Enhancing Expert Finding Using Organizational Hierarchies

Expert finding is traditionally related to a subject of research in information retrieval and, often, is taken to mean "expertise retrieval within a specific organization". The task involves finding an expert in an expertise topic. Even though there are interesting proposals in the literature, they do not consider the context in which a given expertise is bound. This Ph.D. thesis introduces the concept of a framework that chronologically contextualizes search results in expert finding. Our motivation is to provide more accurate results of search processes related to finding experts in a given topic, contextualizing the expertise on professional/academic activities, an open research topic. In this paper, we present the main concepts of the framework we are developing and a general overview of its operation. At the moment, we are using the Lattes platform as a data source, for which we developed a process to extract expertise evidence, supported by the Crossref database.

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Questionnaires and organizational hierarchies

Automation and Remote Control ◽

10.1134/s0005117910060135 ◽

2010 ◽

Vol 71 (6) ◽

pp. 1124-1134 ◽

Cited By ~ 5

Author(s):

P. P. Parkhomenko

Keyword(s):

Organizational Hierarchies

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Expert Finding: Auffinden von Experten in großen Organisationen

Mensch und Computer 2006 ◽

10.1524/9783486841749.361 ◽

2015 ◽

Author(s):

Tim Reichling

Keyword(s):

Expert Finding

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Leadership Competencies for Managing Global Virtual Teams

Multimedia Technologies ◽

10.4018/978-1-59904-953-3.ch091 ◽

2008 ◽

pp. 1303-1310

Author(s):

Diana J. Wong-MingJi

Keyword(s):

Virtual Teams ◽

Strategic Alliances ◽

Communication Systems ◽

Computer Mediated Communication ◽

Leadership Competencies ◽

Stock Exchanges ◽

Global Virtual Teams ◽

Mediated Communication ◽

Computer Mediated ◽

Organizational Hierarchies

The demand for leadership competencies to leverage performance from global virtual teams (GVTs) is growing as organizations continue to search for talent, regardless of location. This means that the work of virtual leaders is embedded in the global shifting of work (Tyran, Tyran & Shepherd, 2003). The phenomenon began with the financial industry as trading took place 24/7 with stock exchanges in different time zones. It is expanding into other industries such as software programming, law, engineering, and call centers. GVTs support the globalization of work by providing organizations with innovative, flexible, and rapid access to human capital. Several forces of competition contribute to the increasing adoption of GVTs, including globalizing of competition, growing service industries, flattening of organizational hierarchies, increasing number of strategic alliances, outsourcing, and growing use of teams (Pawar & Sharifi, 1997; Townsend, DeMarie & Hendrickson, 1998). The backbone of GVTs is innovation with computer-mediated communication systems (CMCSs). Advances with CMCSs facilitate and support virtual team environments.

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Translations Diversification for Expert Finding

ACM Transactions on Knowledge Discovery from Data ◽

10.1145/3320489 ◽

2019 ◽

Vol 13 (3) ◽

pp. 1-20 ◽

Cited By ~ 3

Author(s):

Mahdi Dehghan ◽

Ahmad Ali Abin

Keyword(s):

Expert Finding

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Bringing the Leader Back in: Why, How, and When Leadership Empowerment Behavior Shapes Coworker Conflict

Group & Organization Management ◽

10.1177/1059601120917589 ◽

2020 ◽

Vol 45 (5) ◽

pp. 599-636 ◽

Cited By ~ 1

Author(s):

Mladen Adamovic ◽

Peter Gahan ◽

Jesse E. Olsen ◽

Bill Harley ◽

Joshua Healy ◽

...

Keyword(s):

Task Conflict ◽

Relationship Conflict ◽

Cognitive Trust ◽

Trust In Leaders ◽

Negative Effect ◽

Role Description ◽

High Level ◽

Organizational Hierarchies ◽

Conflict Research ◽

And Task

With the diffusion of team-based work organizations and flatter organizational hierarchies, many leaders empower employees to perform their work. Empowerment creates an interesting tension regarding coworker conflict, enhancing trust and giving employees more autonomy to prevent conflict, while also increasing workload and the potential for coworker conflict. Recent conflict research has focused on how characteristics of individuals, groups, and tasks contribute to conflict among coworkers. We extend this work by exploring the role of leader empowerment behavior (LEB) in influencing coworker conflict. Our model integrates research on LEB and coworker conflict to help organizations manage coworker conflict effectively. To test our model at the workplace level, we utilize data drawn from matched surveys of leaders and employees in 317 workplaces. We find that LEB relates negatively to relationship and task conflict through affective and cognitive trust in leaders. We further find that LEB relates negatively to relationship and task conflict through reduced workload, but only when employees have a clear role description. In contrast, if employees have unclear roles, LEB has a U-curve relationship with workload: a moderate level of LEB reduces workload, but a high level of LEB increases workload, in turn increasing coworker conflict. Finally, relationship conflict has a direct negative effect on task performance, whereas task conflict has an indirect negative effect through relationship conflict.

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