Collective Intelligence in Organizations: Tools and Studies

Grasso, Antonietta; Convertino, Gregorio

doi:10.1007/s10606-012-9165-3

Cited by 42 publications

(24 citation statements)

References 12 publications

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“…In the 1980s and 1990s, the field exploded due to "practical but potent technical developments" (Schmidt & Bannon, 2013: 346) ranging from the Internet, the Web, groupware, and ubiquitous email to social media, mobile interaction, and widespread connectivity. The CSCW field has variously labeled these radical innovations "computer-mediated communication" (e.g., Kerr & Hiltz, 1982;Kiesler, Siegel, & McGuire, 1984), "teleinformatics" (e.g., Speth, 1988), "office information systems" and "office automation" (e.g., Hammer & Sirbu, 1980), "collaborative working environments" (e.g., Prinz, 2006), social "collaboration technologies" (e.g., Bentley, Busbach, Kerr, & Sikkel, 1997), advanced forms of "computer conferencing" (e.g., Grasso & Convertino, 2012), "context-aware computing" (e.g., Schmidt, Gross, & Billinghurst, 2004), augmented and mixed-reality interfaces (e.g., Billinghurst & Kato, 2002;Wagner, 2012), the Internet of things (e.g., Atzori, Iera, & Morabito, 2010), and smart connected products (e.g., Porter & Heppelmann, 2014), among others (Schmidt & Bannon, 2013). This collection of labels hints at-but doesn't directly identify-a key commonality across all of these CSCW technologies: in order to marry technology with people and achieve the joint optimization that the STS literature originally identified requires that technology do a better job of capturing, in digitalized and therefore analyzable data, its observation of people.…”

Section: Observation As a Technologymentioning

confidence: 99%

Making Transparency Transparent: The Evolution of Observation in Management Theory

Bernstein¹

2017

ANNALS

166

144

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Observation is key to management scholarship and practice. Yet a holistic view of its role in management has been elusive, in part due to shifting terminology. The current popularity of the term "transparency" provides the occasion for a thorough review, which finds (a) a shift in the object of observation from organizational outcomes to the detailed individual activities within them; (b) a shift from people observing the technology to technology observing people; and (c) a split in the field, with managers viewing observation almost entirely from the observer's perspective, leaving the perspective of the observed to the realm of scholarly methodology courses and philosophical debates on privacy. I suggest how the literature on transparency and related literatures might be improved with research designed in light of these trends.KEYWORDS: transparency, privacy, performance, organizations, management theory ACKNOWLEDGEMENTS: I thank Julie Battilana, Ethan Burris, Tim Earle, Amy Edmondson, John Elder, Elizabeth Hansen, Rosabeth Moss Kanter, Joshua Margolis, Tsedal Neeley, Nitin Nohria, Shefali Patil, Kathy Qu, Ryan Raffaelli, Lakshmi Ramarajan, and Bradley Staats for feedback on prior versions of this work; Jim Detert, Sim Sitkin, and two anonymous reviewers for insightful and developmental feedback; and the Harvard Business School for financial support.Please cite as: Bernstein, E. S. Making transparency transparent: The evolution of observation in management theory. Academy of Management Annals, 11(1): 217-266. 2We are increasingly observed and observing at work. Fifty years ago, a typical manager might have tracked production, revenue, and expenses against budget and periodically observed workers during in-person audits (e.g., Dalton, 1959). Today, advances in technology, from smart cameras to wearable tracking devices, make possible a kind of real-time "SuperVision" (Gilliom & Monahan, 2012) far beyond any level of observability envisioned 50 years ago or when Frederick Taylor (1911) originally promoted managerial oversight through scientific management.Public attention is captured by extreme examples of observation at work, like handheld computers (Amazon) or wearable bands (Tesco) tracking and optimizing employees' every move (Head, 2014;Kantor & Streitfeld, 2015;Rawlinson, 2013), embedded sensors in large fleets of company-owned trucks (e.g., UPS) recording hundreds of measurements to capture every action of the truck and its driver to unearth and enforce time-saving tactics (Goldstein, 2014;Levy, 2015), cameras at Las Vegas casino Harrah's tracking the smiles of card dealers and wait staff as a proxy for customer service quality (Peck, 2013), point-of-sale systems scraping every transaction for signs of employee fraud (Pierce, Snow, & McAfee, 2015), and RFID (radiofrequency identification)-enabled workspaces automatically capturing factory worker progress (Ranganathan, 2015), how long employees spend at their desks (Zillman, 2016), and even who does and does not use hand-soap and hand-sanitizer dispensers ...

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Section: Observation As a Technologymentioning

confidence: 99%

Making Transparency Transparent: The Evolution of Observation in Management Theory

Bernstein¹

2017

ANNALS

166

144

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“…Commercial enterprises, government, military institutions, and civic organizations use CI processes [21]. …”

Section: Domain Social Sciencesmentioning

confidence: 99%

Research and trends in the studies of Collective Intelligence from 2012 to 2015

Grimón

Meza

Vaca-Cárdenas

et al. 2017

EAI Endorsed Transactions on e-Learning

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The interaction between groups of people and machines supports the transfer of knowledge and strengthen Collective Intelligence (CI) making it robust. The CI with the support of technology progresses through platforms and computer systems including ontology, clusters, agents, Web intelligence among others. This research consists of a content analysis of recent studies 2012-2015 on CI. After an extensive search of publications on electronic databases, two hundred and fifteen papers were selected and exposed in a document's analysis following the approach of Zott. In this research we identified three categories to consider: Learning, technology and decision-making. The analysis revealed that CI is strongly related with technology, supporting the processes of training people and promoting collaborative learning as a new form of literacy.

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“…In order to address these limitations, we are now seeing the emergence of robust tools for more structured deliberation and argument mapping (Grasso and Convertino 2012 ;De Liddo and Sándor 2012a , b ). These tools are now fi nding application in many forms of knowledge work which require clear thinking and debate, including learning (Noroozi et al 2012 ), urban planning (Culmsee and Awati 2012 ), and policy formulation ( Benn and Macintosh 2011 ;Wyner et al 2012 ).…”

Section: Software-toolsmentioning

confidence: 99%

Knowledge Cartography

2014

Advanced Information and Knowledge Processing

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Collective Intelligence in Organizations: Tools and Studies

Cited by 42 publications

References 12 publications

Making Transparency Transparent: The Evolution of Observation in Management Theory

Making Transparency Transparent: The Evolution of Observation in Management Theory

Research and trends in the studies of Collective Intelligence from 2012 to 2015

Knowledge Cartography

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