in the governance of Open Source Software (OSS) projects. However, the governance of an OSS producing DAO should match the particularities of OSS production while also overcoming the existing challenges of decentralized governance. Existing decentralized governance frameworks do not contain all the governance activities of open source software projects. Therefore, this study presents a governance framework for DAOs that produce open source software. The framework is built upon a total of 34 articles on DAO and OSS governance. The framework was evaluated in three leading DAOs that produce open source software. The evaluation underscored the significance of the framework and proved the potential of the systematic categorization of governance mechanisms. Finally, we list emerging governance practices in various governance domains in this developing field.
Abstract This paper delves into the question: How does an entrepreneur commercialising an open source technology (an âopen entrepreneurâ) respond when an underlying infrastructure that is maintained by a distributed and heterogeneous community become stigmatised, particularly when the source of the stigma is unclear? Research has found that, when faced with stigma, the most effective and robust strategy for established nondigital firms is to try to and create a distance from it. Open entrepreneurs with different ideologies would likely benefit from similar actions; however, the interdependencies created when they rely upon a digital infrastructure may make this strategy impossible. Given the tensions between ideological heterogeneity and a shared infrastructure, howâand whyâdo open entrepreneurs respond to stigma? This paper extends existing literature on stigma by developing a model of ideologically mediated responses to stigma by open entrepreneurs through an inductive study based upon interviews, archival, and forum data. We further contribute to extant literature on open entrepreneurship by proposing a model of ideologically mediated responses to stigma, which is grounded in group identity theory. We also build on digital infrastructure literature by proposing the concept of digital infrastructure anchoring . Lastly, we show how ideological heterogeneity leads to business model heterogeneity among open entrepreneurs and discuss the practical implications of this research.
Kevin OâLeary, Philip OâReilly, Joseph Feller, Rob Gleasure · 6 authors
Today, many multi-national organisations operate in a dispersed geographical environment. Teams consisting of members from around the globe can be assembled on an as-needed basis. However, this can prove to be a complex managerial task. Individuals, who believe that their efforts are not being effectively monitored by upper management, lose their motivation to fully contribute to the best of their abilities as they do not believe there is any correlation between the effort they exert and the reward they receive. With low levels of intrinsic involvement among employees, a lack of task visibility from upper management and limited social interaction among group members, many organisations struggle to combat the issue of social loafing in cross functional working groups. Blockchain technology, widely acknowledged as enabling openness, can facilitate the development of an immutable, transparent, secure and verifiable application for capturing individuals Intellectual Property as they work. This would motivate employees to more openly contribute to group work, safe in the knowledge that their contribution will be recognised, enabling management to maintain a high level of task visibility over their employees work without requiring their physical presence.
As drivers of human civilization, Knowledge Management (KM) processes have co-evolved in line with General-Purpose-Technologies (GPT), such as writing, printing, and information and communication systems. As evidenced by the recent shift from information scarcity to abundance, GPTs are capable of drastically altering societies due to their game-changing impact on our spheres of work and personal development.<br><br> This paper looks at the prospect of whether a novel Personal Knowledge Management (PKM) concept supported by a prototype system has got what it takes to grow into a transformative General-Purpose-Technology. Following up on a series of papers, the KM scenario of a decentralizing revolution where individuals and self-organized groups yield more power and autonomy is examined according to a GPT's essential characteristics, including a wide scope for improvement and elaboration (in people's private, professional and societal life), applicability across a broad range of uses in a wide variety of products and processes (in multi-disciplinary educational and work contexts), and strong complementarities with existing or potential new technologies (like organizational KM Systems and a proposed World Heritage of Memes Repository).<br><br> The result portrays the PKM concept as a strong candidate due to its personal, autonomous, bottom-up, collaborative, interdisciplinary, and creativity-supporting approach destined to advance the availability, quantity, and quality of the world extelligence and to allow for a wider sharing and faster diffusion of ideas across current disciplinary and opportunity divides.
