Online Social Networking Journal

Pages: 5 (1368 words)  ·  Bibliography Sources: ≈ 7  ·  File: .docx  ·  Topic: Business

Online Social Networks

Blog post 1: How Web 2.0 Technologies Are Changing Collaboration

The cumulative impact of social networking technologies on organizational performance has accelerated in the last three years due to the increasing performance of social media applications, greater depth of system and process integration, and the inclusion of the design principles learned in social networks being engrained in enterprise applications (McKay, 2011). Having started with Web 2.0 design objectives as defined by Tim O'Reilly, which are shown in Figure 1, Web 2.0 Technologies Meme Map (O'Reilly, 2006) and progressing today to include the design attributes of contextual search and semantic web content analysis (Kavanagh, 2010) which is being called Web 3.0, social networking technologies are a major disruptive force in organizations. It is up to the management teams of companies how they choose to react this collection of disruptive technologies, either marshaling them for greater productivity or treating them as a massive distraction and missing their inherent benefits (Kavanagh, 2010).

Figure 1: Web 2.0 Technologies

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TOPIC: Journal on Online Social Networking Assignment

Slowly enterprise applications and the business processes they support are also changing to reflect the design objectives shown in Figure 1. Over the next three to five years it is expected that the majority of enterprise applications will have more collaborative and communications-driven applications that allow for create cooperation trust being formed within and between companies (Bernoff, Li, 2008). This is the essence of what the four primary functions of social software are including communication, collaboration, cooperation and connection based approaches to defining functionality and application performance (McAfee, 2006). The greater the integration of social networking-based functionality into enterprise applications, the greater the potential to completely redefine the process workflows and strategies of a company over time (Beck, 2011). This will result in significant cost reductions while accelerating a strong focus on customer value and service in all aspects of a company's value chain (McAfee, 2006).

Blog Post 2: How Enterprise 2.0 is Changing Customer Relationship Management

Microsoft SharePoint and applications like it were the initial efforts on the part of enterprise software companies to bridge the gap in usability, collaboration and communication within companies through the use of portal-based software (Platt, 2010). These initial efforts were successful in incorporating the design objectives and initial lessons learned by Dr. Andrew McAfee of MIT and his work in enterprise 2.0 technologies and their effects on organizational productivity and performance (McAfee, 2006). These initial efforts at creating applications that could replicate the goals of social networks including communication, collaboration, communication and enabling connections throughout a company were critical to the overall success of the initial enterprise-wide adoption of these early attempts at creating enterprise-wide portals. SharePoint provided the necessary levels of system-wide intelligence to enable collaboration and communication yet lacked the ability to be flexible enough to match ongoing business processes and strategies as they rapidly changed over time. This was one of the biggest downfalls of initial enterprise-wide collaboration applications over time (Kavanagh, 2010).

The following generation collaboration platforms based on social CRM platforms and initiatives were designed to provide for greater agility and ability to support complex customer-facing strategies, processes and programs (Beck, 2011). It is ironic that the integration of social networking data into CRM systems has actually led to the development of a more intra-organizational platform for ensuring a higher level of collaboration and performance within companies instead (McKay, 2011). Based on this finding from early adopters of CRM applications based on social networking data and relationship mapping, it was ascertained that these tools could be used internally and external to an organization with equal success (Beck, 2011). This is unique because CRM is often oriented only to the exterior, customer-facing areas of organizations, not necessarily designed to support the internal workflows and collaboration processes many companies rely on over time. The maturation of collaborative platforms within companies has also led to the development of entirely new approaches to defining metrics and key performance indicators (KPIs) to evaluate the performance of strategies and programs internally and externally as well (Beck, 2011). These areas of analytics will continue to accelerate in terms of importance… [END OF PREVIEW] . . . READ MORE

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APA Style

Online Social Networking.  (2011, April 4).  Retrieved August 4, 2021, from https://www.essaytown.com/subjects/paper/online-social-networking/604475

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"Online Social Networking."  Essaytown.com.  April 4, 2011.  Accessed August 4, 2021.
https://www.essaytown.com/subjects/paper/online-social-networking/604475.