M.Sc. Karen Eilers

Wissenschaftliche Mitarbeiterin

Telefon: +49 561 804-6063
E-Mail: karen.eilers[at]uni-kassel[dot]de

Standort: Pfannkuchstraße 1
34121 Kassel

Raum: ITeG, 1250, 1. Etage

Sprechstunde: Mi, 13:00-14:00 Anmeldung per E-Mail erforderlich. Weitere Termine nach Vereinbarung.

Lebenslauf

Ausbildung

(09/2016 – 09/2018) Studium in Wirtschaft, Psychologie & Management (Master of Science) an der Universität Kassel.

Thema der Masterarbeit: „Empowerment im Rahmen von Scrum – Einflüsse der Führung, des Arbeitsdesigns und der individuellen Charakteristika auf den Erfolg von Entwicklungsteammitgliedern“.

(09/2013 – 08/2016) Studium in Wirtschaftspsychologie (Bachelor of Arts) an der Fachhochschule Westküste mit dem Schwerpunkt: Personal- und Organisationspsychologie.

Thema der Bachelorarbeit: „Validierung eines Fragebogens zu Einstellung von Gleichstellung“.

Arbeitserfahrung

(10/2018 – 12/2018) Praktikantin in der HR-Beratung bei MES Menschen Entwicklung Systeme GmbH.

(04/2018 – 09/2018) Studentische Hilfskraft im Dialogmarketing Competence Center der Universität Kassel.

(08/2013 – 09/2018) Bürokraft bei der MAGIC OFFICE GmbH.

(04/2015 – 09/2015) Praktikum im Bereich Human Resources bei der Progress-Werk Oberkirch AG, Oberkirch.

(03/2013 – 06/2013) Praktikum im internationalen Recruiting bei Footprints Recruiting Inc, Vancouver.

(12/2012 – 02/2013) Praktikum im Projektmanagement bei der SICK AG, Waldkirch.

Forschungsinteressen

Empowerment
Digitalisierung
Future Work

Publikationen

2024[ to top ]

Geffers, K.; Bretschneider, U.; Eilers, K.; & Oeste-Reiß, S. (2024): Leading Teams in Today’s Dynamic Organizations: The Core Characteristics of Agile Leadership. In: Hawaii International Conference on System Sciences (HICSS). Waikiki, Hawaii, USA.
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@inproceedings{ls_leimeister, abstract = {Agile leadership (AL) is essential for leading agile transformations. So far, a conceptualization of AL is still lacking. To investigate its core characteristics, we conduct an exploratory single case study. Our study examines a senior executive training program within a young European automotive software company, with the objective of establishing AL throughout the organization. Our study’s primary findings reveal that AL can be categorized into five perspectives: person-based, purpose-based, result-based, position-based, and process-based. Agile leaders are humble, adaptable, visionary, and engaged. AL focuses on aligning employees with a clear vision, fostering a learning organization, increasing transparency, and establishing decision-making in teams. It is practiced by executives, agile accountabilities, and team members. Agile leaders operate as experimenters, collaborators, facilitators, enablers, and resilient leaders. Our findings provide a foundational basis for organizations to implement AL, thereby enhancing their adaptability and overall success.}, address = {Waikiki, Hawaii, USA}, author = {Geffers, Kristin and Bretschneider, Ulrich and Eilers, Karen and Oeste-Reiß, Sarah}, booktitle = {Hawaii International Conference on System Sciences (HICSS)}, keywords = {pub_ubr}, title = {Leading Teams in Today’s Dynamic Organizations: The Core Characteristics of Agile Leadership}, year = 2024 }
%0 Conference Paper %1 ls_leimeister %A Geffers, Kristin %A Bretschneider, Ulrich %A Eilers, Karen %A Oeste-Reiß, Sarah %B Hawaii International Conference on System Sciences (HICSS) %C Waikiki, Hawaii, USA %D 2024 %T Leading Teams in Today’s Dynamic Organizations: The Core Characteristics of Agile Leadership %X Agile leadership (AL) is essential for leading agile transformations. So far, a conceptualization of AL is still lacking. To investigate its core characteristics, we conduct an exploratory single case study. Our study examines a senior executive training program within a young European automotive software company, with the objective of establishing AL throughout the organization. Our study’s primary findings reveal that AL can be categorized into five perspectives: person-based, purpose-based, result-based, position-based, and process-based. Agile leaders are humble, adaptable, visionary, and engaged. AL focuses on aligning employees with a clear vision, fostering a learning organization, increasing transparency, and establishing decision-making in teams. It is practiced by executives, agile accountabilities, and team members. Agile leaders operate as experimenters, collaborators, facilitators, enablers, and resilient leaders. Our findings provide a foundational basis for organizations to implement AL, thereby enhancing their adaptability and overall success.

