You are previewing Leadership in the Digital Enterprise: Issues and Challenges.
O'Reilly logo
Leadership in the Digital Enterprise: Issues and Challenges

Book Description

Leadership in the Digital Enterprise: Issues and Challenges presents a collection of research on the aspects, roles, and functions of digital enterprises. A compendium of latest industry findings, this Premier Reference Source provides researchers, academicians, and practitioners with useful theories and references in topics such as e-business, knowledge management, and enterprise planning.

Table of Contents

  1. Copyright
  2. List of Reviewers
  3. Foreword
  4. Preface
  5. Acknowledgment
  6. 1. Emergent Leadership Approaches in the Digital Environment
    1. 1. The Nature of Distributed Leadership and its Development in Online Environments
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
        1. Traditional Leadership Models
        2. Distributed Leadership
        3. Leaders and Followers in Models of Distributed Leadership
        4. Advantages and Disadvantages of distributed Leadership
      4. DISTRIBUTED LEADERSHIP IN ONLINE ENVIRONMENTS
        1. Communities of practice
        2. Virtual Teams
        3. Leadership in virtual teams
        4. Action Learning
        5. Leadership in Action Learning Groups
      5. DEVELOPING DISTRIBUTED LEADERSHIP IN ONLINE COMMUNITIES
      6. EMERGING ISSUES AND FUTURE TRENDS
      7. CONCLUSION
      8. REFERENCES
    2. 2. Shared Leadership Meets Virtual Teams: A Match Made in Cyberspace
      1. ABSTRACT
      2. INTRODUCTION
      3. THE EVOLUTION OF VIRTUAL TEAMS
      4. LEADING VIRTUAL TEAMS
      5. HOW CAN SHARED LEADERSHIP BE IMPLEMENTED IN VIRTUAL TEAMS?
      6. SUGGESTIONS FOR FUTURE RESEARCH
      7. CONCLUSION
      8. REFERENCES
    3. 3. Leading in a Knowledge Era: A New Dawn for Knowledge Leaders
      1. ABSTRACT
      2. INTRODUCTION
      3. THE BACKGROUND
        1. The underlying Essence of KM Initiative success
        2. Understanding the Transforming workforce: The Reason for Transformed leadership
      4. THE KNOWLEDGE LEADER
        1. Linking Knowledge Leader's Roles to the Influence process: The Need for certain Types of power to be perceived as Effective
        2. The proposed Framework
        3. The intellectual stimulator
        4. The people person
        5. The Reinforcer
        6. The Disciplinarian…….Not
        7. The Flexible Gatekeeper
        8. The Networker
        9. In a nutshell.…
      5. WHAT NEXT ....
      6. CONCLUSION
      7. REFERENCES
      8. ENDNOTE
    4. 4. Governance and Leadership of Knowledge Management
      1. ABSTRACT
      2. INTRODUCTION
      3. KM AND ITS GOVERNANCE
        1. The KM Governance Framework
      4. THE ORGANIZATION
        1. KM at corporate Headquarters
        2. KM at Business Group A
        3. KM at Business Group B
      5. THE KM GOVERNANCE CONFIGURATION OF THE ORGANIZATION
        1. KM Governance structure
        2. KM Governance processes
        3. KM Governance Relational Mechanisms
      6. THE QUESTIONS UNDERLYING KM GOVERNANCE
        1. Where should KM be Located in the organization?
        2. Should KM Governance be Formalized?
        3. What is the Role of the KM Leader?
      7. CONCLUSION
      8. REFERENCES
    5. 5. Managing in the Time of Virtualness
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. STUDY METHOD
      5. ORGANIZATIONS AND THE HIGH PERFORMING VIRTUAL TEAM
        1. The Link between Technology, communication and performance
      6. MANAGING ORGANIZATIONAL CHANGE AND VIRTUAL TEAMS
        1. Communication Effectiveness and Change
        2. Training for Change
      7. SOLUTIONS AND RECOMMENDATIONS
      8. CONCLUSION
      9. REFERENCES
      10. APPENDIX A
        1. Interview Questionnaire
  7. 2. Patterns of Leadership Behaviours
    1. 6. Knowledge Brokers in Overlapping Online Communities of Practice: The Role of the Connector-Leader
      1. ABSTRACT
      2. 1.0 INTRODUCTION
        1. 1.1 How Can IT Support Knowledge Transfer?
