A typical construction project involves a wide range of disparate professionals, in many cases geographically distributed, working together for a relatively short period of time on the design and construction of a facility. Since organizations are becoming flatter, culturally rich, geographically diverse and intensely competitive, the possibilities for conflict in such environments are greater. Negotiation is an important aspect of a project and plays an important role in resolving claims, preventing disputes, and keeping a harmonious relationship between project participants. Part of any project manager’s role as a leader is to recognize conflict, understand the sources of conflict and manage it, and to do this a project manager must be able to understand the basics of negotiation theory and have sufficient competencies to lead in such situations. To address the complex technical and human issues in negotiation, different negotiation theories and models are available which mainly include game theory, economic theory, and behavior theory. Since Game Theory provides, by its very nature, the appropriate tools for the analysis and eventual solution of conflicts of any kind, this paper uses a model based on Game Theory in order to identify the activities that are responsible for the delays in a project and divide the costs among them.
{"title":"The use of Game Theory to solve conflicts in the project management and construction industry","authors":"J. S. San Cristóbal","doi":"10.12821/ijispm030203","DOIUrl":"https://doi.org/10.12821/ijispm030203","url":null,"abstract":"A typical construction project involves a wide range of disparate professionals, in many cases geographically distributed, working together for a relatively short period of time on the design and construction of a facility. Since organizations are becoming flatter, culturally rich, geographically diverse and intensely competitive, the possibilities for conflict in such environments are greater. Negotiation is an important aspect of a project and plays an important role in resolving claims, preventing disputes, and keeping a harmonious relationship between project participants. Part of any project manager’s role as a leader is to recognize conflict, understand the sources of conflict and manage it, and to do this a project manager must be able to understand the basics of negotiation theory and have sufficient competencies to lead in such situations. To address the complex technical and human issues in negotiation, different negotiation theories and models are available which mainly include game theory, economic theory, and behavior theory. Since Game Theory provides, by its very nature, the appropriate tools for the analysis and eventual solution of conflicts of any kind, this paper uses a model based on Game Theory in order to identify the activities that are responsible for the delays in a project and divide the costs among them.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42618046","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It is widely agreed that standards provide numerous benefits when available and enforced. Company-internal Information Systems (IS) management procedures and solutions, in the following coined IS ‘standards’, allow for harmonizing operations between company units, locations and even different service providers. However, many companies lack an organized process for defining and managing internal IS standards, which causes uncertainties and delays in decision making, planning, and design processes. In this case study of the globally operating InduMaker (anonymized company name), an established manufacturing supplier, we look into the company-internal management of IS standards. Theoretically grounded in the organizational and IS-focused literature on business process modelling and business process commoditization, we describe and investigate InduMaker’s newly developed Standard Management Process (SMP) for defining and managing company-internal business and IS standards, with which the multinational pursues offering clear answers to business and IT departments about existing IS standards, their degree of obligation, applicability, and scope at any time.
{"title":"Developing and enforcing internal information systems standards: InduMaker’s Standards Management Process","authors":"C. Loebbecke, Bernhard Thomas","doi":"10.12821/ijispm040101","DOIUrl":"https://doi.org/10.12821/ijispm040101","url":null,"abstract":"It is widely agreed that standards provide numerous benefits when available and enforced. Company-internal Information Systems (IS) management procedures and solutions, in the following coined IS ‘standards’, allow for harmonizing operations between company units, locations and even different service providers. However, many companies lack an organized process for defining and managing internal IS standards, which causes uncertainties and delays in decision making, planning, and design processes. In this case study of the globally operating InduMaker (anonymized company name), an established manufacturing supplier, we look into the company-internal management of IS standards. Theoretically grounded in the organizational and IS-focused literature on business process modelling and business process commoditization, we describe and investigate InduMaker’s newly developed Standard Management Process (SMP) for defining and managing company-internal business and IS standards, with which the multinational pursues offering clear answers to business and IT departments about existing IS standards, their degree of obligation, applicability, and scope at any time.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42071651","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Post Tender Negotiation (PTN) procedure is part of the tendering process in procurement of goods and services. The procedure could be triggered if the initial tendering activity does not result in the selection of a supplier. This could be due to a lack of clear Value for Money (VfM) bidder. The PTN procedure is sparingly applied in the UK public sector procurement and the reasons adduced for this are based on ethical considerations. The UK Office of Government Procurement (OGP), formerly known as the Office for Government Commerce (OGC) and the European Union (EU) are the chief proponents of restricting the use of PTN to exceptional cases. The premise of their argument is that the buyer could unethically tilt her/his actions in the process of applying the PTN procedure to favor certain suppliers. It is the argument of this paper that buyers from the public sector in UK are being deprived of the procedure’s benefit and therefore, the restrictions should be relaxed. Evidence from this study suggests that the procedure could offer the opportunity for further clarifications of supplier’s bid. The study also identifies that, for PTN to be successful, factors ensuring success in negotiations including cooperation should be present.
