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Change Management for Enterprise 2.0 ImplementationsDissertation

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¶ … Social Networking Technologies on the Collaborative Performance of Organisations

Today, there are growing numbers of large-scale organizations deploying Enterprise 2.0-based solutions for their information-sharing and collaborative needs. Although these solutions share some common features, every organization's requirements are unique and the manner in which they are adopting Enterprise 2.0 solutions varies. Moreover, the maturity levels of these Enterprise 2.0 implementations vary significantly. Therefore, the purpose of this study is to synthesize secondary and primary resources to identify critical success factors and maturity levels that exist along the Enterprise 2.0 continuum, evaluating the value of their social network-based communication and collaboration in the process.

Table of Contents

Chapter 1: Introduction

Statement of the Problem

Purpose of Study

Project Objectives

Background Research

Organization of the Study

Review of Related Literature

Chapter 3: Methodology, Evidence and Justification

Description of the Study Approach

Data-gathering Method and Database of Study

Chapter 4: Data Analysis

Chapter 5: Interpretation, Discussion and Implications of Findings

Effects of Social Networking Technologies on the Collaborative Performance of Organisations

Chapter 1: Introduction

There continues to be empirically derived evidence that the accumulated effects of social networking technologies on corporate performance contributes to greater levels of collaboration, communication, reduced operating costs and more efficient orchestration of complex tasks. With value chains across a diverse base of industries continually being consolidated through cost, time-to-market, global economic uncertainty and disruptive innovation, there is an urgent need for businesses who compete globally to make collaboration a core competency. The use of social network constructs, frameworks and collaborative platforms in enterprises to increase collaboration, improve communication and as a result increase performance and reduce costs was pioneered by Dr. Andrew McAfee. He defined the integration of social networks into enterprises as Enterprise 2.0, and since then this term has become a business standard (McAfee 2006). Since the origination of this concept, further studies have been completed that center on the most challenging aspect of Enterprise 2.0, and that is the attainment of successful change management programs across large-scale organizations (Kuettner, Diehl & Schubert 2013).

Today, organizations vary in their level of Enterprise 2.0 adoption, with many choosing to automate the most out-bound aspects of their business models first (McAfee 2006). This focus on externally-based integration points further makes change management difficult to achieve as there are already innate communication differences across the many, often siloed organizational, departmental, distribution and service channel organizations of large-scale enterprises rely on to operate (Kuettner et al. 2013). Given these significant differences in adoption levels predicated on enabling key members of a company's value chain external to the core business first, there are varying levels of communication and collaboration maturity evident across industries. The aggregate effect of what Dr. McAfee found from his initial studies and subsequent analysis is that in the value chains of businesses that adopted Enterprise 2.0-based approaches to managing communication had a clear experience or network effect occurring throughout their organizations (McAfee, 2006). This experience or network effect has also been characterized as varying levels of interprocess and system integration maturity as exemplified by the accuracy (measured in error reductions), speed, and cost reductions attained (Trimi & Galanxhi 2014).

Statement of the Problem

As large-scale enterprises continue to adopt and propagate Enterprise 2.0-based constructs and frameworks throughout their organizations, industries and classes of companies within them are starting to exhibit unique, differentiated characteristics. It was the intent of this analysis to isolate those companies within specific industries and track their maturity along the Enterprise 2.0 continuum, quantifying the value of social network-based communication and collaboration in the process. The contributions of using social networks to further increase communication and collaboration within Enterprise 2.0-based frameworks continues to transition from a nascent to mainstream adoption of these technologies paying a supporting role to global business performance (Trimi & Galanxhi 2014). At present, though, many organizations are reluctant to embrace Enterprise 2.0 solutions, even those that were specifically designed to support professional applications (Berk 2013). For instance, Berk (2013, p. 62) emphasizes that, "These networks are free and open to every age, from diapers to diapers. Yet [practitioners] tend to resist most of them, even those that were designed for professional, not social, use." Some companies, though, have deployed Enterprise 2.0 solutions to good effect, improving their ability to collaborate with internal customers and communicate more effectively with their external customers. In sum, the intent of this study was to isolate and examine these dynamics as described further below.

