Collaboration Rules  

Oleh:

Wolf, Bob ; Evans, Philip

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 83 no. 7 (Jul. 2005), page 96-105.
Topik: collaboration; autonomy; collaboration; constructive conflict; information sharing; intellectual property; modularity; motivation; networks; open - source software; organizational behaviour; reputations; software developers; trust

Ketersediaan

Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.28 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Corporate leaders seeking to boost growth, learning, and innovation may find the answer in a surprising place : the Linux open - source software community. Linux is developed by an essentially volunteer, self - organizing community of thousands of programmers. Most leaders would sell their grandmothers for workforces that collaborate as efficiently, frictionlessly, and creatively as the self - styled Linux hackers. But Linux is software, and software is hardly a model for mainstream business. The authors have, nonetheless, found surprising parallels between the anarchistic, caffeinated, hirsute world of Linux hackers and the disciplined, tea - sipping, clean - cut world of Toyota engineering. Specifically, Toyota and Linux operate by rules that blend the self - organizing advantages of markets with the low transaction costs of hierarchies. In place of markets' cash and contracts and hierarchies' authority are rules about how individuals and groups work together (with rigorous discipline) ; how they communicate (widely and with granularity) ; and how leaders guide them toward a common goal (by example). Those rules, augmented by simple communication technologies and a lack of legal barriers to sharing information, create rich common knowledge, the ability to organize teams modularly, extraordinary motivation, and high levels of trust, which radically lowers transaction costs. Low transaction costs, in turn, make it profitable for organizations to perform more and smaller transactions - and so increase the pace and flexibility typical of high - performance organizations. After the system achieves critical mass, it feeds on itself. The larger the system, the more broadly shared the knowledge, language, and work style. The greater individuals' reputational capital, the louder the applause and the stronger the motivation. The success of Linux is evidence of the power of that virtuous circle. Toyota's success is evidence that it is also powerful in conventional companies.

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