Skip to main content

Home/ CurtinNet308/ Group items tagged knowledge

Rss Feed Group items tagged

Filter: All | Bookmarks | Topics Simple Middle
Kristy Long

Collaboration tools are anti-knowledge sharing? - 7 views

www.steptwo.com.au/...index.html

intranet; collaboration; information silo; fragmentation

shared by Kristy Long on 13 Apr 11 - Cached
  • Kristy Long on 13 Apr 11
     
    The goal of many intranets is to centrally store corporate information so that all staff can share information across divisions, access it and use it to make work-based decisions. This article argues that while there are many organisational benefits that occur from introducing collaborative tools to an intranet, if they are not managed properly they can create information silos, and therefore become tools that support anti-knowledge sharing. The article says the strengths of collaborative tools can also become their weakness. It starts with staff forgetting to publish outcomes or finalised documents produced in a 'locked down' collaborative space to the published area of the intranet. This then potentially causes hundreds of small collaboration spaces containing important and useful corporate information that hasn't been shared with the wider group. It is this fragmentation which makes it hard to find anything. The article argues, "This is the lesson we didn't learn from Lotus Notes and we are repeating it now." (J. Robertson, 2007) Even though some documents might be published to a broader audience, those who don't have access to the full collaborative space they were produced in may lack the context to understand what they are reading and how to use it. That is, the project plan might be a working document held in a permission only collaborative space, but the change management plan might be published. Both need to be read together to provide the user with richer context. "By 'locking up' the knowledge in these spaces, organisations make knowledge sharing harder, not easier." (J. Robertson, 2007) As an intranet manager and member of a professional intranet peer group, I have witnessed this happen in many organisations. These organisations are now spending lots of money and lots of time untangling their collaborative tools. In an unmanaged environment, not only do teams create information silos, but because of the nature of the collaborative too
  • ...4 more comments...
  • Jiawen Lin on 13 Apr 11
     
    This article emphasises some weaknesses of using collaboration tools in an organisation, such as unmanaged content misplaced in the system, a lack of organizational context for new staff, and irrelevance of search results for staff. This can link to one of my selected article - Sign of the times: manufacturing and e-business blend as a digital enterprise - which mentions another weakness that is the new solution may not integrate with the organisation's existing system and the existing organisational knowledge may fail to exploit. Long (2011) comments that both organizational teams and the nature of the collaboration tools can create information silos in an unmanaged environment. I agree that no collaboration tool is perfect but I also argue that such tools become a competitive necessity of most organizations because they provide powerful service to simplify business process and reduce cost. As Toole (2000) mentions, a trend for most enterprises is e-business which combines Internet and information technology to manage organizational information and process business geographically. I believe that with the continuous development of information technology, those collaboration tools can be improved and offer better services. Furthermore, organizations need to provide professional staff training on using those tools and make sure everyone follows the same procedure to process information in an effective way. Toole (2000) claims the bottom line of using collaboration tools is that they can deliver "better innovation and lower costs with higher quality products and services". Reference Toole, P. (2000). Sign of the times: manufacturing and e-business blend as a digital enterprise. Design Engineering, 46(8), 12. Retrieved from http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=374775371&Fmt=7&clientId=22212&RQT=309&VName=PQD Long, K. (2011). Comments on Collaboration tools are anti-knowledge sharing? Retrieved from http://groups.diigo.com/group/c
  • Kelly Kerr on 15 Apr 11
     
    This article highlights the fact that whilst an organisation can implement collaboration tools there is more to collaborating that just implementing the technical solution and letting the staff collaborate without governance or guidelines (Till, 2005). The article raises that without leadership and guidance the tools that are designed to assist the business can actually work against it with multiple silos of content occurring, often with duplicate information which is not managed appropriately. For example the same piece of content could appear in more than one silo and be different as different teams are managing each of the sites (silos). Further, staff who are unfamiliar with a particular site are likely to create another instance of a site to avoid a conflict of an existing site. The article raises the issue of knowledge management at the corporate level being neglected and business risk that becomes a side effect of poor knowledge management. For many organisations, the intranet search engine is the quick win to locate information amongst multiple team sites however that is only masking the issue at hand (Brauns, 2004) and the information architecture of the intranet or sites needs to be addressed from an organisational wide approach and identify which information needs to be keep separate and implement a solution to meet the business needs. Reference Brauns, M. (2004). Moving Beyond Search. EContent, 27(7/8), S8-S9. Retrieved April 10, 2011, from ABI/INFORM Global database Till, J.G., (2005). Don't blame the technology. Information World Review, (213), 28. Retrieved April 10, 2011, from ABI/INFORM Global database..
  • Ran An on 15 Apr 11
     
    The article argues that it exists some disadvantages with using those collaboration tools, while collaboration tools were introduced to an intranet of organization. The article argues that it could cause the unmanaged content misplaced, lacking of context, and create information silos as it is not widely used, and therefore, at the end the article gave the conclusion is that collaborate tools can result in anti-knowledge sharing during the daily collaborative work. In fact, when providing team members with some effective e-business collaboration tools and spaces to manage organizational information and communicate each other, team members are also provided with professional knowledge about how to use those tools and spaces in an effective way.(Toole,2000). Team members need actively know how to use the collaboration tools within the group of organization, and learn how to find the important information in the "shared context" and catch up with what's going on with updated context in collaboration spaces before members started using these tools and spaces.(J. Robertson, 2007) I don't agree with that collaboration tools are anti knowledge sharing. Each technological product has its own disadvantages a certain extent, but updated technologies have been improving better services. So, users need find ways to solve the problem with using those collaborative tools in effective ways, in order to achieve the successful collaborative communication among members in the group. Minimize the risk and maximizes the benefits are the key points in the organizations for a better collaborative results. Reference: Robertson, J. (2007). Collaboration tools are anti knowledge sharing? Retrieved from http://www.steptwo.com.au/papers/cmb_antiknowledgesharing/index.html Toole, P. (2000). Sign of the times: manufacturing and e-business blen
  • Michael Nycyk on 15 Apr 11
     
    Kristy I was taken aback by the article but it also reminded me of my time working in a construction company. Many large-scale huge projects require the joining together of organisations (designers, architects, constructors) and professionals who previously competed for construction work. That is why there is much hype around creating a knowledge-sharing culture. This is described as making knowledge sharing a 'norm' (Gurteen, 1999), which means it is an accepted and agreed upon practice in the collaboration of any kind that things are disclosed and not hidden. We know this of course sometimes for politics or self-gain does not work. However, as construction clients do demand many firms to complete a project, knowledge sharing tools must not be anti-knowledge sharing. I will give you an example, which is in the public domain, of an example. I found on one project the issue of context that Robertson (2007) talks about in his article to be important for the sharing of records. The project I did ended up being published, but the situation was the sharing of important construction data. Each manager kept records of materials used on their own laptops and PC's as spreadsheets. No wonder there was confusion when they were told to merge them to share what had been done. They referred to it as 'Spreadsheet Culture' (Nycyk, 2008). They simply did not want to share how much material was being used. Although that suggests a culture issue, Excel can be a collaborative tool but it is obviously anti-knowledge sharing if every manager uses it differently. This is what they did, hence why the simple use of this tool in the wrong way prevented not only a sharing culture to develop but resulted in top management writing into their duty statements they had to use the new central database. References Gurteen, D. (1999). Creating a knowledge sharing culture. Gurteen, Retrieved April 15, 2011 from http://www.gurteen.com/gurteen/gurteen.nsf/id/ksculture Nycyk, Michael (200
  • Shan Shan Cheung on 17 Apr 11
     
    The article described collaboration tools obstruct knowledge sharing if organisations do not manage tools well. I am interesting in this article as theme of the article is an alert for me. There is an association between collaboration tools and knowledge sharing. They work as train and rail. The knowledge needs collaboration tools such as Intranet, Internet or other systems share them to most of user. Trains need rails for running. Thus collaboration tools are rails and Knowledge is trains. They cannot work appropriately once they miss each other. However, railway requires particular planning before it builds up and maintenance after railway is running. The planning ensures railway is working efficiency and safety. Collaboration tools also require particular planning. Robertson (2007) mentioned in his articles, collaboration tools can be anti-sharing once tools are without management, planning and maintenance. Suarez (2006) argue in his blog that e-mail is not a powerful collaboration tools. I think what he argued is about how people using e-mail tools. E-mail is not a powerful collaboration tools because no one performs collaboration function well from e-mail. This is the same logic as collaboration tools. Collaboration tools can be an issue of knowledge sharing once on one control or manage tools. We should make sure collaboration tools are not only store all the knowledge only. Reference Robertson, J. (2007). Collaboration tools are anti knowledge sharing? Retrieved from http://www.steptwo.com.au/papers/cmb_antiknowledgesharing/index.html Suarez, L. (2006). Email: The Good Enough Collaboration Tool - Is It Really? Retrieved from http://it.toolbox.com/blogs/elsua/email-the-good-enough-collaboration-tool-is-it-really-11473
  • Jiawen Lin on 17 Apr 11
     
