Below is a "working list" of keywords and definitions -- it has not
yet been formally reviewed by either MIT faculty or industry sponsors.
As you look through the keyword list, you'll notice that there are different
types or categories of keywords. Some keywords refer to a specific process,
such as "computer supported cooperative work," whereas others refer to
a result, such as "innovation" or "productivity." The purpose of these
multiple categories of keywords is to enable the most flexible access to
the information in the database. Currently, the proposed categories are:
For the user who wants to find an example of a specific process, such
as "Outsourcing" or "Knowledge Management," regardless of how that process
such as "Marketing," "Finance," "Manufacturing."
For the user who wants to find examples of innovative practices within
these function areas, regardless of what process is used.
For the user who wants to find examples of organizations that are successfully
"Innovative," "Productive" or "Agile," regardless of the process(es) they
use to achieve that result.
For users interested in examples of a specific technology in use, such
as the" Internet" or "Decision Support Systems."
Identifies whether the example is a documented "Success," a new "Experiment"
of which the results are not yet known, or a "Failed Experiment," which
is an example of a practice that didn't work.
Describes an idea that's more than a process or technology, such as
"Electronic Market" or "Emerging Economies."
KEYWORDS AND DEFINITIONS
Organizations that are able to respond quickly to external change.
Refers to the speed of operations within an organization and speed
in responding to customers (reduced cycle times). In contrast, "Adaptable"
refers to the ability to respond to macro changes, such as a change in
legislation, entrance of a strong competitor, etc. (Result)
Interesting contractual agreements with suppliers, distributors,
customers, competitors, research organizations, joint ventures, government-industry
partnerships, consortia. If no contract is involved, the term "collaboration"
is used. (Process)
As distinct from "alliance," which is a contractual agreement, this
term refers to an informal collaboration between a company and an outside
entity such as a supplier, customer, even a competitor. When referring
to internal collaborations, such as different teams or units of an organization
working together, the term "Enterprise Integration" is used. (Process)
Describes an organization's anticipation or exploitation of an emerging
consumer trend. (Concept)
A successful practice of continuous improvement, follow-on of TQM principles.
Coordination can refer to coordination in human systems, in parallel
and distributed systems, and in complex systems that include both people
and computers. The definition put forth by Malone and Crowston (1994) is:
"Coordination is managing dependencies between activities." This definition
is consistent with the simple intuition that, if there is no interdependence,
there is nothing to coordinate. (Concept)
Previous definitions of "coordination" include:
Source: "The Interdisciplinary Study of Coordination." by Thomas W. Malone
and Kevin Crowston. ACM Computing Surveys, v.26, n.1 March 1994.
"The joint efforts of interdependent communicating actors towards mutually
defined goals" [National Science Foundation, 1989].
"Networks of human action and commitments that are enabled by computer
and communications technologies" [National Science Foundation, 1989].
"The integration and harmonious adjustment of individual work efforts
towards the accomplishment of a larger goal" [Singh 1992].
"The additional information processing performed when multiple, connected
actors pursue goals that a single actor pursuing the same goals would not
perform" [Malone, 1988].
"The act of working together" [Malone and Crowston 1991].
Computer Supported Cooperative Work, effective or novel uses of groupware.
The organization has built an interesting organizational culture, has
a strong set of values. (Result)
An organizational structure in which decision-making authority is located
not at the center but at the nodes. (Concept)
Decision Support System
Information technology and software specifically designed to help people
at all levels of the company (below the executive level) make decisions.
This keyword is used when a company is making creative or extensive use
of DSS, above and beyond typical practice. The term "Executive Information
System" is a subset of Decision Support System because EIS focuses only
on executives' (upper management's) use of strategic information and technology.
Organizations that are using electronic markets as a way of coordinating
information and the supply chain. New information technologies that enable
the creation of new electronic marketplaces, use of electronic brokers.
Existing industry boundaries disappear and create new cross-industry markets.
Companies operating across multiple value chains. (Concept)
Organizations operating in emerging economies such as Eastern Europe,
Brazil, Malaysia, etc. (Concept)
Refers to internal coordination processes among different core activities.
Executive Information System
Ways executives (only upper level management) are making use of strategic
information and technology. This term is distinct from Decision Support
System, which are systems used at all levels below the executive level
to make decisions. (Technology)
The company is experimenting with a new practice, the results of which
are not yet known. (Stage: as distinguished from a Success Story or a Failed
Interesting in that the practice or approach didn't work. (Stage:
cf. Success Story and Experiment)
An organizational structure in which the center reserves some decision-making
authority, but all decisions not specially reserved are made at the nodes.
