62 research outputs found

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

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    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

    Knowledge Management Goals Revisited – A Cross-Sectional Analysis of Social Software Adoption in Corporate Environments

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    When it comes to tools serving as knowledge management instruments, social software has gained increasing importance. Whereas corporate social software is almost unanimously recognised to have enabled a fundamental shift in the ways of interacting and communicating within a company, the implementation approaches taken vary a lot from company to company and have not yet been examined in detail. This is also true for the goals set when introducing such tools, as well as for the implementation strategy as a whole. Against this background, we have studied and analysed social software adoption in 23 companies and derived six main goals of corporate social software adoption. These were consequently compared with the goals of knowledge management projects and initiatives, as identified in a series of well-known knowledge management studies. While some of the goals set for the introduction of corporate social software seem to coincide with those resulting from knowledge management studies, some others appear to be new and specific for corporate social software

    Change Factors in Enterprise 2.0 Initiatives: A multi-case comparison

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    The growing importance of Enterprise 2.0 is not adequately reflected in research on its implementation. This study contributes to understanding the change factors specific to Enterprise 2.0 initiatives. It draws upon grounded theory to compare sixteen case studies, integrates the findings in the context of socio-technical change and discusses similarities and differences compared to the field of ERP. The resulting change factors specific to Enterprise 2.0 initiatives can support practitioners in avoiding pitfalls of change management and present a starting point for researchers to empirically investigate change in Enterprise 2.0 initiatives

    An Empirical Study of Enterprise 2.0 in Context

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    As Enterprise 2.0 (E2.0) initiatives are gradually moving out of the early experimenta-tion phase it is time to focus greater attention on examining the structures, processes and operations surrounding E2.0 projects. In this paper we present the findings of an empirical study to investigate and understand the reasons for initiating E2.0 projects and the benefits being derived from them. Our study comprises seven in-depth case studies of E2.0 implementations. We develop a classification and means of visualising the scope of E2.0 initiatives and use these methods to analyse and compare projects. Our findings indicate a wide range of motivations and combinations of technology in use and show a strong emphasis towards the content management functionality of E2.0 technologies

    Monitoring and Understanding Enterprise Collaboration Platform Outcomes and Benefits Change

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    Enterprise collaboration platforms integrating traditional collaboration tools and enterprise social software are shaped and designed through use. To date, existing research has not studied in any depth how their outcomes and benefits change over time. In this paper, we develop the MoBeC framework for capturing and monitoring how outcomes and benefits of enterprise collaboration platforms are changing over time. The framework is applied in an empirical setting adopting a longitudinal case study design. The study findings contribute to the deeper understanding of the dynamic and evolving nature of such platforms

    Use Cases and Collaboration Scenarios: how employees use socially-enabled Enterprise Collaboration Systems (ECS)

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    In recent years we have seen the emergence of a new type of collaboration software, the so-called “Enterprise Social Software”. The “social features” of this software type have stimulated a renewed interest in Enterprise Collaboration Systems (ECS). In this article we present findings from a longitudinal research project on the introduction and use of ECS in companies. We argue that ERP Systems and ECS are inherently different and that the process-paradigm that is common to ERP cannot be applied identically to ECS. To address this issue, we suggest the two concepts use case and collaboration scenario for the analysis and description of collaboration activity in companies. From the literature and 26 case studies we identified typical use cases and collaboration scenarios that can serve as blueprints for ECS introduction projects. The longitudinal objective of our research is to assist companies with their ECS initiatives and to provide them with a catalog of existing use cases and collaboration scenarios from various industry settings

    Forschungsprojekt: Usability-Evaluation von BPMN-konformer Geschäftsprozessmodellierungssoftware

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    Die Gestaltung effizienter Geschäftsprozesse ist eine zentrale Unternehmensaufgabe, an der heterogene Anspruchsgruppen in verschieden Rollen beteiligt sind. Im Rahmen eines gemeinsamen Forschungsprojekts der Lehrstühle Paralleles Rechnen und Wirtschaftsinformatik der Eberhard Karls Universität Tübingen wurde untersucht, inwieweit Geschäftsprozessmodellierungssoftware Usability-Standards sowohl bei der Modellierung selbst als auch im Hinblick auf das Layout erfüllen und damit den Anforderungen der verschiedenen Nutzertypen an die Gebrauchstauglichkeit gerecht werden.The design of efficient business processes is a central corporate mission where heterogeneous groups of stakeholders participate in different roles. Within the framework of a joint research project of the chairs Parallel Computing and Information Systems at the Eberhard Karls University of Tübingen was examined to what extent business process modeling software meet usability standards - both in the modeling itself and with regard to the layout - and hence fulfilling the usability requirements of different user types

