IT-Enabled Knowledge Creation for Open Innovation

Eseryel, U. Yeliz

doi:10.17705/1jais.00378

Cited by 33 publications

(29 citation statements)

References 66 publications

(94 reference statements)

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“…Eseryel and Eseryel (2013) found that in virtual information systems development teams, the action-based leaders influence the team's vision and strategy for technology development by "significantly contributing to the software development effort… over long periods of time" (p.109). While knowledge creation and sharing has been important for virtual teams, such as open source software teams (Eseryel, 2014), Faraj et al (2015) connected this behavior to leadership and showed that individuals perceived as leaders in a software team contribute to knowledge by providing software code, meaning they contribute to the software development by doing work, not only by providing technical knowledge and guidance. This focus on work is different from traditional leadership theory's view of leaders who provide influence by communicating a vision or strategy, rather than by doing work that achieves a vision and strategy piece by piece over time.…”

Section: Leadership In Virtual Teams: Functional Theories Of Leadershipmentioning

confidence: 99%

“…Empirical studies of self-managing teams support this view. Eseryel (2014) found that while all team members provided some knowledge and leadership to the team, the core team members provided visibly more leadership regarding the resolution of critical issues, which were central to the success of the team. Similarly, while Faraj et al (2015) found functional leadership was distributed, they identified a second pattern, namely, that among the identified leaders, the top few received disproportionately large share of the leadership vote, showing that a second type of more centralized leadership.…”

Section: Visionary Leadership Is Most Effective In Changing Structurementioning

confidence: 99%

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Functional and Visionary Leadership in Self-Managing Virtual Teams

Eseryel

Crowston

Heckman

2020

Group & Organization Management

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In this conceptual article, we present a theory of leadership in self-managing virtual teams. We describe leadership in this setting as a process that results in the creation, reinforcement, and evolution of shared mental models and shared norms that influence team member behavior toward the successful accomplishment of shared goals. We distinguish two types of leadership. We identify leadership that works within and reinforces existing models and norms to influence team contributions as “functional” leadership. We identify leadership that results in changes in models and norms as “visionary” leadership. We propose that successful self-managing virtual teams require both types of leadership and that they will exhibit a paradoxical combination of shared, distributed functional leadership complemented by strong, concentrated, and centralized visionary leadership and that visionary leadership is enabled by functional leadership in the form of substantive team member contributions.

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Section: Leadership In Virtual Teams: Functional Theories Of Leadershipmentioning

confidence: 99%

Section: Visionary Leadership Is Most Effective In Changing Structurementioning

confidence: 99%

Functional and Visionary Leadership in Self-Managing Virtual Teams

Eseryel

Crowston

Heckman

2020

Group & Organization Management

Self Cite

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“…In these directions, product structure design is an essential part of manufacturing enterprises, which includes mechanical design basis, material forming and other contents, which needs to be strengthened; product form design is the traditional direction, which does not need to be adjusted greatly, while its contents can be combined with local cultural, creative and tourism industry to set up its own characteristics; interaction design and visual design mainly involve the content of graphic design, which can be optimized, integrated with the current rapid development of AI product interface design, Internet, mobile Internet and other directions [8]. By combined with the forefront of science and technology, interactive and visual design not only updated its own content, but also provided a good foundation for scientific research and student employment [9].…”

Section: Specific Direction Of Id Subdivisionmentioning

confidence: 99%

Research on the Reform of ID Course under the Background of 3E—A Case Study of ID in Sichuan Normal University

Zhang¹,

Qu²,

Yan-hua³

et al. 2019

Proceedings of the 2019 3rd International Conference on Education, Economics and Management Research (ICEEMR 2019)

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At present, the advantage of industrial design based on mechanical engineering in China is not obvious. Based on the mechanical knowledge, this paper aims to explore the teaching reform of ID major in engineering college, as well as construct the ID education which meets the company demand. By study of students' practice, core courses of mechanical structure, mechanical check, materials and forming, this research tries to form a new teaching plan with engineering students in course training, design competition, scientific research, and products designing with more innovative practical significance that meet the demand in real enterprise work. This research also tries to let employers discover the advantages of structural design ability for ID students with engineering background.

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“…With open innovation, the inrush and outflow of knowledge is exploited for innovation. In the field of information systems, open innovation is closely related to software development (Eseryel, 2014).…”

Section: A Innovation Resourcementioning

confidence: 99%

National Innovation Capability Variables and Dimensions

Gunadi¹,

Arkeman

Nazli

et al. 2018

STIPM Journal

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The purpose of this paper is to analyze the dimensions and variables of National Innovation Capability. The findings in this paper are to refine the National Innovation Capabilities Dimension model developed by Chang and Lin (2012) by integrating a Network Dimension of Innovation. This paper analyzes the dimensions and variables of National Innovation Capability through a system approach that includes Input Sub System, Process Sub System, and Output Sub System. Network Dimensions Innovation is an integral part of the National Innovation Capabilities Dimension. This dimension is an important part, because the National Innovation Capability will largely depend on how innovative actors form networks and interact among them. The dimensions of National Innovation Capability are integrated into three sub system in a systems approach that includes input, process, and output. In the input consists of Dimensions of Innovation Resources. In the process consists of Innovation Demand Dimension, Innovation Network Dimension and Innovation Diffusion Dimension. In the output consists of Dimensions of Innovation Output. Each Dimension has some different variables. The entire dimensions and variables of these three sub system become unified as a Dimension and Variable of National Innovation Capability. Keywords: National Innovation Capability, Dimensions, Variables, Sub Systems

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IT-Enabled Knowledge Creation for Open Innovation

Abstract: Open innovation is increasingly important for researchers and practitioners alike. Open innovation is closely

Cited by 33 publications

References 66 publications

Functional and Visionary Leadership in Self-Managing Virtual Teams

Functional and Visionary Leadership in Self-Managing Virtual Teams

Research on the Reform of ID Course under the Background of 3E—A Case Study of ID in Sichuan Normal University

National Innovation Capability Variables and Dimensions

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