2022[ to top ]

Li, M. M.; Peters, C.; Poser, M.; Eilers, K.; & Elshan, E. (2022): ICT-enabled job crafting: How Business Unit Developers use Low-code Development Platforms to craft jobs. In: International Conference on Information Systems (ICIS). Copenhagen, Denmark.
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@inproceedings{ls_leimeister, abstract = {Recently, businesses are introducing low-code development platforms (LCDP) that enable employees with little to no development expertise to develop their own systems to improve their work. These so-called business unit developers (BUDs) possess necessary domain knowledge to understand how to use LCDPs to create useful (self-) services. Using job resource demand theory and the job crafting model, we conceptualize that BUDs use of LCDPs can be framed using the theoretical lens of job crafting. Job crafting stems from vocational psychology and provides well-researched positive consequences, such as wellbeing and meaningfulness. Thus, our research objective is to understand how BUDs can use LCDPs to job craft to gain access to positive job crafting consequences. We interviewed 17 experts across three organizations that employ an LDCP for chatbots. Our results suggest that job crafting is a suitable framework for understanding the effects of LCDP use.}, address = {Copenhagen, Denmark}, author = {Li, Mahei Manhai and Peters, Christoph and Poser, Mathis and Eilers, Karen and Elshan, Edona}, booktitle = {International Conference on Information Systems (ICIS)}, keywords = {work_system}, title = {ICT-enabled job crafting: How Business Unit Developers use Low-code Development Platforms to craft jobs}, year = 2022 }
%0 Conference Paper %1 ls_leimeister %A Li, Mahei Manhai %A Peters, Christoph %A Poser, Mathis %A Eilers, Karen %A Elshan, Edona %B International Conference on Information Systems (ICIS) %C Copenhagen, Denmark %D 2022 %T ICT-enabled job crafting: How Business Unit Developers use Low-code Development Platforms to craft jobs %U https://pubs.wi-kassel.de/wp-content/uploads/2023/01/JML_912.pdf %X Recently, businesses are introducing low-code development platforms (LCDP) that enable employees with little to no development expertise to develop their own systems to improve their work. These so-called business unit developers (BUDs) possess necessary domain knowledge to understand how to use LCDPs to create useful (self-) services. Using job resource demand theory and the job crafting model, we conceptualize that BUDs use of LCDPs can be framed using the theoretical lens of job crafting. Job crafting stems from vocational psychology and provides well-researched positive consequences, such as wellbeing and meaningfulness. Thus, our research objective is to understand how BUDs can use LCDPs to job craft to gain access to positive job crafting consequences. We interviewed 17 experts across three organizations that employ an LDCP for chatbots. Our results suggest that job crafting is a suitable framework for understanding the effects of LCDP use.
Emmerich, P.; Eilers, K.; Peters, C.; & Salomo, S. (2022): Three Personality Trait Combinations for Agile Employees: The Relationship Between the Big Five and Agile Mindset. In: International Conference on Information Systems (ICIS). Copenhagen, Denmark.
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@inproceedings{ls_leimeister, abstract = {Agile IT projects need employees who not only follow agile structures but have a specific attitude called the agile mindset. While the relevance of the agile mindset is clear, findings on when it can be developed, are very limited. Stable personality traits, like the big five, influence attitude. Providing how these traits interact with the agile mindset gives orientation regarding in which cases an agile mindset is more trainable than in other cases. To investigate these relationships, we conducted an online survey with 327 students of a project management lecture. As a result of our SEM and QCA analysis, we found three combinations of personality traits that influence the agile mindset including different extents of conscientiousness, openness, agreeableness and neuroticism. We deepen and extend the theory around the agile mindset and enable practitioners to choose data-driven cases for development activities. Limitations and future research based on these results are given.}, address = {Copenhagen, Denmark}, author = {Emmerich, Philipp and Eilers, Karen and Peters, Christoph and Salomo, Sören}, booktitle = {International Conference on Information Systems (ICIS)}, keywords = {trait_combinations}, title = {Three Personality Trait Combinations for Agile Employees: The Relationship Between the Big Five and Agile Mindset}, year = 2022 }
%0 Conference Paper %1 ls_leimeister %A Emmerich, Philipp %A Eilers, Karen %A Peters, Christoph %A Salomo, Sören %B International Conference on Information Systems (ICIS) %C Copenhagen, Denmark %D 2022 %T Three Personality Trait Combinations for Agile Employees: The Relationship Between the Big Five and Agile Mindset %U http://pubs.wi-kassel.de/wp-content/uploads/2023/04/JML_925.pdf %X Agile IT projects need employees who not only follow agile structures but have a specific attitude called the agile mindset. While the relevance of the agile mindset is clear, findings on when it can be developed, are very limited. Stable personality traits, like the big five, influence attitude. Providing how these traits interact with the agile mindset gives orientation regarding in which cases an agile mindset is more trainable than in other cases. To investigate these relationships, we conducted an online survey with 327 students of a project management lecture. As a result of our SEM and QCA analysis, we found three combinations of personality traits that influence the agile mindset including different extents of conscientiousness, openness, agreeableness and neuroticism. We deepen and extend the theory around the agile mindset and enable practitioners to choose data-driven cases for development activities. Limitations and future research based on these results are given.
Akmeikina, E.; Eilers, K.; Li, M. M.; & Peters, C. (2022): Empowerment Effects in Human-machine Collaboration - A Systematic Literature Review and Directions on Hybrid Intelligence Behavior Patterns. In: Pacific Asia Conference on Information Systems (PACIS). Taipei/Sidney.
