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 |