Collaboration is widely acknowledged as a critical competence for contemporary organizations, yet it remains insufficiently addressed in management education. This study explores how simulation-based training (SBT) can be used to teach collaboration across physical, screen-based, and immersive (VR) modalities. Drawing on survey and qualitative data from 40 undergraduate students who experienced the three simulation modalities, the study builds on O'Leary et al.’s (2020) framework of distributed collaboration to examine how social and material factors interact in shaping learners' understanding of teamwork dynamics. The results extend the framework by showing that endemic-social, endemic-material, relational-social, and relational-material dimensions vary in prominence depending on the technological and contextual configurations of the learning environment. The study contributes theoretically by contextualizing O'Leary et al.’s model within educational settings and demonstrating how experiential design can reveal the interplay between social and material conditions of teamwork. Practically, it provides a structured design process and guiding principles for integrating multimodal simulations into management education, supporting the deliberate development of adaptive and reflective collaboration skills.

This study uses published job advertisements to examine organizations’ stated demand for digital skills in Canada. We apply a structured and replicable text-mining methodology to 14,010 Indeed Canada postings, combining web scraping, standardized text preprocessing, bigram tokenization, dictionary-based detection, manual validation, and mapping to the DigComp 2.0 framework. Although advanced digital skills appear in the corpus, employer-declared demand is concentrated in Microsoft Office tools, data entry, basic data management, social media, information systems, computer systems, databases, and data analysis. These findings suggest that Canadian employers are not only recruiting for specialized digital transformation expertise, but also for the foundational digital competence required to perform ordinary service, administrative, and retail work in increasingly digitized environments.

In this paper, we examine the relationship between information technology (IT) use and individual performance, employing Representational Theory to underscore contextual importance, especially the nature of IT use. By investigating the influence of IT use richness on performance, we adopt both correlational and configurational methodologies. Findings indicate associations to General Performance and Efficiency, but not Effectiveness, revealing that richer IT use does not uniformly enhance performance, particularly in mandatory settings where organizational factors play a major role. This study unpacks the nature of IT use-performance relationship, offering theoretical insights and practical implications for organizations seeking to maximize advantage from IT.

When faced with major unexpected events, project teams must respond appropriately to return to a “normal” situation. This article argues that an effective capacity to improvise when major unexpected events occur contributes to project team resilience. Improvisation is a challenging concept to grasp, and some confusion exists as to what it is and what it entails. This concept is contextualized within the resilience discourse, and a model is proposed to explain how different actions, undertaken by project team when improvising, unfold over time in response to a major unexpected event. Next, the article identifies conditions that facilitate project management improvisation.

Organisations across various industries are still exploring the potential of Generative Artificial Intelligence (GenAI) to automate a variety of knowledge work processes, including managing innovation. While innovation is often viewed as a product of individual creativity, it more commonly unfolds through a collaborative process where creativity intertwines with knowledge. However, the extent and effectiveness of GenAI in supporting this process remain open questions. Our study investigates this issue using a collaborative practice research approach focused on three GenAI-enabled innovation projects conducted within different organisations. We explored how, why, and when GenAI could effectively be integrated into design sprints-a highly structured, collaborative process enabling human-centred innovation. Our research identified challenges and opportunities in synchronising AI capabilities with human intelligence and creativity. To translate these insights into practical strategies, we propose four recommendations for organisations eager to leverage GenAI to both streamline and bring more value to their innovation processes: (1) establish a collaborative intelligence value loop with GenAI; (2) build trust in GenAI; (3) develop robust data collection and curation workflows; and (4) embrace a craftsman's discipline.

This multi-case study explores the digital sourcing practices of two complementor firms within two digital platform ecosystems (DPE) owned by Microsoft and SAP, respectively. We draw on organizational ambidexterity and social mechanisms as lenses to analyze how the two complementors address the paradoxical practices of exploration and exploitation within the context of their respective DPE. Our analysis suggests that the identified social mechanisms illustrate how each complementor engages in digital sourcing to create new ideas with other DPE actors that will nurture capability development (exploration) and transform these ideas into practice (exploitation). We identify two modes of ambidexterity, whereby one capability is used to improve the other, i.e., 'exploration-for-exploitation,' an orientation towards continually improving the quality of the service delivery, and 'exploration-through-exploitation,' an approach of project-driven learning.

Cette étude utilise les annonces d’emplois disponibles pour comprendre les besoins des organisations en compétences numériques. L’étude souligne que si les compétences de pointe sont parfois requises, elles sont toutefois éclipsées par les compétences de base, qui semblent manquantes et pourtant nécessaires pour un très grand nombre d’emplois. Les résultats soulignent qu’il faut également penser aux compétences requises au-delà de l’expertise liée aux projets de transformation numérique, pour ensuite assurer l’exploitation de ces activités transformées. Les résultats montrent que les compétences numériques les plus en demande sont celles liées aux outils bureautiques, mais il existe également une demande croissante pour des compétences plus spécialisées en matière de technologies de l'information et de communication.

In an era of heightened uncertainty and urgency, robust and flexible information technology infrastructures (ITI) – arrangements of shared IT services and technical components that power and support an organization’s strategy and processes – are vital to organizations. ITI play key strategic roles, are at the core of business operations and directly affect performance. However, managing the evolution and sustaining transformations of ITI can be very challenging. To cope with this sustainability challenge, organizations must develop specific dynamic capabilities to sustain ITI and their evolution under turbulent and changing business contexts. Still, the question for managers is: What actions should be deployed to sustain ITI and their transformations? Twenty key organizational actions that were identified by twenty-nine ITI experts, were grouped into three interrelated vectors: (1) Watching and developing knowledge and know-how to sustain ITI; (2) Visioning and governing ITI; (3) Standardizing and adopting a flexible approach to ITI.

