<b>The community model of content management</b>: A case study of the music industry

Hummel, Johannes; Lechner, Ulrike

doi:10.1080/14241270109389940

Cited by 22 publications

(8 citation statements)

References 7 publications

(3 reference statements)

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“…The act of motivating employees at work has been studied in various industrial and academic settings (Hummel and Lechner, 2001). For example, Herzberg et al (1959) first noted that when motivational factors deteriorated to a level below that which the employee considers “acceptable” then job dissatisfaction ensues.…”

Section: Motivational Factors' Impact Upon Productivitymentioning

confidence: 99%

Establishing the link between plant operator performance and personal motivation

Edwards

Yang²,

Wright³

et al. 2007

Journal of Engineering, Design and Technology

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PurposeResearch suggests that personal motivation is a critical internal driving force that, if harnessed, can significantly improve an operator's productivity rate when working mobile plant and machinery. The purpose of this paper is to investigate the impact of personal motivation upon plant operator productivity (and examine those variables that stimulate personal motivational forces).Design/methodology/approachTo achieve this, an artificial neural network (ANN) was developed. The ANN's topology comprised a multilayer perceptron, with one hidden layer and three output classifications of “good”, “average”, and “poor” (productivity performance). During development of this model, a non‐linear dynamic mapping function and metric were used to improve its classification accuracy. The model initially utilised 32 independent (input) variables identified from the literature such as: pay bonuses; relationships between work colleagues; promotion prospects; and job satisfaction.FindingsSubsequent analyses condensed these variables down to the five most significant (i.e. best motivational classifiers of operative productivity), these being: (v2) receipt of payment for overtime, (v11) job promotion potential, (v22) a safe working environment, (v24) variety of work activities, and (v31) availability of flexible work patterns. Model accuracy when employing these most significant predictors was high at 87.67 per cent. By testing on a hold out sample of original data, the developed model was validated as being reliable and robust.Originality/valueThe main conclusion of the work is that operators' personal motivation can best be encouraged by paying attention to “personal satisfiers” and “security” aspects, with particular emphasis being given to work flexibility and variety, a safe work environment, and appropriate operator remuneration. By delivering and exploiting these variables, employers can improve plant productivity rates and, as a consequence, company profitability.

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Section: Motivational Factors' Impact Upon Productivitymentioning

confidence: 99%

Establishing the link between plant operator performance and personal motivation

Edwards

Yang²,

Wright³

et al. 2007

Journal of Engineering, Design and Technology

View full text Add to dashboard Cite

show abstract

“…• Communities give rise to horizontal communication between customers, businesses and suppliers. With online chat rooms, online seminars or FAQ forums [10] additional possibilities were mentioned for supporting the customer process and promoting customer retention.…”

Section: Discussionmentioning

confidence: 99%

Successful practices in customer relationship management

Alt

Puschmann

2004

37th Annual Hawaii International Conference on System Sciences, 2004. Proceedings of The

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Many companies have initiated projects to improve on customer orientation and plan the implementation of customer relationship management (CRM) systems. Among the desired benefits are increased customer satisfaction and retention by providing personalized products and value added services. Although the potentials of CRM are obvious only a few successful CRM implementations are known in practice. This article describes the results of a cross-industry benchmarking project in which 120 companies participated. The results show that there is no 'unique' CRM project and that successful implementations are rarely technical projects. From the research six critical success factors for CRM projects emerged: stepwise evolution, straightforward implementation and longterm project, organizational redesign, integrated system architecture of standard components, change management, and top management support. The six successful practice companies show examples of how these critical success factors are applied. ture introduction project, CRM organization and processes, system architecture, efficiency, and culture have been selected as benchmarks and refined as criteria during the kick-off meeting (see Table 1).

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“…This focus on users and their needs is not totally lost on practitioners engaged in the discussion of CMSs (see, e.g., Baker, 2002;Hummel & Lechner, 2001;Lombardi, 2004). But as a community, technical communicators have yet to fully engage in the conversation.…”

Section: Understanding Content Managementmentioning

confidence: 98%

Guest Editors' Introduction: Rationalizing and Rhetoricizing Content Management

Pullman

2007

Technical Communication Quarterly

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While content management systems (CMSs) might be a new concept to many people in our field, content management as a practice within our discipline is not; our field has been studying it and practicing it for years, though under different headings: single sourcing, knowledge management, and course management (such as in the form of WebCT and Blackboard). We started our work on this special issue with a rather ambitious mission-to bring together some diverse perspectives on content management and CMSs, to both theorize and operationalize the content management practice, and to rationalize our participation in the broad domain of content management discourse. Grounded on the premise that technical communication requires information and knowledge management, this special issue is one of the first systematic and deliberate attempts to extend our perspectives, both theoretical and practical, about technical communication from the relatively static sphere of document design to the more dynamic horizon of content (information/knowledge) management. UNDERSTANDING CONTENT MANAGEMENTContent management, broadly defined, refers to the "process of collecting, managing, and publishing information to whatever medium you need" (Boiko, 2005, p. xv). A content management system, then, is any systematic method designed to organize and distribute information, while content management system software automates the system, typically providing "a platform for managing the creation, review, filing, updating, distribution, and storage of structured and unstructured content" (White, 2002, p. 20). The industry of information management and distribution is increasingly interested in CMSs, as witnessed by the ninth annual Content Management

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The community model of content management: A case study of the music industry

Cited by 22 publications

References 7 publications

Establishing the link between plant operator performance and personal motivation

Establishing the link between plant operator performance and personal motivation

Successful practices in customer relationship management

Guest Editors' Introduction: Rationalizing and Rhetoricizing Content Management

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