        2. 1.2 Knowledge Broker Roles
        3. 1.3 CoPs and the Changing Nature of Boundaries
        4. 1.4 Knowledge Broker Roles in CoPs
      3. 2.0 RESEARCH CONTEXT
      4. 3.0 METHOD
        1. 3.1 The Connector-Leader
          1. 3.1.1 Outward Facing Learner Role
          2. 3.1.2 Inward Facing Leadership Role
        2. Filtering and Focusing
        3. Reinforcing and Contextualising
        4. Helping and Feeding of Followers
      5. 4.0 IMPLICATIONS AND CONCLUSION
      6. REFERENCES
    2. 7. Enhancing Virtual Learning Team Performance: A Leadership Perspective
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
        1. Learning Effectiveness of Virtual Teams
        2. Leadership Effectiveness
      4. IMPROVING VIRTUAL LEARNING EFFECTIVENESS WHEN USING TEAMS
        1. Improving a Team Member's propensity to Trust other Members
        2. Improving Leadership Effectiveness
        3. Improving the Impact of Communication Frequency
        4. Improving Team Trust
      5. METHODOLOGY
        1. Measurement and Analysis
        2. Results
        3. Limitations
      6. PRACTICAL IMPLICATIONS AND FUTURE TRENDS
      7. CONCLUSION
      8. REFERENCES
    3. 8. Building Collective Awareness in Virtual Teams: The Effect of Leadership Behavioral Style
      1. ABSTRACT
      2. INTRODUCTION
      3. COLLECTIVE AWARENESS
        1. Definition and Dimensions
        2. The Need for Collective Awareness
        3. Why Build Awareness?
      4. LEADERSHIP IN VIRTUAL TEAMS
        1. Definition and Characteristics
        2. E-Leadership and Theory
      5. LEADING VIRTUALLY: IMPLICATIONS FOR COLLECTIVE AWARENESS
      6. AWARENESS BUILDING
        1. Task-oriented Activities
        2. Relationship-Oriented Activities
      7. CONCLUSION AND FUTURE TRENDS
      8. REFERENCES
      9. ENDNOTE
    4. 9. Exploring Leadership in E-Commerce Adoption in Australian SMEs
      1. ABSTRACT
      2. INTRODUCTION
      3. THEORETICAL BACKGROUND
        1. Adoption of Innovation
        2. External Environmental Context
        3. Organizational Context
        4. Technological Context
      4. THE IMPORTANCE OF LEADERSHIP IN SMES' E-COMMERCE ADOPTION
        1. The Dunphy and stace (1990) Model of Leadership styles and change Management
      5. RESEARCH APPROACH AND DATA COLLECTION
        1. Data Collection and Research Design
        2. Company Selection Process
      6. COMPANIES BACKGROUND
      7. ANALYSIS AND RESULTS
        1. Leadership in E-Commerce Adoption
      8. DISCUSSION OF FINDINGS
      9. FUTURE TRENDS: IMPLICATIONS FOR PRACTICE
      10. CONCLUSIONS AND LIMITATIONS
      11. REFERENCES
    5. 10. Patterns of Facilitation in Online Communities of Practice
      1. ABSTRACT
      2. INTRODUCTION
      3. COMMUNITIES OF PRACTICE AND PARTICIPATION
      4. FACILITATOR TASKS
      5. METHOD
      6. RESULT AND DISCUSSION
        1. 1. presenting Information
        2. 2. Keeping Community Focus on its Purposes
        3. 3. Promoting Understanding of the Tools
        4. 4. Helping through suggestions
        5. 5. Building Members' cooperative Relationship
      7. FUTURE TRENDS
      8. CONCLUSION
      9. REFERENCES
    6. 11. E-Leadership Styles for Global Virtual Teams
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
        1. Global virtual Teams
      4. E-LEADERSHIP: STYLES AND CHALLENGES
      5. WHEN LEADING GVTS COMES INTO PRACTICE: THE 'ALPHA' CASE STUDY
        1. Issues, controversies, Problems
        2. Research Approach
        3. The selected Organization
        4. Data Collection Procedure and Analysis
        5. Results and Analysis
          1. Person A
          2. Person B
          3. Person C
          4. Person D
          5. Person E
        6. Leaders' Motivation
        7. Solutions and Recommendations
      6. DISCUSSION
      7. IMPLICATIONS FOR PRACTICE
      8. FUTURE TRENDS
      9. CONCLUSION
      10. ACKNOWLEDGMENT
      11. REFERENCES
      12. APPENDIX
  8. 3. Implications for Training and Development
    1. 12. The Application of Blended Action Learning to Leadership Development: A Case Study
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
        1. Leadership in ECE
        2. Approaches to Leadership Development
        3. Action Learning
        4. Blended Action Learning
      4. BLENDED ACTION LEARNING CASE STUDY
        1. Stage 1: Initial Face-to-Face Interactions
        2. Stage 2: A Series of Blended Interactions
      5. THE ACTION LEARNING PROCESS
      6. THE FACILITATOR'S ROLE
        1. Key Role Dimensions of the Facilitator
          1. (a) Provider of a Structure for Leadership Learning
          2. (b) Critical Friend
        2. Establishing a Critical Friend Relationship
        3. Critical Friend Competences and Competencies
          1. (c) Role Model
      7. FUTURE TRENDS AND EMERGING ISSUES
      8. CONCLUSION
      9. REFERENCES
      10. ENDNOTES
    2. 13. Assessment Strategies for Servant Leadership Practice and Training in the Virtual Organization
      1. ABSTRACT
      2. INTRODUCTION
      3. SERVANT LEADERSHIP
      4. SERVANT LEADERSHIP IN THE VIRTUAL ORGANIZATION
      5. QUALITATIVE APPROACHES TO SERVANT LEADERSHIP PRACTICE ASSESSMENT
      6. PAGE AND WONG'S SERVANT LEADERSHIP MEASUREMENT INSTRUMENTS
      7. QUANTITATIVE APPROACHES TO SERVANT LEADERSHIP PRACTICE ASSESSMENT
      8. DENNIS AND BOCARNEA'S SERVANT LEADERSHIP ASSESSMENT INSTRUMENT
      9. THE ORGANIZATIONAL LEADERSHIP ASSESSMENT INSTRUMENT
      10. PUTTING THE OLA TO USE
      11. FUTURE DIRECTIONS
      12. REFERENCES
      13. ENDNOTE
    3. 14. Online Networks Can Support the Rise of Virtual Leaders: An Actor-Network Theory Analysis