{"title":"The application of post tender negotiation procedure: a public sector procurement perspective in UK","authors":"P. Manso, A. Nikas","doi":"10.12821/IJISPM040202","DOIUrl":"https://doi.org/10.12821/IJISPM040202","url":null,"abstract":"Post Tender Negotiation (PTN) procedure is part of the tendering process in procurement of goods and services. The procedure could be triggered if the initial tendering activity does not result in the selection of a supplier. This could be due to a lack of clear Value for Money (VfM) bidder. The PTN procedure is sparingly applied in the UK public sector procurement and the reasons adduced for this are based on ethical considerations. The UK Office of Government Procurement (OGP), formerly known as the Office for Government Commerce (OGC) and the European Union (EU) are the chief proponents of restricting the use of PTN to exceptional cases. The premise of their argument is that the buyer could unethically tilt her/his actions in the process of applying the PTN procedure to favor certain suppliers. It is the argument of this paper that buyers from the public sector in UK are being deprived of the procedure’s benefit and therefore, the restrictions should be relaxed. Evidence from this study suggests that the procedure could offer the opportunity for further clarifications of supplier’s bid. The study also identifies that, for PTN to be successful, factors ensuring success in negotiations including cooperation should be present.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41719292","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper provides practical insights into the success criteria in agile projects in the Norwegian software industry. We conducted 32 interviews with practitioners working with agile projects. The findings revealed two fundamental differences that distinguish the perception of success in agile projects from that in projects that are based on the waterfall approach. Firstly, the evaluation is carried out on a regular basis after each increment. This regular and continuous measurement of success contributes several advantages, including greater commitment and involvement from the customer and a higher level of mutual trust between the supplier and the customer; and thus leads to better knowledge sharing and reduced task uncertainty. The reduction of task uncertainty provides more predictability about the direction of the project and better grounds for change control; not least, it allows room to consider multiple and subjective assessments by various stakeholders. Secondly, there is a stronger emphasis on customer satisfaction. Customer satisfaction is measured in terms of how quickly the customer obtains value from the project. The continuous assessment of success at the end of each iteration also has a significant, positive impact on the customer’s evaluation of the project outcome.
