Darl G. Kolb

Connectivity in Service Systems: Does Technology-Enablement Impact the Ability of a Service System to Co-Create Value?

Does technology-enablement impact the ability of a service system to co-create value? In this study, we assess and compare the relative importance of Information and Communication Technology (ICT) and human relationships in service systems, by drawing on findings from a multiple case study in the consulting industry and subsequent analysis through a sociotechnical connectivity lens. We present a theoretical model and propositions which indicate that successful technology-enabled value co-creation is contingent upon the quantity and quality of interpersonal relationships, or social connectivity, between humans that interact and exchange resources by means of ICT. Our findings indicate that technology-enablement in service systems does not, in and of itself, influence human behavior, goals, or motivation regarding the value co-creation process, and argue that the ability of these service systems to co-create value is contingent on the levels of social connectivity between its human entities, more so than ICTs that enable the process. The ability to manage social connectivity therefore represents a prerequisite for the successful co-creation of value in technology-enabled environments, and we provide guidelines that help managing social connectivity on requisite levels.

Working with connective flow: how smartphone use is evolving in practice

Smartphones, those handheld devices that connect us via telephone and the Internet to virtually everyone and everything in the world, are becoming an integral part of everyday life. While there are significant individual and collective benefits from being more connected, there are also concerns associated with ‘always on’ work practices. This paper reports on a two-phase case study of smartphone users in a global financial services firm comparing the use of smartphones and their impact on work over time. We found that mobile communication technology practices have evolved within a relatively short (5-year) period of time as users seek to manage connectivity across work and non-work spaces. Disconnecting from work is no longer possible, nor desirable, for many users, who exercise choice (agency), switching between work and non-work interactions to regulate the connective flow across multiple connective media.

States of Connectivity: New Questions and New Directions

A recent article in Organization Studies used in its title the term ‘constant connectivity’. Though we commonly think of connectivity as ‘constant’, temporal intermittency and actor agency make connectivity seldom, if ever, constant. Reflecting on studies of connectivity highlights the growing importance of recognizing and defining ‘states’ of connectivity. Several states of connectivity are reviewed, namely: hypo-connectivity, hyper-connectivity, requisite and optimal connectivity (‘flow’). As an organizational resource, understanding various states of connectivity is critical to future research. More empirical work is needed to determine how the volume of connectivity makes a difference to performance and other outcomes.

Connectivity and Leadership: The Influence of Online Activity on Closeness and Effectiveness

Learning to lead online is imperative for the future of leadership. Whether they like it or not, even if they prefer face-to-face interactions, leaders of the future must be able to develop a sense of closeness with others, whether they be down the hall or around the world. In this study, face-to-face residential workshops were matched with online sessions over an 18-month period. Data from 75 participants, ranging from 18-year-olds to senior corporate executives, suggest that levels of online communication are positively correlated to perceptions of closeness among peers and that the relationship between peer closeness and leadership outcomes is moderated by online activity.

Pattern Matching Organisational Cultures

There are numerous methods of organisational cultural analysis, ranging from quantitative surveys with structured questions that are relatively quick to complete, to in-depth qualitative ethnographic studies that are more thorough, yet very time-consuming. Concept Mapping and Pattern Matching are two research techniques that combine the strengths of interpretive (emic) methods with some of the efficiencies of survey (etic) research. While Trochims Concept Mapping technique has been previously employed in a study of organisational culture, Pattern Matching has not. The results of a study employing Trochims Pattern Matching technique suggest that it can be a useful tool for an in-depth analysis of organisational culture. In particular, visual pattern ‘matches’ and ‘mismatches’ of cultural elements were portrayed for interpretation.

Cultivating culture in greenfields

The establishment of new plants in greenfield sites is a strategic organisational initiative providing the opportunity to develop alternative systems of staff values and beliefs which may be more appropriate for capitalising on external product market opportunities. Explores whether an alternative organisational culture can be established at a greenfield site within a New Zealand food processing plant. This case organisation utilised the provisions of the Employment Contracts Act 1991 to establish alternative employment conditions in the greenfield site to those of its brownfield site. A comparative analysis was made utilising quantitative organisational culture data from Human Synergistic’s Organisation Culture Inventory. The data reveal the similarities and differences between the greenfield and brownfield sites and provide the basis for discussion of whether culture can be managed through the mechanism of a greenfield site. Critical elements in creating a desired culture are identified.

Virtually There: The Paradox of Proximity

Being close to others is great. Close colleagues at work give us comfort and security when things around us are changing. We confide in close friends and they share their secrets (and gossip) with us. While we think of friends as being “near’*’ to us, we can also stay “close” to those far away. Alternatively, we may feel “distant” from someone sitting right next to us (Turkic, 2011). This is the paradox of proximity. While both sides of the paradox have existed as long as there have been human relationships, both are accentuated in a world of increasingly ubiquitous connectivity. For instance, using Internet video calling, we can feel closer than ever to those far away. Moreover, such technologies are lowT cost or even free to use. Paradoxically, connective technologies make it possible to sit in the same room with people who are texting or using social media with others around the world, while ignoring those sitting right beside them! In addition to our collocated friends, social networking sites allow us to socialize virtually with just about anyone, just about anywhere. But, virtual friendships and work present both opportunities and challenges for organizations (Morrison & Wright, 2009 and other authors in this volume).

A Study of Technology Uptake Processes in Manufacturing SMEs

This paper presents the findings of a three-year study of the ability of manufacturing SMEs to take up new or improved technologies and use them effectively in their efforts to innovate. Based on empirical fieldwork, an integrated model that covers a broad range of factors that influence technology uptake in manufacturing SMEs has been developed. The model has been tested, refined and extended to provide a list of competencies necessary for the successful uptake and management of technology in SMEs. Manufacturers are able to use the model and competency list as an audit tool to identify their areas of strength and opportunities for improvement by comparing their competencies with those needed to successfully manage technology uptake and innovation.