    This article emphasises some weaknesses of using collaboration tools in an organisation, such as unmanaged content misplaced in the system, a lack of organizational context for new staff, and irrelevance of search results for staff. This can link to one of my selected article - Sign of the times: manufacturing and e-business blend as a digital enterprise - which mentions another weakness that is the new solution may not integrate with the organisation's existing system and the existing organisational knowledge may fail to exploit. Long (2011) comments that both organizational teams and the nature of the collaboration tools can create information silos in an unmanaged environment. I agree that no collaboration tool is perfect but I also argue that such tools become a competitive necessity of most organizations because they provide powerful service to simplify business process and reduce cost. As Toole (2000) mentions, a trend for most enterprises is e-business which combines Internet and information technology to manage organizational information and process business geographically. I believe that with the continuous development of information technology, those collaboration tools can be improved and offer better services. Furthermore, organizations need to provide professional staff training on using those tools and make sure everyone follows the same procedure to process information in an effective way. Toole (2000) claims the bottom line of using collaboration tools is that they can deliver "better innovation and lower costs with higher quality products and services". Reference Toole, P. (2000). Sign of the times: manufacturing and e-business blend as a digital enterprise. Design Engineering, 46(8), 12. Retrieved from http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?did=374775371&
Shan Shan Cheung

Internal Collaboration, Communication & Knowledge-Sharing Works at Lockheed Martin - Ma... - 2 views

www.interactyx.com/...-martin-a-make-it-work-for-you

collaboration knowledge sharing learning organisation

shared by Shan Shan Cheung on 17 Apr 11 - Cached
  • Shan Shan Cheung on 17 Apr 11
     
    No one possesses all the knowledge. Therefore, we have to know how to share knowledge among members of organisations. Two main points are fully utilizing knowledge and avoid knowledge losing within organisations. The article demonstrated a successful story of knowledge sharing at Lockheed Martin. They built up and internal social network call Unity (Brogan, 2010). Unity helped employees share their experience and solution in the network. They can post their challenge of a project. Other employees can give suggestion once they have related knowledge or experience. Finally, employees transfer their knowledge within organisation. The process of knowledge sharing is not an easy task. Although we understand we have to share their knowledge because everyone's knowledge is limited; people still want to keep the knowledge rather than sharing out. It is because knowledge is an asset. People afraid they lose their merit once they share knowledge. Therefore, knowledge manager should promote that knowledge transfer is enhancing their working efficient and building up their knowledge intelligence in organisations instead of reduce their value. Lockheed Martin give me a view of they can promote this concept successfully to their employees. I think this is the main reason of their success. They can transfer the knowledge from experienced staffs to new staffs. Reference Brogan, B. (2010). Internal Collaboration, Communication & Knowledge-Sharing Works at Lockheed Martin - Make It Work for You. Retrieved from http://www.interactyx.com/blog/internal-collaboration-communication-knowledge-sharing-works-at-lockheed-martin-a-make-it-work-for-you
  • Kelly Kerr on 17 Apr 11
     
    Response to "Internal Collaboration, Communication & Knowledge-Sharing Works at Lockheed Martin" posted by Shan Shan Cheung This article discusses the Unity social networking platform that was implemented into Lockheed Martin at the end of 2009. Unity connects around 140,000 Lockheed Martin employees globally and provides knowledge sharing functionality such as blogs, wikis, file-sharing, RSS feeds, forums and social book marking. With 60% of its workforce identified as baby boomers Lockheed Martin needed to find a solution where corporate knowledge didn't leave the organisation when their people retired (Change Factory, nd). Often valuable information was locked away in an individuals email account which was inaccessible by other people who needed to access historical corporate knowledge. In contrast, Unity enabled certain employee contributions to become a permanent record. The other main group of employees at Lockheed Martin known as Millenials are the youngest generation in the workforce. Millenials are seeking social networking tools within the corporate environment as effective communications channel with the attitude that "I can access this type of tool at home, so I should be able to utilise it at work". Unity has also provided a platform to enhance business improvement and streamline processes as in the proposal tool kit. In summary, whilst Baby Boomers and Millenials operate differently (Options, 2001), Unity seeks to provide an effective communications channel to harness corporate knowledge and build collaboration amongst staff and ultimately reduce risk of losing corporate knowledge when the baby boomers retire . Reference Coping with the baby boomer brain drain. (n.d.) Retrieved April 15, 2011 from http://www.changefactory.com.au/articles/human-resource-management/coping-with-the-baby-boomer-brain-drain/ Generation Difference At Work - A Sleeping Giant. (2001). Retrieved April 15, 2011 from http://www.lifecare
Shan Shan Cheung

Informal Workplace Learning and Knowledge Sharing - 3 views

www.eadulteducation.org/...learning-and-knowledge-sharing

Collaboration knowledge sharing learning

shared by Shan Shan Cheung on 15 Apr 11 - No Cached
  • Shan Shan Cheung on 15 Apr 11
     
    The article emphasise knowledge is the asset of organisations. Although knowledge is virtual object, but its benefit for organisations cannot be avoidable. Knowledge benefits organisations enhance their profit making because it increases employees' productivity (Caruso, 2010). Therefore, we should consider how to share knowledge in efficient and low costly approaches. I agree with Caruso (2010) that informal learning experience is an important way of employees acquires their knowledge. Formal learning is not the majority part of knowledge sharing in organisations because of large human and financial resources consumption. On the other hand, informal learning is a helpful way. We could not ignore people share their knowledge among their daily conversation. Moreover, social networking tools such as blogs, wikis are helping informal knowledge sharing. Thus, organisations should think about how to well use these kinds of informal collaboration tools. In my opinion, well use collaboration tools not only ensure employees share their knowledge. In addition, we have to ensure knowledge is practicing and keeping in organisations. Difficult to keeping knowledge in an organisation is the main issue of informal sharing. It is because the knowledge exists and absorbs with an individual. Organisations lose the knowledge once the individual leave the organisations (Caruso, 2010). Besides that, once employees get the knowledge, how do organisations ensure employees apply the knowledge within organisations is the other issue. If employees have not use their knowledge, it does not have any benefit to organisations. Reference Caruso, S. (2010). Informal Workplace Learning and Knowledge Sharing. Retrieved from http://www.eadulteducation.org/adult-learning/informal-workplace-learning-and-knowledge-sharing/
Kristy Long

Communities of Practice: Knowledge Management for the Global Organization - 20 views

I read this article with great interest as I am about to establish a Community of Practice among intranet authors in my workplace. Our intranet authors are spread over many geographical sites and ...

communities of practice CoP intranet collaboration innovation community

started by Kelly Kerr on 14 Apr 11 4 follow-ups, last by Kristy Long on 18 Apr 11
Elin Frustol

IM [@Work] Adoption of Instant Messaging in a Knowledge Worker Organisation - 2 views

doc.telin.nl/...205610019a.pdf

collaboration IM instant messaging organisation communication community net508

shared by Elin Frustol on 14 Apr 11 - No Cached
  • Elin Frustol on 14 Apr 11
     
    Instant Messaging (IM) applications, such as AOL Instant Messaging (AIM), MSN Messenger and Yahoo! Messenger, have become very popular in the last decade. This paper by de Vos et al. (2004) investigates the adaption of Instant Messaging (IM) by individual users and pairs of users within a mid-size organization. This paper is important as it examines employees' willingness to adapt to instant messaging tools within an organization. The findings from the research showed a fourfold increase in IM use after the introduction, both in terms of users and the number of conversations. The findings are interesting as it has been argued that the main problem companies experience when implementing online collaboration tools is the objections many employees have when introduced to these new tools (Foster, 2009). The main limitation of the paper is that the authors' research sample was restricted to only one organisation. The period of research was four months before and three months after introduction of IM in an organisation, thus the authors indicate that further research needs to be undertaken to see how usage patterns develop over a longer period of time. de Vos et al found that business mobile phones users don't seem to benefit from IM. However, this finding is not applicable anymore as smartphones with IM applications have been introduced after the paper was written in 2004. References de Vos, H., ter Hofte, H. & de Poot, H. (2004). IM [@Work] Adoption of Instant Messaging in a Knowledge Worker Organisation. Retrieved from https://doc.telin.nl/dsweb/Get/Document-30163/205610019a.pdf Foster, D. (2009). Collaboration Technology and Organisational Change. Retrieved from http://gigaom.com/collaboration/collaboration-technologies-and-organizational-change/
  • Mandy Burke on 16 Apr 11
     