{"title":"A qualitative study of success criteria in Norwegian agile software projects from suppliers’ perspective","authors":"Lubna Siddique","doi":"10.12821/ijispm040204","DOIUrl":"https://doi.org/10.12821/ijispm040204","url":null,"abstract":"This paper provides practical insights into the success criteria in agile projects in the Norwegian software industry. We conducted 32 interviews with practitioners working with agile projects. The findings revealed two fundamental differences that distinguish the perception of success in agile projects from that in projects that are based on the waterfall approach. Firstly, the evaluation is carried out on a regular basis after each increment. This regular and continuous measurement of success contributes several advantages, including greater commitment and involvement from the customer and a higher level of mutual trust between the supplier and the customer; and thus leads to better knowledge sharing and reduced task uncertainty. The reduction of task uncertainty provides more predictability about the direction of the project and better grounds for change control; not least, it allows room to consider multiple and subjective assessments by various stakeholders. Secondly, there is a stronger emphasis on customer satisfaction. Customer satisfaction is measured in terms of how quickly the customer obtains value from the project. The continuous assessment of success at the end of each iteration also has a significant, positive impact on the customer’s evaluation of the project outcome.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49058671","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The success of global IT projects is highly influenced by culture-based behaviors. Issues between individuals arise when behaviors are (mis-)perceived, (mis-)interpreted, and (mis-)judged by using the perceiver’s expectations, beliefs, and values. Misperception results when the behavior is not anticipated because it would not occur in ones own culture. As a result, behavior should be the starting point for cross-cultural research. But, studies have primarily focused on belief and value systems which are more abstract and less specific than behaviors. This paper presents a study that analyzed cultural behavioral differences between Indian project managers and their counterparts in other countries. The conducted qualitative, semi-structured interviews revealed insights into cross-cultural challenges and shed light on the complex ways that culture-based behaviors impact IT projects. The study identified 127 behaviors that significantly affected project success and cross-cultural cooperation between Indian managers and managers from all over the world. These behaviors were grouped into 19 behavior clusters. Understanding these behavior clusters, and correlating these behaviors to values and beliefs, will improve project collaboration, and inform cross-cultural training strategies. In addition, existing cultural dimensions were reduced in scope, additional dimensions were defined for clarity, and new business-related dimensions were identified. Finally, based on the study’s results, the paper suggests four important components that should be added to cross-cultural training programs for international project managers.
{"title":"Improving intercultural competency in global IT projects through recognition of culture-based behaviors","authors":"Richard Amster, C. Böhm","doi":"10.12821/IJISPM040201>","DOIUrl":"https://doi.org/10.12821/IJISPM040201>","url":null,"abstract":"The success of global IT projects is highly influenced by culture-based behaviors. Issues between individuals arise when behaviors are (mis-)perceived, (mis-)interpreted, and (mis-)judged by using the perceiver’s expectations, beliefs, and values. Misperception results when the behavior is not anticipated because it would not occur in ones own culture. As a result, behavior should be the starting point for cross-cultural research. But, studies have primarily focused on belief and value systems which are more abstract and less specific than behaviors. This paper presents a study that analyzed cultural behavioral differences between Indian project managers and their counterparts in other countries. The conducted qualitative, semi-structured interviews revealed insights into cross-cultural challenges and shed light on the complex ways that culture-based behaviors impact IT projects. The study identified 127 behaviors that significantly affected project success and cross-cultural cooperation between Indian managers and managers from all over the world. These behaviors were grouped into 19 behavior clusters. Understanding these behavior clusters, and correlating these behaviors to values and beliefs, will improve project collaboration, and inform cross-cultural training strategies. In addition, existing cultural dimensions were reduced in scope, additional dimensions were defined for clarity, and new business-related dimensions were identified. Finally, based on the study’s results, the paper suggests four important components that should be added to cross-cultural training programs for international project managers.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48243846","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In recent years we have seen the emergence of a new type of collaboration software, the so-called “Enterprise Social Software”. The “social features” of this software type have stimulated a renewed interest in Enterprise Collaboration Systems (ECS). In this article we present findings from a longitudinal research project on the introduction and use of ECS in companies. We argue that ERP Systems and ECS are inherently different and that the process-paradigm that is common to ERP cannot be applied identically to ECS. To address this issue, we suggest the two concepts use case and collaboration scenario for the analysis and description of collaboration activity in companies. From the literature and 26 case studies we identified typical use cases and collaboration scenarios that can serve as blueprints for ECS introduction projects. The longitudinal objective of our research is to assist companies with their ECS initiatives and to provide them with a catalog of existing use cases and collaboration scenarios from various industry settings.
