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Enterprise 2.0 Data Analysis Chapter

Social Networking Interpretation, Discussion and Implications of Findings

Enterprise 2.0 innovations should be seen as an interim technology, and it is reasonable to suggest that the next generation of post-mobile technologies will revolutionize communications even further. There is a clear, linear progression in communication technology, and eventually Enterprise 2.0 technologies will become obsolete as well. Given the current pace of innovation in computing, a reasonable timeframe for this evolution is within the next 5-10 years.

Until then, Enterprise 2.0 technologies will continue their own evolution, and will continue to contribute to helping businesses communicate with internal and external customers in new ways.

Discussion

The interviews with industry experts highlight the current state of Enterprise 2.0. There is a continuum of maturity that exist on three distinct levels: unified communication, enterprise content management, and social network & community (Philip 2010). A fully mature Enterprise 2.0 model is one that includes unified communications, live collaboration, rating and folksonomy, forum, blog/microblog, podcasting and video sharing, as well as project-centric collaboration and wiki. Kuettner (2013, p.334) notes that "it is still very difficult to quantify actual benefits," highlighting the lack of a direct link between Enterprise...

As an example, companies will need to find ways to measure the impact of a tweet on the success of an event, and evaluate that against the cost of that tweet. "Even more so than in ERP projects," Kuettner concedes, there is "a lack of measurability in Enterprise 2.0." It is easy to measure social media outputs, numbers of followers and those sorts of things, but these measures still need to be linked to the organization's more traditional performance measures.
Despite the lack of such clear links, Enterprise 2.0 has become successful, and crossed over a number of barriers to maturity. Enterprise 2.0 is now broadly accepted in managerial circles, and enterprise has increasingly invested in 2.0 applications. Organizations are following their users, who have adopted many Enterprise 2.0 applications eagerly (Hugi 2010).

Factors Responsible for Adoption

The research, and interviews, highlight several key factors that are driving the adoption of Enterprise 2.0 by businesses. First is the sense that every business must participate in Enterprise 2.0. There are many businesses who can be characterized as novices with this technology. They may have a few tools, but they…

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One factor that drives higher levels of adoption is company size. The incremental cost of intensive Enterprise 2.0 participation is spread out over greater sales, so larger company have an advantage in terms of economies of scale in implementing new technologies. Another factor is the type of organization. Some industries in general place more emphasis on Enterprise 2.0, and firms will often respond to the moves that their competitors make with regards to this sort of marketing investment. Companies that have historically been more experienced with new technologies are more apt to be further along in their Enterprise 2.0 adoption.

Senior management support has also been cited by many respondents as a critical success factor in the adoption of Enterprise 2.0. There are different forms of support, in particular in the way that managers allocate organizational resources, but one form of support that arose a few times from respondents was that it was important for senior managers to actively use Enterprise 2.0 technologies. They are among the most visible members of the organization, and when they use the technology, the entire organization takes notice, and such usage become normative very quickly. There is also a lower likelihood of resistance to the implementation of Enterprise 2.0 when it is known that the technologies have support up to the very highest levels of the organization.

It is also noted that Enterprise 2.0 adoption is better when there is a plan to integrate it with other elements of corporate strategy. In many cases, new technologies offer immediate benefits. Firms that take a "wait and see" approach risk falling behind ((McNamee & Schoch 2010). Where management is engaged in new technology, it will have a better sense of what technologies to prioritize, as these can be quite different from one organization to another. A plan for implementing new technologies will better ensure that the technologies will be aligned with other elements of strategy. An implementation plan will also reduce the difficulties of implementation, as introducing new technologies into a company quickly can be a complex process (Consoli 2013).
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