The Experts below are selected from a list of 257277 Experts worldwide ranked by ideXlab platform
Jimmy C Huang - One of the best experts on this subject based on the ideXlab platform.
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social capital and knowledge integration in an erp Project Team the importance of bridging and bonding
British Journal of Management, 2004Co-Authors: Sue Newell, C Tansley, Jimmy C HuangAbstract:A Project Team, set up to design and implement a large-scope IT system, is essentially tasked with integrating distributed knowledge. This suggests that the social capital of members will be organizationally important. However, we suggest that in understanding the relationship between social capital and knowledge integration within a Project Team, it is necessary to distinguish between two forms of social capital – external bridging social capital and internal bonding social capital. We argue that for the effective mobilization of ‘weak’ social capital bridges for collective purposes, there is first a need to create ‘strong’ social capital bonds within the Project Team so that it becomes a cohesive social unit that will be able to effectively integrate knowledge that is acquired through members' bridging activity.
Petr Matous - One of the best experts on this subject based on the ideXlab platform.
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Testing the impact of targeted Team building on Project Team communication using social network analysis
International Journal of Project Management, 2019Co-Authors: Julien Pollack, Petr MatousAbstract:Abstract Communication and Teamwork are key determinants of whether a Project will be delivered successfully. Team building is often used as a way of improving patterns of Team interaction. This research tests the impact of a standardised and repeatable Team building protocol on communication in a Project Team. It builds on the theory that increasing the interconnection within a Team communication network will lead to enhanced Project outcomes. A longitudinal Social Network Analysis approach was used to diagnose the patterns of communication in a Project Team, inform planning of the Team building intervention, and test the impact of the intervention on Team communication. Over a three-month period, the Team building resulted in a significant change to Project Team members' comfort discussing personal matters, and the frequency with which they discussed personal and work-related matters.
Petri U. Toivonen - One of the best experts on this subject based on the ideXlab platform.
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The transformative effect of top management governance choices on Project Team identity and relationship with the organization : An agency and stewardship approach
International Journal of Project Management, 2014Co-Authors: Aurélie Toivonen, Petri U. ToivonenAbstract:This study focuses on the relationship and identity changes within and between a Project Team and its organization following top management intervention in the context of a large international construction Project. The study follows the Project-as-practice orientation, examining the actions and behaviors of the Project Team through participant ethnography in the “praxis” of the Project site over its entire duration. The longitudinal case allows the examination of the way the transition process established a new governance culture undermining the initial trust-based one and changed it from a virtual absence of mechanisms toward far more potent mechanisms of control, monitoring, and punishment. Simultaneously, the initial stewardship relationships and collectivist identity of the Project Team shifted toward agency relationships and individualistic identity. The triggers for the transformation process were identified as CEO succession, Project failure, top management intervention driven changes in governance mechanisms, and perception of organizational betrayal of the Project Team.
Sue Newell - One of the best experts on this subject based on the ideXlab platform.
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social capital and knowledge integration in an erp Project Team the importance of bridging and bonding
British Journal of Management, 2004Co-Authors: Sue Newell, C Tansley, Jimmy C HuangAbstract:A Project Team, set up to design and implement a large-scope IT system, is essentially tasked with integrating distributed knowledge. This suggests that the social capital of members will be organizationally important. However, we suggest that in understanding the relationship between social capital and knowledge integration within a Project Team, it is necessary to distinguish between two forms of social capital – external bridging social capital and internal bonding social capital. We argue that for the effective mobilization of ‘weak’ social capital bridges for collective purposes, there is first a need to create ‘strong’ social capital bonds within the Project Team so that it becomes a cohesive social unit that will be able to effectively integrate knowledge that is acquired through members' bridging activity.
Julien Pollack - One of the best experts on this subject based on the ideXlab platform.
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Testing the impact of targeted Team building on Project Team communication using social network analysis
International Journal of Project Management, 2019Co-Authors: Julien Pollack, Petr MatousAbstract:Abstract Communication and Teamwork are key determinants of whether a Project will be delivered successfully. Team building is often used as a way of improving patterns of Team interaction. This research tests the impact of a standardised and repeatable Team building protocol on communication in a Project Team. It builds on the theory that increasing the interconnection within a Team communication network will lead to enhanced Project outcomes. A longitudinal Social Network Analysis approach was used to diagnose the patterns of communication in a Project Team, inform planning of the Team building intervention, and test the impact of the intervention on Team communication. Over a three-month period, the Team building resulted in a significant change to Project Team members' comfort discussing personal matters, and the frequency with which they discussed personal and work-related matters.
