Utilisation of intranets for knowledge sharing : a socio-technical study

Although intranets appear to be ideal environments for employees to share knowledge quickly and efficiently, usage in practice appears limited. We report findings from two case studies that highlight three key issues limiting intranet utilisation for knowledge sharing: organisational structures and strategies, the impact of the receiver on sharer choices, and the availability of alternative channels for knowledge sharing. This study suggests that for companies to obtain more effective intranets, they need to better align organisational structures and strategies with intranet objectives, develop a comprehensive corporate communication plan, and find new ways to better link sharers with receivers’ knowledge needs.

Toward an integrative role for intranets : an interpretive case study of intranet-based dynamic knowledge integration in socio-technical networks

An increasing challenge for contemporary businesses is to be able to respond to perceived opportunities and threats by dynamically integrating knowledge dispersed across and beyond the organisation. This paper provides findings from two interpretive case studies that illustrate how corporate intranets can be dynamically interwoven with other knowledge technologies in socio-technical networks (STNs) to integrate distributed formal and infonnal knowledge. A key finding suggests that businesses should carefully examine employee use of intranets for dynamic knowledge integration, and any implications stemming from this new integrative role for intranets. The paper also provides a theoretical framework for dynamic knowledge integration in STNs, which can underpin future research in this area.

Using internet technology within the organization : a structurational analysis of intranets

Many organizations are implementing Internet technology, specifically Word Wide Web technology, inside the organization in the form of an “organizational Internet” or irttrunet. Intranet technology can unify dispersed computer based information systems in the organization into one rich “system”. Thus, intranets can have a major impact on organizational processes, for example cross-functional information sharing and collaboration. We focus on the social aspects surrounding intranet implementation. We seek to answer how intranet implementations shape and how they are shaped by ‘social structures employed by organizational agents. We adapt structuration theory into an explanatory device to analyze inhanet implementation and we apply it to four cases. We conclude that, intranets are initially more shaped by, rather than shaping social structures, but that this may change over time. The following learning points are condensed: Firstly, intranets are socially constructed and implementers need to be cautious when seeking to transplanting Web technology into an organizational context. Secondly, intranets typically evolve in sophistication over time. Finally, institutionalization is isolated as the key challenge in intranet implementation.

QuickTime multi-track theatricks

Digital media, corporate database applications and intranets provide efficient ways to create, store and deliver information and educational services. However some academics perceive new workload and other constraints eroding the potency of these technologies. Proposed corporate level information management systems for digital objects and their metadata are new complexities entering academicsÕ thoughts about using online multimedia.

Few staff understand digital multimedia concepts and fewer still, the systems designed to deal with IP management, copyright law compliance and the tracking of digital resource creation processes. Faltering staff enthusiasm warns of their need to experience working models and tangible benefits from these new directions. A project in Deakin's Faculty of Education provides a case study showing how QuickTime is helping academics understand, and increase their use of, multimedia in e-learning environments with an integrated library of digital resources with metadata.

We also report our experience of QuickTime in creating interactive learning objects using multi-tracks. We discuss our idea of theatricks as a performance drawcard - people will come! There is orchestration of multimedia and QuickTime conducts the events, its flexible functionalities providing a safer development environment for solving problems and grasping opportunities.

While difficult for some academics to comprehend, scripting automation and database connectivity through intelligent interfaces might facilitate QuickTime's use in building integrated learning environments with academics. These ideas are considered in relation to staff development, central to the case study project.

Dynamic knowledge integration in socio-technical networks: an interpretive study of intranet use for knowledge integration

A major challenge facing firms competing in electronic business markets is the dynamic integration of knowledge within and beyond the firm, enabled by internet-based infrastructure and emergent fluid socio-technical networks. This paper explores how social actors dynamically employ intranets to integrate formal and informal knowledge within evolving socio-technical networks that emerge, permeate and extend beyond the organisational boundary. The paper presents two case studies that illustrate how static intranets can be useful for dynamically integrating knowledge when they are interwoven with other knowledge channels such as e-mail through which flows the informal knowledge needed to make sense of and situate formal organisational knowledge. The findings suggest that businesses should carefully examine how employees integrate intranets with other channels in their work, and the shaping of knowledge outcomes that flows from such use. There are practical implications for the proper skilling of thepeople who share and integrate knowledge in this way. The paper also provides a framework for dynamic knowledge integration in socio-technical networks, which can help underpin future research in this area.