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@inproceedings{ls_leimeister, abstract = {The potentials of artificial intelligence (AI) are manifold and their discussion has gained momentum in research and practice. In the same realm, AI also raises fears among employees of being replaced by AI technologies and, therefore, shying away from using it. Generally, employees want to be empowered to do their job and seek both more responsibility, as well as make their own decisions. In this paper, we conduct a systematic literature review that investigates the current state of the literature on the potential empowering effects of AI-based human-machine behavior. We thus sorted the literature into three behavioral categories: humans shape machine behavior, machines shape human behavior, human-machine co-behavior and crossed them with psychological empowerment dimensions of significance, competence, self-determination, and influence. Our results show corresponding literature streams and provide future research directions in a field that is likely to disrupt the way we work in the future.}, address = {Taipei/Sidney}, author = {Akmeikina, Elisabeth and Eilers, Karen and Li, Mahei Manhai and Peters, Christoph}, booktitle = {Pacific Asia Conference on Information Systems (PACIS)}, keywords = {pub_mli}, title = {Empowerment Effects in Human-machine Collaboration - A Systematic Literature Review and Directions on Hybrid Intelligence Behavior Patterns}, year = 2022 }
%0 Conference Paper %1 ls_leimeister %A Akmeikina, Elisabeth %A Eilers, Karen %A Li, Mahei Manhai %A Peters, Christoph %B Pacific Asia Conference on Information Systems (PACIS) %C Taipei/Sidney %D 2022 %T Empowerment Effects in Human-machine Collaboration - A Systematic Literature Review and Directions on Hybrid Intelligence Behavior Patterns %U http://pubs.wi-kassel.de/wp-content/uploads/2022/08/JML_885.pdf %X The potentials of artificial intelligence (AI) are manifold and their discussion has gained momentum in research and practice. In the same realm, AI also raises fears among employees of being replaced by AI technologies and, therefore, shying away from using it. Generally, employees want to be empowered to do their job and seek both more responsibility, as well as make their own decisions. In this paper, we conduct a systematic literature review that investigates the current state of the literature on the potential empowering effects of AI-based human-machine behavior. We thus sorted the literature into three behavioral categories: humans shape machine behavior, machines shape human behavior, human-machine co-behavior and crossed them with psychological empowerment dimensions of significance, competence, self-determination, and influence. Our results show corresponding literature streams and provide future research directions in a field that is likely to disrupt the way we work in the future.
Eilers, K.; Peters, C.; & Leimeister, J. M. (2022): Why the agile mindset matters. In: Technological Forecasting and Social Change, Ausgabe/Nummer: 121650, Vol. 179, Erscheinungsjahr/Year: 2022. pp. 1–14.
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@article{ls_leimeister, abstract = {Volatility, uncertainty, complexity, and ambiguity (VUCA) are drivers in today's business world. To perform amid this accelerated change and the digitalization progress, organizations are implementing agility. However, such an implementation does not happen without stumbling blocks and some fail. One reason for this is actors’ agile mindset (AM), which is necessary to deal succefully within a VUCA environment. Knowledge of the AM is in its infancy and conceptualization and measuring tools for it are lacking. Furthermore, the relation of the AM in terms of strategic agility and performance is still unclear. Our study aims to close these gaps. We examine AM through 15 interviews and a survey (N = 449) to predict strategic agility and performance. As a result, we conceptualize AM as an attitude that comprises four dimensions: attitude towards 1) learning spirit, 2) collaborative exchange, 3) empowered self-guidance, and 4) customer co-creation. Furthermore, we describe how actors with an AM deal with new technologies. We found that AM affects organizational performance mediated by strategic agility. These findings contribute to the agility and management research by providing a conceptualization and measuring instrument for AM. Furthermore, its relevance for strategic agility is explained and its relationship with organizational performance outlined.}, author = {Eilers, Karen and Peters, Christoph and Leimeister, Jan Marco}, journal = {Technological Forecasting and Social Change}, keywords = {pub_kei}, number = 121650, pages = {1-14}, title = {Why the agile mindset matters}, volume = 179, year = 2022 }
%0 Journal Article %1 ls_leimeister %A Eilers, Karen %A Peters, Christoph %A Leimeister, Jan Marco %D 2022 %J Technological Forecasting and Social Change %N 121650 %P 1-14 %R 10.1016/j.techfore.2022.121650 %T Why the agile mindset matters %U https://pubs.wi-kassel.de/wp-content/uploads/2022/04/JML_870.pdf %V 179 %X Volatility, uncertainty, complexity, and ambiguity (VUCA) are drivers in today's business world. To perform amid this accelerated change and the digitalization progress, organizations are implementing agility. However, such an implementation does not happen without stumbling blocks and some fail. One reason for this is actors’ agile mindset (AM), which is necessary to deal succefully within a VUCA environment. Knowledge of the AM is in its infancy and conceptualization and measuring tools for it are lacking. Furthermore, the relation of the AM in terms of strategic agility and performance is still unclear. Our study aims to close these gaps. We examine AM through 15 interviews and a survey (N = 449) to predict strategic agility and performance. As a result, we conceptualize AM as an attitude that comprises four dimensions: attitude towards 1) learning spirit, 2) collaborative exchange, 3) empowered self-guidance, and 4) customer co-creation. Furthermore, we describe how actors with an AM deal with new technologies. We found that AM affects organizational performance mediated by strategic agility. These findings contribute to the agility and management research by providing a conceptualization and measuring instrument for AM. Furthermore, its relevance for strategic agility is explained and its relationship with organizational performance outlined.

