Martin Koser

You might want to look at my 2008 coauthored article with Eisenman in the Administrative Science Quarterly. The results of our theory development case study suggest that the long-term waves detected by Barley and Kunda may be fashion trends resulting from the accumulation of shoter-term management fashions. - Martin Koser

To conclude: I do not regard myself a "system thinker", nor a "design thinker" and for that matter not any other thinker too. Not because I think there is no value in these "ways of thinking". Nothing is less true. I just think there is more value for me in combining different kinds of thinking and approaches. I like to regard myself an "independent thinker", who is also passionate about Customers.. - Martin Koser

Great story - and one that not too many can tell. The sociology of inner company networks and the uncontrollable, unforeseeable effects these can have provides a lot of room for examination, And now I wonder if these "splinter the groups" effect is still valid, I suspect that today's network-aware workers are both more capable of 1. entertaining a lot of parallel sub-group engagements and 2. building up their own little and dispersed network of soon-to-be-deserters. Hence the real value of E2.0 may lie in allowing and leveraging these social networks for some nice effects (see http://www.frogpond.de/index...)? - Martin Koser

Reminds me of the "digital natives will change organizations for the better" debate - and I am critical here as well, if only because I don't believe in easy and natural fixes. Probably the best we can hope for is more aware and self-confident people who have acquired a wide array of capabilities and skills during their formative years - and who are thus both more inclined and able to quit working for "old style" managers. Saying that, this might have very welcome "change the manager" effects ... - Martin Koser

Wenn man nun einmal ein paar Schritte zurücktritt und das Gesamtbild auf sich wirken läßt, dann erkennt man Muster: Alles in allem wirkt der Ansatz von Google auf mich wie eine Firma von Physikern oder anderen Experimental-Forschern mit akademischem Background, die beschlossen haben, einmal 'so richtig' in die Wirtschaft zu gehen und ihre Methoden dort hin zu portieren. Man baut Modelle, identifiziert Abhängigkeiten und eliminiert sie konsequent und man hat keine Angst, dabei auch richtig groß zu denken und Neuland zu betreten. Auf eine Weise betreibt man Grundlagenforschung, aber nicht in der Abgeschiedenheit von Menlo Park oder einem anderen Elfenbeinturm, sondern gleich in der Produktion. - Martin Koser