Information Outlook, January 2008

Volume 12, Issue 1https://scholarworks.sjsu.edu/sla_io_2008/1000/thumbnail.jp

Intranet of the future: functional study, comparison of products and practical implementation

Future intranet: functional study, comparison of products and practical implementation 1. Introduction The project has fulfilled three goals: 1) To perform a study of the functionalities which have to be covered in a modern intranet (web 2.0, unified communication, collaboration, etc) 2) To perform a comparison of tools of the market which can be used to implement intranets (commercial and open source products) 3) To test three of these tools (Oracle WebCenter, Liferay Portal and Microsoft SharePoint) and develop a prototype with Oracle WebCenter. In addition, it includes a research about the evolution of the Intranets among the time, as well as a work to discover the current state of this kind of platforms over the entire world. In this introductory research it is also convenient to include other topics which are not strictly technical involving the use of this Intranet. To be more concrete, there is an analysis of the importance of the human role and management of the Intranet, the process of deploying a new Intranet in an organization and methods to evaluate the performance of this new system.   2. Functional study The approach taken to fulfil this goal is to develop a theoretical model describing the relationship between the Intranet and its users, and a complete set of functionalities which could be covered in the Intranet of the future. These functionalities are categorized in groups. The project describes these groups and the functionalities included on them. 3. Comparison of products The project will describe and compare several technologies which can be used to develop an Intranet that we have previously modelled. The purpose here is to discover the strong points and weaknesses of each technology if it was used to develop the Intranet we desire. After having done such a review, the project focuses on three technologies and performs an extensive evaluation of them. Finally, an extensive comparison between these three technologies is done, highlighting where they offer better solutions and performance compared to the other possibilities. 4. Practical implementation The project focuses on three technologies: Oracle WebCenter, Liferay Portal and Microsoft SharePoint. Then, a prototype which covers a set of functionalities of the modelled Intranet has been built with Oracle WebCenter

Enterprise Social Networks : Effective Internal Organizational Communication Strategies

Social Networking Sites (SNSs) such as Facebook and Twitter have reinvented how publics communicate with one another. Enterprise Social Networks (ESNs) are a form of Social Network Sites (SNS) which many organizations are adopting within their communication practices. The primary goal of ESNs is to engage employees through social interaction which is intended to create company communities which users can use to access business information, team updates and team performance statistics. The current study examines assumptions present in purveyor literature about how ESNs are intended to provide benefit in six aspects of organizational development: organizational communication, information communication technology, technology mediated communication, employee motivation, knowledge sharing and building relationship. Several ESNs were evaluated according to these six categories. Building Relationships and Organizational Communication were found in five of the ESNs analyzed; Technology Mediated Communication and Knowledge Sharing were found in four of the ESNs analyzed; Information Communication Technology was found in two of the ESNs; and Employee Motivation was not found in either of the ESNs analyzed. Overall, the study finds that purveyors intend ESNs to contribute to a variety, but not all, of the identified aspects

Harnessing Collaborative Technologies: Helping Funders Work Together Better

This report was produced through a joint research project of the Monitor Institute and the Foundation Center. The research included an extensive literature review on collaboration in philanthropy, detailed analysis of trends from a recent Foundation Center survey of the largest U.S. foundations, interviews with 37 leading philanthropy professionals and technology experts, and a review of over 170 online tools.The report is a story about how new tools are changing the way funders collaborate. It includes three primary sections: an introduction to emerging technologies and the changing context for philanthropic collaboration; an overview of collaborative needs and tools; and recommendations for improving the collaborative technology landscapeA "Key Findings" executive summary serves as a companion piece to this full report

Information Technology and Organizational Learning Interplay: A Survey

The objective of this paper is to provide a systematic review of the evolutionary trends in the research domain of information technology and organizational learning. Having surveyed various journals and key conferences between 2000 and 2018 on the topic, we observe that information technology (IT) has expanded from its general form to various contemporary information systems, e.g. knowledge organization systems, communication and collaborative systems and decision support systems. However, organization learning (OL) now essentially occurs through knowledge management activities, e.g. knowledge acquisition, storing, sharing and application of knowledge. The survey reported here not only validates the interplay of IT and OL but also reveals some important intervening factors between IT and OL, e.g. absorptive capacity, organization culture, user trust, acceptance and satisfaction that work as deterministic elements in the reciprocal relationship of IT and OL. We propose future research to explore interaction between big data analytical systems and organizational learning

Web 2.0 and its impact on knowledge and business organizations

Today, information overload and the lack of systems that enable locating employees with the right knowledge or skills are common challenges that large organisations face. This makes knowledge workers to re-invent the wheel and have problems to retrieve information from both internal and external resources. In addition, information is dynamically changing and ownership of data is moving from corporations to the individuals. However, there is a set of web based tools that may cause a major progress in the way people collaborate and share their knowledge. This article aims to analyse the impact of ‘Web 2.0’ on organisational knowledge strategies. A comprehensive literature review was done to present the academic background followed by a review of current ‘Web 2.0’ technologies and assessment of their strengths and weaknesses. As the framework of this study is oriented to business applications, the characteristics of the involved segments and tools were reviewed from an organisational point of view. Moreover, the ‘Enterprise 2.0’ paradigm does not only imply tools but also changes the way people collaborate, the way the work is done (processes) and finally impacts on other technologies. Finally, gaps in the literature in this area are outlined

Knowledge management : why do we need it for corporates

This article gives a brief introduction about Knowledge Management (KM), its need, definition, components, KM assets, challenges and processes of KM initiative at any organisation. It also provides a narration on how the KM initiative has been adopted at ICICI OneSource, to support the achievement of its Business Process Outsourcing objectives. Both knowledge sharing as well as reuse need to be encouraged and recognized at the individual employee level as well as the company level. This is best done by measuring and rewarding knowledgeperformance. Sustained strategic commitment and a corporate culture that is conducive to knowledge-performance are vital for success in Knowledge Management. The paper concludes with suggestions for the implication for policy and future practices

A Service-based Model for Customer Intelligence in the Age of Big Data

The dominance of the service sector in today’s economy gives prominence to customer intelligence as a means for enterprises to provide optimal service. In fact, the revolution of big data has generated a vast amount of customer data and reshaped the dimensions of science, management, and engineering within enterprises. The big data era also acknowledges the role of customers as value co-creators. Therefore, the objective of this paper is to propose a service-based customer intelligence model, hereafter called SBCI (Service-based Customer Intelligence) model, to guide the development and application of customer intelligence. Laid the groundwork upon the service science, the model is proposed with three levels: i) the network of service systems level for customer value co-creation, ii) the service system level for the science, management, and engineering dimensions, and iii) the service level for customer intelligence services