This case study explores ambidextrous practices of a complementor firm within a Microsoft-owned digital platform ecosystem (DPE). We draw on organizational ambidexterity and social mechanisms as lenses to analyze how a complementor deals with paradoxical practices of exploration and exploitation in the context of a DPE. By identifying deep structures and surface structures and their related social mechanisms we shed light on the role of ambidextrous complementors in a DPE. Our analysis implies that the identified social mechanisms illustrate how the complementor creates new ideas with other DPE actors to nurture capability development (exploration) and how these ideas are transformed into practice (exploitation). In addition, our findings imply that the complementor’s support of a platform contributes to an increased commitment to the platform owner.

Use of information technology (IT) remains a key concern for organizations. This article presents a conceptual replication of Burton-Jones and Straub’s (2006) study, exploring the effect of IT Use operationalization richness – lean and rich – on Performance. We used 352 valid responses from Amazon MTurk through an online survey. Consistent with the original study, the hypothesis was tested by using the Structural Equation Modeling technique. Our results – which indicated support for the same hypothesis in the original study – suggest that the richer the IT use operationalization, the higher the individual Performance.

Cette contribution praticienne présente le processus qui a mené à la refonte d’un scénario pédagogique au tournant de l’année 2020 dans des cours universitaires. Ce projet avait pour but de transposer dans un environnement numérique, soit Minecraft Education Edition (MEE), une simulation de gestion de projet agile initialement conçue pour se dérouler avec, sur tables, des briques Lego® et, aux murs, des cartes adhésives. En plus d’illustrer la valeur ajoutée du recours aux approches d’ingénierie pédagogique ADDIE (analyse, design (ou conception), développement, implantation et évaluation) et SAM2 (Successive Approximation Model) pour, d’un point de vue technopédagogique, parvenir à exploiter de façon judicieuse cette application numérique, l’article souligne qu’il importe d’offrir aux apprenants la possibilité de se familiariser avec l’environnement de MEE avant qu’ils ne sautent tête la première dans cet univers virtuel qui, pour plusieurs, s’avère méconnu. Dotés de connaissances et d’une expérience antérieure le jour de l’immersion, ces derniers démontrent davantage de confiance en leurs capacités de réussir les tâches d’apprentissage demandées. Pour conclure, des recommandations issues de nos réflexions et de notre expérience sont émises.

Dans les organisations, l’improvisation est une activité plutôt taboue, particulièrement en gestion de projet où l’accent est mis sur la planification et le contrôle. Pourtant, les imprévus y sont monnaie courante. Improviser s’avère alors nécessaire et devient un tremplin pour explorer de nouvelles possibilités et imaginer des solutions novatrices.

Crises financières, pandémies, changements climatiques, tensions politiques et difficultés d’approvisionnement sont quelques-uns des défis auxquels font face aujourd’hui les entreprises. Cette situation est encore plus frappante dans les organisations du secteur public (OSP), qui doivent répondre aux attentes grandissantes de l’ensemble des acteurs de la société. Pour fournir des services adéquats dans un environnement de plus en plus exigeant, les OSP doivent continuellement se réinventer et innover.

Despite the importance of the project management phenomenon in information technology projects, the information technology project management (ITPM) concept lacks clarity and is narrowly defined.In this paper, we adopt a change management perspective to propose a multidimensional and configurable conceptualization of ITPM.More specifically, using a "campaign" metaphor, we identify twelve key underlying activities of ITPM, grouped under three dimensions, i.e., diplomatic, promotional, and martial, then position these activities within the organizational control theory framework.

The pandemic context has fast-tracked the digital transformation of many organizations that pursued to dramatically change their organizational processes to survive in a global digital economy. While virtual assistants (VA), a specialized artificial intelligence-based chatbot, such as Alexa or Siri, have penetrated our private lives, many organizations are still trying to understand and evaluate why and how to integrate these technologies into their employees' workday. The study explores whether VAs can be used to support human resources (HR) trainee management software in a German organization and how it can be done. Four key HR areas of self-service, onboarding, training, and knowledge management were explored. Interviews were conducted to analyze which VAs' functions can be reused to support trainee management software in these four areas. The technology affordances and constraints theory were used to analyze data collected. The results showed that a VA's functions can support trainee management software especially in the areas of self-service, onboarding, and training.

Avec la méthode LEGO ® SERIOUS PLAY ® , on propose aux membres d’une équipe d’utiliser les fameux blocs à assembler pour construire des modèles en 3D. Résultat ? À l’aide de ce nouveau langage, les participants peuvent réfléchir, échanger, créer et innover plus efficacement et plus rapidement pour résoudre des problèmes organisationnels.

Information technology infrastructures (ITI)-arrangements of shared IT services and technical components that support an organization's strategy and processesare vital to organizations.They play key strategic roles, which are at the core of the business operations and impact performance.However, technological shifts are major threats to any organizations' ITI.To cope with technological shifts, organizations must sense technological evolutions, seize the related opportunities, and transform their ITI, simply put it, they must become agile.Still, the question for practitioners is: What actions should be deployed to build organizational agility to cope with technological shifts and adapt their ITI?Twenty organizational actions were identified by 29 ITI experts that were grouped into three interrelated vectors: 1) Nurturing proactive technological culture, mindset, and competencies; 2) Codesigning enterprise architecture; and 3) Piloting the ITI.These actions should help organizations become more agile, while guiding practitioners in evolving and adapting their ITI.