    I think the rapid adoption of instant messaging software in the workplace could be due to the trend of consumerisation of products prior to businesses adopting them (Flinley, 2010). Many employees would have been exposed to instant messaging through Skype, Microsoft Messanger etc in their personal use of the Internet (Flinley, 2010). When businesses implement this software into the workplace, they are already aware of the benefits and they are familiar with the how the software is used so this would lead to the employee adopting this software quicker. Instant Messaging is also available in the free download of Skype. Skype provides users with the ability to instant message but also gives users the ability to videoconference, audio calls, file sharing and screen sharing. These are important factors when considering which program to download to implement instant messaging software. By providing staff with instant messaging software that can also provide a variety of tasks saves the company money and provides employees with a variety of ways to communicate and to collaborate with one another. One of the great features of Skype that was updated in their most recent version is screen sharing. Screen sharing is often restricted to the IT department of businesses but Skype gives this functionality to basic users. Allowing people to see each other screens, increases users ability to share information with one another. References: Flinely, K. (2010). Consumerization of IT: 95% of Information Workers Use Self-Purchased Technology for Work. Readwriteweb. Retrieved on 16 April 2011 from http://www.readwriteweb.com/enterprise/2011/03/consumerization-of-it-95-of-in.php Finley, K. (2010). Four Trends in Enterprise Video Conferencing. Read Write Web. Retrieved on 12 April 2011 from http://www.readwriteweb.com/enterprise/2010/10/trends-in-enterprise-video-conferencing.php
  • Shan Shan Cheung on 17 Apr 11
     
    I think we should concern about is how to capture and manage the useful knowledge from Instant Messaging (IM). IM helps staffs share knowledge in organisations. de Vos et al. (2004) wanted to find out in the research that IM supports quick question and clarification, keeping touch with friends and families. This is a common situation nowadays. I have an experience that my friends at Hong Kong always discuss their questions of study or work with me with Windows massager. My friend who work at school library often ask me about cataloguing problem when she is working. IM not only allows transferring knowledge within organisations, it also allows staffs interacting with people outside organisations. Therefore, the first issue of manage knowledge is separated the useful message out. It is not useful of private message. IM sharing is not a formal knowledge sharing method. Nevertheless, it place important role in organisations. Caruso (2010) pointed out in his article that organisations must able to understand some of the tools that can utilize to knowledge sharing all among the organisation. Meanwhile, Caruso (2010) also indicated that "80 percent of organisational knowledge exists exclusively within an individual." Although IM is usual in the organisation, but the information is only store in staffs' brain, not in the organisation. We should think an appropriate way to manage the information in IM. Reference Caruso, S. (2010). Informal Workplace Learning and Knowledge Sharing. Retrieved from http://www.eadulteducation.org/adult-learning/informal-workplace-learning-and-knowledge-sharing/ Caruso, S. (2010). Informal Workplace Learning and Knowledge Sharing. Retrieved from http://www.eadulteducation.org/adult-learning/informal-workplace-learning-and-knowledge-sharing/
Shan Shan Cheung

Making use of knowledge sharing technologies - 2 views

proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb

collaboration knowledge sharing

shared by Shan Shan Cheung on 15 Apr 11 - No Cached
  • Shan Shan Cheung on 15 Apr 11
     
    Appropriate tools are prerequisite to the successful execution of a job. Organisations understand knowledge is important to business running. However, efficient method of applying knowledge in daily working procedure is necessary for organisations. Human, policy and collaboration tool are essential elements for implement knowledge sharing system. The article expressed collaboration tools is the 'wheel' of knowledge sharing. The article also gives me a message that I should choose collaboration tools carefully if I work as information management professional. The article evaluated several knowledge collaboration tools. Appropriate collaboration tools have been helping several organisations improve their performance whether public or private sectors (Hedgebeth, 2007). It proved collaboration tools is helpful for knowledge sharing. However, we should not avoid the importance of choosing collaboration tools. Hedgebeth evaluated four collaborations tools only in the research paper; nevertheless, there are lots of collaboration tools in the market. All vendors advertise their tools are the best. Therefore my opinion is the first step is understanding how to choose the tool rather than using the tool. Organisations should compare more than four tools. Moreover, organisations should aware add on module of each tools. Although organisations need to spend more money on purchasing add on services, but add on services may enhance the performance of sharing knowledge. Reference Hedgebeth, D. (2007). Making use of knowledge sharing technologies. VINE, 37(1), 49. Retrieved from http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?index=0&did=1247959181&SrchMode=2&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1302856540&clientId=22212&cfc=1
Kristy Long

No collaboration without communications - 7 views

www.steptwo.com.au/...index.html

intranet; collaboration; communication; organisation

shared by Kristy Long on 10 Apr 11 - No Cached
  • Kristy Long on 10 Apr 11
     
    While web 2.0 technologies have been around for awhile now, many organisations are still in an experimental phase. There are all too often rare wins and rare examples of it being used correctly to fulfil a strong business need or solve a business problem. This article argues that organisational collaborative tools such as social intranets etc will not be embraced or used to their full potential if employees do not already communicate with each other - i.e. have a structure, management style or physical layout that supports them to communicate. As the article states, "The existence of collaborative tools does not automatically imply that people will collaborate or collaborate effectively." (A. Broomhall, 2009) This makes sense. In a working and professional environment, most staff are more guarded in their communication (depending on the culture of the organisation of course) and less reluctant to use collaborative tools like they might as strangers on the World Wide Web. If the fundamentals of communication are working well in an organisation and already exist (ie. people have met face to face, have already established communities, have trusted relationships where they share information) they are then more likely to collaborate online. There are several intranet features which can be used to strengthen these communication paths and employee relationships: - staff directory - news channels - social news sites. It is these types of technologies (available on most intranets) which can help encourage the development of communication networks, and in turn support the use of collaborative tools. Reference: Broomhall, A (2009) No collaboration without communications Retrieved from http://www.steptwo.com.au/papers/cmb_nocollaboration/index.html
  • ...4 more comments...
  • Kaye England on 11 Apr 11
     
    This was a very thought-provoking article and I was especially interested in how the author stated "The existence of collaborative tools does not automatically imply that people will collaborate or collaborate effectively" (Broomhall, 2009, para. 5). In one of the articles that I posted on wikis in education by Deters, Cuthrell, & Stapleton, J. (2010) they noted that without proper preparation of students and specific guidelines that the success of the wiki would be in doubt. I believe that this can be related to this article by Broomhall. Without proper preparation and planning online collaboration can fall flat and fail. I don't fully agree with Broomhall (2009, para.6) when she says "It is a simple concept, but if people are not already communicating with each other, then there is little chance they will feel comfortable enough to share their knowledge online." I believe that there are many instances where online collaboration between strangers can take place most effectively (not least of which is this exercise in learning on DIIGO!). Waltonen-Moore, Stuart, Newton, Oswald & Veronis (2006) concluded in their study on an online learning environment that it is possible for virtual strangers to collaborate and successfully complete their work. I would agree that it comes down to good planning, facilitation and monitoring of any online collaborative environment in order to make it successful. References: Broomhall, A (2009) No collaboration without communications Retrieved from http://www.steptwo.com.au/papers/cmb_nocollaboration/index.html Deters, F., Cuthrell, K. & Stapleton, J. (2010). Why Wikis? Student Perceptions of Using Wikis in Online Coursework . Journal of Online Teaching and Learning 6(1). Retrieved from http://jolt.me
  • anonymous on 15 Apr 11
     
    This article by Broomhall (2009) also explores the notion that, simply implementing collaborative software into an organisation does not necessarily mean that it will be used. Collaborative tools like wikis may seem easy to use by those that use wikis like Wikipedia, although it does not mean that everyone within the organisation will have the confidence or skills to use the wiki or understand the purpose of using the wiki for collaboration or communication within the organisation. This article is a small and easily understood article that is relevant to explain the main issues that may arise in an organisation that is using collaborative tools like wikis in content management and communication. This article compliments the articles like Clarke's article (2007) "Collaborative authorship with Atlassian Confluence" and Stackpole's article (2008) "Wikis that work: Four IT departments get it right" about wikis as it ensures, that when implementing a wiki the organisation understands the importance of ensuring that "the basics of communication are established" (Broomhall, 2009) and that "staff share a common understanding of the organisation, its functions, organisational structure and its role in the broader industry" (Broomhall, 2009). Staff that have an understanding of the role of the company will be more likely to understand how open collaboration can assist the organisation and how their use, can assist in creating communication between other departments and staff from other locations, thus breaking down silos that may exist and enable the promotion of a sharing culture within the organisation. References: Broomhall, A (2009) No collaboration without communications Retrieved from http://www.steptwo.com.au/papers/cmb_nocollaboration/index.html
  • anonymous on 15 Apr 11
     
    References: Clarke, R. (2007). Collaborative Authorship with Atlassian Confluence. GlinTech. Retrieved from http://www.glintech.com/downloads/Collaborative%20Authorship%20with%20Atlassian%20ConflueCon.pdf Stackpole, B. (2008). Wikis that work: Four IT departments get it right. Computer World: the voice of IT management Retrieved 13 April, 2011, from http://www.computerworld.com/s/article/9118878/Wikis_that_work_Four_IT_departmdepa_get_it_right
  • Shan Shan Cheung on 17 Apr 11
     