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
        1. Virtual Leadership
        2. Actor-Networks: Where People and Technology Interplay
        3. Translations and Inscriptions: The 'Active Ingredients' of Actor-Networks
      4. METHOD
      5. RESULTS
        1. Emergence of the Actor- Network ('How?')
      6. PROBLEMATISATION STAGE: RAISING AWARENESS
      7. INTERRESSEMENT STAGE: PERSUADING OTHERS TO JOIN
      8. ENROLMENT PROCESS: DISTRIBUTING ROLES
      9. MOBILISATION STAGE: TAKING ACTION
        1. Virtual Leadership Rise through Online Networking
        2. Online Environments to Nurture Virtual Leadership Rise: Technology Matters
        3. Proposing an Integrative Model of Virtual Leadership Emergence
      10. DISCUSSION AND PRACTITIONER ANALYSIS: WHY IS IT IMPORTANT TO UNDERSTAND VIRTUAL LEADERSHIP?
      11. FUTURE TRENDS
      12. CONCLUSION
      13. REFERENCES
  9. 4. Additional Readings
    1. 15. Leadership in Technology Project Management
      1. ABSTRACT
      2. INTRODUCTION
        1. The Role of Leadership in the Project Management Literature
      3. LEADERSHIP LITERATURE
        1. Leadership Theories in the 20thcentury
          1. The Trait School
          2. The Behavioral or Style School
          3. The Contingency School
          4. The Visionary or Charismatic School
          5. The Emotional Intelligence School
          6. The Competency School
          7. Types of Competence
        2. Contemporary Research in Project Management Related Leadership
          1. Relationship Between Personality, Project Type and Project Success
          2. Leadership Competences of Successful Project Managers in Different Types of Projects
          3. Engineering and Construction Projects
          4. Information Technology and Telecommunication Projects
          5. Organizational Change Projects
          6. Differences Between Functional Managers and Project Managers
          7. Agile Project Managers' Leadership Competencies
      4. FUTURE TRENDS
        1. Near Term Implications for Practitioners
        2. Near Term Implications for Academia
      5. CONCLUSION
      6. ACKNOWLEDGMENT
      7. REFERENCES
        1. KEY TERMS AND DEFINITIONS
      8. APPENDIX
    2. 16. The Language of Leaders: Identifying Emergent Leaders in Global Virtual Teams
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. CASE STUDIES
      5. RESEARCH METHODOLOGY
      6. ANALYSIS
        1. Case Study 1
        2. Case Study 2
      7. DISCUSSION
      8. FUTURE TRENDS
      9. CONCLUSION
      10. REFERENCES
    3. 17. Building Trust in Networked Environments: Understanding the Importance of Trust Brokers
      1. ABSTRACT
      2. INTRODUCTION
        1. The Paradox of Trust in Distributed Work Groups
        2. A Note on the Methodology
      3. TRUST BROKERING: CONCEPT AND DIMENSIONS
        1. Cognitive and Affective Dimensions of Trust
        2. A Relational Approach to Trust
        3. Two Aspects of Trust Brokering
          1. Relational Aspects of Trust Brokering
          2. Positional Aspects of Trust Brokering
        4. Summing Up
      4. DEVELOPMENT OF TRUST-BASED RELATIONS IN OMEGA
        1. From Crisis to the Re-Establishment of Trust
        2. Positional Aspects of Trust Brokering
        3. Relational Aspects of Trust Brokering
        4. Summing Up
      5. THE EMERGENCE OF TRUST BROKERING IN MEDIATED ENVIRONMENTS
        1. Implications for Further Research
        2. Implications for Organizations
      6. CONCLUDING REMARKS
      7. REFERENCES
      8. ENDNOTES
  10. Compilation of References
  11. About the Contributors