Paradox and the negotiation of tensions in globally distributed work

Tensions are a major source of communication problems, coordination issues, and conflict in globally distributed work. In this article, we argue that extant literature falls short of addressing tensions in globally distributed work at two levels. First, it fails to fully account for the intrinsic and entrenched nature of tensions in globally distributed work, suggesting instead that they can be resolved or made to disappear. Second, it does not examine the key interactions among different kinds of tensions. Drawing on qualitative data from a distributed finance organization and applying concepts from paradox theory, we show how globally distributed units negotiate knowledge, power, and identity tensions in collaborative work. The findings illuminate how a sequential enactment of both formal and informal solutions can better address tensions and generate collaborative opportunities in globally distributed work. Building on the findings, we develop a phasal model of tension evolution and management in globally distributed work which explains how tensions evolve from a phase of suppression through to a phase of attenuation. We demonstrate the interactions of knowledge–power–identity tensions against a background of defensive, interactive, and collaborative behaviors, and suggest several practical implications for globally distributed work practice.

The Role of Information Resource Management in Enabling the 24-Hour Knowledge Factory

The term 24-Hour Knowledge Factory connotes a globally distributed work environment in which teammates work on a project around the clock. The 24-Hour Knowledge Factory is a special case of a globally distributed team in which the different teams work on a sequential basis that has been clearly defined in advance. Whereas a manufactured item was the end product in the case of the factory which emerged as a consequence of the industrial revolution, knowledge-based services and knowledge-based products are the end deliverables in the case of the current information revolution; hence, the term 24-Hour Knowledge Factory. Work can be decomposed by task style or by organizational style, and allows for greater specialization of workers. A case study from IBM details surprising differences between colocated and distributed teams, and leads to a future state analysis for organizations seeking to study or implement the 24-Hour Knowledge Factory.