    Thanks Kristy for your article. When we talk about collaborations tools in organisations, we pay more attention on the collaboration tools more than human factor. What I found in my articles are focus on tools. My comments think about how to choose appropriate tools, how to develop and manage tools. However, we should not ignore the origin of knowledge sharing. It is base on people's communication. I agree with Broomhall (2009), if people are not already communicate with other, they do not feel comfortable share the knowledge online. It is like we do not borrow our money to stranger. Therefore, collaboration tools should work as communication tools at the same time. Tools are something which need human's practice, especially collaboration tools. If no one uses collaboration tools, we cannot see any collaborative activities inside. Tools are not collaboration tools anymore. Broomhall (2009) noted some channel of communication, such as intranet, staff directory. The channel which I am interested is social site. Social site is not a communication channel. I found that in my research is informal sharing place an important role in organisations. Organisations not only benefit from formal records or information. They can get more benefit from informal channel. Informal sharing should be part of collaboration tools have to concern. Reference: Broomhall, A (2009) No collaboration without communications Retrieved from http://www.steptwo.com.au/papers/cmb_nocollaboration/index.html
  • Bianca F on 17 Apr 11
     
    Thanks for providing this article, Kristy. I agree with Broomhall that just because collaboration tools have been put in place, it does not guarantee that these tools will be utilised or even used in the manner in which they were intended. However I also don't agree that "if people are not already communicating with each other, then there is little chance they will feel comfortable enough to share their knowledge online." (Broomhall, 2009.) I think that Net 308's Blackboard discussion forums, although not extremely lively, are an example of strangers communicating with each other and sharing knowledge. Successful forums and even groups on Flickr are comprised of those that have not met in real life nor communicated with each other prior to utilising the collaboration tool they are part of. Although I will agree that successful collaboration required the right collaboration tool and proper facilitation of such, the main factor in success or failure of online collaboration comes down to common purpose or interest. Without that fundamental element, at least at the beginning, I believe success to be far fetched and difficult to achieve. I agree that a staff directory would aid in the success of collaboration in the organisation Broomhall refers to in this article. I feel that an ice breaker activity as outlined by Augar, Raitman and Zhou (2004.) of sorts would also benefit. References: Broomhall, A (2009) No collaboration without communications Retrieved from http://www.steptwo.com.au/papers/cmb_nocollaboration/index.html Augar, N., Raitman, R. & Zhou, W. (2004). Teaching and learning online with wikis. In R. Atkinson, C. McBeath, D. Jonas-Dwyer & R. Phillips (Eds), Beyond the comfort zone: Proceedings of the 21st ASCILITE Conference (pp. 95-104). Perth, 5-8 December. http://www.ascilite.org.au/conferences/perth04/procs/augar.html
  • Elin Frustol on 17 Apr 11
     
    This is an interesting article that brings up some great points on the importance of communication regarding collaboration. I totally agree with the author, communication within an organisation is vital in order to collaborate effectively. The main problem companies experience when implementing online collaboration tools, is the objections many employees have when introduced to these new tools (Foster, 2009). Fear, uncertainty, resistance and concerns are some of the issues companies have to deal with as employees are asked to go from being a passive consumer of online information to becoming a creator of content by posting discussions, comments etc. that anyone can view. Foster (2009) suggests that businesses should spend more time thinking about the impact of these changes on their employees. In order to deal with the different issues employees may have, Foster suggests organisational change management. Like Broomhall, Foster (2009) highlights communication as the common element whether the change is coming from the top of the organization or from the bottom. The article is a useful resource for this project as it focuses on the importance of communication when organisations are implementing collaborative tools. Broomhall (2009) argues that employees need information about internal changes and external influences which may impact their daily work. As Broomhall points out, the existence of collaborative tools does not automatically imply that people will collaborate. References Broomhall, A. (2009). No Collaboration without Communications. Retrieved from http://www.steptwo.com.au/papers/cmb_nocollaboration/index.html Foster, D. (2009). Collaboration Technology and Organisational Change. Retrieved from http://gigaom.com/collaboration/collaboration-technologies-and-organizational-change/
Michael Nycyk

How organisations collect, manage and share resources through Internet and other Techno... - 41 views

Yes you do post comments on here but it has been made very difficult because there are two groups but just ignore that and post here.

collaborate; collaboration; collect; manage; information; internet; resources;organisation;

started by Jiawen Lin on 05 Apr 11 3 follow-ups, last by Michael Nycyk on 07 Apr 11
Sheila Bonsu

Real Estate Launches Technology Offering that Mirrors Its Culture of Collaboration - 2 views

rismedia.com/...s-its-culture-of-collaboration

collaboration Online net508 Internet organisation Business communication

shared by Sheila Bonsu on 15 Apr 11 - No Cached
  • Sheila Bonsu on 15 Apr 11
     
    In today's competitive business environment the difficulties linked to keeping up with new and innovative technologies are momentous. 'ERA Real Estate Launches Technology offering that Mirrors Its Culture of Collaboration' article proves just that by demonstrating how a real estate company is using online technology to communicate and collaborate. The article introduces us to the launch of a new intranet solution by ERA Real Estate. The intranet as stated by the article provides significant corporate social networking functionality that links agents, brokers and companies across America and around the globe to collaborate and share knowledge of the 30,000 members they have so far. One of the features on the intranet is the ability to connect with colleagues within the same environment or different locations. The organisation must have other mobile collaborating tools such as smart phones to track or update listings, managing leads and other tasks commonly associated with Real Estate organisations. The new online intranet provides this functionality as well. This article is among a number of great examples of industries communicating and collaborating online as the means to share knowledge. The new organisation social media website by ERA Real Estate will no doubt open the gate to more innovation and the sharing of knowledge. Reference: ERA Real Estate Launches Technology Offering that Mirrors Its Culture of Collaboration. (2011). 1. Retrieved from RISMedia website: http://rismedia.com/2011-04-13/era-real-estate-launches-technology-offering-that-mirrors-its-culture-of-collaboration/
Shan Shan Cheung

Email: The Good Enough Collaboration Tool - Is It Really? - 4 views

it.toolbox.com/...ration-tool-is-it-really-11473

collaboration communication e-mail

shared by Shan Shan Cheung on 15 Apr 11 - Cached
  • Shan Shan Cheung on 15 Apr 11
     
    This is an interesting blog that debate e-mail is a powerful collaboration tool or not. I totally agree with Suarez (2006) that e-mail is a very powerful communication tool. We can receive every mail whether are junk mails or useful mails. Others could receive a mail within few minutes from someone who live at the other side of world. In addition, people receive wide range of information from e-mail. However, I am not completely agreed that we miss out the point of collaboration and knowledge management once we define e-mail is good enough collaboration tool. Suarez (2006) mentioned how people have managed e-mails. Although nine people read e-mails, only a person knows the content of e-mails, is able to trace out particular e-mails and uses e-mails. Thus e-mail is not powerful collaborations tool. My opinion is the argument misses the essential elements of knowledge sharing. It is human. No matter the knowledge sharing tools or other collaboration tools, they also require human's management. If no one sends mails in electronic format, e-mail would not be at society anymore. The nature of e-mail still is collaboration tools. Organisations should focus on human is well use e-mail system and the information that inside e-mail system. This is a human base procedure. Reference Suarez, L. (2006). Email: The Good Enough Collaboration Tool - Is It Really? Retrieved from http://it.toolbox.com/blogs/elsua/email-the-good-enough-collaboration-tool-is-it-really-11473
  • ...1 more comment...
  • Samantha Clews on 17 Apr 11
     
    I was interested in this article as much of my research for the assignment has made the same argument that this article makes. And that is, Email may be great for communication but is most deffinately not at all useful for collaboration. As Luis Suarez states, most will file the email away and will be unlikely to find it later. He also states that new people to the project wont have those emails. The article by Stackpole (2008) talks about the use of wiki's as great online collaboration tools that help users to organise projects and separate them from eachother. Many of the points addressed in this article are almost exact responses to the issues with email. As stated above, those users who join a project late wont have the email. Stackpole (2008) explores this notion by talking about new members being able to catch up on the development of a project easily without having to sift through hundreds of emails. The wiki page will give the most current information as well as show the progress in a neat logical way. Saurez also states that the ability to find information/changes in emails is challenging as one has to search / sift through their emails. As stated above wiki's allows users to easily see these changes without having to try find the five or ten emails it was discussed in. Stackpole (2008) also notes that changes/updates/information and separate projects can all be kept in the one place. However, if one was to send an email to 10 different people, perhaps only some would actually click reply all (in which the response is sent to all recipients) therefore if one was to click just reply, only the initial sender would see the response, thus information is too scattered as some have less access. With a wiki it is all in one spot for everyone to reference. While reading Saurez's article I strongly agreed with his arguments, and Stackpole (2008) article backs up the notion that email is not a strong collaborative tool, that doesn't mean it is not a strong
  • Belinda Milne on 17 Apr 11
     