{"title":"Use Cases and Collaboration Scenarios: how employees use socially-enabled Enterprise Collaboration Systems (ECS)","authors":"P. Schubert, Johannes H. Glitsch","doi":"10.12821/IJISPM040203","DOIUrl":"https://doi.org/10.12821/IJISPM040203","url":null,"abstract":"In recent years we have seen the emergence of a new type of collaboration software, the so-called “Enterprise Social Software”. The “social features” of this software type have stimulated a renewed interest in Enterprise Collaboration Systems (ECS). In this article we present findings from a longitudinal research project on the introduction and use of ECS in companies. We argue that ERP Systems and ECS are inherently different and that the process-paradigm that is common to ERP cannot be applied identically to ECS. To address this issue, we suggest the two concepts use case and collaboration scenario for the analysis and description of collaboration activity in companies. From the literature and 26 case studies we identified typical use cases and collaboration scenarios that can serve as blueprints for ECS introduction projects. The longitudinal objective of our research is to assist companies with their ECS initiatives and to provide them with a catalog of existing use cases and collaboration scenarios from various industry settings.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41520642","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Knut Haufe, R. Colomo‐Palacios, Srdan Dzombeta, K. Brandis, V. Stantchev
Securing sensitive organizational data has become increasingly vital to organizations. An Information Security Management System (ISMS) is a systematic approach for establishing, implementing, operating, monitoring, reviewing, maintaining and improving an organization's information security. Key elements of the operation of an ISMS are ISMS processes. However, and in spite of its importance, an ISMS process framework with a description of ISMS processes and their interaction as well as the interaction with other management processes is not available in the literature. Cost benefit analysis of information security investments regarding single measures protecting information and ISMS processes are not in the focus of current research, mostly focused on economics. This article aims to fill this research gap by proposing such an ISMS process framework as the main contribution. It is based on a set of agreed upon ISMS processes in existing standards like ISO 27000 series, COBIT and ITIL. Within the framework, identified processes are described and their interaction and interfaces are specified. This framework helps to focus on the operation of the ISMS, instead of focusing on measures and controls. By this, as a main finding, the systemic character of the ISMS consisting of processes and the perception of relevant roles of the ISMS is strengthened.
{"title":"A process framework for information security management","authors":"Knut Haufe, R. Colomo‐Palacios, Srdan Dzombeta, K. Brandis, V. Stantchev","doi":"10.12821/IJISPM040402","DOIUrl":"https://doi.org/10.12821/IJISPM040402","url":null,"abstract":"Securing sensitive organizational data has become increasingly vital to organizations. An Information Security Management System (ISMS) is a systematic approach for establishing, implementing, operating, monitoring, reviewing, maintaining and improving an organization's information security. Key elements of the operation of an ISMS are ISMS processes. However, and in spite of its importance, an ISMS process framework with a description of ISMS processes and their interaction as well as the interaction with other management processes is not available in the literature. Cost benefit analysis of information security investments regarding single measures protecting information and ISMS processes are not in the focus of current research, mostly focused on economics. This article aims to fill this research gap by proposing such an ISMS process framework as the main contribution. It is based on a set of agreed upon ISMS processes in existing standards like ISO 27000 series, COBIT and ITIL. Within the framework, identified processes are described and their interaction and interfaces are specified. This framework helps to focus on the operation of the ISMS, instead of focusing on measures and controls. By this, as a main finding, the systemic character of the ISMS consisting of processes and the perception of relevant roles of the ISMS is strengthened.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42071924","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The process of information evaluation may compete with the decision making process by requiring the limited cognitive resources. In the case of Major Events, such as the Football World Cup or the Olympic Games, the thematic grouping of every information may be overwhelming. The theme switching caused by information associated with a different thematic group may be modelled as an interruption in multitasking set-ups. Thus, automating the thematic grouping of information may facilitate the decision making process by reducing the theme switching for a decision maker when he reads a set of messages. In this paper were used clustering techniques with multi-criteria to group the messages in themes. These criteria were implemented as configurable operators. To achieve a better comprehension of those parameters, we introduced the concepts of Thematic Strength (TS) and Thematic Density (TD). The evaluation of the strategy was made over a set of operational messages available in the Pacificador system during the 2014 FIFA World Cup.
