APERTO: A Framework for Selection, Introduction, and Optimization of Corporate Social Software

The deployment of social software in enterprises to support collaborative work has become increasingly important in the past few years. At the same time, the characteristics of social software--most importantly the so-called Nutzungsoffenheit--require a change of mindset. Corporate social software differs strikingly from traditional business software, which has clearly defined common usage scenarios for its functions. Classic approaches concerning the requirements analysis, change management and success measurement of business software can be applied only partly or not at all. In this report, the APERTO framework, consisting of the APERTO five-level model, the CUP-Matrix, as well as the tools developed therefrom, is introduced. It enables a complete and consistent categorization and classification of the usage potentials of corporate social software, and thus supports its selection, implementation, and optimization. The approach described in this report was applied successfully multiple times in the past few months in projects to select and implement solutions in various German enterprises

Study of the impact of Enterprise 2.0=2 in companies at Business Net Partners GmbH

Estágio realizado na Business Net Partners - e orientado pelo Dipl.-Wi.-Ing. Christian SchwarzkopfTese de mestrado integrado. Engenharia Industrial e Gestão. Faculdade de Engenharia. Universidade do Porto. 201

The Use of Social Media in Enterprises for Communication, Collaboration, and Knowledge Management

Der Erfolg von Social Media im Internet hat dazu geführt, dass diese Technologie zunehmend auch in Unternehmen eingesetzt, oder über deren Implementierung nachgedacht wird. Durch die erwartete Verbesserung der Kommunikation und Interaktion zwischen Mitarbeitern auf der einen Seite und des Wissensmanagements auf der anderen Seite er-hoffen sich Entscheidungsträger in Unternehmen einen erheblichen betriebswirtschaftlichen Nutzen. Obwohl es einige Beispiele erfolgreicher Enterprise-Social-Media(ESM)-Implementierungen gibt und mehr als 90% der Fortune 500 Unternehmen ESM eingeführt haben oder dies planen, verfehlen 80% der ESM-Projekte die eingangs definierten Ziele. Während die Entscheidung, die Software einzukaufen, zentral getroffen wird, hängt deren Erfolg von der aktiven Partizipation der Mitarbeiter ab – wie sich anhand der genannten Statistiken zeigt, ist beides nicht zwangsläufig korreliert. Im Gegensatz zu organischem Wachstum, wie es in Social-Media-Anwendungen im Internet in den vergangenen Jahren beobachtet werden konnte (z.B. bei Facebook), ist die Nutzungsrate von internen ESM oft zu gering, um den Fortbestand der Community zu sichern. Es zeigt sich dabei verstärkt, dass passive Roll-Out-Strategien, die darauf vertrauen, dass es ein vergleichbares organisches Wachstum auch bei ESM gibt, zum Scheitern verurteilt sind. Viel-mehr müssen Analysen im Vorhinein das für einen spezifischen Anwendungsbereich geeignete Tool identifizieren, und Strategien entwickelt werden, wie Mitarbeiter für die Interaktion über die neuen Anwendungen gewonnen werden können. Da Ausgaben für Informationstechnologien bei einem geringen Nutzungsgrad nicht zu-rechtfertigen sind, trägt die vorliegende Dissertation in acht Essays dazu bei, verschiedene Facetten der ESM-Nutzung näher beleuchten und so zu einem besseren Verständnis des Themas und damit einhergehend einer effektiveren und effizienteren Implementierung von ESM beitragen. Sowohl die Analyse von Einflussfaktoren auf verschiedene Nutzungstypen von ESM, die Optimierung von Enterprise-Suchalgorithmen als auch die Neuinterpretation von Online-Produkt-Ratings können dabei helfen, die Veränderungen der internen und externen Kommunikation, Kollaboration und des Wissensmanagements, die sich durch den Einsatz von ESM ergeben, besser zu erklären und bedarfs-gerechter einzusetzen. Die theoretischen und praktischen Implikationen, welche sich konkret aus den einzelnen Essays ergeben, werden in den entsprechenden Abschnitten der jeweiligen Papiere erläutert