    I know someone who works in information management and, to prevent duplication, they have dedicated procedures, spelling out who is supposed to archive emails and documents. As I understand it, only the original sender submits a copy to the file, cc copies can be deleted.
  • Sheila Bonsu on 17 Apr 11
     
    Thanks Shan as I enjoyed reading this article. The question of whether the good old email is a good enough collaboration tool is an interesting debate. I beg to differ that email is not a powerful collaboration tool. I am part of an organisation where are main communication and collaboration happens through emails. We plan, organise, discuss and share documents through emails. I will list some functions vital to our organisation that email provides: 1. Organisation - You can track and organise responses through email by clicking on the latest responses. The latest email often contains the conversation from previous users as mentioned my Samantha in her response. Who said what and at what time can also be noted. 2. Document sharing - Just like any collaboration tool, you can attach and send any document in any format to the group in your network. The only area traditional email clients falls short is real-time editing. Google Gmail provides this function by incorporating Google Docs with the Gmail Service. This makes it a powerful online collaboration tool where content editing is incorporated into the email system. 3. Records - Like modern collaboration tools, emails can be archived and searched. Though we meet up on monthly basis, my organisation can be classified as a virtual team. As a virtual team, email is a powerful collaboration tool for us. Thanks once again, a great article related to my topic of collaboration within organisations.
Steffi Jones

A Million Heads is Better Than One - 2 views

www.readwriteweb.com/...rowdsourcing_million_heads.php

crowdsourcings collaboration Business wikipedia stumbleupon

shared by Steffi Jones on 15 Apr 11 - Cached
  • Steffi Jones on 15 Apr 11
     
    This article focuses on the web 2.0 term "wisdom of crowds" within crowd sourcing, in which Catone explains as meaning "two heads are better than one, and that still more heads will yield even better results." The "Wisdom of crowds" looks at how crowds determine popularity and accuracy on the internet because they are the actions of millions of people. Wikipedia is an example of this concept as it is formed by the collaboration of thousands of users. This article states that according to studies Wikipedia is as accurate as encyclopaedia volumes such as Britannica. This theory comes from the fact that although crowd sourcing enables millions of people to participate, on websites such as Wikipedia it is usually just a few thousand people that contribute. Although it is possible for anyone to edit the website, it is monitored for changes and incorrect information is seen as the exception rather than the rule (Goodin 2005). "Crowdsourcing can be looked at as an application of the wisdom of crowds concept, in which the knowledge and talents of a group of people is leveraged to create content and solve problems." The wisdom of crowds concept can be seen differently when applied to websites such as www.StumbleUpon.com. StumbleUpon allows for users to rate and share web pages. Within a category users can rate with a 'thumbs up' or 'thumbs down' on the page they are given. The ratings not only determine what web pages you are referred to in future, but they allow for others who browse the same category as yourself to see the most relevant (most voted for) pages. As crowd sourcing enables for crowds to put forward their concepts, strategies and problem solving solutions in to practice in one place, the 'wisdom of crowds' concept refers to the way in which the large input from crowds enables particular websites on the internet to function in a way more relevant to its users. Goodin, D. (2005, December 14). 'Nature': Wikipedia is accurate. Retrieve
  • Sheila Bonsu on 17 Apr 11
     
    Crowdsourcing is changing some industries as revealed in 'Business Crowdsourcing: Why the Power of the Crowd is driving the Future of Business' by Jeff Howe. The phenomenon is a threat to organisations that sell what the crowd will do much more cheaply (Howe, 2008). Thank You Steffi for this article as I found it very interesting and insightful. Collective intelligence I believe is essential to the growth of knowledge especially within organisations, relating to my topic of Organization collaborative tools. Companies benefit from crowdsourcing, not only from the ideas they generate through collaboration, but also from the publicity they attract ("Crowdsourcing just got Simpler, Faster and Less Expensive," 2009). Crowdsourcing is vital as pointed out in the article. By stating that Wikipedia is as accurate as Encyclopaedias, I welcome this shift from one point of opinion to a community based perceptive view. The Cambrian House example was perhaps a wonderful representation of crowdsourcing in the form of community collaboration. Cambrian House as a crowdsourcing community using the wisdom of crowd based approach to discover new business and technology ideas is laudable ("Doors more than open at Cambrian House; Cambrian House delivers "crowdsourcing technology in a box" and evolves its focus to developing its crowdsourced product portfolio," 2008). A million heads is truly better than one. Reference: Crowdsourcing just got Simpler, Faster and Less Expensive. (2009). PR Newswire. Retrieved from http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?index=0&did=1670123411&SrchMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309&VName=PQD&TS=1303038199&clientId=22212 Doors more than open at Cambrian House; Cambrian House delivers "crowdsourcing technology in a box" and evolves its focus to developing its crowdsourced product portfolio. (2008). PR Newswire. Retrieved from http://proquest.umi.com.dbgw.lis.curtin
Mandy Burke

Four Trends in Enterprise Video Conferencing - 5 views

www.readwriteweb.com/...erprise-video-conferencing.php

collaboration online net308 videoconferencing business organisation employees smartphones mobile

shared by Mandy Burke on 12 Apr 11 - No Cached
  • Mandy Burke on 12 Apr 11
     
    Due to the global financial crisis, companies globally have been finding ways to cut costs. Instead of staff travelling to attend meetings, businesses rely on methods such as video conferencing to assist in facilitating meetings with geographically dispersed teams. This article published on the technology blogging site Read Write Web discusses four main trends in regards to video conferencing. The four trends stated are consumerisation, mobility, interoperability and providing a social layer. Mobility and the social layer are interesting trends when thinking about collaboration via video conferencing. Smartphones being released are beginning to include video conferencing as a standard functionality. Through the use of smart phones, mobility allows team members to participate and collaborate whilst on the move. It unshackles team members from the restraints of being restricted to an office. For team members that travel regularly being able to videoconference from hotel rooms or other offices through their smart phone provides them with flexibility previously not seen. Social layers being added to software is becoming the norm (Flinley, 2010). The social layer extends video conferencing beyond just audio and video. By adding social layers to videoconferencing software, users are able to communicate in the one location rather than utilising multiple platforms. A social layer provides "social networking, instant messaging, voice and video into one system" also including the ability to share files. By encapsulating all means of communication in the one destination, team members save time and recording communication becomes easier. References: Finley, K. (2010). Four Trends in Enterprise Video Conferencing. Read Write Web. Retrieved on 12 April 2011 from http://www.readwriteweb.com/enterprise/2010/10/trends-in-enterprise-video-conferencing.php
  • ...4 more comments...
  • Kaye England on 12 Apr 11
     
    I was interested in this article not only from a business perspective but also from an educational perspective. Video conferencing is something that we would like to use in the presentation of information literacy classes to off campus students in our library. The four trends that Finley (2010) discussed that of consumerization, mobility, interoperability and social layer are trends that will see video conferencing used much more in both business and educational settings (as well as for personal use of course!). Giesbers, Rienties, Gijselaers, Segers & Templeaar (2009) present an interesting case study of two virtual teams. One of the teams used video conferencing and the other team used online forums for their project work. The conclusion of this study was that there were no perceived advantages in the group that used videoconferencing. The debate then became about the advantages and disadvantages of asynchronous and synchronous communication. I for one am a reflective thinker - I like to be able to think things through and respond in my own time - so asynchronous communication suits me well. Synchronous communication such as videoconferencing can put more pressure on people to respond immediately. The key component in the videoconference group that stood out though, was the difference in leadership. It was more obvious in that group who the leader was and that seemed to make a difference to the group. Suduc, Bizoi, Filip (2009), conclude in their study that web conferencing requires much more leadership and organisation than other forms of collaboration. However, with that in place they say that there are many advantages to this type of collaboration, including, cost, time saving, reduction in travel and facility costs, improvement of decision making and communication. I definitely think that video conferencing will become more and more immersed in our day-to-day business and educational functions in the days to come. References: Finley, K. (201
  • Jiawen Lin on 16 Apr 11
     