Reaching out to employees using B2E : the trials and tribulations

This paper is an extension of e-business models discussing business to employee (B2E) e- model. It describes the model, the technologies that support the model and benefits to the organisation identified from literature. To further understand the B2E issues a case study in a large organisation that manages its employees with the B2E model is included. Challenges, success factors and an analysis of the case study addressing a wide range of organisational benefits are included in the paper.

Business to employee (B2E) e-business model : service to employees or organisational management?

This paper is a discussion of the B2E e-business model from the perspectives of employee services and organisational management. It includes literature to support B2E as employee services and organisational management with benefits to both. Intranets and portals are technologies supporting the implementation of the B2E e-business model which are also discussed. A case study is included to understand the application of the B2E model in a large organisation. Case study analysis indicates that the B2E e-business model is a service to the employees, however, these services are to support organisational efficiencies.

Using intranet technology to foster organizational knowledge creation

Many organizations have embraced intranets with the intent to harness the technology to support knowledge management initiatives. Despite the promise that intranet technology holds in this regard, many of the early research studies indicate rather disappointing results. In this paper we propose a model that organizations can use to conceptualize and reflect on their intranet applications with a view towards more fruitful results, specifically in terms of knowledge creation. We do so by drawing upon Nonaka’s well-known framework of knowledge creation and combining that with a taxonomy of five intranet use modes. For each of Nonaka’s four knowledge creating activities we associate and describe the corresponding primary intranet use mode that we argue can foster the knowledge creation process. We illustrate the arguments with findings from our own empirical intranet field studies and other documented intranet-related knowledge management research. We conclude with some implications of the model and we suggest avenues for further research.

Key roles in intranet implementation : the conquest and the aftermath

Intranet technology has been rapidly adopted by many organizations. From being a largely unknown technology prior to the mid-1990s, numerous organizations today have implemented or are currently implementing intranets. The intranet implementation processes of three large organizations in two countries were studied over a period of 5 years. In particular, the paper investigates the role players who spearheaded the intranet implementations in these organizations. Five interrelated roles during the intranet implementation process are identified: the technology champion, organizational sponsor, intranet coordinator, intranet developer and content provider. In the light of the nature of intranet technology, each respective role is analysed in terms of its significance, key challenges and interrelationships during the implementation process. The paper further examines the dynamics of these roles in the aftermath of implementation as the technology becomes embedded in routine organizational activity.

Harnessing intranet technology for organisational knowledge creation

Many organisations have embraced intranets with the intent of harnessing the technology to support knowledge management initiatives. Despite the promise that intranet technology holds in this regard, many of the early research studies indicate rather disappointing results. In this paper we propose a model that organisations can use to conceptualise and reflect on their intranet applications with a view towards more fruitful results, specifically in terms of knowledge creation. We do so by drawing upon Nonaka's well-known framework of knowledge creation and combining that with a taxonomy of five intranet use modes. For each of Nonaka's four knowledge creating activities we associate and describe the corresponding primary intranet use mode that we argue can foster the knowledge creation process. We illustrate the arguments with findings from our own empirical intranet field studies and other documented intranet-related knowledge management research. We conclude with some implications of the model and we suggest avenues for further research.

Power, influence and intranet implementation : a safari of South African organizations

Intranets hold great promise as ``organizational Internets'' to allow information sharing and collaboration across departments, functions and different information systems within an organization. Yet not much is known about how to implement intranets. We adapt a taxonomy based on institutional theory and distinguish six broad diffusion drivers that might be considered to sustain the implementation process. An exploratory field study of four intranet implementations was conducted to analyze which drivers were used and the results that were yielded. We draw several conclusions. First, all six drivers were deployed in the analyzed cases. Second, the choice of drivers varied with the level of the intranet (corporate or unit), the implementation stage, and existing organizational practices and contingencies. Third, it seems that the critical drivers are knowledge building, subsidy and mobilization in the early stages of implementation. In the later stages knowledge deployment, subsidy and innovation directives were most commonly used.

Corporate intranet implementation : managing emergent technologies and organizational practices

This paper examines the adoption and development of intranets in large business organizations. The authors demonstrate that intranet technology introduces a host of new managerial and technical challenges and requires new approaches to IS development. Evidence from two European corporations indicates that the traditional division of labor and definition of work roles in IS development breaks down. The distinction between developers and users becomes increasingly blurred and new organizational roles and structures associated with intranets are emerging. However, ready-made organizational models for implementing and managing intranets do not exist and the two organizations in this study have followed two different approaches. One organization favors a “planned change” approach, emphasizing management control and careful planning. The other organization prefers an “improvisational” approach, emphasizing experimentation, innovation and local initiative.