Project Objectives

As defined in Appendix A of this document in the initial objectives for the project were as follows:

1. To identify the contributions of social networks to the collaborative performance of organizations across their value chains through secondary research.

2. Through the use of secondary research, to identify the contribution of social networking technologies and enterprise 2.0-based applications at an industry level of analysis.

3. To combine the empirically derived performance results across industries to create an Enterprise 2.0-based maturity model based on the accumulated research and analysis.

Based on the inclusion of primary research, the following additional objectives have also been added:

1. Based on interviews with industry experts in the field of social collaboration and adoption of social networking technologies in enterprises, quantify the breakout levels of each layer of the maturity model.

2. Define the characteristics of fast- and slow-adopting industries of the core Enterprise 2.0 concepts and define a spectrum of their relative levels of maturity. This will be a more horizontal view across industries of Enterprise 2.0 adoption including a focus on which factors most and least contribute to success at change management strategies as well. Previous studies indicate how critical change management planning and orchestration are overall, so tracking this specific factor is critical to the success of the overall program (Kuettner et al. 2013).

Background Research

The foundational elements of Enterprise 2.0 have been in existence for decades, albeit much less automated than they are today. Further, the findings of McAfee (2006) in defining the concept of Enterprise 2.0 illustrate how the network effect, once accelerated through the use of online social networks, creates an accelerating maturity model as well. What emerges from this analysis is a greater appreciation of how social networks, regardless of their origin, all share a common trait of creating maturation curves or levels that can predictably define how and where they are most adept at spanning cooperation and simple information sharing at the low-end to full synchronization of processes and systems at the other.

The research to date also illustrates how critical change management programs and strategies are for ensuring the many ancillary parts of an Enterprise 2.0-based network stay consistent and unified with one another (Kuettner et al. 2013). The integration aspects of these networks can be attributed to the network effect evident in many organizations that are lower down on the continuum of the maturity curve of Enterprise 2.0 adoption (Trimi & Galanxhi 2014). Therefore, by isolating the network effect and its role in bringing greater maturation into enterprise networks, each specific factors that drives greater maturity can be defined. Expanding on this approach to research has shown that all successful networks share a common foundation, and the role of technologies with social networks acts as an accelerator providing trust and transparency have first been firmly established across all system boundaries (Dyer & Nobeoka 2000).

Organization of the Study

This study used a five-chapter format to achieve the above-stated project objectives. Chapter one of the study was used to introduce the issues of interest, as well as to provide a statement of the problem, the project objectives, and background research concerning Enterprise 2.0 solutions. Chapter two was used to deliver a systematic review of the relevant and peer-reviewed literature, and chapter three describes more fully the study's methodology, including a description of the study approach, the data-gathering method and the database of study consulted. Chapter four was used to provide a meta-analysis of the secondary data and a summary of the primary research and the concluding chapter interprets the research, provides a discussion of the findings and their implications for practitioners today and in the future. Finally, a critical reflection, rigor and self-evaluation section concludes the study.

Chapter Two: Review of the Literature

Chapter Introduction

This chapter provides the background and overview of the issues of interest to the study, followed by an overview of Enterprise 2.0 technologies such as networking, micro-blogging, collaboration and information-sharing and supporting social media technologies, including Facebook, YouTube, Twitter, MySpace and LinkedIn. This overview is essential to developing a full understanding of the capabilities and limitations of these technologies. Finally, a discussion concerning implementation considerations is followed by an analysis of salient monitoring and performances measures.

Background and Overview

A new and innovative Enterprise 2.0 model has emerged in recent years that incorporates a wide range of social media platforms in ways that facilitate information exchanges between all stakeholders using Enterprise 2.0 tools such as online chat features, forums, blogs, wikis, and social media networks and tools to… [END OF PREVIEW]

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