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Enterprise collaboration platforms are increasingly gaining importance in organisations. Integrating groupware functionality and enterprise social software (ESS), they have substantially been transforming everyday work in organisations. While traditional collaboration systems have been studied in Computer Supported Cooperative Work (CSCW) for many years, the large-scale, infrastructural and heterogeneous nature of enterprise collaboration platforms remains uncharted. Enterprise collaboration platforms are embedded into organisations’ digital workplace and come with a high degree of complexity, ambiguity, and generativity. When introduced, they are empty shells with no pre-determined purposes of use. They afford interpretive flexibility, and thus are shaping and being shaped by and in their social context. Outcomes and benefits emerge and evolve over time in an open-ended process and as the digital platform is designed through use. In order to make the most of the platform and associated continuous digital transformation, organisations have to develop the necessary competencies and capabilities.
Extant literature on enterprise collaboration platforms has proliferated and provide valuable insights on diverse topics, such as implementation strategies, adoption hurdles, or collaboration use cases, however, they tend to disregard their evolvability and related multiple time frames and settings. Thus, this research aims to identify, investigate, and theorise the ways that enterprise collaboration platforms are changing over time and space and the ways that organisations build digital transformation capabilities. To address this research aim two different case study types are conducted: i) in-depth longitudinal qualitative case study, where case narratives and visualisations capturing hard-to-summarise complexities in the enterprise collaboration platform evolution are developed and ii) multiple-case studies to capture, investigate, and compare cross-case elements that contribute to the shaping of enterprise collaboration platforms in different medium-sized and large organisations from a range of industries. Empirical data is captured and investigated through a multi-method research design (incl. focus groups, surveys, in-depth interviews, literature reviews, qualitative content analysis, descriptive statistics) with shifting units of analysis. The findings reveal unique change routes with unanticipated outcomes and transformations, context-specific change strategies to deal with multiple challenges (e.g. GDPR, works council, developments in the technological field, competing systems, integration of blue-collar workers), co-existing platform uses, and various interacting actors from the immediate setting and broader context. The interpretation draws on information infrastructure (II) as a theoretical lens and related sociotechnical concepts and perspectives (incl. inscriptions, social worlds, biography of artefacts). Iteratively, a conceptual model of the building of digital transformation capabilities is developed, integrating the insights gained from the study of enterprise collaboration platform change and developed monitoring change tools (e.g. MoBeC framework). It assists researchers and practitioners in understanding the building of digital transformation capabilities from a theoretical and practical viewpoint and organisations implement the depicted knowledge in their unique digital transformation processes.
Social Business Documents: An Investigation of their Nature, Structure and Long-term Management
(2018)
Business documents contain valuable information. In order to comply with legal requirements, to serve as organisational knowledge and to prevent risks they need to be managed. However, changes in technology with which documents are being produced introduced new kinds of documents and new ways of interacting with documents. Thereby, the web 2.0 led to the development of Enterprise Collaboration Systems (ECS), which enable employees to use wiki, blog or forum applications for conducting their business. Part of the content produced in ECS can be called Social Business Documents (SBD). Compared to traditional digital documents SBD are different in their nature and structure as they are, for example, less well-structured and do not follow a strict lifecycle. These characteristics bring along new management challenges. However, currently research literature lacks investigations on the characteristics of SBD, their peculiarities and management.
This dissertation uses document theory and documentary practice as theoretical lenses to investigate the new challenges of the long-term management of SBD in ECS. By using an interpretative, exploratory, mixed methods approach the study includes two major research parts. First, the nature and structure of Social Business Documents is addressed by analysing them within four different systems using four different modelling techniques each. The findings are used to develop general SBD information models, outlining the basic underlying components, structure, functions and included metadata, as well as a broad range of SBD characteristics. The second phase comprises a focus group, a case study including in-depth interviews and a questionnaire, all conducted with industry representatives. The focus group identified that the kind of SBD used for specific content and the actual place of storage differ between organisations as well as that there are currently nearly no management practices for SBD at hand. The case study provided deep insights into general document management activities and investigated requirements, challenges and actions for managing SBD. Finally, the questionnaire consolidated and deepened the previous findings. It provides insights about the value of SBD, their current management practices as well as management challenges and needs. Despite all participating organisations storing information worth managing in SBD most are not addressing them with management activities and many challenges remain.
Together, the investigations enable a contribution to practice and theory. The progress in practice is summarised through a framework, addressing the long-term management of Social Business Documents. The framework identifies and outlines the requirements and challenges of and the actions for SBD management. It also indicates the dependencies of the different aspects. Furthermore, the findings enable the progress in theory within documentary practice by discussing the extension of document types to include SBD. Existing problems are outlined along the definitions of records and the newly possible characteristics of documents emerging through Social Business Documents are taken into account.