Search (2 results, page 1 of 1)

0.026077677 = product of:
  0.078233026 = sum of:
    0.078233026 = weight(_text_:resources in 1731) [ClassicSimilarity], result of:
      0.078233026 = score(doc=1731,freq=6.0), product of:
        0.18665522 = queryWeight, product of:
          3.650338 = idf(docFreq=3122, maxDocs=44218)
          0.051133685 = queryNorm
        0.4191312 = fieldWeight in 1731, product of:
          2.4494898 = tf(freq=6.0), with freq of:
            6.0 = termFreq=6.0
          3.650338 = idf(docFreq=3122, maxDocs=44218)
          0.046875 = fieldNorm(doc=1731)
  0.33333334 = coord(1/3)

Abstract

Green information technology (IT) initiatives cannot be implemented in isolation if they are to have a significant and lasting impact on environmental sustainability. Instead, there is a need to harness the collective IT resources of the diverse stakeholders operating in the interorganizational business networks that characterize the contemporary business landscape. This, in turn, demands an appropriate leadership structure. However, the notion of "green leadership" has not received adequate research attention to date. Using a case study of green IT implementation at China Mobile, the world's largest mobile telecommunications provider, this study seeks to shed light on the underlying process through which green leadership is achieved and subsequently enacted to facilitate collective green IT initiatives. With its findings, this study presents a process theory that complements the dominant, internally-oriented perspective of green IT and provides practitioners with a useful reference for leveraging the collective IT resources of their network partners to contribute toward preserving the environment for future generations.

0.005348703 = product of:
  0.016046109 = sum of:
    0.016046109 = product of:
      0.032092217 = sum of:
        0.032092217 = weight(_text_:management in 310) [ClassicSimilarity], result of:
          0.032092217 = score(doc=310,freq=2.0), product of:
            0.17235184 = queryWeight, product of:
              3.3706124 = idf(docFreq=4130, maxDocs=44218)
              0.051133685 = queryNorm
            0.18620178 = fieldWeight in 310, product of:
              1.4142135 = tf(freq=2.0), with freq of:
                2.0 = termFreq=2.0
              3.3706124 = idf(docFreq=4130, maxDocs=44218)
              0.0390625 = fieldNorm(doc=310)
      0.5 = coord(1/2)
  0.33333334 = coord(1/3)

Abstract

Knowledge order in an online knowledge community (OKC) refers to a consensual version of collective knowledge in the creation of shared knowledge representation. Much previous research has been conducted in the context of the ordered structure of objective knowledge systems, but this does little to explain the microlevel order of knowledge after users contribute knowledge and achieve consensus through online interactions in OKC. Based on interactive team cognition theory and the stigmergy coordination mechanism, our research aims to investigate how knowledge and experience heterogeneity affect knowledge order effectiveness and efficiency through collaborative and communicative interaction. To test our hypotheses, we randomly collected the records of 250 articles from the English version of Wikipedia. Partial least squares structural equation modeling indicated that OKC favoring online collective knowledge order by limiting communicative interaction, as collaborative interaction is very effective in achieving knowledge order and in achieving it in a fast way. From our findings, scholars and practitioners are advised to pay attention to online knowledge order in the management and design of OKC.