A Multidimensional Approach to Characterizing and Visualizing Latent Relationships in Enterprise Social Networks

Burns, Michael J.; Friedman, Brian D.

doi:10.1002/bltj.21531

Cited by 7 publications

(2 citation statements)

References 36 publications

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“…Most current literature defines CCs as the physical station that allows an organization’s customers to contact them by different communication channels, such as telephone, touch-point telephone, fax, letter, e-mail, web, online live chat, and social networks. These communication channels have been studied in either a conceptual or an analytical way, for example: e-mail (Legros et al , 2013; Gupta et al , 2012; Li et al , 2012; Jolai et al , 2008; Malik et al , 2007; Nenkova and Bagga, 2003; Rodenstein, 2004), telephone (Murphy and Cerqua, 2012; Ali, 2011; Byrd et al , 2008; Millard and Hole, 2008; Balakrishnan and Munisamy, 2007; Koole, 2004; Armony and Maglaras, 2004; Lewis et al , 2002), instant message (Luo and Zhang, 2013; Sparks, 2012), live chat (Sparks, 2012; Mehrotra, 2003; Padmanabhan and Kummamuru, 2007; Steul, 2000), and social networks (Acharya et al , 2013; Burns and Friedman, 2012; Bordoloi et al , 2011; Schuster et al , 2011).…”

Section: CCmentioning

confidence: 99%

Past, present and future of contact centers: a literature review

Saberi

Hussain

Chang

2017

BPMJ

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Purpose Contact centers (CCs) are one of the main touch points of customers in an organization. They form one of the inputs to customer relationship management (CRM) to enable an organization to efficiently resolve customer queries. CCs have an important impact on customer satisfaction and are a strategic asset for CRM systems. The purpose of this paper is to review the current literature on CCs and identify their shortcomings to be addressed in the current digital age. Design/methodology/approach The current literature on CCs can be classified into the analytical and the managerial aspects of CCs. In the former, data mining, text mining, and voice recognition techniques are discussed, and in the latter, staff training, CC performance, and outsourced CCs are discussed. Findings With the growth of information and communication technologies, the information that CCs must handle both in terms of type and volume, has changed. To deal with such changes, CCs need to evolve in terms of their operation and public relations. The authors present a state-of-the-art review of the challenges in identifying the gaps in order to have the next generation of CCs. Lack of an interactive CC and lack of data integrity for CCs are highlighted as important issues that need to be dealt with properly by CCs. Originality/value As far as the authors know, this is the first paper that reviews CCs’ literature by providing the comprehensive survey, critical evaluation, and future research.

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Section: CCmentioning

confidence: 99%

Past, present and future of contact centers: a literature review

Saberi

Hussain

Chang

2017

BPMJ

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“…Service organizations can develop a dynamic management platform (Friedman et al, 2014). With the platform, the organization could visualize, monitor and manage the internal social network (Burns & Friedman, 2012). For example, organizations can use it to identify harmful informal cliques and prevent them from forming.…”

Section: Establish Internal Network Dynamic Managementmentioning

confidence: 99%

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

Huang

Xia

Weerasinghe

2021

IJIKM

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

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Visualization of Entities Within Social Media: Toward Understanding Users' Needs

Kotval

Burns

2013

Bell Labs Tech. J.

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Social media platforms are taking a more central role in enterprises to enable employees to communicate, share knowledge, and self‐organize outside the traditional organizational chart. As a result, new tools are needed to help users process, understand, and make decisions based on the complex relationships between the people, communities, and content in these new online social structures. To understand user needs and preferences, we developed fourteen social media data visualization concepts and conducted a user evaluation of these concepts. Both the usefulness of the underlying data relationships and the usability of each data visualization concept were evaluated. We found divergent, and in some cases, counter‐intuitive preferences among users, such as the desire for “big picture” visualization but with filtering on key topics or people of interest. In addition, several “modes of operation” were identified to help explain the variety of responses and highlight the competing information processing issues users contend with to achieve their goals.© 2013 Alcatel‐Lucent.

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A Multidimensional Approach to Characterizing and Visualizing Latent Relationships in Enterprise Social Networks

Cited by 7 publications

References 36 publications

Past, present and future of contact centers: a literature review

Past, present and future of contact centers: a literature review

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

Visualization of Entities Within Social Media: Toward Understanding Users' Needs

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