@misc{ChujfiMeinel2017,
  author    = {Chujfi, Salim and Meinel, Christoph},
  title     = {Patterns to explore cognitive preferences and potential collective intelligence empathy for processing knowledge in virtual settings},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-401789},
  pages     = {16},
  year      = {2017},
  abstract  = {Organizations continue building virtual working teams (Teleworkers) to become more dynamic as part of their strategic innovation, with great benefits to individuals, business and society. However, during such transformations it is important to note that effective knowledge communication is particularly difficult in distributed environments as well as in non-interactive settings, because the interlocutors cannot use gestures or mimicry and have to adapt their expressions without receiving any feedback, which may affect the creation of tacit knowledge. Collective Intelligence appears to be an encouraging alternative for creating knowledge. However, in this scenario it faces an important goal to be achieved, as the degree of ability of two or more individuals increases with the need to overcome barriers through the aggregation of separately processed information, whereby all actors follow similar conditions to participate in the collective. Geographically distributed organizations have the great challenge of managing people's knowledge, not only to keep operations running, but also to promote innovation within the organization in the creation of new knowledge. The management of knowledge from Collective Intelligence represents a big difference from traditional methods of information allocation, since managing Collective Intelligence poses new requirements. For instance, semantic analysis has to merge information, coming both from the content itself and the social/individual context, and in addition, the social dynamics that emerge online have to be taken into account. This study analyses how knowledge-based organizations working with decentralized staff may need to consider the cognitive styles and social behaviors of individuals participating in their programs to effectively manage knowledge in virtual settings. It also proposes assessment taxonomies to analyze online comportments at the levels of the individual and community, in order to successfully identify characteristics to help evaluate higher effectiveness of communication. We aim at modeling measurement patterns to identify effective ways of interaction of individuals, taking into consideration their cognitive and social behaviors.},
  language  = {en}
}
@misc{KlugeGronau2018,
  author    = {Kluge, Annette and Gronau, Norbert},
  title     = {Intentional forgetting in organizations},
  series = {Postprints der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe},
  journal   = {Postprints der Universit{\"a}t Potsdam : Wirtschafts- und Sozialwissenschaftliche Reihe},
  number    = {127},
  issn      = {1867-5808},
  doi       = {10.25932/publishup-44602},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-446022},
  pages     = {19},
  year      = {2018},
  abstract  = {To cope with the already large, and ever increasing, amount of information stored in organizational memory, "forgetting," as an important human memory process, might be transferred to the organizational context. Especially in intentionally planned change processes (e.g., change management), forgetting is an important precondition to impede the recall of obsolete routines and adapt to new strategic objectives accompanied by new organizational routines. We first comprehensively review the literature on the need for organizational forgetting and particularly on accidental vs. intentional forgetting. We discuss the current state of the art of theory and empirical evidence on forgetting from cognitive psychology in order to infer mechanisms applicable to the organizational context. In this respect, we emphasize retrieval theories and the relevance of retrieval cues important for forgetting. Subsequently, we transfer the empirical evidence that the elimination of retrieval cues leads to faster forgetting to the forgetting of organizational routines, as routines are part of organizational memory. We then propose a classification of cues (context, sensory, business process-related cues) that are relevant in the forgetting of routines, and discuss a meta-cue called the "situational strength" cue, which is relevant if cues of an old and a new routine are present simultaneously. Based on the classification as business process-related cues (information, team, task, object cues), we propose mechanisms to accelerate forgetting by eliminating specific cues based on the empirical and theoretical state of the art. We conclude that in intentional organizational change processes, the elimination of cues to accelerate forgetting should be used in change management practices.},
  language  = {en}
}
@phdthesis{vonKaphengst2019,
  author    = {von Kaphengst, Dragana},
  title     = {Project's management quality in development cooperation},
  doi       = {10.25932/publishup-43099},
  url       = {http://nbn-resolving.de/urn:nbn:de:kobv:517-opus4-430992},
  school      = {Universit{\"a}t Potsdam},
  pages     = {xvii, 237},
  year      = {2019},
  abstract  = {In light of the debate on the consequences of competitive contracting out of traditionally public services, this research compares two mechanisms used to allocate funds in development cooperation—direct awarding and competitive contracting out—aiming to identify their potential advantages and disadvantages. The agency theory is applied within the framework of rational-choice institutionalism to study the institutional arrangements that surround two different money allocation mechanisms, identify the incentives they create for the behavior of individual actors in the field, and examine how these then transfer into measurable differences in managerial quality of development aid projects. In this work, project management quality is seen as an important determinant of the overall project success. For data-gathering purposes, the German development agency, the Gesellschaft f{\"u}r Internationale Zusammenarbeit (GIZ), is used due to its unique way of work. Whereas the majority of projects receive funds via direct-award mechanism, there is a commercial department, GIZ International Services (GIZ IS) that has to compete for project funds. The data concerning project management practices on the GIZ and GIZ IS projects was gathered via a web-based, self-administered survey of project team leaders. Principal component analysis was applied to reduce the dimensionality of the independent variable to total of five components of project management. Furthermore, multiple regression analysis identified the differences between the separate components on these two project types. Enriched by qualitative data gathered via interviews, this thesis offers insights into everyday managerial practices in development cooperation and identifies the advantages and disadvantages of the two allocation mechanisms. The thesis first reiterates the responsibility of donors and implementers for overall aid effectiveness. It shows that the mechanism of competitive contracting out leads to better oversight and control of implementers, fosters deeper cooperation between the implementers and beneficiaries, and has a potential to strengthen ownership of recipient countries. On the other hand, it shows that the evaluation quality does not tremendously benefit from the competitive allocation mechanism and that the quality of the component knowledge management and learning is better when direct-award mechanisms are used. This raises questions about the lacking possibilities of actors in the field to learn about past mistakes and incorporate the finings into the future interventions, which is one of the fundamental issues of aid effectiveness. Finally, the findings show immense deficiencies in regard to oversight and control of individual projects in German development cooperation.},
  language  = {en}
}