2021[ to top ]

Eilers, K.; & Li, M. (2021): Sense of Control for Empowerment in Hybrid Intelligence Service Systems. In: International Conference on Information Systems (ICIS). Workshop: Service and Information Systems Research for a Better Future. Austin, Texas, USA.
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@inproceedings{ls_leimeister, address = {Austin, Texas, USA}, author = {Eilers, Karen and Li, Mahei}, booktitle = {International Conference on Information Systems (ICIS). Workshop: Service and Information Systems Research for a Better Future}, keywords = {pub_mli}, title = {Sense of Control for Empowerment in Hybrid Intelligence Service Systems}, year = 2021 }
%0 Conference Paper %1 ls_leimeister %A Eilers, Karen %A Li, Mahei %B International Conference on Information Systems (ICIS). Workshop: Service and Information Systems Research for a Better Future %C Austin, Texas, USA %D 2021 %T Sense of Control for Empowerment in Hybrid Intelligence Service Systems
Peters, C.; Eilers, K.; Simmert, B.; & Leimeister, J. M. (2021): Future Organization Report 2021. . St.Gallen, Switzerland and Frankfurt, Germany: Institute of Information Management at University of St.Gallen and Campana & Schott Business Services GmbH.
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@techreport{ls_leimeister, abstract = {What are the attributes of successful organizations? This is the question addressed by the Future Organization Report 2021. It focuses on the idea of “Organizational Excellence” and what organizations can do to achieve this goal.}, address = {St.Gallen, Switzerland and Frankfurt, Germany}, author = {Peters, Christoph and Eilers, Karen and Simmert, Benedikt and Leimeister, Jan Marco}, institution = {Institute of Information Management at University of St.Gallen and Campana & Schott Business Services GmbH}, keywords = {pub_kei}, title = {Future Organization Report 2021}, year = 2021 }
%0 Report %1 ls_leimeister %A Peters, Christoph %A Eilers, Karen %A Simmert, Benedikt %A Leimeister, Jan Marco %C St.Gallen, Switzerland and Frankfurt, Germany %D 2021 %T Future Organization Report 2021 %U http://pubs.wi-kassel.de/wp-content/uploads/2021/11/JML_841.pdf %X What are the attributes of successful organizations? This is the question addressed by the Future Organization Report 2021. It focuses on the idea of “Organizational Excellence” and what organizations can do to achieve this goal.
Eilers, K.; Simmert, B.; Peters, C.; & Leimeister, J. M. (2021): Why the Agile Mindset Matters. In: Academy of Management Annual Meeting (AOM).
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@inproceedings{ls_leimeister, abstract = {Volatility, uncertainty, ambiguity, and complexity (VUCA) are drivers in today’s business world. Therefore, an increasing number of organizations implement agility (agile methods) to cope with the rapid and accelerating change. However, these agile transformations do not succeed unhindered, and some fail. One reason for that is the employees lacking an agile mindset and they do not support or participate in the transformation. So far, knowledge of the agile mindset is in its infancy. A conceptualization for developing a measuring instrument on the individual level is lacking. Furthermore, the relevance of the agile mindset regarding organizational performance in a VUCA world is still unclear. Our study aims to close this gap. To do so, we examine the agile mindset with 15 qualitative interviews and conduct an online survey (N=449) to predict organizational agility and organizational performance based on the agile mindset. As for results, we conceptualize the agile mindset as an attitude that comprises four dimensions: ’learning spirit’, ‘collaborative exchange’, ‘empowered self-guiding’, and ‘iterative value creation’. We have found an indirect effect of the agile mindset affecting organizational performance towards organizational agility. These findings contribute to the agility and management research by providing both a conceptualization and a measuring instrument for the agile mindset. Furthermore, the agile mindset´s relevance in agile transformation is explained and its relation to organizational performance outlined. For successful agile transformation, executives must focus on the agile mindset of their employees and foster this by e.g. being a role model.}, author = {Eilers, Karen and Simmert, Benedikt and Peters, Christoph and Leimeister, Jan Marco}, booktitle = {Academy of Management Annual Meeting (AOM)}, keywords = {pub_kei}, month = {aug}, title = {Why the Agile Mindset Matters}, year = 2021 }
%0 Conference Paper %1 ls_leimeister %A Eilers, Karen %A Simmert, Benedikt %A Peters, Christoph %A Leimeister, Jan Marco %B Academy of Management Annual Meeting (AOM) %D 2021 %T Why the Agile Mindset Matters %X Volatility, uncertainty, ambiguity, and complexity (VUCA) are drivers in today’s business world. Therefore, an increasing number of organizations implement agility (agile methods) to cope with the rapid and accelerating change. However, these agile transformations do not succeed unhindered, and some fail. One reason for that is the employees lacking an agile mindset and they do not support or participate in the transformation. So far, knowledge of the agile mindset is in its infancy. A conceptualization for developing a measuring instrument on the individual level is lacking. Furthermore, the relevance of the agile mindset regarding organizational performance in a VUCA world is still unclear. Our study aims to close this gap. To do so, we examine the agile mindset with 15 qualitative interviews and conduct an online survey (N=449) to predict organizational agility and organizational performance based on the agile mindset. As for results, we conceptualize the agile mindset as an attitude that comprises four dimensions: ’learning spirit’, ‘collaborative exchange’, ‘empowered self-guiding’, and ‘iterative value creation’. We have found an indirect effect of the agile mindset affecting organizational performance towards organizational agility. These findings contribute to the agility and management research by providing both a conceptualization and a measuring instrument for the agile mindset. Furthermore, the agile mindset´s relevance in agile transformation is explained and its relation to organizational performance outlined. For successful agile transformation, executives must focus on the agile mindset of their employees and foster this by e.g. being a role model.

2020[ to top ]