Guiding principles for adopting and promoting the use of Enterprise 2.0 collaboration technologies within the enterprise environment

Although Enterprise 2.0 collaboration technology toolsets present enterprises with a significant amount of business benefits, such as improved enterprise communication, collaboration, creativity and innovation; nevertheless, enterprises are still facing tremendous challenges in promoting and sustaining end-user adoption. The challenges associated with the adoption and promotion of Enterprise 2.0 collaboration technologies can often be linked to a resistance to change, a closed culture environment, and concerns pertaining to information security, technology complexity, as well as an unclear enterprise collaboration technology strategic roadmap. The primary objective of this study was to determine how generic guiding principles could facilitate the adoption and promotion of Enterprise 2.0 collaboration technologies within an enterprise environment. In support of the primary objective, our sub-objectives were to identify the challenges that enterprises, as well as enterprise end-users experience when adopting and promoting Enterprise 2.0 collaboration technologies, as well as to explore and describe the critical success factors for adopting and promoting Enterprise 2.0 collaboration technologies. A case study technique was used to gather the data from a large South African information and communications technology (ICT) enterprise operating within the retail sector based in Johannesburg. Enterprise end-users that formed part of the case study were selected by using purposive sampling. The end-users were selected, based on their experience, project sponsorship, as well as the project-participation roles performed in the adoption of their Enterprise 2.0 collaboration technology toolset. Semi-structured interviews were conducted on three (3) end-users, comprising a business analyst, a technology specialists and a senior executive. Furthermore, administered questionnaires were completed by five (5) end-users, who actively use their Enterprise 2.0 collaboration technology toolset on a daily basis, performing operational, as well as business administrative tasks. This study used a qualitative research approach. Since validity forms a vital role in any qualitative study, this research study incorporated three validity approaches, including: the theoretical, internal and external approaches. The theoretical and external validity approaches were used to validate the identified guiding principles through a systematic review of the existing literature, as well as reviews and comments obtained from two subject-matter experts representing independent enterprises. Furthermore, internal validity was employed to complement and substantiate the research findings, consisting of project documents and reports made available by the enterprise. The main contribution in this research study is a set of ten (10) guiding principles that could be applied by enterprises either planning to, or in the process of adopting an Enterprise 2.0 collaboration technology toolset. Furthermore, the guiding principles could assist enterprises in formulating a Enterprise 2.0 collaboration technology adoption strategy, incorporating key adoption elements, including commitment, promotion and sustainability.Computin

Examining the Impact of Personal Social Media Use at Work on Workplace Outcomes

A noticable shift is underway in today’s multi-generational workforce. As younger employees propel digital workforce transformation and embrace technology adoption in the workplace, organisations need to show they are forward-thinking in their digital transformation strategies, and the emergent integration of social media in organisations is reshaping internal communication strategies, in a bid to improve corporate reputations and foster employee engagement. However, the impact of personal social media use on psychological and behavioural workplace outcomes is still debatebale with contrasting results in the literature identifying both positive and negative effects on workplace outcomes among organisational employees. This study seeks to examine this debate through the lens of social capital theory and study personal social media use at work using distinct variables of social use, cognitive use, and hedonic use. A quantitative analysis of data from 419 organisational employees in Jordan using SEM-PLS reveals that personal social media use at work is a double-edged sword as its impact differs by usage types. First, the social use of personal social media at work reduces job burnout, turnover intention, presenteeism, and absenteeism; it also increases job involvement and organisational citizen behaviour. Second, the cognitive use of personal social media at work increases job involvement, organisational citizen behaviour, employee adaptability, and decreases presenteeism and absenteeism; it also increases job burnout and turnover intention. Finally, the hedonic use of personal social media at work carries only negative effects by increasing job burnout and turnover intention. This study contributes to managerial understanding by showing the impact of different types of personal social media usage and recommends that organisations not limit employee access to personal social media within work time, but rather focus on raising awareness of the negative effects of excessive usage on employee well-being and encourage low to moderate use of personal social media at work and other personal and work-related online interaction associated with positive workplace outcomes. It also clarifies the need for further research in regions such as the Middle East with distinct cultural and socio-economic contexts