◥ University. {q} PhD. ⏫ THEMES. ⏫ CI. ⚫ USA. 2013 - (Ackerman et al) Sharing Knowledge and Expertise: The CSCW View of Knowledge Management. 2013 - (Introne et al) Solving Wicked Social Problems with Socio-computational Systems. 2013-01 - Solving wicked social problems with socio-computational systems. 2012 - (Bernstein et al ) Programming the Global Brain. By Abraham Bernstein, Mark Klein, Thomas W. Malone Communications of the ACM, Vol. 55 No. 5, Pages 41-43 10.1145/2160718.2160731 Comments Considering how we can improve our understanding and utilization of the emerging human-computer network constituting the global brain.
The full text of this article is premium content Need Access? Please select one of the options below for access to premium content and features. Create a Web Account If you are already an ACM member, Communications subscriber, or Digital Library subscriber, please set up a web account to access premium content on this site. Join the ACM Become a member to take full advantage of ACM's outstanding computing information resources, networking opportunities, and other benefits. Programming the global brain. Pdf. 2011 - (Weill et al) The Business Models Investors Prefer. New research suggests that the stock market particularly values business models based on innovation and intellectual property. Image courtesy of Flickr user alvazer. Why are investors so bullish on companies like Apple and Disney?
Is it financial metrics, great management, industry prowess, good investor relations or good timing? Probably all of these. Related Research T.W. Our business model framework is based on defining the types of assets a company sells and the rights it grants customers to use those assets. 2011 - (Malone et al) The Big Idea: The Age of Hyperspecialization. The Idea in Brief As labor becomes more knowledge based and communications technology advances, the division of labor accelerates. The hyperspecialization of workers may be inevitable given the quality, speed, and cost advantages it offers employers—and the power it gives individuals to devote flexible hours to tasks of their choice. This will force managers to master a new set of skills: dividing work into assignable micro tasks; attracting specialized workers to perform them; ensuring acceptable quality; and integrating many pieces into whole solutions.
Firms will learn to rely on a new breed of intermediaries—from small assignment brokers like Amazon’s Mechanical Turk to complex problem posers like InnoCentive. Hyperspecialization also creates new social challenges, such as the possibility of exploitation as work quickly finds the cheapest takers, and the opportunity for deception when workers can’t see the larger purposes to which they are contributing.
Fast, Cheap, and Under Control. 2011 - (Woolley & Malone) Defend Your Research: What Makes a Team Smarter? More Women. The finding: There’s little correlation between a group’s collective intelligence and the IQs of its individual members. But if a group includes more women, its collective intelligence rises. The research: Professors Woolley and Malone, along with Christopher Chabris, Sandy Pentland, and Nada Hashmi, gave subjects aged 18 to 60 standard intelligence tests and assigned them randomly to teams.
Each team was asked to complete several tasks—including brainstorming, decision making, and visual puzzles—and to solve one complex problem. Teams were given intelligence scores based on their performance. Though the teams that had members with higher IQs didn’t earn much higher scores, those that had more women did. The challenge: Are brainy people overrated? Woolley: We’ve replicated the findings twice now. Many factors you might think would be predictive of group performance were not. HBR: But gender does play a role? Malone: It’s a preliminary finding—and not a conventional one. 2011 - (Hines et al) Construction by replacement: a new approach to simulation modeling.
2011 - (Wigand) 20 Years of Research in Electronic Markets and Networked Business: An Interview with Thomas Malone. Introduction and Overview Malone, Thomas W., Yates, JoAnne, and Benjamin, Robert I. Electronic Markets and Electronic Hierarchies. Communications of the ACM, 1987, 30 (6), pp. 484-497. This now classic article on the Electronic Market Hypothesis (EMH) has had considerable impact on our field. In essence the authors assert that: By reducing the costs of coordination, information technology will lead to an overall shift toward proportionately more use of markets—rather than hierarchies—to coordinate economic activity.
According to Google Scholar, the article has been cited (as of January 9, 2011) 2,447 times in the literature. The article triggered many new directions, research streams and researches in several areas. Impacts on markets and organizationsAdoption in eMarkets and interorganizational informat. 2011 - (Introne et al) Enabling Open Development Methodologies in Climate Change Assessment Modeling. Xplore Abstract (Authors) - Enabling Open Development Methodologies in Climate Change Assessment Modeling. Computational simulation models help support scientifically grounded "what if" analyses by translating specialized knowledge into tools that can project the likely future impact of current actions. Models have thus become important in a variety of policy domains. In recent years, several software platforms for environmental policy-making and urban planning have added simulation models to decision support tools to provide stakeholders with direct access to these models.