This paper from the perspective of social management system project,discussed the interaction between the institution,system and mechanism of social management.From the institution,system and mechanism dimensional perspective,it proposed the transform nature of the social management structure to maximize the public interest,to establish democratization social management process,transition from coercion management to state of coercion management coexistence with autonomous management.In terms of social management system the government should take responsibility for moderation,government decentralization and social collaborative governance should be based on policies and regulations.In the process of social management system reform,governments need to adopt policies and regulations institutionalized means,organization,mobilization,coordination,monitoring NGO management assume management responsibilities.In the process of building social management mechanism,since the powers and duties of NGO and citizens to participate in social management lack of clearly defined,cause social autonomous management and oversight mechanisms not really set up.Because it is short of an institutional reasonable social evaluation index,thus failed to establish the effective social control mechanism.Due to the lack of the necessary institutionalized norms and the corresponding organizational management system of the virtual society,thus the administration system of virtual society is unsound.In this case,the social supervisor should establish the three dimensional horizon and realm of social management system,organization system and mechanism.Establish a unified structure and function social management system in which the society coordinated with economic,political and cultural.Straightened out the compartmentalization of social management system,and set up a dedicated social management agency.At least it constructs the some effective social management mechanisms like the floating population service,help and education for special groups,comprehensive management of public security,social risk warning,social interest demands,social supervision and regulation,social integration services.
Just like the personal computer revolution, it is possible that Knowledge Management (KM) will in the 21 century experience a decentralizing revolution that gives more power and autonomy to individuals and selforganized groups. Seven decades after Vannevar Bushâs still unfulfilled vision of the Memex. Levyâs scenario stresses the dire need to provide overdue support tools for knowledge workers in our Knowledge Societies, not at the expense of Organizational KM Systems, but rather as the means to foster a fruitful co-evolution. With a prototype system addressing these issues about to be converted into a viable Personal KM system (PKMS), the author follows up on recent publications and considers the impact and potential of a novel memebased approach aiming to aid individuals throughout their academic and professional life and as contributors and beneficiaries of organizational performance and in light of the anticipated next generation of KM systems. 1 A NEXT GENERATION OF KM The first generation of Knowledge Management (KM) has been described as the capturing, storing, and reusing of existing knowledge including âsystems of managing knowledge like company yellow pages, experts outlining processes they are involved in, creating learning communities where employees/customers share their knowledge, creating information systems for documenting and storing knowledge, and so on. These first-generation KM initiatives were about viewing knowledge as the foremost strategic asset, measuring it, capturing it, storing it, and protecting it. They were about treating knowledge as an asset, recognizing how it influences strategy, and wanting to make the most of it by managing it properlyâ (Pasher & Ronen 2011). The second KM generation needs to focus on creating new knowledge and innovation, a process which starts with the âreuse or new use of existing knowledge, adding an invention, and then creating a new product or service that exploits this invention.â This process requires creativity and the awareness that old knowledge becomes obsolete. For reaping the appropriate rewards, it is essential to systematically exploit the knowledge captured and created (Pasher & Ronen 2011). In reviewing a wider range of features for the âNext KM Generationâ (suggested by Sveiby, Wiig, Snowdon, McElroy, Ponzi, Miles, St Onge, Allee), the identified seven key themes prioritize confirm this need, but also strongly emphasize the personal and social nature of knowledge (Grant 2008). 1.1 The Personal KM Agenda Despite these accentuations and in contrast to Organizational KM (OKM), Personal KM (PKM) has been placed historically in a narrow individualistic confinement (Cheong & Tsui 2011b). In limiting its scope, PKM has been labelled as sophisticated career and life management with a core focus on personal enquiry (Pauleen & Gorman 2011) or as a means to improve some skills or capabilities of individuals (Davenport 2011), negating its importance relating to group member performance, business processes, or new technologies. This state surprises in light of prominent past suggestions to develop a âMemexâ for making oneâs âintellectual excursions more enjoyableâ (Bush 1945), to offer assistance in allocating oneâs âattention efficiently among the [emerging] overabundance of information sourcesâ (Simon 1971), or to provide adequate organizational leadership for building, connecting, and energizing dynamic knowledge-creating environments and their expansion (Nonaka 2000). As a result, PKM remains âa real and pressing problemâ, and Bush's dream of a âMemexâ has yet to be fully realized on a wide scale (Davies 2011). Appropriately, Wiig argues for shifting the focus of KM toward strengthening the ability of people for enabling them to act in the best interest of their enterprise and its desired strategies and performance (Wiig 2004). In this context, PKM needs more appropriately to be regarded as a bottom-up approach to KM (Pollard 2008), as opposed to the more traditional, top-down Organizational KM. As such, PKM also âgoes beyond Personal Information Managementâ (PIM) which focusses predominantly on information processing without the emphasis on creating new knowledge (Cheong & Tsui 