Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Emergent Leadership: Two Cases Two Cases <ul><li>Clay Spinuzzi, University of Texas at Austin </li></ul><ul><li>[email_add...
Case 1: Telecorp > 300 workers 20 functional groups high turnover rapid expansion multiple fields, trades
<ul><li>Long-term or lifelong jobs </li></ul><ul><li>Steady contacts with other organizations and public </li></ul><ul><li...
 
But ... <ul><li>Downsizing </li></ul><ul><li>Automation </li></ul><ul><li>Flattening of work hierarchies </li></ul><ul><li...
 
 
 
“ Interpenetrated” Anyone can link up with anyone else inside or outside the organization, so any work activities can be i...
Case 2: Freelancers GD1: Sophie, mid 30s, working from home office. GD2: Bob and Tom, early 30s, working from Bob’s condo....
 
<ul><li>Freedom :  How  and with  Whom </li></ul><ul><li>Flexibility :  When  and  Where </li></ul><ul><li>Creativity :  W...
<ul><li>Organizations and leadership change for each project. </li></ul><ul><li>Federations are built on social links, but...
persuasion, collaboration time and project management adaptability strategic thinking lifelong learning Implications
Spinuzzi, Clay. (2008.)  Network: Theorizing knowledge work in telecommunications . New York: Cambridge University Press.
Upcoming SlideShare
Loading in …5
×

Spinuzzi ia2009 - two cases

480 views

Published on

Presented at Interactive Austin 2009

Published in: Business, Education
  • Be the first to comment

  • Be the first to like this

Spinuzzi ia2009 - two cases

  1. 1. Emergent Leadership: Two Cases Two Cases <ul><li>Clay Spinuzzi, University of Texas at Austin </li></ul><ul><li>[email_address] :: @spinuzzi </li></ul>
  2. 2. Case 1: Telecorp > 300 workers 20 functional groups high turnover rapid expansion multiple fields, trades
  3. 3. <ul><li>Long-term or lifelong jobs </li></ul><ul><li>Steady contacts with other organizations and public </li></ul><ul><li>Linear development of expertise </li></ul><ul><li>Clearly defined roles </li></ul><ul><li>Vertical expertise </li></ul><ul><li>Organizational, disciplinary, trade boundaries </li></ul><ul><li>Interior vs. exterior </li></ul>Traditional work
  4. 5. But ... <ul><li>Downsizing </li></ul><ul><li>Automation </li></ul><ul><li>Flattening of work hierarchies </li></ul><ul><li>Proliferating intercompany relationships </li></ul><ul><li>Continual reorganization </li></ul><ul><li>Breaking down of “silos”/ “stovepipes” </li></ul><ul><li>Increase in telecommunications , making it possible to connect any two points in the organization </li></ul>
  5. 9. “ Interpenetrated” Anyone can link up with anyone else inside or outside the organization, so any work activities can be intersected. *
  6. 10. Case 2: Freelancers GD1: Sophie, mid 30s, working from home office. GD2: Bob and Tom, early 30s, working from Bob’s condo.Both must assemble federations for every project.
  7. 12. <ul><li>Freedom : How and with Whom </li></ul><ul><li>Flexibility : When and Where </li></ul><ul><li>Creativity : What to produce </li></ul><ul><li>GD1 and GD2 did not mention greater earnings potential as a motivator. </li></ul>Autonomy in federations
  8. 13. <ul><li>Organizations and leadership change for each project. </li></ul><ul><li>Federations are built on social links, but enabled by information technologies. </li></ul><ul><li>Trust is an ongoing achievement, constantly evaluated, constantly localized. </li></ul><ul><li>Federations are temporary, but networks of contacts had to be more durable and broader. </li></ul>Leadership in federations
  9. 14. persuasion, collaboration time and project management adaptability strategic thinking lifelong learning Implications
  10. 15. Spinuzzi, Clay. (2008.) Network: Theorizing knowledge work in telecommunications . New York: Cambridge University Press.

×