In this paper, we discuss the development of a publicly accessible Web service called ROMA (Radically Open Modeling Architecture) that allows anyone to create, combine, and run modular simulations, which can aid climate policy deliberations. ROMA currently provides the modeling functionality in the Climate CoLab ( climatecolab.org), a collective intelligence application in which large numbers of people work together to develop proposals to address climate change. 2010 - (Woolley et al) Evidence for a Collective Intelligence Factor in the Performance of Human Groups. 2010 - (Malone et al) The Collective Intelligence Genome. References (6) 1. T.W. Malone, “The Future of Work” (Boston: Harvard Business School Press, 2004); J. Howe, “Crowdsourcing” (New York: Crown Business, 2008); J. Surowiecki, “The Wisdom of Crowds” (New York: Doubleday, 2004); Y. 2. 3. 4. I. Ii. Show All References Acknowledgments Funding for this work was provided by the MIT Center for Collective intelligence, including special support for this project by BT Group plc.
2010 - (Kraut et al) Scientific Foundations: A Case for Technology- Mediated Social- Participation Theory. 2008 - (Reeves et al) Leadership’s Online Labs. Tomorrow’s business landscape could well be alien territory for today’s business leaders. At many companies, important decision making will be distributed throughout the organization to enable people to respond rapidly to change. A lot of work will be done by global teams—partly composed of people from outside the institution, over whom a leader has no formal authority—that are assembled for a single project and then disbanded. Collaboration within these geographically diverse groups will, by necessity, occur mainly through digital rather than face-to-face interaction.
What on earth will leadership look like in such a world—a world whose features have already begun to transform business? Suspend your skepticism for a moment when we say that the answers may be found among the exploding space stations, grotesque monsters, and spiky-armored warriors of games such as Eve Online, EverQuest, and World of Warcraft. Getting a look at how leadership works in online games isn’t easy. 2007 - (Malone & Klein) Harnessing Collective Intelligence to Address Global Climate Change. 2007 - (Ancona et al) In Praise of the Incomplete Leader. We’ve come to expect a lot of our leaders. Top executives, the thinking goes, should have the intellectual capacity to make sense of unfathomably complex issues, the imaginative powers to paint a vision of the future that generates everyone’s enthusiasm, the operational know-how to translate strategy into concrete plans, and the interpersonal skills to foster commitment to undertakings that could cost people’s jobs should they fail.
Unfortunately, no single person can possibly live up to those standards. It’s time to end the myth of the complete leader: the flawless person at the top who’s got it all figured out. In fact, the sooner leaders stop trying to be all things to all people, the better off their organizations will be. In today’s world, the executive’s job is no longer to command and control but to cultivate and coordinate the actions of others at all levels of the organization.
No one person could possibly stay on top of everything. 2004 - (Malone) Competing in the marketplace for values. 2004 - (Malone) Bringing the Market Inside. John Browne, the chairman and CEO of BP, made a public commitment in 1998 to reduce the company’s greenhouse gas emissions 10% below 1990 levels by 2010. Most companies would probably pursue a goal like this in a centralized, hierarchical manner. Senior managers would establish target reductions for business units, which in turn would set individual targets for each of their plants. Many of the plants would claim that the targets were unfair and unrealistic, whether they were or not, and a round of bargaining would ensue. Some plants would find it relatively easy to meet their targets, and once they had, they wouldn’t have much incentive to go further. Other plants would have to spend huge amounts of time and money.
BP did something quite different. Internal markets like BP’s are made possible by electronic technologies like the Internet, e-mail, and cheap long-distance telephone service. Electronic technologies allow information to be widely shared at little cost. Internal Selling. 2001 - (Malone) The Future of E-Business. At a recent e-business research meeting, I was asked the following questions: “Five years from now, what will be happening with the Internet, and what breakthrough research projects in e-business will have contributed to the changes?” My (intentionally provocative) answer was: “Lots of good things will happen, butnone of them will be enabled by research breakthroughs.” To understand my thinking, let’s look at the present from the perspective of the not-too-distant future. The View From 2006 One thing I clearly remember about the early years of this century was the big e-business backlash.
Eventually, the disillusionment worked its way out of the system. We now realize that the dot-com bubble was more like a wave on the surface of an underlying sea change that is still working its way throughout our economy. 1999 - (Malone et al) Tools for Inventing Organizations: Toward a Handbook of Organizational Processes. This paper describes a novel theoretical and empirical approach to tasks such as business process redesign and knowledge management. The project involves collecting examples of how different organizations perform similar processes, and organizing these examples in an on-line “process handbook.” The handbook is intended to help people: (1) redesign existing organizational processes, (2) invent new organizational processes (especially ones that take advantage of information technology), and (3) share ideas about organizational practices. A key element of the work is an approach to analyzing processes at various levels of abstraction, thus capturing both the details of specific processes as well as the “deep structure” of their similarities.
