Leadership's Online Labs (Record no. 29472)

MARC details
000 -LEADER
fixed length control field 02250pab a2200205 454500
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 140923b0 xxu||||| |||| 00| 0 eng d
040 ## - CATALOGING SOURCE
Transcribing agency Welingkar Institute of Management Development & Research, Mumbai
Original cataloging agency Welingkar Institute of Management Development & Research, Mumbai
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title ENG
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number
Item number Ree
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Reeves Byron
245 ## - TITLE STATEMENT
Title Leadership's Online Labs
250 ## - EDITION STATEMENT
Edition statement 5
260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT)
Place of publication, distribution, etc.
Name of publisher, distributor, etc. May 2008
Date of publication, distribution, etc. 0
300 ## - PHYSICAL DESCRIPTION
Extent 59-66 Pp.
490 ## - SERIES STATEMENT
Volume/sequential designation 86
520 ## - SUMMARY, ETC.
Summary, etc. Multiplayer online role-playing games are sprawling cybercommunities that offer a sneak preview of tomorrow's business environment. Players who lead teams in these online worlds hone the skills that they will need as business leaders in the future. Games also provide an environment that makes being an effective leader easier and that today's businesses might try to replicate selectively in their own organizations. Those are the principal findings by Reeves, of Stanford University; Malone, of MIT's Sloan School; and O'Driscoll, of North Carolina State. As part of an analysis conducted by Seriosity, a company that develops game-inspired enterprise software, the authors studied people who headed up teams in online games. They also sought the insights of gamers who have led real-world business teams at IBM. The authors identified three distinctive characteristics of leadership in online games that, as workplaces and the overall business climate become more dynamic and gamelike, will be essential for tomorrow's leaders: speed, risk taking, and acceptance of leadership roles as temporary. The most important finding, say the authors, is that getting the leadership environment right can be as important as choosing the right leader. They point out two aspects of game environments that companies might consider adopting: One, nonmonetary incentives built into a game economy strongly motivate individuals to accomplish group aims. Two, hypertransparency of information about, for example, team members' capabilities and teams' real-time performance makes it simpler to match people with tasks and to empower individuals to manage themselves.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name as entry element Leadership,
856 ## - ELECTRONIC LOCATION AND ACCESS
Uniform Resource Identifier <a href="http://192.168.6.13/libsuite/mm_files/Articles/AR9597.pdf">http://192.168.6.13/libsuite/mm_files/Articles/AR9597.pdf</a>
906 ## - LOCAL DATA ELEMENT F, LDF (RLIN)
a 28349
Holdings
Withdrawn status Lost status Damaged status Not for loan Home library Current library Date acquired Cost, normal purchase price Total Checkouts Full call number Barcode Date last seen Cost, replacement price Price effective from Koha item type
        Main Library Main Library 07/06/2008 0.00   Ree AR9597 23/09/2014 0.00 23/09/2014 Articles

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