2011a). But, although there are many PKM tools available, âthey are not integrated with each otherâ, and the âcurrently available PKM systems can provide only a partial support to knowledge workersâ (Osis 2011). âWhile today we have many powerful applications for locating vast amounts of digital information, we lack effective tools for selecting, structuring, personalizing, and making sense of the digital resources available to usâ (Kahle 2009). Meanwhile, the organizational, commercial, social and legal innovations driven by technological progress and economic pressures continue to have profound impacts. Work has suffered from a process of fragmentation which will continue to accelerate. Its implications include oneâs slipping control over constant interruptions, the loss of time for real concentration, and less learning by observation and reflection (Gratton 2011). With specializations and domain-specific knowledge on the rise, peoplesâ identification has shifted from their company to their profession, and vertical hierarchies and traditional career ladders have been replaced by sideways career moves between companies and a horizontal labour market (Florida 2012). The âFuture of Employmentâ study estimates 47% of the current US employment to be still at risk due to recent technological breakthroughs able to turn previously non-routine tasks into well-defined problems susceptible to computerization (Frey & Osborne 2013). What is overdue is in the opinion of the author â an innovative PKM technology to provide the means for life-long-learning, resourcefulness, creative authorship and teamwork throughout an individualâs academic and professional life and for his/her role as contributor and beneficiary of organizational and societal performance. It needs to support the notion that knowledge and skills of knowledge workers are portable and mobile and with it their options on where, how, and for whom they will put their knowledge to work. 1.2 Intents and Barriers to Overcome In Wiigâs opinion (2011), individuals need to be highly knowledgeable not only to function competently as part of the workforce, but also in their daily lives and as public citizens: âIn a society with broad personal competences, decision-making everywhere will maximize personal goals, provide effective public agencies and governance, make commerce and industry competitive, and ensure that personal and family decisions and actions will improve societal functions and Quality of Life.â But, âfor better performance, people must [also] be provided with resources and opportunities to do their best. They need knowledge and understanding as well as motivation and supportive attitudes.â Such resources may well be autonomous PKM capacities, networked in continuous feedback loops, where individuals are able to determine how their expertise will be used or exchanged with people, communities, or organizations close to them. Levy (2011) expects such systems nourished by the creative conversation of the many networked PKM devices to assume an elementary role that enables the emergence of the distributed processes of collective intelligence, which in turn feed them. Accordingly, he sketches a scenario which stresses the vital role of future education âto encourage in students the sustainable growth of autonomous capacities in PKMâ and which envisages KM to experience âa decentralizing revolution that gives more power and autonomy to individuals and self-organized groupsâ (Levy 2011). Although the author concurs that PKM Systems (PKMS) are destined to become potent drivers of human development (Schmitt 2014b), an enabling technological environment benefitting such a novel solution is presently facing severe barriers wasting individualsâ time and efforts (Schmitt 2014f). The remedies have been summed up into five provisions: 1. Digital personal and personalized knowledge is always in the possession and at the personal disposal of its owner or eligible co-worker, residing in personal hardware or personalized cloud-databases. 2.
Working life requires employees to continuously update their competences, making lifelong learning an important but challenging part of professional development. This study aims to look for solutions to uncover the tacit and implicit knowledge within the enterprise by the means of social media. Our interest is specially focused on challenges on informal learning and refining and sharing of the tacit knowledge among these expert companies. We have so far collected data from two enterprises about their current knowledge sharing habits and procedures and found out the pitfalls they have experienced in their working culture concerning finding and sharing knowledge. The main challenges (apart from lack of time, which is quite obvious result today) are defects in storing information in a way that enables its easy rediscovery and the huge amount of information from which to filter the relevant pieces of knowledge. Particularly the centralized experts in an insurance company find the lack of regular vertical interaction between the decentralized claim handlers a drawback. There exists a lot of overlapping effort as they need to tell the same issues many times to various claim handlers. Taking these challenges into account new working models will be put into practice utilizing collaborative tools, like wikis and chat forums.
This article analyzes the problems of bringing in social media in a traditional, hierarchical organization. Difficulties rise from the contradiction between the bureaucratic approach of an organization and the collaborative community approach connected to social media. A change in the role of a developer is analyzed through a case study. The data was collected in a co-development process of a work unit at a Finnish University of Applied Sciences. The method of this study is analytic autoethnography, which proved to be a valuable tool for capturing a long-term development process and the changing role of the developer inside the organization. A new change agent, a swarm catalyst, is introduced at the end of the article. The initial characteristics of a swarm catalyst are based on the experiences of various, iterative developmental experiments. A swarm catalyst operates within an organization as an autonomous developer, and as a negotiator between the traditional organization and decentralized developmental swarms.
