A major contributor to this article appears to have a close connection with its subject.(April 2017) |
Paul M. Leonardi | |
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Citizenship | American |
Alma mater | Saint Mary's College of California, B.A. University of Colorado at Boulder, M.A. Stanford University, Ph.D. |
Known for | Studies of technology and materiality Information and network change Discursive uses of technology |
Scientific career | |
Fields | Management Organizational Studies Communication Information Systems |
Institutions | University of California, Santa Barbara |
Doctoral advisor | Stephen R. Barley |
Paul M. Leonardi was the Duca Family Professor of Technology Management at the University of California, Santa Barbara. [1] He was also the Investment Group of Santa Barbara Founding Director of the Master of Technology Management Program. Leonardi moved to UCSB to found the Technology Management Program and start its Master of Technology Management and Ph.D. programs. Before joining UCSB, Leonardi was a faculty member in the School of Communication, the McCormick School of Engineering, and the Kellogg School of Management at Northwestern University.
Leonardi’s research focuses on how companies can design their organizational networks and implement new technologies to more effectively create and share knowledge. He was particularly interested in how data intensive technologies, such as simulation and social media tools, enable new ways to access, store, and share information; how the new sources of information these technologies provide can change work routines and communication partners; and how shifts in employees’ work and communication alter the nature of an organization's expertise. His work on these topics cuts across the fields of Organization Studies, Communication Studies, and Information Systems and has been published in leading journals in these fields, such as Academy of Management Journal , Academy of Management Review , Journal of Communication , Human Communication Research , Information Systems Research , MIS Quarterly , and Organization Science. He was also the author of three books Car Crashes Without Cars: Lessons About Simulation Technology and Organizational Change from Automotive Design (2012, MIT Press), Materiality and Organizing: Social Interaction in a Technological World (2012, Oxford University Press), and Technology Choices: Why Occupations Differ in Their Embrace of New Technologies (2015, MIT Press).
He won awards for his research from the Academy of Management, [2] [3] American Sociological Association, [4] International Communication Association, National Communication Association, [5] and Association for Information Systems
Over the past decade, he consulted with for-profit and non-profit organizations about how to manage the human aspects of new technology implementation. His recent engagements have focused on helping companies to improve communication between departments, to use social technologies to enhance internal knowledge sharing, and to strengthen global product development operations.
All papers are available from the Leonardi's website for academic use only at
Organizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains experience. From this experience, it is able to create knowledge. This knowledge is broad, covering any topic that could better an organization. Examples may include ways to increase production efficiency or to develop beneficial investor relations. Knowledge is created at four different units: individual, group, organizational, and inter organizational.
The reputation or prestige of a social entity is an opinion about that entity - typically developed as a result of social evaluation on a set of criteria, such as behavior or performance.
An information system (IS) is a formal, sociotechnical, organizational system designed to collect, process, store, and distribute information. From a sociotechnical perspective, information systems are composed by four components: task, people, structure, and technology. Information systems can be defined as an integration of components for collection, storage and processing of data of which the data is used to provide information, contribute to knowledge as well as digital products that facilitate decision making.
James Gardner March was an American political scientist, sociologist, and economist. A professor at Stanford University in the Stanford Graduate School of Business and Stanford Graduate School of Education, he is best known for his research on organizations, his seminal work on A Behavioral Theory of the Firm, and the organizational decision making model known as the Garbage Can Model.
A virtual team usually refers to a group of individuals who work together from different geographic locations and rely on communication technology such as email, instant messaging, and video or voice conferencing services in order to collaborate. The term can also refer to groups or teams that work together asynchronously or across organizational levels. Powell, Piccoli and Ives (2004) define virtual teams as "groups of geographically, organizationally and/or time dispersed workers brought together by information and telecommunication technologies to accomplish one or more organizational tasks." As documented by Gibson (2020), virtual teams grew in importance and number during 2000-2020, particularly in light of the 2020 Covid-19 pandemic which forced many workers to collaborate remotely with each other as they worked from home.
Diffusion of innovations is a theory that seeks to explain how, why, and at what rate new ideas and technology spread. The theory was popularized by Everett Rogers in his book Diffusion of Innovations, first published in 1962. Rogers argues that diffusion is the process by which an innovation is communicated over time among the participants in a social system. The origins of the diffusion of innovations theory are varied and span multiple disciplines.