Eilers, K.; Simmert, B.; & Peters, C. (2020): Doing Agile vs. Being Agile - Understanding Their Effects to Improve Agile Work. In: International Conference on Information Systems (ICIS). ICIS Proceedings.
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@inproceedings{ls_leimeister, abstract = {Companies show a growing demand in corporate agility. The effects of so-called doing and being agile are the key for positive outcomes in agile work. Scrum is used by companies to make them more agile. The present study examines the interaction of doing agile (leadership, work design) and being agile (individual characteristics, empowerment) in relation to satisfaction and commitment based on an online survey of 129 Scrum development team members. The results show that work design and leadership impact empowerment and that the latter leads to both job satisfaction and commitment. Team orientation has no effect. Openness for new actions moderates the relationship between work design and the outcome variables. The results can be used in practice to increase the satisfaction and commitment within Scrum. They provide an insight into the impact structure within Scrum and are thus also the basis for future research.}, author = {Eilers, Karen and Simmert, Benedikt and Peters, Christoph}, booktitle = {International Conference on Information Systems (ICIS)}, keywords = {pub_kei}, publisher = {ICIS Proceedings}, title = {Doing Agile vs. Being Agile - Understanding Their Effects to Improve Agile Work}, year = 2020 }
%0 Conference Paper %1 ls_leimeister %A Eilers, Karen %A Simmert, Benedikt %A Peters, Christoph %B International Conference on Information Systems (ICIS) %D 2020 %I ICIS Proceedings %T Doing Agile vs. Being Agile - Understanding Their Effects to Improve Agile Work %U http://pubs.wi-kassel.de/wp-content/uploads/2021/01/JML_806.pdf %X Companies show a growing demand in corporate agility. The effects of so-called doing and being agile are the key for positive outcomes in agile work. Scrum is used by companies to make them more agile. The present study examines the interaction of doing agile (leadership, work design) and being agile (individual characteristics, empowerment) in relation to satisfaction and commitment based on an online survey of 129 Scrum development team members. The results show that work design and leadership impact empowerment and that the latter leads to both job satisfaction and commitment. Team orientation has no effect. Openness for new actions moderates the relationship between work design and the outcome variables. The results can be used in practice to increase the satisfaction and commitment within Scrum. They provide an insight into the impact structure within Scrum and are thus also the basis for future research.
Peters, C.; Simmert, B.; Eilers, K.; & Leimeister, J. M. (2020): Future Organization Report 2020. . St.Gallen, Switzerland und Frankfurt, Germany.: Institute of Information Management at University of St.Gallen and Campana & Schott Business Services GmbH.
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@techreport{ls_leimeister, address = {St.Gallen, Switzerland und Frankfurt, Germany.}, author = {Peters, Christoph and Simmert, Benedikt and Eilers, Karen and Leimeister, Jan Marco}, keywords = {pub_kei}, publisher = {Institute of Information Management at University of St.Gallen and Campana & Schott Business Services GmbH}, title = {Future Organization Report 2020}, year = 2020 }
