Determinants of Coordination Modes within Organizations

Ven, Andrew H. Van de; Delbecq, André L.; Koenig, Richard

doi:10.2307/2094477

Cited by 1,375 publications

(134 citation statements)

References 29 publications

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“…As Galbraith (1977) proposed and research findings sustained, the uncertainty increases communication (Van de Ven et al 1976;Katz, Thusman 1979), and consequently alliance activities. For what concern the type of relation, while strength tie or local link -are links where the new partners are found through actors' existing network (ego network) or is already known to other partners, weak link (or distant link) implies that new linkages are created with partners whom are not known to the existing partners of an actor.…”

Section: Innovation Uncertainty and Network Creationmentioning

confidence: 99%

Business Network Dynamics and Diffusion of Innovation

Rieple¹,

Pironti²,

Pisano³

2012

Symphonya. Emerging Issues in Management

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Section: Innovation Uncertainty and Network Creationmentioning

confidence: 99%

Business Network Dynamics and Diffusion of Innovation

Rieple¹,

Pironti²,

Pisano³

2012

Symphonya. Emerging Issues in Management

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“…So, most important part of project management is communication among stakeholder group. Van de Ven and et al (1976) classified communication related alternative mechanism into impersonal, personal and group modes [2]. Examples of communication practice in the impersonal mode include project plans, descriptions of jobs and roles for the project, standard project procedures and project newsletters [3].…”

Section: Critical Success Factors Of Project Managementmentioning

confidence: 99%

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

Lee¹,

Jeong²

2016

Journal of Internet Computing and Services

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Company A, an embedded system manufacturer, has been managing multiple development projects. Executives need to understand the risk level of every project and prioritize resource distribution. Traditional project monitoring tools or excel sheets are too complex for calculating the risk factors across a functional organization. Two new charts, "Spear-head Chart" and "Float Chart" were designed to assist high level decision making processes. Two charts were used for weekly executive meetings in order to monitor project progress and rectify project direction. One page graphical monitoring tools in Company A are good enough for high management decision making. Authors explain the characteristics of two charts and propose its practical implementation in real working environment. Spear-head chart was also implemented as a system.

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“…In essence, team cooperation is a set of behaviors performed by members of a specific team; those task-dependent members would integrate their domain knowledge and coordinate with one another to achieve a common goal (Malone & Crowston, 1994). Team cooperation is inevitable for improving effectiveness (Chatman & Flynn, 2001;Cohen, Ledford, & Spreitzer, 1996), and is the key to ensure the team could achieve objectives properly (Lin, Baruch, & Shih, 2012;Van de Ven, Delbecq, & Koening, 1976).…”

Section: Team Cooperationmentioning

confidence: 99%

Utilizing Virtual Team: Lessons Learned from MMORPGs Players

Chiang¹

2016

JBAR

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Virtual teams, with the advantage of bridging over geographical and temporal restriction, have been widely utilized by companies around the world to make the best use of talents from different domains and areas to accomplish complex missions and assignments. However, it is always a challenging task to build up a perfect environment for virtual teams to deliver outstanding performance.The current study utilized online survey to collect data from MMORPGs (Massive Multiplayer Online Role Play Games) players, a special type of virtual team, to investigate critical issues on the journey of attaining operational goals. The major objective is to figure out relationships among different factors that were proposed, from the literature or practical evidences, to affect the performance of virtual teams. The results are concluded as follows: (1) Trust among virtual team members has positive influences on team cooperation; (2) The cohesiveness of virtual team members has positive influences on team cooperation; (3) Team cooperation has positive influences on team performance; (4) Communication among virtual team members would decrease the influence of team cooperation on team performance. Managerial implication and directions for further studies are provided at the end of the current study.

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Determinants of Coordination Modes within Organizations

Cited by 1,375 publications

References 29 publications

Business Network Dynamics and Diffusion of Innovation

Business Network Dynamics and Diffusion of Innovation

A Practical 1 Page Contextual Diagram for Monitoring Multiple Projects: An Empirical Study of an IT Organization

Utilizing Virtual Team: Lessons Learned from MMORPGs Players

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