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Joelle Nebbe-Mornod's Library tagged → View Popular, Search in Google
I find it interesting that there are certain kinds of questions that I now send out by default to Twitter, not Google. The more subtle and complex the question, the more likely it'll go to Twitter. But if it's simply trying to find a citation or source, I'll use Google. So trying to figure out who wrote Seeing Like A State was a Google query, but wondering about the origins of the Internet made more sense on Twitter. (I should add that the responses I'm looking for on Twitter are links to longer discussions, not 140 character micro-essays.)
"Money only exists as an agreement. We agree on a value and then act as if it were true. There is no absolute value of anything, it is just an agreement of what we will pay for something. What is happening now is not that the foreclosed houses or the stoc
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Money only exists as an agreement. We agree on a value and then act as if it were true. There is no absolute value of anything, it is just an agreement of what we will pay for something. What is happening now is not that the foreclosed houses or the stocks or the banks have no value, it is that we cannot figure out what the value is; we cannot come to an agreement. Money is the mythology of our time — on every single level of our existence — including this very basic physical level of exchange rate, valuation etc. Value is a shared story.
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Mythology/shared story is the basis of group formation. Human beings must have each other for survival.
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"Wharton's Cappelli says the key is to consider and pursue alternative arrangements first. It is difficult to believe that any company is really good at this process if they aren't also doing some other creative arrangements for cutting labor costs (wage
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Experts at Wharton and elsewhere argue that what companies are experiencing now is neither an indication of a transformation nor a blanket prognosis for the rest of the economy. Instead, they say, the job announcements highlight operational weaknesses and strategic issues that have been lurking under the surface for years. In the past, these were effectively concealed in the same way that weakness and instability in the capital system were hidden by the apparent boom in asset values. Now, the downturn has brought them to the forefront.
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the crisis is forcing many managers to focus only on the short term. "At least in the U.S., companies don't seem to be thinking about much beside the immediate impact. To some extent, this could be because of the pressure to manage operations to conform to quarterly performance expectations. It could also result from the fact that the negative effects of layoffs -- such as the long-term costs associated with hiring again in upturns; delays in getting performance back up; and morale [issues] -- are hard to track. And it also may result from the implicit assumption that the workforce is really a just-in-time resource -- that it will be easy to bring in new workers when business picks up.'
Nevertheless, the track record of companies that have gone through job cuts is terrible. "Virtually all studies show a decline in performance associated with layoffs,' Cappelli notes. "But the caveat is that layoffs are a proxy for the fact that companies which decide to do them are already in trouble. It is hard to sort the effect of the layoffs, per se, from the proxy effect.'
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Existing theories on the influence of social networks on creativity focus on idea generation. Conversely, the new product development literature concentrates more on the selection of ideas and projects. In this paper we bridge this gap by developing a dynamic framework for the role of social networks from idea generation to selection. We apply findings from creativity and behavioral decision-making literature and present an in-depth understanding of the sociological processes in the front-end of the new product development process. Our framework builds on the importance of mutual understanding, sense making and consensus formation. The propositions focus on both network structure and content and highlight the need to have strong ties and prior related knowledge, to incorporate decision makers, and to move over time from a large, non-redundant and heterogeneous to a smaller and more cohesive network structure. We conclude with a discussion on empirical validation of the framework and possible extensions.
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