The implications of ‘jam’ and other ideation technologies for organisational decision making
New advances in collaborative technologies, often grouped under the umbrella term ‘web 2.0’, are changing the opportunity space for organisational collaboration and decision making. Research and development can now be outsourced to external self-organising communities of scientists, new business mod...
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| Format: | Article |
| Language: | English |
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Sciendo
2009-11-01
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| Series: | Cultural Science |
| Online Access: | https://doi.org/10.5334/csci.21 |
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| _version_ | 1823860403433635840 |
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| author | Morrison Kate |
| author_facet | Morrison Kate |
| author_sort | Morrison Kate |
| collection | DOAJ |
| description | New advances in collaborative technologies, often grouped under the umbrella term ‘web 2.0’, are changing the opportunity space for organisational collaboration and decision making. Research and development can now be outsourced to external self-organising communities of scientists, new business models rely wholly on content created by end users and customers are increasingly asked for input to the development of new products and services. The way in which many strategic and operational decisions are made, once the sole prevail of executive management, is being challenged by new forms of knowledge, expertise and opinion from non-management employees, and increasingly, from those outside the organisation such as customers, partners and suppliers. The widespread adoption of web 2.0 technologies and their increasing use in the business context, in other words, is creating an inevitable tension between traditional ‘top-down’ strategic decision-making principles and ‘bottom-up’, ad hoc and sometimes unstructured collaborative processes. |
| format | Article |
| id | doaj-art-1bb36e722e86481fbac2265b703a9eb5 |
| institution | Kabale University |
| issn | 1836-0416 |
| language | English |
| publishDate | 2009-11-01 |
| publisher | Sciendo |
| record_format | Article |
| series | Cultural Science |
| spelling | doaj-art-1bb36e722e86481fbac2265b703a9eb52025-02-10T13:26:38ZengSciendoCultural Science1836-04162009-11-012156959610.5334/csci.2121The implications of ‘jam’ and other ideation technologies for organisational decision makingMorrison Kate0Principal Consultant, Vulture Street Innovation Software and ServicesChennai, Tamil NaduIndiaNew advances in collaborative technologies, often grouped under the umbrella term ‘web 2.0’, are changing the opportunity space for organisational collaboration and decision making. Research and development can now be outsourced to external self-organising communities of scientists, new business models rely wholly on content created by end users and customers are increasingly asked for input to the development of new products and services. The way in which many strategic and operational decisions are made, once the sole prevail of executive management, is being challenged by new forms of knowledge, expertise and opinion from non-management employees, and increasingly, from those outside the organisation such as customers, partners and suppliers. The widespread adoption of web 2.0 technologies and their increasing use in the business context, in other words, is creating an inevitable tension between traditional ‘top-down’ strategic decision-making principles and ‘bottom-up’, ad hoc and sometimes unstructured collaborative processes.https://doi.org/10.5334/csci.21 |
| spellingShingle | Morrison Kate The implications of ‘jam’ and other ideation technologies for organisational decision making Cultural Science |
| title | The implications of ‘jam’ and other ideation technologies for organisational decision making |
| title_full | The implications of ‘jam’ and other ideation technologies for organisational decision making |
| title_fullStr | The implications of ‘jam’ and other ideation technologies for organisational decision making |
| title_full_unstemmed | The implications of ‘jam’ and other ideation technologies for organisational decision making |
| title_short | The implications of ‘jam’ and other ideation technologies for organisational decision making |
| title_sort | implications of jam and other ideation technologies for organisational decision making |
| url | https://doi.org/10.5334/csci.21 |
| work_keys_str_mv | AT morrisonkate theimplicationsofjamandotherideationtechnologiesfororganisationaldecisionmaking AT morrisonkate implicationsofjamandotherideationtechnologiesfororganisationaldecisionmaking |