Abstract: In this paper, we present an integrated framework
that governs the introduction of social media into enterprises and
its evaluation. It is argued that the framework should address the
following issues: (1) the contribution of social media for increasing
efficiency and improving the quality of working life; (2) the
level on which this contribution happens (i.e., individual, team, or
organisation); (3) a description of the processes for implementing
and evaluating social media; and the role of (4) organisational culture
and (5) management. We also report the results of a case study where
the framework has been employed to introduce a social networking
platform at a German enterprise. This paper only considers the
internal use of social media.
Abstract: This paper reviews the internal use of blogs and their
potential effectiveness as organisational learning tools. Since the
emergence of the concept of ‘Enterprise 2.0’ there remains a lack of
empirical evidence associated with how organisations are applying
social media tools and whether they are effective towards supporting
organisational learning. Surprisingly, blogs, one of the more
traditional social media tools, still remains under-researched in the
context of ‘Enterprise 2.0’ and organisational learning. The aim of
this paper is to identify the theoretical linkage between blogs and
organisational learning in addition to reviewing prior research on
organisational blogging exploring why this area remains underresearched.
Through a literature review, one of the principal findings
of this paper is that organisational blogs have a mutual compatibility
with the interpretivist aspect of organisational learning. This paper
further advocates that further empirical work in this subject area is
required to substantiate this theoretical assumption.
Abstract: Recently, the use of web 2.0 tools has increased in
companies and public administration organisations. This
phenomenon, known as "Enterprise 2.0", has, de facto, modified
common organisational and operative practices. This has led
“knowledge workers” to change their working practices through the
use of Web 2.0 communication tools. Unfortunately, these tools have
not been integrated with existing enterprise information systems, a
situation that could potentially lead to a loss of information. This is
an important problem in an organisational context, because
knowledge of information exchanged within the organisation is
needed to increase the efficiency and competitiveness of the
organisation. In this article we demonstrate that it is possible to
capture this knowledge using collaboration processes, which are
processes of abstraction created in accordance with design patterns
and applied to new organisational operative practices.
Abstract: This paper presents an innovative computer system
that contributes to sustainable development of the enterprise. The
research refers to a rethinking of traditional systems of collaboration
and risk assessment, present in any organization, leading to a
sustainable enterprise. This concept integrates emerging tools that
allow the implementation and exploitation of the collective
intelligence of the enterprise, allowing the exchange of contextual,
agile and simplified information, and collaboration with networks of
customers and partners in an environment where risks are controlled.
Risk assessment is done in a systemic way: the enterprise as the
system compared to the contained departments and the enterprise as a
subsystem compared to: families of international standards and
sustainability-s responsibilities. The enterprise, in this systemic
vision, responds to the requirements that any existing system to
operate continuously in an indefinite future without reaching key
resource depletion. The research is done by integrating collaborative
science, engineering, management, psychology, obtaining thus a
cornerstone of sustainable development of the enterprise.
Abstract: The term Enterprise 2.0 (E2.0) describes a collection of organizational and IT practices that help organizations establish flexible work models, visible knowledge-sharing practices, and higher levels of community participation. E2.0 parallels and builds on another term commonly being used in the industry – Web 2.0. E2.0 represents also new packaging for strategic collaboration and Knowledge Management (KM). Organizations rely on collaboration and KM initiatives to attain innovation, growth, productivity, and performance goals.