%0 Report %1 ls_leimeister %A Peters, Christoph %A Simmert, Benedikt %A Eilers, Karen %A Leimeister, Jan Marco %C St.Gallen, Switzerland und Frankfurt, Germany. %D 2020 %I Institute of Information Management at University of St.Gallen and Campana & Schott Business Services GmbH %T Future Organization Report 2020 %U http://pubs.wi-kassel.de/wp-content/uploads/2020/09/JML_783.pdf
Simmert, B.; Eilers, K.; Peters, C.; & Leimeister, J. M. (2020): Interne Crowd Work als Baustein einer Empowerment-orientierten Arbeitsorganisation. In: Daum, M., Wedel, M., Zinke-Wehlmann, C., & Ulbrich, H. (Eds.), Gestaltung vernetzt-flexibler Arbeit - Beiträge aus Theorie und Praxis für die digitale Arbeitswelt (pp. 209–226). Berlin: Springer Vieweg.
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@incollection{ls_leimeister, abstract = {Interne Crowd Work gewinnt im Hinblick auf eine agilitätsfördernde Arbeitsorganisation immer mehr an Bedeutung. Das Empowerment der Mitarbeitenden kann dabei als ein zentraler Erfolgsfaktor angesehen werden. Um das Empowerment in interner Crowd Work zielgerichtet zu untersuchen und die Wahrnehmung aus Sicht der Mitarbeitenden sowie die Effekte auf Ebene der Gesamtorganisation zu verstehen und beschreiben zu können, analysieren wir die interne Crowd Work mit Hilfe einer literaturbasierten erweiterten Wirtschaftlichkeitsbetrachtung sowie empirisch anhand von sechs Fallstudien. Auf organisationaler Ebene stehen im Ergebnis dabei insbesondere die Themen Organisationskultur, abteilungsübergreifende Zusammenarbeit und die Gestaltung von Aufgaben und Projekten im Fokus. Auf individueller Ebene können vornehmlich die selbstbestimmte Wahl von Arbeitsaufgaben inkl. selbstorganisierter Arbeitsprozesse sowie neue Führungsansätze als wesentliche Stellschrauben identifiziert werden.}, address = {Berlin}, author = {Simmert, Benedikt and Eilers, Karen and Peters, Christoph and Leimeister, Jan Marco}, booktitle = {Gestaltung vernetzt-flexibler Arbeit - Beiträge aus Theorie und Praxis für die digitale Arbeitswelt}, editor = {Daum, Mario and Wedel, Marco and Zinke-Wehlmann, Christian and Ulbrich, Hannah}, keywords = {pub_kei}, pages = {209-226}, publisher = {Springer Vieweg}, title = {Interne Crowd Work als Baustein einer Empowerment-orientierten Arbeitsorganisation}, year = 2020 }
%0 Book Section %1 ls_leimeister %A Simmert, Benedikt %A Eilers, Karen %A Peters, Christoph %A Leimeister, Jan Marco %B Gestaltung vernetzt-flexibler Arbeit - Beiträge aus Theorie und Praxis für die digitale Arbeitswelt %C Berlin %D 2020 %E Daum, Mario %E Wedel, Marco %E Zinke-Wehlmann, Christian %E Ulbrich, Hannah %I Springer Vieweg %P 209-226 %R https://doi.org/10.1007/978-3-662-61560-7_13 %T Interne Crowd Work als Baustein einer Empowerment-orientierten Arbeitsorganisation %U https://link.springer.com/chapter/10.1007%2F978-3-662-61560-7_13 %X Interne Crowd Work gewinnt im Hinblick auf eine agilitätsfördernde Arbeitsorganisation immer mehr an Bedeutung. Das Empowerment der Mitarbeitenden kann dabei als ein zentraler Erfolgsfaktor angesehen werden. Um das Empowerment in interner Crowd Work zielgerichtet zu untersuchen und die Wahrnehmung aus Sicht der Mitarbeitenden sowie die Effekte auf Ebene der Gesamtorganisation zu verstehen und beschreiben zu können, analysieren wir die interne Crowd Work mit Hilfe einer literaturbasierten erweiterten Wirtschaftlichkeitsbetrachtung sowie empirisch anhand von sechs Fallstudien. Auf organisationaler Ebene stehen im Ergebnis dabei insbesondere die Themen Organisationskultur, abteilungsübergreifende Zusammenarbeit und die Gestaltung von Aufgaben und Projekten im Fokus. Auf individueller Ebene können vornehmlich die selbstbestimmte Wahl von Arbeitsaufgaben inkl. selbstorganisierter Arbeitsprozesse sowie neue Führungsansätze als wesentliche Stellschrauben identifiziert werden. %@ 978-3-662-61559-1