{"title":"Thematic grouping for messages in major events","authors":"Wallace A. Pinheiro, Ricardo Fernandes, L. Souza","doi":"10.12821/ijispm040403","DOIUrl":"https://doi.org/10.12821/ijispm040403","url":null,"abstract":"The process of information evaluation may compete with the decision making process by requiring the limited cognitive resources. In the case of Major Events, such as the Football World Cup or the Olympic Games, the thematic grouping of every information may be overwhelming. The theme switching caused by information associated with a different thematic group may be modelled as an interruption in multitasking set-ups. Thus, automating the thematic grouping of information may facilitate the decision making process by reducing the theme switching for a decision maker when he reads a set of messages. In this paper were used clustering techniques with multi-criteria to group the messages in themes. These criteria were implemented as configurable operators. To achieve a better comprehension of those parameters, we introduced the concepts of Thematic Strength (TS) and Thematic Density (TD). The evaluation of the strategy was made over a set of operational messages available in the Pacificador system during the 2014 FIFA World Cup.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43186313","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Agile development methods are widely used among business enterprises. Since the introduction of the Agile Manifesto in 2001, several agile methods have been implemented, first in single-team set-ups and later in larger multi-team set-ups for complex Information Technology (IT) system development. However, the adoption of agile methods has been slow in the public sector. This is also reflected in the academic literature, as there are only a few studies discussing agile adoption in public organizations. This paper contributes to research on the use of agile practices specifically in the context of public organizations, and sheds light on the challenges a public organization may face while adopting these practices. The aim of this paper is to identify and categorize the challenges that may hinder efficient adoption and use of agile methods in public IT projects that include private software vendors. This research is based on a case study of a large governmental office. As a result, this paper presents several categories of identified challenges, the root causes of these challenges, and a discussion of the characteristics of these challenges for the public sector.
{"title":"Challenges of adopting agile methods in a public organization","authors":"Jouko Nuottila, K. Aaltonen, J. Kujala","doi":"10.12821/IJISPM040304","DOIUrl":"https://doi.org/10.12821/IJISPM040304","url":null,"abstract":"Agile development methods are widely used among business enterprises. Since the introduction of the Agile Manifesto in 2001, several agile methods have been implemented, first in single-team set-ups and later in larger multi-team set-ups for complex Information Technology (IT) system development. However, the adoption of agile methods has been slow in the public sector. This is also reflected in the academic literature, as there are only a few studies discussing agile adoption in public organizations. This paper contributes to research on the use of agile practices specifically in the context of public organizations, and sheds light on the challenges a public organization may face while adopting these practices. The aim of this paper is to identify and categorize the challenges that may hinder efficient adoption and use of agile methods in public IT projects that include private software vendors. This research is based on a case study of a large governmental office. As a result, this paper presents several categories of identified challenges, the root causes of these challenges, and a discussion of the characteristics of these challenges for the public sector.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42925389","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Social business documents are currently one of the fastest growing content types within organizations. As carriers of important business information they require systematic management to ensure their content is available, accurate and protected over the long-term. To achieve this requires a deep understanding of their structure, nature and use. In this paper we present the findings of a preliminary study of social business documents. The aim of the study is to understand how social business documents are structured and to identify the issues and challenges that surround their management. Through an analysis of social business documents in four different systems we identify and compare their structural components from a user perspective. From this cross document/cross system analysis we develop a conceptual model for social business documents and identify issues for their long-term management. Our findings also identify the need for more in-depth modeling for which we propose methods to assist in understanding the syntactic and semantic structure of social business documents and how these change over the life of a social business document.
{"title":"Issues for the long-term management of Social Business Documents","authors":"Verena Hausmann, Susan P. Williams","doi":"10.12821/IJISPM040303","DOIUrl":"https://doi.org/10.12821/IJISPM040303","url":null,"abstract":"Social business documents are currently one of the fastest growing content types within organizations. As carriers of important business information they require systematic management to ensure their content is available, accurate and protected over the long-term. To achieve this requires a deep understanding of their structure, nature and use. In this paper we present the findings of a preliminary study of social business documents. The aim of the study is to understand how social business documents are structured and to identify the issues and challenges that surround their management. Through an analysis of social business documents in four different systems we identify and compare their structural components from a user perspective. From this cross document/cross system analysis we develop a conceptual model for social business documents and identify issues for their long-term management. Our findings also identify the need for more in-depth modeling for which we propose methods to assist in understanding the syntactic and semantic structure of social business documents and how these change over the life of a social business document.","PeriodicalId":43984,"journal":{"name":"IJISPM-International Journal of Information Systems and Project Management","volume":" ","pages":""},"PeriodicalIF":3.3,"publicationDate":"2022-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41364983","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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