    This article introduces some video conferencing applications, such as Cisco, Skype, Nefsis Basic, BlackBerry Playbook, and Google Voice, and shows how they are used as collaboration tools in enterprises. Burke (2011) summarizes that the use of such tools helps to establish instant communication, save travelling time, and cut business cost. One of my selected articles, iManage Unveils the First Multi-Platform Collaborative Content Management Suite, announces a new Internet content management application suit called iManage WorkSite MP which is an online collaboration tool as well. Both video conferencing tools and Internet content management applications are network-based, so users' contributions will be available instantly, and shared information can be distributed globally. Both of them aim at improving business efficiency, reducing cost and resource, and finally developing organisational service and product quality. While video conferencing tools focus on communication by audio and video, Internet content management applications, such as iManage WorkSite, has more to do with information management, such as text, image, and spreadsheets. It can be said that online collaboration tools can facilitate meetings among team members geographically, provide access to shared knowledge and ideas, and manage organisational information effectively. I argue that the combination of both video conferencing and content management tools can offer a comprehensive service to an organisation to compete in the global economy. As Fedorowicz, Laso-Ballesteros, and Padilla-Melendez (2008) state, the development of online collaboration "will facilitate multidisciplinary innovation and reduce barriers and inefficiencies among people working together"(p.1). Reference: Fedorowicz, J., Laso-Ballesteros, I., & Padilla-Melendez, A. (2008). Creativity, Innovation and E-Collaboration. International Journal of E-Collaboration, 4(4). Retrieved from http://proquest.umi.com.
  • Samantha Clews on 17 Apr 11
     
    I was first interested in this article from personal, and educational experiences with one of the tools mentioned. (Skype) The article explores the idea that Video conferencing can be used to cut costs in this growing financial crisis. A family member of mine uses the tool to collaborate with business partners as it is a much cheaper and easier option than flying all over. It is also easier to quickly update somebody without the high cost of international phone calls. the article explores other benefits of using the tool for business, such as the ability to use it on the move and the ability to combine it with social networking tools. Through personal experience, having family that live in another country, the tool is helpful to share photos, information, and to merely see each others faces, something that is much more beneficial than a phone conversation. This then brought me to an article by Mark Blankenship, in which he talks about a skype lecture he gave to a group of undergraduates. He states "They listened, took notes, asked questions, and engaged in discussion. Except for the fact that I never shared a physical space with them, my experience with the students was remarkably similar to the experience I've had with students in the actual world" therefore perhaps developing a fifth trend in which users feel that video conferencing enhances the ability to act as a real face-to-face mechanism, in which the social element is not hugely different than that of a real social interaction. Also proving to be more than just a one-on-one tool, as it can be used to interact with a group of students to aid in learning where a guest speaker is unable to attend the physical lecture. References Blankenship, M.. (2011, March). How Social Media Can and Should Impact Higher Education. The Education Digest, 76(7), 39-42. Retrieved April 17, 2011, from http://proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb?index=5&did=2253484511&SrchMode=1&sid=14&Fmt=3&VInst=PROD&VTyp
  • Kelly Kerr on 17 Apr 11
     
    This article provides a high level overview on video conferencing in a corporate setting and discusses four main trends, such as consumerisation, mobility, interopability and the social layer. It discusses Skype and how quickly it is gaining a business market share in in comparison to other enterprise tools such as TelePresence and WebEX. The success of Skype is due to the fact that it is so easy to use and allows users to share desktops so they are "virtually" in the same room. Mobility is also a main driver for video conferencing. When we consider that every laptop has a webcam, the potential for mobile video conferencing is immense and not just limited to tools such as the iPhone using the Facetime protocol. Add to this that the workplace is changing with more people working remotely either from home or travelling on business and the potential for video conferencing is growing as we need to connect with colleagues and clients. In essence I think video conferencing is the way of the future, however interoperability with devices has the potential to create issues until a standard or protocol is defined much in the same way TCP/IP was defined as the global standard for web traffic in 1983 (Microsoft, 2005). Presently devices can "talk" to each other if they use the same protocol, however there are many protocols emerging at the moment and no industry set of rules that all protocols must adhere to. Reference TCP/IP background. (2005). Retrieved April 15,2011 from http://technet.microsoft.com/en-us/library/cc775383(WS.10).aspx
  • Jiawen Lin on 17 Apr 11
     
    This article introduces some video conferencing applications, such as Cisco, Skype, Nefsis Basic, BlackBerry Playbook, and Google Voice, and shows how they are used as collaboration tools in enterprises. Burke (2011) summarizes that the use of such tools helps to establish instant communication, save travelling time, and cut business cost. One of my selected articles, iManage Unveils the First Multi-Platform Collaborative Content Management Suite, announces a new Internet content management application suit called iManage WorkSite MP which is an online collaboration tool as well. Both video conferencing tools and Internet content management applications are network-based, so users' contributions will be available instantly, and shared information can be distributed globally. Both of them aim at improving business efficiency, reducing cost and resource, and finally developing organisational service and product quality. While video conferencing tools focus on communication by audio and video, Internet content management applications, such as iManage WorkSite, has more to do with information management, such as text, image, and spreadsheets. It can be said that online collaboration tools can facilitate meetings among team members geographically, provide access to shared knowledge and ideas, and manage organisational information effectively. I argue that the combination of both video conferencing and content management tools can offer a comprehensive service to an organisation to compete in the global economy. As Fedorowicz, Laso-Ballesteros, and Padilla-Melendez (2008) state, the development of online collaboration "will facilitate multidisciplinary innovation and reduce barriers and inefficiencies among people working together" (p.1). Reference: Burke, M (2011) Comment on Four Trends in Enterprise Video Conferencing. Retrieved from http://groups.diigo.com/group/cur
  • Fransisca Mayang Sari on 17 Apr 11
     
    Video conferencing as one of online collaboration tools, able to change the way people communicate as well as their perceptions towards the work day in nowadays. Video conferencing has become a part of communication strategy, this article shows that about 37% of Skype users use the service for business purpose, which is they use Skype to make conference video that is more convenient and less traveling cost, users would be able to meet up without consuming traveling time which normally required in order to meet face to face. I found out this article are useful in terms of explaining the way video conferencing been used in business as well as introducing 4 new trends on how people use it, and as resources itself, it is credible enough, this article took from ReadWrite Enterprises web sites that mainly focusing on business purposes. By relating on my own topic, which is talk about the use and features of social bookmarking site (delicious), video conferencing as well provides specific features in order to facilitate the video conference, hence users would be able to use the features and communicating online, same as the way delicious using it special features, such as tags, where people would be able to collaborate their bookmarks as long as they are sharing and using same tags. As for value, this article shows and recommends how useful video conferencing is and there is multiple ways and benefits we could get by using it online. References: Finley, K. (2010). Four Trends in Enterprise Video Conferencing. Read Write Web. Retrieved on 12 April 2011 from http://www.readwriteweb.com/enterprise/2010/10/trends-in-enterprise-video-conferencing.php
peter stanier

The Obama Campaign: How the enthusiasm of supporters created a Political revolution - 3 views

www.wired.com/...propelled-by-in

Politics Online collaboration Supporters Revolution

shared by peter stanier on 14 Apr 11 - Cached
  • peter stanier on 17 Apr 11
     
    Highlighted throughout this wire piece is the principal idea that the collaboration of online political supporters of the Obama campaign did not happen randomly, rather as Benko (2008) notes there was a "clear vision" behind the strategies used to empower, encourage and promote this activism. While this article takes a more statistical approach the vast success that the campaign had in translating online collaboration into an offline political movement is demonstrated as over 150,000 campaign related events were organized through online communities, and in the last week of the campaign online volunteers were asked to make over a million phone calls encouraging others to vote. A key strength of this source is the lack of political ideology or motive present. As a news piece it offers factual and well supported observations and comparisons as to how this online collaboration evolved. This is documented when noting the crucial role that this organized campaign played in generating financial muscle for the candidate, Obama himself noting "that it was the working men and women" who helped to obtain over $600 million most of which was donated online. The Obama campaign employed the right people in Rospars, Hughes an Goldstein (2009) to exploit the potential Youth, grassroots and hard - to-reach voters with an online political strategy they helped to not only involve them in this revolutionary online collaboration but to also give them a feeling of political empowerment. This reliable source is therefore key in documenting how the Obama campaign skillfully executed an online strategy to maximize group collaboration. Offering not only a balanced and factual observation as to how the internet empowered and mobilized the ordinary citizen thus revolutionizing the political scene of the western world, but also crucially that with this campaign there was a clear bridge that activism online can result in political involvement and ultimately change offline. Refer
  • Rosanna Candler on 24 Apr 11
     
    It is important to remember that, although Obama cleverly attached the Internet to his campaign, a combination of factors contributed to his 52 per cent (Stirland, 2008) majority: A compelling and humanising personal narrative, stellar oratory skills, and that "the moment was perfect for his message of 'change'" (Norquay, 2007). Obama's candidacy was a consciously planned and executed national movement that "lent itself to mass mobilisation among that very portion of the population that is the most new media friendly and tech-savvy, the younger demographic" (Norquay, 2007). The youth not only engaged in the web pages and online action groups produced by the Obama campaign, they took it upon themselves to create their own media content; such as the 'Yes We Can' (http://www.youtube.com/watch?v=jjXyqcx-mYY, 2008) celebrity-driven music video which reached Youtube notoriety, or the portrait graphic a supporter produced later going on to be assimilated into the official promotion. This content-creation parallels my topic on Middle East revolutions, through activist's construction of uniform slogans, signs and imagery (McHugh, 2011). This article concludes with the prediction that Obama's "rise to the presidency will be studied for years to come as the textbook example of a new kind of electioneering driven by people and technology" (Stirland, 2008), and- to a less successful extent- this was realised in the Kevin07 campaign, in which "Kevin Rudd launched his campaign to online publicity buzz- turning to blogging, Youtube and Facebook" (Best, 2007). The Obama Campaign speaks volumes on trends towards the democratic possibilities of technology; but dystopian thought suggests that "people go online to find out more about a subject, not to be politically transformed" (Lievrouw & Livingstone, 2002). Even though a 2000 ULCA study (Kahn & Keller, 2004) showed only 29.7% of users felt the internet led to people having greater pow
Bianca F