Organization studies is the academic field interested in a collective activity, and how it relates to organization, organizing, and management. It is "the examination of how individuals construct organizational structures, processes, and practices and how these, in turn, shape social relations and create institutions that ultimately influence people".
Wanda J. Orlikowski is a US-based organizational theorist and Information Systems researcher, and the Alfred P. Sloan Professor of Information Technologies and Organization Studies at the MIT Sloan School of Management, Massachusetts Institute of Technology.
Media richness theory, sometimes referred to as information richness theory or MRT, is a framework used to describe a communication medium's ability to reproduce the information sent over it. It was introduced by Richard L. Daft and Robert H. Lengel in 1986 as an extension of information processing theory. MRT is used to rank and evaluate the richness of certain communication media, such as phone calls, video conferencing, and email. For example, a phone call cannot reproduce visual social cues such as gestures which makes it a less rich communication media than video conferencing, which affords the transmission of gestures and body language. Based on contingency theory and information processing theory, MRT theorizes that richer, personal communication media are generally more effective for communicating equivocal issues in contrast with leaner, less rich media.
User innovation refers to innovation by intermediate users or consumer users, rather than by suppliers. This is a concept closely aligned to co-design and co-creation, and has been proven to result in more innovative solutions than traditional consultation methodologies.
Computer simulation is a prominent method in organizational studies and strategic management. While there are many uses for computer simulation, most academics in the fields of strategic management and organizational studies have used computer simulation to understand how organizations or firms operate. More recently, however, researchers have also started to apply computer simulation to understand organizational behaviour at a more micro-level, focusing on individual and interpersonal cognition and behavior such as team working.
Onboarding or organizational socialization is the American term for the mechanism through which new employees acquire the necessary knowledge, skills, and behaviors to become effective organizational members and insiders. In standard English, this is referred to as "induction". In the United States, up to 25% of workers are organizational newcomers engaged in onboarding process.
Knowledge sharing is an activity through which knowledge is exchanged among people, friends, peers, families, communities, or within or between organizations. It bridges the individual and organizational knowledge, improving the absorptive and innovation capacity and thus leading to sustained competitive advantage of companies as well as individuals. Knowledge sharing is part of the knowledge management process.
Alfred Allen Marcus is an American author and the Edson Spencer Professor of Strategy and Technology Leadership at the Carlson School of Management, University of Minnesota and the Technological Leadership Institute. He has worked as a consultant with companies such as 3M, Corning Inc., Xcel Energy, Medtronic, General Mills, and IBM and has also taught as a visiting professor at Technion, INCAE, BI Norwegian Business School, Fordham University, and MIT.
Organizational Information Theory (OIT) is a communication theory, developed by Karl Weick, offering systemic insight into the processing and exchange of information within organizations and among its members. Unlike the past structure-centered theory, OIT focuses on the process of organizing in dynamic, information-rich environments. Given that, it contends that the main activity of organizations is the process of making sense of equivocal information. Organizational members are instrumental to reduce equivocality and achieve sensemaking through some strategies — enactment, selection, and retention of information. With a framework that is interdisciplinary in nature, organizational information theory's desire to eliminate both ambiguity and complexity from workplace messaging builds upon earlier findings from general systems theory and phenomenology.
Multi-communicating is the act of managing many conversations at one time. The term was coined by Reinsch, Turner, and Tinsley (2008), who proposed that simultaneous conversations can be conducted using an ever-increasing array of media, including face-to-face, phone, and email tools for communication. This practice allows individuals to utilize two or more technologies to interact with each other.
Maria Goranova is professor of management at the University of Wisconsin Milwaukee. She conducts research on shareholder empowerment and activism, corporate governance, and corporate strategy. She serves as editor of Corporate Governance: An International Review, and on the editorial board of Journal of Management, and is a member of the Academy of Management, International Association for Business and Society, and Strategic Management Society. Her research has been published in a number of leading journals including Strategic Management Journal, Journal of Management Studies, Organization Science, Journal of Management, Academy of Management Perspectives, Journal of Business Research, and Academy of Management Proceedings. She is also recipient of Distinguished Paper and Best Reviewer Awards from the Academy of Management.
Sven Constantin Voelpel is a German organizational theorist and Professor of Business Administration at the School of Humanities and Social Sciences at Jacobs University in Bremen, Germany, known for his work in the field of strategic management, business models and knowledge management.
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Many markets are structured as platform ecosystems, they can be open or closed platforms, where a stable core mediates the relationship between a wide range of complements and prospective end-users.