Enterprise Social Networking Data Analytics Within Alcatel-Lucent

Friedman, Brian D.; Burns, Michael J.; Cao, Jin

doi:10.1002/bltj.21648

Cited by 12 publications

(8 citation statements)

References 19 publications

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“…According to Alberghini, Cricelli, and Grimaldi (2014), the informality of social media can help employees fulfil their knowledge tasks and objectives, and in many ways, organisational applications of social media are close to some of the ideal principles of KM, which include the unrestricted sharing of knowledge, information and data (Razmerita, Kirchner, & Nabeth, 2014). The application of these technologies within the workplaces of organisations to facilitate workrelated communication and collaboration is increasingly referred to as enterprise social networking (Friedman, Burns, & Cao, 2014;Richter & Riemer, 2013). Their use is gaining in popularity and they have been identified as beneficial to the performance and competitive advantage of organisations (Leftheriotis & Giannakos, 2014;Leonardi, Huysman, & Steinfield, 2013).…”

Section: Enterprise Social Network As a Knowledge Management Toolmentioning

confidence: 99%

Using Social Media to Enable Staff Knowledge Sharing in Higher Education Institutions

Corcoran

Duane

2018

AJIS

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Higher education institutions (HEIs) are knowledge intensive environments by nature. However, the management of organisational knowledge and the promotion of staff knowledge sharing is largely neglected in these institutions. This study examines how enterprise social networks can enable staff knowledge sharing in communities of practice in that context. The study is framed as an Action Research project, covering three cycles over a 12 month period. A conceptual model was developed for empirical testing and data was collected through focus groups and interviews, supplemented by reflective journaling and content analysis. The findings support the conceptual model and provide insight into the antecedents necessary for the creation of an enterprise social network enabled knowledge sharing environment, the motivators for and barriers to participation, and the perceived organisational and individual benefits of increased staff knowledge sharing activity. The findings indicate that the barriers to participation are influenced by the prevalent organisation structure and culture, and a divide between faculty and other staff. However, individual benefits that accrue from participation may influence greater participation, and organisational benefits that accrue may influence organisational strategies that drive change in structure and culture to promote the development of the knowledge sharing environment. A number of findings have practical implications for the management of higher education institutions, such as the evidence of a divide between faculty and other staff, and the perceived existence of an organisational culture that inhibits staff communication, interaction and collaboration. In general, the study findings provide an opportunity for educationalists to better understand the scope and impact of employing social media platforms for knowledge sharing. This study adds to the growing body of work on organisational implementations of social media, and should be of interest to practitioners and researchers undertaking similar projects.

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Section: Enterprise Social Network As a Knowledge Management Toolmentioning

confidence: 99%

Using Social Media to Enable Staff Knowledge Sharing in Higher Education Institutions

Corcoran

Duane

2018

AJIS

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“…Table 1 shows an overview of the papers in the individual research categories. [13,28,33,59,[62][63][64] In the analysed scholarly publications most papers belong to the "user behavior" category (17 papers), meaning that the bulk of the analysed papers anticipate research potential in this category. Second most papers (11) are assigned to "management, leadership and governance", indicating that extensive research is called for in this category, too.…”

Section: Resultsmentioning

confidence: 99%

“…Content analysis [59], semantic analysis [64] and ethnographic research methods [13] are identified as additional useful methods to be applied in future.…”

Section: Theories Research Designs and Methodsmentioning

confidence: 99%

Enterprise Social Networks: Status Quo of Current Research and Future Research Directions

Stei

Sprenger

Rossmann

2016

Business Information Systems

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Abstract. This paper provides an introduction to the topic of Enterprise Social Networks (ESN) and illustrates possible applications, potentials, and challenges for future research. It outlines an analysis of research papers containing a literature overview in the field of ESN. Subsequently, single relevant research papers are analysed and further research potentials derived therefrom. This yields seven promising areas for further research: (1) user behaviour; (2) effects of ESN usage; (3) management, leadership, and governance; (4) value assessment and success measurement; (5) cultural effects, (6) architecture and design of ESN; and (7) theories, research designs and methods. This paper characterises these areas and articulates further research directions.

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“…Therefore, service organizations should set up a management system to optimize organization internal social network, for instance, to establish a dynamic internal social network management mechanism. Service organizations can develop a dynamic management platform (Friedman et al, 2014). With the platform, the organization could visualize, monitor and manage the internal social network (Burns & Friedman, 2012).…”

Section: Establish Internal Network Dynamic Managementmentioning

confidence: 99%

A Knowledge Transfer Perspective on Front/Back-Office Structure and New Service Development Performance: An Empirical Study of Retail Banking in China

Huang

Xia

Weerasinghe

2021

IJIKM

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Aim/Purpose: The purpose of this study is to investigate the mechanism of the front/back-office structure affecting new service development (NSD) performance and examine the role of knowledge transfer in the relationship between front/back-office structure and NSD. Background: The separation of front and back-office has become the prevailing trend of the organizational transformation of modern service enterprises in the digital era. Yet, the influence of front and back-office separation dealing with new service development has not been widely researched. Methodology: Building on the internal social capital perspective, a multivariate regression analysis was conducted to investigate the impact of front/back-office structure on the NSD performance through knowledge transfer as an intermediate variable. The data was collected through a survey questionnaire from 198 project-level officers in the commercial banking industry of China. Contribution: This study advances the understanding of front/back-office structure’s influence mechanism on new service development activity. It reveals that knowledge transfer plays a critical role in bridging the impact of front and back-office separation to NSD performance under the trend of digitalization of service organizations. Findings: This study verified the positive effects of front/back-office social capital on NSD performance. Moreover, knowledge transfer predicted the variation in NSD performance and fully mediated the effect of front/back-office social capital on NSD performance. Recommendations for Practitioners: Service organizations should optimize knowledge transfer by promoting the social capital between front and back-office to overcome the negative effect organizational separation brings to NSD. Service and other organizations could explore developing an internal social network management platform, by which the internal social network could be visualized and dynamically managed. Recommendation for Researchers: The introduction of information and communications technology not only divides the organization into front and back-office, but also reduces the face-to-face customer contact. The impacts of new forms of customer contact to new service development and knowledge transfer between customer and service organizations call for further research. Along with the digital servitization, some manufacturing organizations also separate front and back-offices. The current model can be applied and assessed further in manufacturing and other service sectors. Impact on Society: The conclusion of this study guides us to pay attention to the construction of social capital inside organizations with front/back-office structure and implicates introducing and developing sociotechnical theory in front/back-office issue undergoing technological revolution. Future Research: As this study is based on the retail banking industry, similar studies are called upon in other service sectors to identify differences and draw more general conclusions. In addition, as the front and back-offices are being replaced increasingly by information technology such as artificial intelligence (AI), it is necessary to advance the research on front/back-office research with a new theoretical perspective, such as sociotechnical theory.

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Enterprise Social Networking Data Analytics Within Alcatel-Lucent

Cited by 12 publications

References 19 publications

Using Social Media to Enable Staff Knowledge Sharing in Higher Education Institutions

Using Social Media to Enable Staff Knowledge Sharing in Higher Education Institutions

Enterprise Social Networks: Status Quo of Current Research and Future Research Directions

A Knowledge Transfer Perspective on Front/Back-Office Structure and New Service Development Performance: An Empirical Study of Retail Banking in China

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