- Series: MIT Press
- Hardcover: 495 pages
- Publisher: The MIT Press; 1st edition (May 7, 2002)
- Language: English
- ISBN-10: 0262083051
- ISBN-13: 978-0262083058
- Product Dimensions: 7 x 1.5 x 9 inches
- Shipping Weight: 2.4 pounds (View shipping rates and policies)
- Average Customer Review: 5.0 out of 5 stars See all reviews (1 customer review)
- Amazon Best Sellers Rank: #1,830,381 in Books (See Top 100 in Books)
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Distributed Work (MIT Press) 1st Edition
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This is a terrific collection of up-to-date research and thinking on a very timely topic. Many, many managers are struggling to make sense of virtuality and the global diffusion of work teams. This volume, while short of glib and easy answers, will provide them with much-needed tools and approaches for understanding this new wave of workplace innovation and disruption.(Laurence Prusak, Executive Director, IBM Institue for Knowledge Management)
Distributed Work is the most comprehensive collection of research on this topic I have ever read. Hinds and Kiesler have done a great service to the research community in producing this book. The chapters on historical business models are especially relevant to today's work world.(Charles Grantham, Founder and Chief Scientist, Institute for the Study of Distributed Work)
About the Author
Pamela J. Hinds is Assistant Professor of Management Science and Engineering at Stanford University.
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Top Customer Reviews
Bonnie A. Nardi, Agilent Technologies; Steve Whittaker, AT&T Labs-Research
This chapter is significant. There is a wealth of knowledge and understanding that can be brought to on-line business collaboration from fields like anthropology. This is particularly important given the notable failure of many on-line collaboration efforts.
What intrigues me about the work are the larger questions that emerge - what does this mean for the meaning and quality of business life, the effectiveness of on-line work, work/life balance, alienation/mental health, etc. For example, what will the quality of our ideas be like is we work more and more on-line? If we work in isolated, on-line environments how does this impact our need to "be" as social beings and learn informally with others around the coffee pot? What if the on-line "coffee pot" can never be as rich as the real thing?