    Regionalized implementation strategy of smart automation within assembly systems in China

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    Produzierende Unternehmen in aufstrebenden Nationen wie China, sind bestrebt, die Produktivität der Produktion durch eine Verbesserung der Lean Produktion mit disruptiven Technologien zu erreichen. Smart Automation ist dabei eine vielversprechende Lösung, allerdings können Unternehmen aufgrund von mangelnden Ressourcen oft nicht alle Smart Automation Technologien gleichzeitig implementieren. Ebenso beeinflusst eine Vielzahl an Einflussfaktoren, wie z.B. Standortfaktoren. Dementsprechend herausfordernd ist die Auswahl und Priorisierung von Smart Automation Technologien in Form von Einführungsstrategien für produzierende Unternehmen. Der Stand der Forschung untersucht nur unzureichend die Analyse der Interdependenzen zwischen Standortfaktoren, Smart Automation Technologien und Key Performance Indikatoren (KPIs). Darüber hinaus mangelt es an einer Methode zur Ableitung der Einführungsstrategie von Smart Automation Technologien unter Berücksichtigung dieser Interdependenzen. Entsprechend trägt diese Arbeit dazu bei, eine regionalisierte Einführungsstrategie von Smart Automation Technologien in Montagesystemen zu ermöglichen. Zunächst werden die Standortfaktoren, Smart Automation Technologien und KPIs identifiziert. In einem zweiten Schritt werden, mit Hilfe von qualitativen und quantitativen Analysen, die Interdependenzen bestimmt. Anschließend werden diese Interdependenzen auf ein Montagesystem mittels hybrider Modellierung und Simulation übertragen. Im vierten Schritt wird eine regionalisierte Einführungsstrategie durch eine Optimierung und eine Monte-Carlo-Simulation abgeleitet. Die Methodik wurde im Rahmen des deutsch-chinesischen Forschungsprojekts I4TP entwickelt, das vom Bundesministerium für Bildung und Forschung (BMBF) unterstützt wird. Die Validierung wurde erfolgreich mit einem produzierenden Unternehmen in Beijing durchgeführt. Die entwickelte Methodik stellt einen neuartigen Ansatz zur Entscheidungsunterstützung bei der Entwicklung einer regionalisierten Einführungsstrategie für Smart Automation Technologien in Montagesystemen dar. Dadurch sind produzierende Unter-nehmen in der Lage, individuelle Einführungsstrategien für disruptive Technologien auf Basis wissenschaftlicher und rationaler Analysen effektiv abzuleiten

    Langfristige Wettbewerbsvorteile durch Informationsmanagement?

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    Es wird angenommen, dass durch den strategischen Einsatz des Informationsmanagements Wettbewerbsvorteile erzielt werden können. Unbeantwortet ist hierbei die Frage, ob durch das Informationsmanagement auch langfristige Wettbewerbsvorteile erlangt werden können. Der ressourcenbasierte Ansatz der strategischen Unternehmensführung kann dabei helfen diese Frage zu beantworten, indem er ein Instrumentarium zur Analyse betrieblicher Ressourcen im Hinblick auf die Generierung langfristiger Wettbewerbsvorteile bereitstellt. Diese Erkenntnisse sind für die Beurteilung des nachhaltigen Wertbeitrags des Informationsmanagements und somit für das strategische Controlling relevant. Im Folgenden wird der Informationslebenszyklus als Teil des Informationsmanagements exemplarisch anhand des Ressourcenbasierten Ansatzes untersucht.Competitive advantages can be achieved by the strategic use of information management. However the question of achieving sustained competitive advantages is yet not answered. For answering this question the resourced-based view could be used as an instrument for analyzing resources according to their influence on long-term competitive advantages. On this basis we reviewed the information life cycle as part of information management. Those findings are important for the evaluation of the value proposition of information management and furthermore for strategic controlling
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