No one doubts that the 21st century will continue to be characterized by chaotic, transformational, rapidfire change. In fact, almost no sane person is willing to predict what the world will be like 50, 25, or even 15 years

There is a tension at the heart of multi-functional project organisations between similarity and difference that arguably has a major impact upon the nature of knowing and learning in such settings. It has long been recognised that differences between organisational members can be both a source of creativity and innovation as well as triggering conflict and misunderstanding.

This paper reports the results of an empirical study that examines how a manager's experience with a specific strategic information technology in their industry influences cognitive managerial tasks associated with new information technologies. Specifically, we sought to assess the effects of both positive and negative managerial experiences on: the framing of new information technologies as threats or opportunities for the firm, the perceived uncertainty associated with responding to new information technologies, and the seeking of information about new information technologies. We undertook this study in the tax preparation industry and examined how managerial perceptions of new information technologies were shaped by managers' previous experiences with electronic filing technology for tax returns. 3 4 LEARNING FROM EXPERIENCE: MANAGERIAL INTERPRETATIONS OF PAST AND FUTURE INFORMATION TECHNOLOGIES 1.0 Introduction Information and information technologies have long been considere...

This paper investigates the persistence of managerial expectations in an IT outsourcing context where the traditional relationship between supervisor and subordinate changes to one of client-manager and contractor. A mixed-method approach was used, in which a qualitative methodology preceded a large-scale, quantitative survey. Data were collected from 147 survivors of a government IT organization which had undergone IT outsourcing in the previous year. Findings show that role overload, the presence of strong ties between manager and contractor, and lack of prior outsourcing experience increased the persistence of managerial expectations. In turn, persistence of expectations had a distinct influence on managerial perceptions of contractor performance. Keywords: IT outsourcing; persistent expectations ; role overload; strength of ties; contractor performance; contract workers ; changing employment status. 3

Software project escalation has been shown to be a widespread phenomenon. With few exceptions, prior research has portrayed escalation as an irrational decision-making process whereby additional resources are plowed into a failing project. In this article, we examine the possibility that in some cases managers escalate their commitment not because they are acting irrationally, but rather as a rational response to real options that may be embedded in a project. A project embeds real options when managers have the opportunity but not the obligation to adjust the future direction of the project in response to external or internal events. Examples include deferring the project, switching the project to serve a different purpose, changing the scale of the project, implementing it in incremental stages, abandoning the project, or using the project as a platform for future growth opportunities. Although real options can represent a substantial portion of a project’s value, they rarely enter into a project’s formal justification process in the traditional quantitative discounted cash-flow-based project valuation techniques. Using experimental data collected from managers in 123 firms, we demonstrate that managers

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This article examines the relationship of employee perceptions of information privacy in their work organizations and important psychological and behavioral outcomes. A model is presented in which information privacy predicts psychological empowerment, which in turn predicts discretionary behaviors on the job, including creative performance and organizational citizenship behavior. Results from two studies (Study 1 single organization, N = 310; Study 2 multiple organizations, N = 303) confirm that information privacy entails judgments of information gathering control, information handling control, and legitimacy. Moreover, a model linking information privacy to empowerment, and empowerment to creative performance and OCBs was supported. Findings are discussed in light of organizational attempts to control employees through the gathering and handling of their personal information. Information Privacy in Organizations 3 Information Privacy in Organizations: Empowering Creative and Extra-role Performance Information privacy concerns are growing amongst workers who face increasingly invasive information collection and dissemination demands from their organizations. At the same

This volume collects the contributions presented at the ACII 2009 Doctoral Consortium, the event aimed at gathering PhD students with the goal of sharing ideas about the theories behind affective computing; its development; and its application. Published papers have been selected out a large number of high quality submissions covering a wide spectrum of topics including the analysis of human-human, human-machine and human-robot interactions, the analysis of physiology and nonverbal behavior in affective phenomena, the effect of emotions on language and spoken interaction, and the embodiment of affective behaviors. The participants have actively contributed to the success of the event not only with their articles, but also with their presentations and the refreshing discussions during which they have compared their approaches, discussed future research problems, and received feedback from the international community. We hope the Doctoral Consortium has been a chance to formulate interesting research questions, to develop collaborative

This article examines the relationship of employee perceptions of information privacy in their work organizations and important psychological and behavioral outcomes. A model is presented in which information privacy predicts psychological empowerment, which in turn predicts discretionary behaviors on the job, including creative performance and organizational citizenship behavior. Results from two studies (Study 1 single organization, N = 310; Study 2 multiple organizations, N = 303) confirm that information privacy entails judgments of information gathering control, information handling control, and legitimacy. Moreover, a model linking information privacy to empowerment, and empowerment to creative performance and OCBs was supported. Findings are discussed in light of organizational attempts to control employees through the gathering and handling of their personal information. Information Privacy in Organizations 3 Information Privacy in Organizations: Empowering Creative and Extra-role Performance Information privacy concerns are growing amongst workers who face increasingly invasive information collection and dissemination demands from their organizations. At the same time, organizations have an increasing need to monitor and control members who may (either

Organizations are occasionally faced with technologically based and accident triggered crises that can be extremely costly. An example is Bhopal, a major chemical spill. In the aftermath of such a disaster, organizations, both the one that suffered and others in the same or similar industries, often reexamine how they are structured. The questions arise: how should organizations be designed if they are to perform well in such crises, and would organizations benefit from structural changes during crises? We address these questions using a combination of computational analysis and archival data on 69 real organizations faced with crises. For each crisis incident, we contrast the organization’s predicted and actual performance in a crisis situation. We find a high level of validation for the computational model. Using the validated computational model we then go on to address the hypothetical question: what is likely to have happened if the real organization had responded differently to the crisis. The findings show that there is no guarantee that a well performing organization in a general situation will continue to do so during a crisis situation. In addition, how to design or restructure an organization to mitigate the impact of crises will depend on the various design factors the organization employs. This work further demonstrates that often, the lessons learned by organizations when responding to crisis situations may be exactly the wrong lessons.