Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Groupware
Best Practices in Groupware Implementation Strategies
Based on a comprehensive review of groupware adoption studies, analyses of usability, and key success factors, the following best practices in this area o information systems technology has been created. Groupware is often a disruptive technological innovation in many companies, as it forces higher levels of communication and collaboration than people are accsut9omed and comfortable with. In changing how people create, share and use information, it also completely reorders the status and rank of people in a company's formal and informal reporting structures (Perez-Alvarez, 2009). Information is one of the most powerful political assets any employee can have, and since groupware only works when they contribute what they know, there is often a very high resistance to change. Add in the high level of uncertainty regarding the current economic environment globally, the fear of losing status or position, it is understandable that the processes that groupware is designed to accelerate often...
The best practices of groupware show this dynamic occurring, where the shared expertise on portals, content management systems, and applications all combined to transform knowledge into a strategic In short, groupware can become a strategic weapon that is cable of propelling companies to their goals much more efficiently than has ever been the case in the past (Belanger, Allport, 2008). The intent of this paper is to analyze the three most important strategies in implementing and growing groupware strategies across an enterprise. Based on the literature review completed the three most critical success factors are active CEO and senior management involvement and support, process re-engineering that leads to greater levels of employee ownership…
References
Hasan A Artail. (2006). Application of KM measures to the impact of a specialized groupware system on corporate productivity and operations. Information & Management, 43(4), 551-564
Belanger, F., & Allport, C.. (2008). Collaborative technologies in knowledge telework: an exploratory study. Information Systems Journal, 18(1), 101.
Alan R. Dennis, Traci A Carte, & Gigi G. Kelly. (2003). Breaking the rules: Success and failure in groupware-supported business process reengineering. Decision Support Systems, 36(1), 31-47.
Ganesh Bhatt, Jatinder ND Gupta, & Fred Kitchens. (2005). An exploratory study of groupware use in the knowledge management process. Journal of Enterprise Information Management, 18(1/2), 28-46.
Groupware Implementing Groupware: Comparing Costs and Benefits There are many varying definitions of groupware yet all share a common attribute or characteristic of enabling collaboration, sharing knowledge and providing work teams with greater insight and intelligence into operations. The intent of groupware is to create a scalable, reliable and agile platform for sharing information and knowedlge, both tacit and implicit, throughout distributed enterprises (Kline, 2001). Best practices in groupware encompass interdepartmental, intradivisional
The shift in the market macroenvironment engages these function for the strategic advantage of the organization. The Zack KM cycle and the Bukowitz and Williams KM Cycle are complementary by the fact that the Zack KM cycle can provide the information (external) to be utilized by the Bukowitz and Williams KM Cycle. Q4 Knowledge capture strategies The knowledge possessed by experts and employees could be tacit (Cairns, 2010) and can be captured using
Delphi Study: Influence of Environmental Sustainability Initiatives on Information Systems Table of Contents (first draft) Green IT Current Methods and Solutions Green IT and energy costs Green It and Email Systems Green IT and ICT Green IT and ESS Green IT and TPS Green IT and DSS Green IT and other support systems Green IT and GHG reduction Green IT and the Government Sector Green IT and the Corporate Sector Future Prospects of Green IT in the software industry The paper focuses on how the
Figure 2: Dell Inc. Marketing and Manufacturing Process Integration Based on analysis of Sources: (Kapuscinski, Zhang, Carbonneau, Moore, Reeves, 2004) (Gunasekaran, Ngai, 2009) (Bilek, 2010) Discussion of Current Business Issues Today Dell suffers from not having enough insight into the most critical customer relationships necessary to grow its emerging virtualization and Cloud computing businesses, as the company's approach to managing by technology instead of customers created a very myopic mindset. The transition from being
Code, Semester, Class For products and/or services to reach to potential or targeted customers, companies and businesses need to market them once they have been manufactured. The term 'Sales' is defined in a number of ways but it mainly refers to a social process through which people and groups obtain what they need and desire through creation and exchange of products and values with others (Gummeson, 2002). In other words,
Project Management: Case Study in Managing a Complex Shipyard Project in Singapore Background of Complex Shipyard Construction Project Company background Project Overview and Objective Work Process of Building Construction Issue Analysis in Shipyard Construction Project Management Literature Review of Project Management Issues in Scope Management Methodology of Scope Management Lessons Learned from Scope Management Issues in Cost Management Methodology of Cost Management Lessons Learned from Cost Management Issues in Human Resources Methodology of HR Management Lessons Learned from Human Resource Management Case Study in Managing a