This approach uses ideas from computer science about inheritance and from coordination theory about managing dependencies. 1999 - (Malone) Is 'Empowerment' Just a Fad? Control, Decision-Making, and Information Technology. The logic in this paper shows why greater decentralization in business (including 'empowerment') is a response to fundamental changes in the economics of decision-making that are enabled by new information technologies. Our research suggests that a simple pattern of three successive stages underlies many of the changes that are taking place: As communication costs fall, independent decentralized decision-makers are replaced, first by centralized decision-makers, and then by connected decentralized decision-makers. This pattern explains important aspects of economic history in this century, and suggests that empowerment is not just a fad, but likely to become even more important in the next century.
The paper also suggests that our very notions of centralization and decentralization are incomplete. When most people talk about empowerment, they are only thinking about going 'halfway' toward what is possible. Is 'Empowerment' Just a Fad? Control, Decision-Making, and Information Technology. The logic in this paper shows why greater decentralization in business (including 'empowerment') is a response to fundamental changes in the economics of decision-making that are enabled by new information technologies.
Our research suggests that a simple pattern of three successive stages underlies many of the changes that are taking place: As communication costs fall, independent decentralized decision-makers are replaced, first by centralized decision-makers, and then by connected decentralized decision-makers. This pattern explains important aspects of economic history in this century, and suggests that empowerment is not just a fad, but likely to become even more important in the next century. The paper also suggests that our very notions of centralization and decentralization are incomplete. When most people talk about empowerment, they are only thinking about going 'halfway' toward what is possible. Pdf. 1998 - (Malone & Laubacher) Dawn of the E-Lance Economy. 1998 - (Lee et al) The Process Interchange Format and Framework. The Knowledge Engineering Review - Abstract - The Process Interchange Format and Framework.
1997 - (Malone) Free on the range. 1997 - (Malone) Is Empowerment Just a Fad? Control, Decision Making, and IT. References (50) 1. See, for example: B. Johansen, A. Saveri, and G. Schmid, 21st Century Organizations: Reconciling Control and Empowerment (Menlo Park, California: Institute for the Future, 1995). 2. P.J. J.R. V. G.P. M.L. E.H. W.R. J.D. 3. 4. 5. P. J.F. 6. K.S. 7. 8. Anand and Mendelson (1995). 9. 10. 11. 12. 13. 14. 15. 16. 17. 18.
M.C. Gurbaxani and Whang (1991). 19. 20. W.J. 21. 22. R.L. 23. J.R. 24. G.M. 25. 26. C. 27. L. 28. J. Show All References. 1996 - (Malone & Morton) Organizing for the 21st Century. 1995 - (Malone et al) Experiments with Oval: A radically tailorable tool for cooperative work. 1995 - (Berndt & Malone) Information technology and the productivity paradox: Getting the questions right.
1994 - (Brynjolfsson) Does information technology lead to smaller firms? 1994 - (Malone & Crowston) The interdisciplinary study of coordination. 1994 - (Malone) Commentary on Suchman article and Winograd response. 1994 - (Malone) Commentary on Suchman article and Winograd response. Pdf. 1993 - (Olson et al) Computer-supported co-operative work: research issues for the 90s. 1990 - (Lee & Malone) Partially shared views: a scheme for communicating among groups that use different type hierarchies.
1989 - (Malone et al) The Logic of Electronic Markets. 1988 - (Lai) Object lens: a “spreadsheet” for cooperative work. 1988 - (Malone & Smith) Modeling the performance of organizational structures. 1988 - (Crowston & Malone) Intelligent software agents. 1987 - (Malone) Modeling coordination in organizations and markets. 1987 - (Malone et al) Semistructured messages are surprisingly useful for computer-supported coordination. 1987 - (Malone et al) Electronic markets and electronic hierarchies. 1987 - (Malone et al) Intelligent information-sharing systems.
1986 - (Luconi et al) Expert systems: the next challenge for managers. Pdf. 1983 - (Malone) How do people organize their desks? 1981 - (Malone) Toward a theory of intrinsically motivating instruction. Toward a Theory of Intrinsically Motivating Instruction - Malone - 2010 - Cognitive Science. Pdf. 1979 - (Thomas & Malone) On the dynamics of two-person interactions. 1979 - (Malone et al) Toward optimal allocation of instructional resources.
1979 - (Malone et al) Projecting student trajectories in a computer-assisted instruction curriculum. 1975 - (Malone) Computer simulation of two-person interactions - Behavioral Science.