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Title: Wireless mobility, innovation : social, individual and organizational intelligence ; lessons learned from CEOs
Authors: Clark, Stephen C
Issue Date: 2016
Publisher: Newcastle University
Abstract: Knowledge management by organizations and individuals has been a focus of recent research in business management. Strategic knowledge arbitrage and serendipity (SKARSE) describes skills involved in recognizing events that may add to knowledge and enhance management skills. This study investigated the intuitive application of SKARSE principles by CEOs in their use of mobile electronic devices. A pilot study consisting of semi-structured interviews of 33 CEOs addressed the question, How and why do CEOs use wireless mobile devices and what is their perceived usefulness? Response domain analysis revealed three principle domains: serendipitous discoveries, productivity and process, and social/individual networking behaviors. In a qualitative study, 15 CEOs of small to mid-sized organizations were interviewed for 1 hour each. Analysis of transcripts yielded 3 themes (e.g., cultural mobility evolution) and 9 subthemes or properties (e.g., cultural shift for necessity). In a quantitative study, the same 15 CEOs used electronic self-observation logs to record their use of mobile technologies in 3-hour intervals over 2 weeks. Questions were explored as to how and why the CEOs used mobile devices as a tool for learning, an opportunity for serendipity, to practice SKARSE concepts, and as a mechanism for knowledge transfer. Behaviors were recorded for 3 types of devices, 5 locations, 9 uses, and 16 actions (e.g., learning, reviewing), with 5 effects (e.g., satisfied, chaotic). Smartphones were used in 708/1188 time blocks, tablets in 221, and smartcard laptops in 61. The most common actions were responding, reviewing, and sharing. Patterns of use differed by location and time of day. Overall conclusions: CEOs rely heavily on mobile devices for learning, knowledge management, and communication; they are executive knowledge workers and use SKARSE principles on an individual level. Being connected to colleagues and clients 24/7 has major advantages but some drawbacks. A number of cultural shifts were also noted.
Description: PhD Thesis
Appears in Collections:Newcastle University Business School

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