Innovative technologies for education and learning: education and knowledge-oriented ap... - 0 views

proquest.umi.com.dbgw.lis.curtin.edu.au/pqdweb

collaboration technology education learning student

shared by Bianca F on 17 Apr 11 - No Cached
  • Bianca F on 17 Apr 11
     
    In this article Hsu discusses the importance of keeping up to date with the changes and innovation in online learning and teaching through collaboration tools. He emphasizes that many of the first online collaboration tools were not designed as such, but were initially personal use technologies such as instant messaging and email. Hsu mentions that these "conversational technologies" and "constructivist learning tools" (2008, pg. 63.) encourage users to create their own content and to participate in a more interactive and collaborative way. This is especially true as we move from a more "print based" education method to a more "digitally based" method of education delivery. (Hsu, 2008, pg. 63.) The progression of these online collaboration tools means more tools are now available, evolution from email and forums to instant messaging, blogs and wikis (2008, pg. 70). In 2011 we also see online collaboration occurring through other tools not originally designed as a specific online collaboration and educational websites, such as Twitter and Facebook. Hsu emphasizes that online collaboration in education enhances the experience for students and provides teachers with more methods in which to deliver material to their students. Participation and student satisfaction increase in a "collaborative community" (2008, pg. 72.) Reference: Hsu, J.. (2008). Innovative Technologies for Education and Learning: Education and Knowledge-Oriented Applications of Blogs, Wikis, Podcasts, and More. International Journal of Web - Based Learning and Teaching Technologies, 3(3), 62-81. Retrieved April 15, 2011, from ProQuest Computing. (Document ID: 1525792171). (Retrieved from Curtin Library Catalogue)
Bianca F

Teaching and learning online with wikis - 0 views

www.ascilite.org.au/...augar.html

collaboration teaching online wikis education

shared by Bianca F on 17 Apr 11 - Cached
  • Bianca F on 17 Apr 11
     
    Augar, Raitman and Zhou discuss the benefits of using wikis and online collaboration in teaching and learning. In this article, the authors describe what a wiki is, and how it is used. Originating from the Hawaiian word for quick, (Augar, Raitman & Zhou, 2004, p. 95.) wikis are fully editable websites where content can be edited and added by users. This can also be referred to as "open editing" (Leuf and Cunningham, 2001.) and is a great tool for online collaboration. Wikipedia, an online encyclopedia of information is a popular example of a wiki. It is possible for users to edit and add to the content of Wikipedia allowing knowledge and content to come from many sources. Augar, Raitman and Zhou provide a comparison of a few different wikis and their functionality, including the ability to upload images (not all wikis support this) and their method of tracking users and their contributions to the wiki. This particular function is useful to guage participation of students in an educational sense. As Augar, Raitman and Zhou have concluded through a survey of university students at Deakin, for one particular class, 50% of students were not satisfied with the completely online learning experience (2004, p.98) and in order to foster a more positive learning environment with a higher level of satisfaction for students, an ice breaker acitivity has been employed using an onine wiki to improve participation and collaboration. The ice breaker activity took place over two weeks and required students to answer a series of questions designed to help them get to know their fellow students on a more personal level and to introduce them to how to use the wiki properly. Augar, Raitman and Zhou claim the ice breaker activity was successful is accomplishing this. References: Augar, N., Raitman, R. & Zhou, W. (2004). Teaching and learning online with wikis. In R. Atkinson, C. McBeath, D. Jonas-Dwyer & R. Phillips (Eds), Beyond the comf
  • ...1 more comment...
  • Ran An on 17 Apr 11
     
    This paper articulates that Wikis are an excellent tool for collaboration in an online environment that any internet user can share and add content on the website. Wikis, as a useful tool, facilitate online education, which are reviewed to emphasize the features that make them became a valuable technology for teaching and learning online. This project uses a wiki to host an icebreaker exercise which aims to facilitate ongoing interaction between members of online learning groups. Some wiki projects illustrate how e-learning practitioners move beyond their comfort zone by using wikis to enhance the process of teaching and learning online. I think Wikis is a valuable online tool to improve students for participation and collaboration in an educational teaching and learning region. Its particular function is that users could add relevant information and knowledge to enrich the topic on Wikis website. However, this function also cause that the information Wikis websites are being provided with is not exactly correct enough with lacking of formal format and academic reference; therefore, I believe that Wikis is not an ideal online studying tool for those high education users. References: Augar, N., Raitman, R. & Zhou, W. (2004). Teaching and learning online with wikis. In R. Atkinson, C. McBeath, D. Jonas-Dwyer & R. Phillips (Eds), Beyond the comfort zone: Proceedings of the 21st ASCILIT
  • Fransisca Mayang Sari on 17 Apr 11
     
    Wikis is a truly tools for online collaboration, whereas we as users would be able to visit the page we looking for, able to read it, re-organize and even update the structure or content inside, which is in other words, we would be able to collaborate each other in terms of creating one documents with contributing our thought and list out information inside. This article is one from a good example, it's really focus on how wikis can be use in terms of facilitating online education, the article itself I found it as a credible resource which is based on report from School of Information Technology, It is useful and really explaining on how wikis can be use as online education tools. By looking at the value for the project, we can use wikis as one of the online collaboration tools whenever we need to sharing contents as well as adjusting the content, hence we would be able to contribute our part equally and accessible at all times in any occasion. By relating this article with my article - which is talk about the use and features of social bookmarking site (delicious), wikis as well provides special features in terms of facilitating online collaboration which is same as delicious sites, it is useful, support communication and collaboration among users, accessible and convenient. References: Augar, N., Raitman, R. & Zhou, W. (2004). Teaching and learning online with wikis. In R. Atkinson, C. McBeath, D. Jonas-Dwyer & R. Phillips (Eds), Beyond the comfort zone: Proceedings of the 21st ASCILIT
  • Bianca F on 17 Apr 11
     
    Augar, N., Raitman, R. & Zhou, W. (2004). Teaching and learning online with wikis. In R. Atkinson, C. McBeath, D. Jonas-Dwyer & R. Phillips (Eds), Beyond the comfort zone: Proceedings of the 21st ASCILITE Conference (pp. 95-104). Perth, 5-8 December. http://www.ascilite.org.au/conferences/perth04/procs/augar.html
FARNAZ SHAMS

Article 4: Sign of the times: manufacturing and e-business blend as a digital enterprise - 13 views

ofcourese the advantages of e-business can overcome to its disadvantages and now most of the educated people prefer to as it as a beneficial thing.

collaboration; globel; network; enterprise; online; Net308_508; Internet; e-business; digital enterprises

started by Jiawen Lin on 10 Apr 11 2 follow-ups, last by FARNAZ SHAMS on 13 Apr 11
Kaye England

JOLT - Journal of Online Learning and Teaching - 1 views

jolt.merlot.org/...deters_0310.htm

wiki collaboration education teacher

shared by Kaye England on 10 Apr 11 - Cached
  • Kaye England on 10 Apr 11
     
    This article looks at another popular online collaboration tool in educational settings - the wiki. A wiki is a good choice for online collaboration because it is easy to set up, monitor and for most students easy for them to use. Deters, Cutherell & Stapleton's (2010) article looks at a study of the use of two wikis in particular, PBWiki and Wet Paint. Benefits when collaborating on a wiki are that can author, edit and find information very easily, making wikis especially helpful in the educational setting. Whilst this study overwhelmingly supports the use of wikis, they did identify a number of issues, which can be overcome. It is important that the wiki has instructor or teacher support. The teacher needs to set up guidelines, rules and examples for students to read before the wiki exercise begins. There can also be some technical issues with Wikis - but once again with good technical support these issues can be overcome. The study revealed that most students enjoyed using a wiki and the response was overall very positive. Not only did the students participate as part of their studies, but they could see how it would be possible to use wikis in their own teaching practices. Wikis are a wonderful tool that can be used in many settings and as stated by Deters, Cutherell & Stapleton's (2010, Discussion section, para.2), "in online learning situations, wikis assist students in learning new content and support them in connecting new knowledge with personal experiences".
  • Kaye England on 10 Apr 11
     