Simmert, B.; Reinhard, M.-T.; Eilers, K.; Peters, C.; & Leimeister, J. M. (2020): Handlungsbroschüre: Interne Crowd Work als agile Form der Arbeitsorganisation - Handlungsempfehlungen zum Empowerment-orientierten Ansatz. (No. 9) (9th ed., Vol. ITeG Technical Reports: Wissenschaftliches Zentrum für Informationstechnik-Gestaltung (ITeG) an der Universität Kassel). Kassel, Germany: Kassel University Press.
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- [ URL ]
@techreport{ls_leimeister, address = {Kassel, Germany}, author = {Simmert, Benedikt and Reinhard, Marie-Therese and Eilers, Karen and Peters, Christoph and Leimeister, Jan Marco}, edition = 9, keywords = {pub_tre}, number = 9, publisher = {Kassel University Press}, title = {Handlungsbroschüre: Interne Crowd Work als agile Form der Arbeitsorganisation - Handlungsempfehlungen zum Empowerment-orientierten Ansatz}, volume = {ITeG Technical Reports: Wissenschaftliches Zentrum für Informationstechnik-Gestaltung (ITeG) an der Universität Kassel}, year = 2020 }
%0 Report %1 ls_leimeister %A Simmert, Benedikt %A Reinhard, Marie-Therese %A Eilers, Karen %A Peters, Christoph %A Leimeister, Jan Marco %C Kassel, Germany %D 2020 %I Kassel University Press %N 9 %T Handlungsbroschüre: Interne Crowd Work als agile Form der Arbeitsorganisation - Handlungsempfehlungen zum Empowerment-orientierten Ansatz %U http://pubs.wi-kassel.de/wp-content/uploads/2020/05/JML_775.pdf %V ITeG Technical Reports: Wissenschaftliches Zentrum für Informationstechnik-Gestaltung (ITeG) an der Universität Kassel %7 9 %@ 978-3-7376-5100-4
Simmert, B.; Eilers, K.; Peters, C.; & Leimeister, J. M. (2020): Agile Arbeitsorganisation fordert und fördert Empowerment - Zusammenspiel von sozialen und technischen Elementen in interner Crowd Work. In: Boes, A., Gül, K., Kämpf, T., & Lühr, T. (Eds.), Empowerment in der agilen Arbeitswelt. Analysen, Handlungsorientierungen und Erfolgsfaktoren (pp. 53–64). Freiburg, Germany: Haufe.
- [ BibTeX ]
- [ EndNote ]
@incollection{ls_leimeister, address = {Freiburg, Germany}, author = {Simmert, Benedikt and Eilers, Karen and Peters, Christoph and Leimeister, Jan Marco}, booktitle = {Empowerment in der agilen Arbeitswelt. Analysen, Handlungsorientierungen und Erfolgsfaktoren}, editor = {Boes, Andreas and Gül, Katrin and Kämpf, Tobias and Lühr, Thomas}, keywords = {pub_kei}, pages = {53-64}, publisher = {Haufe}, title = {Agile Arbeitsorganisation fordert und fördert Empowerment - Zusammenspiel von sozialen und technischen Elementen in interner Crowd Work}, year = 2020 }
%0 Book Section %1 ls_leimeister %A Simmert, Benedikt %A Eilers, Karen %A Peters, Christoph %A Leimeister, Jan Marco %B Empowerment in der agilen Arbeitswelt. Analysen, Handlungsorientierungen und Erfolgsfaktoren %C Freiburg, Germany %D 2020 %E Boes, Andreas %E Gül, Katrin %E Kämpf, Tobias %E Lühr, Thomas %I Haufe %P 53-64 %T Agile Arbeitsorganisation fordert und fördert Empowerment - Zusammenspiel von sozialen und technischen Elementen in interner Crowd Work %@ 978-3-648-13589-1

