For example, Professor Malone predicted, in an article published in 1987, many of the major developments in electronic business over the last decade: electronic buying and selling, electronic markets for many kinds of products, "outsourcing" of non-core functions in a firm, and the use of intelligent agents for commerce. The past two decades of Professor Malone’s groundbreaking research are summarized in his critically acclaimed book, The Future of Work: How the New Order of Business Will Shape Your Organization, Your Management Style, and Your Life (Harvard Business School Press, 2004). This book has been translated into Spanish, Japanese, Chinese, Korean, Portuguese, and Russian.
Professor Malone has also published over 75 articles, research papers, and book chapters; he is an inventor with 11 patents; and he is the co-editor of three books: Coordination Theory and Collaboration Technology (Erlbaum, 2001), Inventing the Organizations of the 21st Century (MIT Press, 2003), and Organizing Business Knowledge: The MIT Process Handbook (MIT Press, 2003).
Tom Malone has been a cofounder of three software companies and has consulted and served as a board member for a number of other organizations. He speaks frequently for business audiences around the world and has been quoted in numerous publications such as Fortune, New York Times, and Wired. Before joining the MIT faculty in 1983, Malone was a research scientist at the Xerox Palo Alto Research Center (PARC) where his research involved designing educational software and office information systems. His background includes a Ph.D. and two master’s degrees from Stanford University, a B.A. (magna cum laude) from Rice University, and degrees in applied mathematics, engineering-economic systems, and psychology.
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In his research, Malone examined what makes a group smart. At the highest level Malone found three commonalities to highly intelligent teams: 1) The proportion of females in the group; 2) The...
If you’re an American worker, chances are your job either doesn’t grant you much flexibility or else requires far too much of it.
Holacracy, it’s called, and it makes all previous moves toward “employee empowerment” look like the mild concessions of an 18th-century monarch.
Successful companies, MIT professor Thomas Malone says, take advantage of collective intelligence theory to improve their performance.
Malone discusses what makes a group smart, why women can increase a group’s collective intelligence, and more in this exclusive interview with strategy+business.
In Building Better Organizations with Collective Intelligence, MIT Sloan Professor Thomas Malone illustrates how collective intelligence works and what it can do for your organization.
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