    References: Deters, F., Cuthrell, K. & Stapleton, J. (2010). Why Wikis? Student Perceptions of Using Wikis in Online Coursework . Journal of Online Teaching and Learning 6(1). Retrieved from http://jolt.merlot.org/vol6no1/deters_0310.htm
  • anonymous on 16 Apr 11
     
    This article is a good case study on the benefits of using a wiki for teaching and learning. Since, wikis allow playful creation, flat hierarchies, simple rules, flexible scheduling and diverse participates (Ebersbach, 2008, p. 24-25) it is a great collaborative tool to use in teaching and Learning for students of any age. It would also be more appropriate for teaching staff to start implementing the usage of wikis or collaboration tools for teaching and learning as younger generations are digital natives and use web technologies regularly for communication and collaboration with peers. This article is also a good source to support the argument of using wikis for teaching and learning as it highlights and illustrates the support that students have towards teaching and learning outcomes, with the data illustrating that the majority of students found wikis to be useful for "teaching and learning and for collaborative problem solving" (Deters, Cuthrell & Stapleton, 2010, p. 5). Therefore, highlighting how a wiki allows for asynchronous use for students as many university students may study in a range of modes that include part time or distance modes, thus ensuring that all students regardless of time, space and location can collaborate and communicate both with other students and their facilitators for problem solving. References: Deters, F., Cuthrell, K. & Stapleton, J. (2010). Why Wikis? Student Perceptions of Using Wikis in Online Coursework . Journal of Online Teaching and Learning 6(1). Retrieved from http://jolt.merlot.org/vol6no1/deters_0310.htm Ebersbach, A. (2008). Wiki Web collaboration Retrieved from http://www.springerlink.com.ezproxy.lib.uts.edu.au/content/q08xw7/#section=226612&page=1
Kaye England

Social Networking Tools to Facilitate Cross-Program Collaboration (EDUCAUSE Quarterly) ... - 1 views

www.educause.edu/...219139

Student collaboration social networking

shared by Kaye England on 10 Apr 11 - No Cached
  • Kaye England on 10 Apr 11
     
    Two tools are discussed in this article, a 3D virtual world for teaching and learning called the AET Zone and ConnectYard, a collaborative tool that integrates different forms of online communication. Although AET Zone has some benefits and has been useful in the teaching programme at the Appalachian State University, it is the second tool that offers more opportunity for those needing to collaborate. As a collaborative tool used in an educational setting, ConnectYard provides as its basis for success a social constructivist viewpoint. Learners construct their knowledge through social and cultural settings (Kim, 2001). ConnectYard provides an online collaborative setting allowing students to learn together. One of the main attributes of the tool is that it is able to interact easily with existing social networking tools such as Facebook and Twitter, text messaging and even email. The advantage of this is that members do not have to get to know a new technical application - they can use whatever they are most comfortable with. Another feature of this tool is that students are able to contribute even if they do not have an Internet connection. Students can collaborate using mobile phones, allowing them to connect anywhere, anytime (ConnectYard, n.d.). The ConnectYard widget is embedded within a web page, interfacing with other networks (Howard & Wallace, 2010). Using ConnectYard gives collaborative members a choice about what tool they use at whatever time they want. As stated by Howard & Wallace (2010, last para.), "The use of social networking tools allows our students to engage in a level of collaboration that would be awkward, if not impossible, without a means to communicate effectively". ConnectYard is an effective, easy to use collaborative tool, which offers flexibility, privacy and builds community.
  • Kaye England on 10 Apr 11
     
    References: ConnectYard (n.d.) retrieved from http://www1.connectyard.com/ Howard, B & Wallace, P 2010. Social Networking Tools to Facilitate Cross-Program Collaboration. EDUCAUSE Quarterly (EQ) 33(4) retrieved from http://www.educause.edu/EDUCAUSE+Quarterly/EDUCAUSEQuarterlyMagazineVolum/SocialNetworkingToolstoFacilit/219139 Kim, B. (2001). Social Constructivism. In M. Orey (Ed.), Emerging perspectives on learning, teaching, and technology. Retrieved from http://projects.coe.uga.edu/epltt/
Elin Frustol

Instant Messaging for Collaboration: A Case Study of a High-Tech Firm - 2 views

jcmc.indiana.edu/...quan-haase.html

collaboration instant messaging organisation computer-mediated communication community net508

shared by Elin Frustol on 14 Apr 11 - Cached
  • Elin Frustol on 14 Apr 11
     
    The authors examine uses of instant messaging in a high-tech firm to illustrate how knowledge workers use this tool to collaborate with co-workers. According to Quan-Haase et al., the objective with the study was to 1) identify the collaborative practices of individuals in mediated work environments by looking at use of IM, 2) discern what social processes are reflected in employees' use of IM, and 3) investigate how visibility, awareness and accountability are used in an IM system. The research found that IM is used extensively to exchange work-related messages, coordinate and arrange meetings, and inquiry about colleagues' availability for discussion. IM was used as much for internal communication as for external communication. The authors also found that IM functions as a barrier in some cases as some employees use IM as a way to create distance between them and their superiors. Quan-Haase et al. suggest that this is particularly useful when difficult decisions have to be made or sensitive topics discussed. Quan-Haase et al. examines how workers in a small high-tech organisation manage their IM use for the purpose of information exchange and collaboration. The article is interesting as it is based on a case study of an actual organisation. However, it is written 6 years ago so employees' willingness to adapt to instant messaging may have changed as collaborative tools are more common today. Still, most of the findings are still applicable today. References Quan-Haase, A., Cothrel, J. & Wellman, B. (2005). Instant Messaging for Collaboration: A Case Study of a High-Tech Firm. Retrieved from http://jcmc.indiana.edu/vol10/issue4/quan-haase.html
Steffi Jones

The Business of Crowd Sourcing - 1 views

www.crowdsourcing.org/...2430

collaboration crowdsourcing business

shared by Steffi Jones on 15 Apr 11 - No Cached
  • Steffi Jones on 15 Apr 11
     
    This article is an assessment of the book 'Crowd sourcing' by Jeff Howe. An important example of crowd-sourcing is the way in which businesses can be created. As discussed in this article, the use of crowds in businesses is highly effective because they are inevitably the consumers as well. With the example of Threadless.com, an online clothing business that allows crowds to design, vote for and buy t-shirts, we can easily see how a business can benefit by not having to hire people to do the jobs they used to. Outlined in the article is the way in which crowds are more efficient than current organisations. 1. Making predictions These are the decisions made by the crowd, which seem to be accurate as they know how to appeal to the consumer market. 2. Solving problems With opinions coming from a crowd of people, problems are able to be solved more easily as a range of solutions can be offered and applied. 3. Brainstorming and designing Relating to companies such as Threadless, since the designs come from the same people as the website markets to, they are able to receive designs that are more likely to appeal to the consumers. 4. Funding With the use of a crowd, business have a larger database of knowledge available to them, as well as an excess amount of time. This is another example of how crowd sourcing is able to eliminate the jobs that have always been completed by professionals, by allowing people online to participate and put forward their skills to those who may be able to take advantage of them. Meyer, F. D. (2011, January). The Business of Crowd Sourcing. Retrieved from Crowdsourcings.org: http://www.crowdsourcing.org/document/the-business-of-crowdsourcing/2430
  • Elin Frustol on 17 Apr 11
     
    This is an interesting article which gives an insight of how companies can use crowdsourcing in their corporate strategy. The author presents his assessment on Jeff Howe's book "Crowdsourcing" from 2008. The term crowdsourcing was coined by Howe, thus a review of "Crowdsourcing" will be relevant and valuable as a resource for this project. Meyer (2011) presents four different areas in which crowds can be more performing or efficient than current organisations. Howe's work excels in opening the mind regarding what will be possible through crowdsourcing in the future. With the emergence of Web 2.0 tools, crowdsourcing has proven to be an efficacy tool more and more businesses are adopting. Kessler (2010) argues that asking a pool of people to create something can be faster, cheaper, and more accurate than putting a project in the hands of individuals. As the competition to get consumers attention increase, crowdsourcing can be used to better satisfy consumers' demands. For example, the public may be invited to develop new technology or carry out a design task which has been seen in the company Fashion Stake (Kessler, 2010). During the crowdsourcing process people can vote designers up and down, thus the consumers are deciding what items go from sample to retail. By doing that, consumers are giving the company an understanding of what they really want (Kessler, 2010). This is an example of what Jeff Howe refer to as "brainstorming and design", an effective tool where the consumers are given the opportunity to influence the output. References Kessler, S. (2010). 5 Creative Uses for Crowdsourcing. Retrieved from http://mashable.com/2010/05/26/creative-crowdsourcing/ Meyer, F., D. (2011). The Business of Crowdsourcing. Retrieved from http://www.crowdsourcing.org/document/the-business-of-crowdsourcing/2430
1 - 20 of 28 Next ›
Showing 20▼ items per page