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So far, most investments in EI have been driven by a focus on an increase in efficiency and topdown change of business processes in relatively static value chains. Typical deployment of EI has been based on the idea of an enterprise-wide "big bang" transition to a new "best way of working", pre-conceived largely by a corporate elite of engineers and analysts. The resulting system and the related procedures were supposed to enforce this way of working and make sure that the enterprise would reap the benefits (of efficiency) for some time to come, by discouraging subsequent unofficial forms of smaller-scale and/or bottom-up change. This approach was very much enterprise centric and typically weak in accommodating subsequent change. It is however no longer adequate, because enterprises increasingly need to rely on bottom-up initiative, emergence and flexibility, in order to remain competitive. Due to fierce global competition, enterprises can no longer survive with a focus on efficiency and producing more of the same (for a lower price). Instead, enterprises need to concentrate on value innovation and producing more of not the same (with higher margins). To this end enterprises operate increasingly in dynamic value networks.Therefore EI should be geared towards leveraging creativity, collaboration and change in more dynamic networks to release its full potential as an instrument for value creation. A new objective for EI should be: To stimulate value creation based on innovation and co-creation in a context of networked enterprises that is very much defined bottom-up, by creative, committed workers.

"Social media affect the way organizations do business and communicate externally and internally. There are no longer clear boundaries of inside and outside organization life, and we need to explore how new social media can bring value for businesses in new ways. 'Value' in a strong economic sense is challenged by social media as a door opener for influence that the organizations should take seriously. Can social media increase 'value', as in strengthened brand and reputation based on the market's influence and trust, and in the end bring economic benefit for the business and organization? The virtual market isn't a huge collection of passive consumers; it is represented by networks of people having meaningful dialogues and interaction with both each other and the businesses as such, and represents new ways of market power. Social media tools open up for rethinking value in new innovative ways - and it is interesting to examine whether different organizational cultures will make different valuable outcomes, values in social, reputational, knowledgeable and networked capital senses."

Social media in a business context, as viewed through the eyes of an anthropologist. Lots of great references, but some in Norwegian, unfortunately.

"This paper proposes the creation of an Augmented Social Network (ASN) that would build identity and trust into the architecture of the Internet, in the public interest, in order to facilitate introductions between people who share affinities or complimentary capabilities across social networks. The ASN has three main objectives: 1) To create an Internet-wide system that enables more efficient and effective knowledge sharing between people across institutional, geographic, and social boundaries. 2) To establish a form of persistent online identity that supports the public commons and the values of civil society. 3) To enhance the ability of citizens to form relationships and self-organize around shared interests in communities of practice in order to better engage in the process of democratic governance. In effect, the ASN proposes a form of "online citizenship" for the Information Age."

Way ahead of its time, and I believe Facebook's (and LinkedIn's, and Plaxo's, and...) successes largely substantiate the emphasis the authors place on the significance of rich support for social trust and identity mechanisms.

She suggested that we used the communication metaphor too much, assuming that all issues were either about listening or telling. Instead she argued we needed an interaction metaphor in which we communicate by action and more importantly interaction. Praxis makes perfect as we used to say. There is a fair amount of talk about story-listening and story-telling and much of it is useful. However, interaction is about collaborative story creation, something which I think has more inherent value.

SMILA is an extensible framework for building search solutions to access unstructured information in the enterprise. Besides providing essential infrastructure components and services, SMILA also delivers ready-to-use add-on components, like connectors to most relevant data sources. Using the framework as their basis will enable developers to concentrate on the creation of higher value solutions, like semantic driven applications etc.

Annotating is a pervasive element of scholarly practice for both the humanist and the scientist. It is a method by which scholars organize existing knowledge and facilitate the creation and sharing of new knowledge. It is used by individual scholars when reading as an aid to memory, to add commentary, and to classify. It can facilitate shared editing, scholarly collaboration, and pedagogy. Over time annotations can have scholarly value in their own right. Yet scholars remain dissatisfied with the options available for annotating digital resources. Scholars wanting to annotate have to learn different annotation clients for different content repositories, have no easy way to integrate annotations made on different systems or created by colleagues using other tools, and are often limited to simplistic and constrained models of annotation. The importance of annotating as a scholarly practice coupled with the real-world limitations of existing practices and tools supporting annotation of digital content has had a retarding effect on the growth of digital scholarship and the level of digital resource use by scholars.