A Study of the Usefulness of Deploying a Questionnaire to Identify Cultural Dynamics Potentially Affecting a Content-Management Project

Work Motivation in the Rhetoric of Component Content Management

“…Although no publications in TPC focus on work motivation and CCM specifically, multiple publications describe the opposite of being motivated: resistance to adopting CCM and lack of buy-in (e.g., Abel, 2012; Bailie, 2007; Coggio, 2015; Gollner et al, 2015; Hackos, 2007; Hamer, 2007; Kostur, 2004; Lewis, 2012; Trotter, 2007). Themes that describe resistance to CCM and lack of buy-in can be divided into two categories: meaning of TC work and prosocial motivation.…”

“…Organizational culture is a strong factor that influences work across organizational units and overall resistance to CCM (Andersen, 2014a; Bailie & Huset, 2015; Coggio, 2015; Gollner et al, 2015; Hackos, 2006b; Robitaille, 2005; Rockley & Cooper, 2012). For example, Bailie and Huset (2015) mentioned that cultures that encourage “curiosity, understanding, and experimentation” and have frequent communication, resource pooling, and a cross-pollination of skills do not show significant signs of resistance to CCM.…”

“…Black boxes, however, “tend to hide not just complexities but also local transformations” (p. 49). The shift to QuickCCM produced a surge of changes in how the global TC network functioned and technical communicators worked—a typical occurrence after a transition to CCM (Gollner et al, 2015). But these changes were not reflected in how the workings of the unit were perceived outside the unit, save for the mentioning of QuickCCM as the catalyst for efficiency and quality.…”

“…But many industry and academic publications describe struggles with and multiple cases of failed CCM implementations (e.g., Andersen, 2011; Coggio, 2015; Pullman & Gu, 2008). The most commonly cited precursors to these struggles and failures are the lack of analysis and planning (e.g., Abel, 2013; Andersen, 2014b; Berg, 2007; Dayton & Hopper, 2010; Kostur, 2004; Rockley, 2001; SDL, 2009; Shumate, 2011; Trotter, 2007) and the lack of organizational readiness and a change-management plan (e.g., Bailie, 2009; Gollner, Andersen, Gollner, & Webster, 2015; Hackos, 2011; Robitaille, 2005; Rockley & Cooper, 2012; Shumate, 2011). A theme that consistently emerges in this literature on CCM implementation is the resistance to CCM and lack of buy-in, which need to be analyzed, understood, and accounted for during the transition to CCM, thereby requiring a change-management plan (e.g., Andersen, 2008, 2014a; Bailie, 2013; Coggio, 2015; Gollner et al, 2015; Hamer, 2007; Robitaille, 2005; Rockley & Cooper, 2012).…”

Rethinking Graduate School Research Genres: Communicating With Industry, Writing to Learn

“…Gaining access to industry for research can be difficult (Rude, 2009). Often successful academic-industry research partnerships are those where academics offer products or processes to industry (Gollner et al, 2015) or when industry agrees to serve as a client for classroom projects (Thrush & Hooper, 2006). However, bridging this divide is important to our discipline's growth, as research drives workplace practice and practice drives research (Spilka, 2000;Tebeaux et al, 1996).…”