Measuring success of enterprise social software

Abstract

With platforms like YouTube at hand, people from all over the world consume (unprofessionally produced) video tutorials to fix their individual problems. There can also be witnessed a certain willfulness to not only consume but contribute by creating and sharing own videos. In addition to the general availability of such public platforms and their content, companies realize the promising chances to (co-)manage comparable systems themselves to serve their specific purposes in day-to-day business communication, collaboration and information sharing. Therefore, high potential to contribute to the company`s well-fare can be assumed for diverse application scenarios and various industries, even gaining momentum by including modern forms of interactivity. Possible application scenarios reach from collaboratively solving a field service engineer's problem at hand through on-site video authoring to video-based instructions as innovative application in the field of e-health. Yet without evidence, the management is likely to discard the chances provided by so-called hypervideos in a practical context. So, in this conceptual work we show how hypervideo systems can be checked context-specifically for economic viability.

Monitoring and Understanding Enterprise Collaboration Platform Outcomes and Benefits Change

“…The models often build on and extend existing and widely used IS benefits models and theories, such as the updated DeLone and McLean information success model [12], e.g. [34,54], the Technology Acceptance Model (TAM) [10] or the Unified Theory of Acceptance and Use of Technology (UTAUT) [83], e.g. [19,20,82,86].…”

“…decision making performance [29], employee innovation [31]) or consolidated into one item (e.g. relative advantage [32], net benefits [34], value [8,39]), thus 'black boxing' the multifacetedness of outcomes and benefits. Such research is typically based on large sample sizes and aims to offer generalizations for enterprise collaboration platform projects.…”

“…the contributions of the outcomes to the business (e.g. speeding up of innovation process [23,82], or reduced costs of managing information [34,89]). Extant studies provide valuable insights into the multiplicity of what may be realized with enterprise collaboration platforms and their ESS, however they are often cross-sectional in nature and conducted at a single point in time, i.e.…”

“…lacking a temporal view accounting for how outcomes and benefits actually evolve, e.g. [23,24,28,34,40,78,89,94]. In this study, we address this limitation; our aim is to investigate and understand how enterprise collaboration platform outcomes and benefits change over time.…”

A framework for developing business intelligence systems: a knowledge perspective

“…The scope of project management success consists mainly of metrics such as project time, cost and system quality (Bakker et al, 2010; He and King, 2008; Marjanovic et al , 2016). The scope of product success spans the entire project lifecycle and is related to customers’ satisfaction, and the benefits of developing such systems (Aparicio et al , 2016; Lehner et al , 2014). These criteria actually provide a better understanding of success.…”