eCollaboration and Enterprise Content Management. IS 904 Tero Päivärinta University of Agder 3.9.2010. Agenda. Possibility to log-in 8.30 for those needing practice in Live Meeting as such Groups & Group work topics? Some ideas lifted up for everyone
University of Agder
How many ”content managementsystems” exists in this course / UiA?Is content managed to a satisfactory extent?(If not, what would be the most ”interesting” areas?)Does it make sense to phraseECM this widely? Why, why not?
Adapted from DeSanctis & Gallupe -87
-”A large number of new [Web] applications and services that facilitate collective action and social interaction online with rich exchange of multimedia information and evolution of aggregate knowledge… Examples include blogs, wikis, social bookmarking, peer-to-peer networks, open source communities, photo and video sharing communities, and online business networks.” (Parameswaran & Whinston 07)
Difficult to categorize? Examples.
Records management, archiving
Enterprise Content Management
ManagementFramework for further discussion
People / Culture
In addition to ECM, also
e-Collaboration and social
computing applications in enterprises
require a holistic understanding of these issues (the elements of people, culture &
communication model added to the picture, if compared to Päivärinta & Munkvold 05)
Collaboration effectiveness of teams & groups highlighted
Often also informal teams -> less organization-unit-focused thinking than in ECM
Knowledge ”mobilization” here and now
Quality of decisions (i.e. group-decisions are better?)
(direct (travel) cost savings + cutting non-meaningful travels)
Highlights the team/group view and often task-oriented focus on ”now”
To exaggerate: (ECM mostly ”organization / enterprise –oriented” ?)
Social comp. Objectives
”Individually-originated objectives turn to loose community-feelings”
Keeping oneself upgraded on ”what’s fancy”
Connecting people who like to be connected
Knowledge exchange as a happy ”side product”?
Building voluntary competence networks
Meaningfulness of the social milieu – the work should also be socially and intellectually rewarding (even fun)
Person-oriented focus on satisfaction at work (and social-human relations)
Assumption: knowledge sharing and other benefits follow this…A Wider View: ECM vs. eCollaboration vs. Social computing: Objectives
Ad hoc group communication an important part
Meetings, e-mails, instant messages etc. ”abstract” categories of communication
Combined to more formal ”genres”
Need to manage content in relation to most usual group communications tasks
Communications about oneself (profiles, interests, humour, expertise)
Structures to network under common interests
Rich communication means, free sharing
Video, pictures, comparisons…
Quick and flexible linking of information
”Folksonomies” (vs. ”taxonomies” to organize content of interest
Platform for ”citizen” movements… opinion-expressingECM vs. eCollaboration vs. Social computing: Content/Communication model
Generic ideas about the group / team collaboration scenarios
Tasks and task sequences, generic / technical types of user roles
Meeting host, participants
Specialized applications may build more focused and formalized role structures
Often crosses e.g. budget unit boundaries
”Formalizes” cross-unit task groups?
Networks of people with common interests
Relationships build around common interests or previous social relations
Makes ”the informal organization” visible?
Could that be used for enterprise purposes?
”Visible individuals” and ”responders”
E.g. blogging typically not practiced by many, but commenting can then beECM vs. eCollaboration vs. Social computing: Enterprise model
In addition to ECM
Mostly a (more or less standardized) set of available person-to-person and team communication tools, sponsored by the enterprise
Technical challenge: accessibility and stability of use
So far: web-based applications (more or less) ”allowed” to be used by companies
Technical challenge: information security?
To become: ever more integrated as a part of content mgmt & e-collaboration ”offices”
Problem – does it then work only inside a firm?ECM vs. eCollaboration vs. Social computing:IT infrastructure
Motivation to adopt
Support for learning
Ability to adopt
Cultivating the practices
E.g. ”good e-meeting practice” beside mastering the tools as such
”What counts as real work”?
Policy, shared culture
(less individual adoption problems among younger employees?)
Information security practice
E.g. anonymity not allowedECM vs. eCollaboration vs. Social computing: Administration
Key issue: how to introduce new tools so that they reach a ”critical mass” of users within a relatively short time-frame
Illustrative business cases to motivate /justify
”What is the value of our e-mail application?”
(We’ll come back to implementation issues in organizations later)
Key issue: how to make potential value of social computing clear for management?
Obstructive: how to ”fight” against employee use of soc. comp.?
Supportive: how to foster a sensible ”corporate attitude” and to make it clear to all employees?
”Why should our employees mingle during the office hours?”
Who should pay for implementing these in the corporation?ECM vs. eCollaboration vs. Social computing: Change mgmt