Knowledge Management and Sharing
Innovative Approaches in Technology and Social Development
Purpose â Addresses labor control in fields where familiar organizational and occupational controls are weak, notably postindustrial arenas characterized by networks, heterogeneity, and change.Methodology/approach â Proposes that labor control operates via socio-technical networks composed of diverse ties to social actors, technologies, and typifications. Data from an interview-based study of early website production work is used to examine the impact of such a network.Findings â Socio-technical networks constrained web workers#x02019; actions but also offered opportunities for autonomous discretion. Some shifting between networked and hierarchical controls occurred in larger organizations.Research implications/limitations â The role of networks in the labor process is not well understood; this study provides a starting point.Social implications â Socio-technical networks are heterogeneous and lack common status metrics, making inequality among workers difficult to gauge and address. Further, since networked controls are decentralized, their pressures are not easily identified or resisted by workers.Originality/value â This chapter describes a form of labor control that may characterize some postindustrial fields more closely than traditional models. In addition, it contributes new insights on how work is shaped by technical networks and abstract typifications.
Through persuasive communications, information technology (IT) executives hope to align the actions of end users with the expectations of senior management and of the firm regarding technology usage. One highly influential factor of persuasive effectiveness is the source of the persuasive message. This study presents a conceptual model for explaining the influence of source credibility on end user attitudes and behavioral intentions to comply with organizationally motivated, recommended IT actions within a decentralized, autonomous environment. The results of this study suggest that the elements of source competency, trustworthiness, and dynamism are significant determinants of attitudes and behavioral intentions to engage in recommended IT actions. These findings reveal the importance of these elements of effective communication in persuading end users to follow recommended IT activities and advance IT acceptance and adoption research through the application of persuasive communication theory to the domain.
The literature on knowledge sharing is extensive but organization design received little attention in this literature. A few useful exceptions are Birkinshaw e.a. (2002), Hansen (2002) and Tsai (2002). However, these attempts are yet too limited to fully understand the relationship between organization design choices and knowledge sharing. To contribute in filling this gap, we look at the fundamental organization design dimensions, specialization centralization, formalization, and coordination, in their relationship to the concepts of knowledge and knowledge sharing. While specialization creates firm-specific boundaries to knowledge sharing, coordination is the firm-specific mechanism to overcome these boundaries (Grant, 1996). A multiple case study approach was followed to collect our data, using a questionnaire in the Belgian divisions of two European companies active in the energy and finance sector. Based on a reassessment of the classic organization design literature, we assumed more inter-unit knowledge sharing when: decentralized and informal coordination is used, interdependency between units is low and specialization, reflected in knowledge complexity and unit differences, is low. Our findings indicated that interdependency and
The past years have seen a decentralization of R&D to local markets and centresâofâexcellence. Supported by modern information and communication technologies, âvirtual project teamsâ were formed to facilitate transnational innovation processes. With their boundaries expanding and shrinking flexibly with changing project necessities, virtual teams are believed to be an important element in future R&D organization. Based on 204 interviews with R&D directors and project managers in 37 technologyâintensive multinational companies we identify four distinct forms of virtual team organizations used to execute R&D projects across multiple locations. Ordered by increasing degree of central project coordination, these four team concepts are based on: (1) decentralized selfâorganization, (2) a system integrator as a coordinator, (3) a core team as a system architect, and (4) a centralized venture team. Our contingency approach for organizing a transnational R&D project is based on four principal determinants: (1) the type of innovation (radical/incremental), (2) the systemic nature of the project (systemic/autonomous), (3) the mode of knowledge involved (tacit/explicit), and (4) the degree of resource bundling (complementary/redundant). According to our analysis, the success of virtual teams depends on the appropriate consideration of these determinants.
Manju Ahuja, Kathleen M. Carley, Dennis F. Galletta
Todayâs organizations face a dynamic and turbulent environment which imposes a requirement for flexible and fast responses to changing business needs. Many organizations have responded by becoming decentralized, team-based and distributed (DeSanctis and Jackson, 1994; Drucker, 1988). These distributed organizations have also been described in recent literature as virtual, network, or cluster organizations, employing selfmanaging teams and autonomous business units (Goldman, 1995; Beyerlein and Johnson, 1994; Camillus, 1993; Mills, 1991; Drucker, 1988). Advances in communication technologies have enabled organizations to acquire and retain such distributed structure by supporting interaction among people coordinating their efforts from different locations.