Enriching E-Learning Through Knowledge Management: Impulses From A Comprehensive E-Learning Understanding For Media Didactic Training Courses

Der vorliegende Artikel geht der Frage nach, welche Anregungen sich aus der Verbindung von Wissensmanagement (WM) und E-Learning für die Zusammenstellung von Lehrinhalten in mediendidaktischen Ausbildungsgängen gewinnen lassen. Ausgangspunkt sind die Anforderungen, welche insbesondere Unternehmen an Absolvierende stellen, die Lehr-/Lernumgebungen mit neuen informations- und kommunikationstechnischen (IKT) Medien für Erwachsene planen und gestalten. Die Überlegungen gliedern sich nach den vier Bereichen des E-Learning-Referenzmodells: Strategie, Methoden und Prozesse, Systeme und Technologien sowie Management der Veränderung. Zum einen wird aus diesem umfassenden Verständnis von E-Learning abgeleitet, dass es für mediendidaktisch Tätige wichtig ist, dieses Gesamtbild zu kennen und mindestens ein Verständnis, wenn nicht auch Kompetenzen, in all diesen Aufgabenbereichen zu entwickeln. Zum anderen ist das E-Learning-Referenzmodell als Gliederung geeignet, um zu untersuchen, in welchen Bereichen Wissensmanagement eine Horizonterweiterung für E-Learning darstellt.This article explores the question of what suggestions can be gained from the combination of knowledge management (WM) and e-learning for the composition of teaching content in media didactic training courses. The starting point is the requirements that companies in particular place on graduates who plan and design teaching/learning environments with new information and communication technology (ICT) media for adults. The considerations are structured according to the four areas of the e-learning reference model: strategy, methods and processes, systems and technologies, and management of change. On the one hand, it is derived from this comprehensive understanding of e-learning that it is important for those working in media didactics to know this overall picture and to develop at least an understanding, if not competences, in all these task areas. On the other hand, the e-learning reference model is suitable as an outline for examining in which areas knowledge management represents a broadening of horizons for e-learning

Identification and Importance of the Technological Risks of Open Source Software in the Enterprise Adoption Context

Open source software (OSS) has reshaped and remodeled various layers of the organizational ecosystem, becoming an important strategic asset for enterprises. Still, many enterprises are reluctant to adopt OSS. Knowledge about technological risks and their importance for IT executives is still under researched. We aim to identify the technological risks and their importance for OSS adoption during the risk identification phase in the enterprise context. We conducted an extensive literature review, identifying 34 risk factors from 88 papers, followed by an online survey of 115 IT executives to study the risk factors\u27 importance. Our results will be very valuable for practitioners to use when evaluating, assessing and calculating the risks related to OSS product adoption. Also, researchers can use it as a base for future studies to expand current theoretical understanding of the OSS phenomenon related to IT risk management

Stages in Digital Business Transformation: Results of an Empirical Maturity Study

Managers and decision makers need to transform their organizational routines and structures to meet the challenges of the digital age. Even though organizational change is by no means a new topic, many companies struggle to recognize and make sense of the often very disruptive changes affecting all industries. In order to foster an understanding of the phenomenon and the development of a digital transformation strategy, this research derives typical stages in a digital business transformation process from empirical data. The nine dimensions of the digital maturity model (DMM) provide a more profound understanding of the relevant levers for managing digital transformation. The DMM was implemented together with a survey of 547 individuals from 417 organizations in Switzerland and Germany. Based on the survey data, we used the Rasch-algorithm and cluster analysis to derive five maturity stages. The findings show that while digital affinity and experimenting with digital technology are already prevalent in companies, a strategically planned transformation and usage of advanced data analytics in business processes are less common. The results from this study yield insights into how activities in digital business transformation are currently tackled and prioritized and thus contribute to the body of knowledge about organizational transformation

Adoption of Mobile Business Solutions and its Impact on Organizational Stakeholders

Companies which create mobile business solutions require users to adopt them in order to create value for the organization. However, when mobile devices enter the workplace, companies themselves face an adoption process, in having to integrate these devices into the existing IT infrastructure. In this research project, we conducted a focus group with subsequent expert interviews, following a grounded theory approach. We identified seven drivers of mobile business solution adoption in an organizational context: mobile user experience, social influence, time to market, security, workplace flexibility, information availability and process mobilization. While these factors facilitate adoption for some users, they create challenges for or require strategic decisions from other organizational stakeholders, such as internal users, operating departments and corporate IT. The adoption factors and implications for organizational stakeholders were compiled in a conceptual framework

Towards a reference model for online research maps

The success of current global enterprise resource planning (ERP) programmes depends on a wider range of factors than encountered in previous ERP efforts. Therefore, a better understanding of how these factors contribute to the effectiveness of ERP will aid programme development. To this end, the validity of twelve success factors with two to seven associated management actions derived by prior research was verified by a survey evaluated with structural equation modelling (SEM) based on the partial least squares (PLS) algorithm. This study was able to verify all twelve success factors and more than 80% of the associated management actions. The results form a predictive model of success probability of global ERP programmes

Organizational Culture Impact on Acceptance and Use of Unified Communications & Collaboration Technology in Organizations

Be more productive and connected with significant cost savings is the Holy Grail for firm’s looking for profit maximization. In this paper, we are looking at Unified Communications and Collaboration (UC&C) technology through Unified Theory of Acceptance and Use of Technology (UTAUT) to understand the likelihood of the technology acceptance within organizational culture dimension. We investigated the organizational culture impact on the adoption of the UC&C technology in 25 countries. We found that organizational culture influences adoption of the UC&C technology in organizations and we confirmed UTAUT model as valid one for technology adoption in large organizations

Impact of Gamification on User’s Knowledge-Sharing Practices: Relationships between Work Motivation, Performance Expectancy and Work Engagement

How to engage and motivate employees to share their knowledge has become one of the main organizational strategic goals. This study, supported by the Flow theory and Kahn’s theory of engagement, investigated how the impact of gamification on user’s knowledge-sharing practices. We ran an online survey of 147 participants from a large organization that implemented social engagement and motivational systems to leverage internal knowledge-sharing practices. Our study revealed important drivers of job motivation (enjoyment, reciprocal benefit and recognition), which led to higher degree of job engagement and performance expectancy. From this study we derive important insights for practice and theory

CRITICAL SUCCESS FACTORS OF GLOBAL ENTERPRISE RESOURCE PLANNING PROGRAMMES: AN EMPIRICAL MODEL BASED ON EXPERT INTERVIEWS

The number of companies operating globally is constantly increasing. In order for these companies to operate globally, they require a global view of processes and their implementation in global enterprise resource planning (ERP) systems. These ERP systems allow to integrate an organization’s information sources and to harmonize its processes across multiple sites and countries. But, not all global ERP programmes are successfully implemented. Some implementation projects fail in terms of classical project tracking, e.g. slippage of roll-out dates, budget overruns or missed qualitative objectives, while others fail more severely in their business impact, e.g. intended business benefits are not achieved including process standardization, process automation and asset carrying cost reduction. To reduce the number of failed ERP programs, their critical success factors have been investigated but reports of these are not sufficiently comprehensive for global programmes as multi-national operations generate aspects that need to be addressed for success. This study explores the critical success factors of global ERP programmes and derives a predictive model of success. Use of this model may aid companies in developing effective global ERP programmes