2019[ to top ]

Simmert, B.; Eilers, K.; & Leimeister, J. M. (2019): Interne Crowd Work an der Schnittstelle sozialer und technischer Elemente der digitalen Arbeitsorganisation. In: Schröter, W. (Ed.), Der mitbestimmte Algorithmus - Gestaltungskompetenz für den Wandel der Arbeit (pp. 155–166). Mössingen-Talheim, Germany: Talheimer Verlag.
- [ BibTeX ]
- [ EndNote ]
@incollection{ls_leimeister, address = {Mössingen-Talheim, Germany}, author = {Simmert, Benedikt and Eilers, Karen and Leimeister, Jan Marco}, booktitle = {Der mitbestimmte Algorithmus - Gestaltungskompetenz für den Wandel der Arbeit}, editor = {Schröter, Welf}, keywords = {pub_kei}, pages = {155-166}, publisher = {Talheimer Verlag}, title = {Interne Crowd Work an der Schnittstelle sozialer und technischer Elemente der digitalen Arbeitsorganisation}, year = 2019 }
%0 Book Section %1 ls_leimeister %A Simmert, Benedikt %A Eilers, Karen %A Leimeister, Jan Marco %B Der mitbestimmte Algorithmus - Gestaltungskompetenz für den Wandel der Arbeit %C Mössingen-Talheim, Germany %D 2019 %E Schröter, Welf %I Talheimer Verlag %P 155-166 %T Interne Crowd Work an der Schnittstelle sozialer und technischer Elemente der digitalen Arbeitsorganisation %@ 978-3-89376-181-4
Peters, C.; Simmert, B.; Eilers, K.; & Leimeister, J. M. (2019): Future Organization Report 2019. . St.Gallen, Switzerland and Frankfurt, Germany: Institut für Wirtschaftsinformatik der Universität St.Gallen, Campana & Schott Business Services GmbH.
- [ BibTeX ]
- [ EndNote ]
- [ URL ]
@techreport{ls_leimeister, address = {St.Gallen, Switzerland and Frankfurt, Germany}, author = {Peters, Christoph and Simmert, Benedikt and Eilers, Karen and Leimeister, Jan Marco}, keywords = {pub_kei}, publisher = {Institut für Wirtschaftsinformatik der Universität St.Gallen, Campana & Schott Business Services GmbH}, title = {Future Organization Report 2019}, year = 2019 }
%0 Report %1 ls_leimeister %A Peters, Christoph %A Simmert, Benedikt %A Eilers, Karen %A Leimeister, Jan Marco %C St.Gallen, Switzerland and Frankfurt, Germany %D 2019 %I Institut für Wirtschaftsinformatik der Universität St.Gallen, Campana & Schott Business Services GmbH %T Future Organization Report 2019 %U http://future-organization.com

M.Sc. Ka­ren Ei­lers

Wissenschaftliche Mitarbeiterin

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Publikationen

M.Sc. Karen Eilers