Uptown

In case you missed this, here it is:

"Study: Not Being An Asshole Boss May Boost Employee Morale

July 30, 2008 | Issue 44•31

WAUKEGAN, IL—In what is being called a breakthrough discovery in worker-administrator relations, a study released Monday in the Journal Of Occupational Science found that not being a total asshole supervisor may be linked to improved worker spirit. "In nearly every trial, we found staff morale runs considerably higher when bosses don't read workers' e-mail over their shoulders, complain about their superior salaries, or act in any way like giant, self- centered assholes," said Erica Gorochow, one of the study's researchers. "Similarly, we found that typical dick manager phrases like 'I don't disagree' can weaken worker disposition by as much as 63 percent." Although the study's findings have already sent shock waves through the business community, Gorochow warned that some of the results may have been compromised, as the bitch lead researcher was breathing down her neck the whole time."

(Crossposted at Complexity and Social Networks Blog)

Ines Mergel, David Lazer and I have a paper out in the International Journal of Learning and Change on voluntary engagement in knowledge sharing. Based on data from our study of forensic scientists in government crime labs, we investigated why individuals make the time and effort to answer questions directed at them. In a multi-level framework we identify several influencing factors at the individual, relational, group, and informational level. Here's the abstract:

Knowledge is essential for the functioning of every social system, especially for professionals in knowledge-intensive organisations. Since individuals do not possess all the work-related knowledge that they require, they turn to others in search for that knowledge. While prior research has mainly focused on antecedents and consequences of knowledge sharing and understanding why people do not share knowledge, less is known why people provide knowledge, and what conditions trigger voluntary engagement in knowledge sharing. Our article addresses this gap by proposing a multi-level framework for voluntary engagement in knowledge sharing: individual, relational, group, and informational. We provide illustrations from a particular knowledge-intensive community, DNA forensic scientists who work at public laboratories.

A pdf version is available from the Inderscience website.