Decisions are made at the lowest appropriate level. (Concept)
The interesting feature is a new approach to finance. (Function)
A unique approach to planning, using scenarios, interesting use of
information. Simply using new forecasting software is not interesting,
unless it is used in a nontypical way. (Process)
As distinct from "Global Coordination," a "Global" organization is
simply one which has sales internationally, but doesn't necessarily coordinate
work globally. The company isn't a multinational company either, in that
it doesn't have a big presence in multiple nations. Rather, the keyword
"Global" denotes that the company is small but offers its products or services
An interesting process of coordination within a company across different
Decision-making specifically by a group, not an individual. This group
does not need to be a team. This keyword could be paired with CSCW when
companies use computer networks/groupware to make decisions. If the decision
is made by an individual, the keyword "Leadership" would be the term to
use. The term "Decision Support System" should be used if the decision-making
is based on the use of decision-support software. (Process or Concept)
An approach that has enabled the company to grow substantially in size
or profits or market penetration. (Result)
Human Resource Policy
Includes innovative approaches to compensation, pay for performance,
flextime, benefits, stock plans, legal compliance, training. (Function)
A way of organizing start-up or young businesses to promote their growth.
Refers to the dynamic movement of information through a company or
to outside suppliers and customers. Firms may build direct linkages with
their customers, suppliers, and partners. (Concept)
Includes both hardware and software. Use this term when the use of
information technology is the underlying driver of the "interesting" feature
or of the organization's profitability or productivity. This term can include
computer modeling, simulation, innovative uses of A.I., automated knowledge
discovery, data mining, data warehousing. (Technology)
Successful practices that lead to fast or fertile innovation and new
product development. (Result)
Consultants who make their living doing short term projects. These
companies are 100% Virtual Organizations. (Source of term: Thomas Malone
and John Rockart in "Computers, Networks and the Corporation" Scientific
American, Sept. 1991.) (Concept)
Organizations using the Internet in innovative ways. (Technology)
A company that makes its money by selling its knowledge. Companies
with this keyword only sell the knowledge -- not knowledge embodied in
a product or even a service. Instead, they sell their know-how or advice,
such as the "answer networks" phenomenon predicted by Thomas Malone and
John Rockart in "Computers, Networks and the Corporation" Scientific
American, Sept. 1991. (Concept)
The way a company stores, organizes and accesses internal and external
information. Narrower terms are: "Organizational Memory" and "Knowledge
Effective sharing of ideas, knowledge, or experience between units
of a company or from a company to its customers. The knowledge can be either
tangible or intangible. (Process)
Ways management achieves oversight of projects, such as activity-based
The interesting feature is a new approach to manufacturing. (Function)
The interesting feature is a new approach to marketing. (Function)
Ways of achieving customization of product or service down to a run
of one. (Concept)
Methods that a company has come up with to measure something, like
effectiveness of a training program, IT productivity, customer satisfaction.
Term referring to a type of organizational structure: refers to coordination
beyond the company boundaries. (Concept)
An organization not based in the United States. (Concept)
Interesting ways of spotting opportunities or trends. (Process)
Companies that are undergoing or that have undergone a transformation.
This keyword should always be used in conjunction with "Success Story"
or "Experiment" or "Failed Experiment." (Process)
Based on Peter Senge's Fifth Discipline. (Process)
The way the company stores and keeps track of what it knows, company
procedures, employees' skills. (Process)
Use of a new organizational form. An overall way to identify many examples
of organizational structures. (Concept)
Companies outsourcing different functions. (Process)
This term is used to call attention to a very interesting process (especially
for linkage to the Process Handbook.) (Process)
The company has found a practice that has succeeded in improving the
productivity of the company. (Result)
A practice that relates only and directly to Research & Development.
A unique way of deploying resources. This keyword can include an "internal
market" system in which employees within a company bid to work on a project,
as opposed to a supervisor allocating their time. (Process)
Often used in conjunction with team-based. Differs from "Self-Organizing"
in that a team may manage itself but it may have been brought together
(organized) by someone else. (Concept)
Examples of self-organizing behavior, such as people joining around
an idea like constructing a piece of software without centralized control.
A unit or division of a company that is "spun off" (i.e., given complete
independence to operate as its own for-profit company.) The spin-off company's
stock may be publicly traded, and the parent company usually owns a percentage
of the stock. (Process)
An interesting strategic approach or idea. (Function)
An example of a successful practice -- the company has achieved documented
successful results. (Stage: This term is used to distinguish those companies
that have succeeded with a practice from those that are experimenting (cf.
"Experiment") with one or a documented failure (cf. "Failed Experiment"))
Supply Chain Integration
Methods of coordination and integration of processes within a traditional
supply chain. Includes interesting practices regarding customers and suppliers,
such as customers becoming co-producers (Alvin Toffler's term "prosumer.")
A management process of using teams. A team is together for a period
of time and has shared goals, unlike a "group" which is simply a collection
of individuals. (Process)
The ability to take a concept from outside the organization (typically
from a government or university research programs) and create a product
from it. (Process)
This may be a subgroup of Human Resource Policy. (To be decided whether
it should be a separate keyword.)
A company that does not have a physical location. Rather, it is more
like a collection of individuals that work from their home offices. (We
may want to add the term "Virtual Team" to capture the essence of the companies
like Reuters that create a team of people who are actually employed by
other organizations but are brought together on a specific project.) (Concept)
The company has a physical location, but employees have no assigned
offices. Employees may have lockers and "check out" a desk for the day,
they may set up an "office" in their hotel, etc. This term is distinct
from "Virtual Company" which refers to companies that have no one physical
location at all, no collection of inventory that's held by the company,
The interesting feature is the nature of the organization's workforce
population, such as working mothers, monks, etc. (Process)