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Dorothy E. Leidner

Other affiliations: INSEAD, Lund University, Texas Christian University  ...read more
Bio: Dorothy E. Leidner is an academic researcher from Baylor University. The author has contributed to research in topics: Information system & Information technology. The author has an hindex of 43, co-authored 144 publications receiving 28025 citations. Previous affiliations of Dorothy E. Leidner include INSEAD & Lund University.


Papers
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Journal ArticleDOI
TL;DR: The objective of KMS is to support creation, transfer, and application of knowledge in organizations by promoting a class of information systems, referred to as knowledge management systems.
Abstract: Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

9,531 citations

Journal ArticleDOI
TL;DR: The results suggest that global virtual teams may experience a form of "swift" trust, but such trust appears to be very fragile and temporal.
Abstract: This paper explores the challenges of creating and maintaining trust in a global virtual team whose members transcend time, space, and culture. The challenges are highlighted by integrating recent literature on work teams, computer-mediated communication groups, cross-cultural communication, and interpersonal and organizational trust. To explore these challenges empirically, we report on a series of descriptive case studies on global virtual teams whose members were separated by location and culture, were challenged by a common collaborative project, and for whom the only economically and practically viable communication medium was asynchronous and synchronous computer-mediated communication. The results suggest that global virtual teams may experience a form of "swift" trust, but such trust appears to be very fragile and temporal. The study raises a number of issues to be explored and debated by future research. Pragmatically, the study describes communication behaviors that might facilitate trust in global virtual teams.

2,772 citations

Journal ArticleDOI
TL;DR: A research model for explaining trust in global virtual teams is advanced, and strategies that were used by the three highest trust teams, but were used infrequently or not at all by theThree lowest trust teams suggest the presence of "swift" trust.
Abstract: A global virtual team is an example of a boundaryless network organization form where a temporary team is assembled on an as-needed basis for the duration of a task and staffed by members from different countries. In such teams, coordination is accomplished via trust and shared communication systems. The focus of the reported study was to explore the antecedents of trust in a global virtual-team setting. Seventyfive teams, consisting of four to six members residing in different countries, interacted and worked together for eight weeks. The two-week trust-building exercises did have a significant effect on the team members' perceptions of the other members' ability, integrity, and benevolence. In the early phases of teamwork, team trust was predicted strongest by perceptions of other team members' integrity, and weakest by perceptions of their benevolence. The effect of other members' perceived ability on trust decreased over time. The members' own propensity to trust had a significant, though unchanging, effect on trust. A qualitative analysis of six teams' electronic mail messages explored strategies that were used by the three highest trust teams, but were used infrequently or not at all by the three lowest trust teams. The strategies suggest the presence of "swift" trust. The paper advances a research model for explaining trust in global virtual teams.

1,931 citations

Journal ArticleDOI
TL;DR: A review of the organizational and cross-cultural IT literature is provided in order to lend insights into the understanding of the linkages between IT and culture and develops a theory of IT, values, and conflict.
Abstract: An understanding of culture is important to the study of information technologies in that culture at various levels, including national, organizational, and group, can influence the successful implementation and use of information technology. Culture also plays a role in managerial processes that may directly, or indirectly, influence IT. Culture is a challenging variable to research, in part because of the multiple divergent definitions and measures of culture. Notwithstanding, a wide body of literature has emerged that sheds light on the relationship of IT and culture. This paper sets out to provide a review of this literature in order to lend insights into our understanding of the linkages between IT and culture. We begin by conceptualizing culture and laying the groundwork for a values-based approach to the examination of IT and culture. Using this approach, we then provide a comprehensive review of the organizational and cross-cultural IT literature that conceptually links these two traditionally separate streams of research. From our analysis, we develop six themes of IT-culture research emphasizing culture's impact on IT, IT's impact on culture, and IT culture. Building upon these themes, we then develop a theory of IT, values, and conflict. Based upon the theory, we develop propositions concerning three types of cultural conflict and the results of these conflicts. Ultimately, the theory suggests that the reconciliation of these conflicts results in a reorientation of values. We conclude with the particular research challenges posed in this line of inquiry.

1,591 citations

Journal ArticleDOI
TL;DR: The results suggest that global virtual teams may experience a form of ‘swift’ trust but such trust appears to be very fragile and temporal.
Abstract: This paper explores the challenges of creating and maintaining trust in a global virtual team whose members transcend time, space, and culture. The challenges are highlighted by integrating recent literature on work teams, computer-mediated communication groups, cross-cultural communication, and interpersonal and organizational trust. To explore these challenges empirically, we report on a series of descriptive case studies on global virtual teams whose members were separated by location and culture, were challenged by a common collaborative project, and for whom the only economically and practically viable communication medium was asynchronous and synchronous computer-mediated communication. The results suggest that global virtual teams may experience a form of ‘swift’ trust but such trust appears to be very fragile and temporal. The study raises a number of issues to be explored and debated by future research. Pragmatically, the study describes communication behaviors that might facilitate trust in global virtual teams.

1,573 citations


Cited by
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Journal ArticleDOI
TL;DR: The objective of KMS is to support creation, transfer, and application of knowledge in organizations by promoting a class of information systems, referred to as knowledge management systems.
Abstract: Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

9,531 citations

Posted Content
TL;DR: Deming's theory of management based on the 14 Points for Management is described in Out of the Crisis, originally published in 1982 as mentioned in this paper, where he explains the principles of management transformation and how to apply them.
Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

9,241 citations

Book
01 Jan 2009

8,216 citations

Book
01 Jan 1995
TL;DR: In this article, Nonaka and Takeuchi argue that Japanese firms are successful precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies, and they reveal how Japanese companies translate tacit to explicit knowledge.
Abstract: How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

7,448 citations

Journal ArticleDOI
TL;DR: Research on experienced repeat online shoppers shows that consumer trust is as important to online commerce as the widely accepted TAM use-antecedents, perceived usefulness and perceived ease of use, and provides evidence that online trust is built through a belief that the vendor has nothing to gain by cheating.
Abstract: A separate and distinct interaction with both the actual e-vendor and with its IT Web site interface is at the heart of online shopping Previous research has established, accordingly, that online purchase intentions are the product of both consumer assessments of the IT itself-specifically its perceived usefulness and ease-of-use (TAM)-and trust in the e-vendor But these perspectives have been examined independently by IS researchers Integrating these two perspectives and examining the factors that build online trust in an environment that lacks the typical human interaction that often leads to trust in other circumstances advances our understanding of these constructs and their linkages to behavior Our research on experienced repeat online shoppers shows that consumer trust is as important to online commerce as the widely accepted TAM use-antecedents, perceived usefulness and perceived ease of use Together these variable sets explain a considerable proportion of variance in intended behavior The study also provides evidence that online trust is built through (1) a belief that the vendor has nothing to gain by cheating, (2) a belief that there are safety mechanisms built into the Web site, and (3) by having a typical interface, (4) one that is, moreover, easy to use

6,853 citations