Your SlideShare is downloading. ×
ESM Readiness Assessment:Organisational Semiotics Perspective
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

ESM Readiness Assessment:Organisational Semiotics Perspective

295

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
295
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • SM tools offer organisations an alternative ways to communicate, collaborate, cooperate and connect through rich user experience.
  • One way to reduce the risks of failure in adoption is to assess an organisation’s readiness, or predisposition to adopt these new toolsThis leads to my research ? “how can organisations assess readiness prior to internal SM use
  • I first did a lR on OR for change in order to understand what previous research had been done in this area & whether or not it could apply to my research. What I found was that OR evolved from….There have been various approaches to assessing readiness, however, as social medias focus on people & communities and changes the way in which we work it’s important to find a method that bridges the gap between these factors. Additionally, current research doesn’t provide a systematic approach to assess readiness.
  • Social media relies heavily on the social and cultural aspects of an organisation, so the OS method, containment analysis will be applied.
  • Capgemini – purpose of study was to obtain general information about the current situation of SM implementation in businessWe used the organisational onion to analyse the respondents concerns.Informal - Culture, beliefs, values, habits and individual behaviour are determinants in the informal layer. Formal - The formal layer can replace meaning and intention in the informal system with codified systems – includes bureaucratic forms and rules guiding the individual actionTechnical – The Technical layer is where the rules from the formal layer become automated
  • , if we can understand what activities and norms are necessary to support and carry out the substantive activities, then we can better understand what system and control norms should be ready prior to implementation.
  • The outcome of this is a readiness assessment tool for organistaions to use to assess their level of preparedness and change management method to address any low levels readiness.
  • The outcome of this is a readiness assessment tool for organistaions to use to assess their level of preparedness and change management method to address any low levels readiness.
  • Transcript

    • 1. Method for Assessing Organisational Readiness for InternalUse of Social Media in Information Intensive Organisations Aimee Jacobs Supervisors: Dr. Keiichi Nakata & Prof. Kecheng Liu Saturday, 11 August 2012 www.henley.reading.ac.uk
    • 2. Presentation Overview• Background Overview – Social Media – Organisational Readiness – Organisational Semiotics Techniques• Analysis & Findings• Putting it together…the bigger picture.
    • 3. Overview of Social Media“a group of Internet-based applications that build on theideological and technological foundations of Web 2.0, andthat allow the creation and exchange of User GeneratedContent” (Kaplan and Haenlein, 2010 pg. 61).
    • 4. Social Media use in Organisations• Organisations use social media tools for marketing and customer relations• Social media (SM) tools offer organisations an alternative way to communicate, connect, cooperate and collaborate through rich user experience.
    • 5. SM Tools and Possible UsesSM Tool Potential UsesForums Internal discussions; practical and process questions, and general staff issues (Cook 2008)Blogs General information tool (Tredinnick 2006) Knowledge management, business intelligence, project management (Cook 2008)SNS Connectivity, knowledge sharing, strengthen relationships (Cook 2008)Wikis Commercial content management systems (Tredinnick 2006) Knowledge management and information sharing (Jansen 2009)Social bookmarking Classification of knowledge and information (Tredinnick 2006)Virtual worlds Meetings, training, and socializing with colleagues (Cook 2008)Podcasts Briefings and recordings of conference calls (Davidson 2006) Provide information and presentations and sharing of information (Zhang 2009)Media Sharing Informal virtual learning or training (Cook 2008)
    • 6. Social Media ChallengesSlow rate of adoption – policies and procedures that inhibit change – privacy and security issues – organisational culture being directly opposed to the open source and collaborative methods – lack an understanding of how to use the different tools – fail to realise their benefits (Newman, A. and J. Thomas 2009) – measure the effectiveness (HBR 2010)
    • 7. Need for Organisational Readiness• OR reduces the risks of failure in adoption (Snyder-Halpern 2001)• Level of preparedness and identify gaps (Armenakis et al. 1993)• Precursor of resistance and adoption behaviours and is vital before attempting to implement and manage any kind of change (Armenakis et al. 1993) (Kotter, 1996).• Strongest predictor of employee commitment and more likely to commit (Ingersoll, et al., 2000).• Higher levels of readiness lead to lower innovation risks and more successful innovation outcome (Snyder-Halpern 2001).
    • 8. Research Aim and ObjectivesAim of researchTo develop a method to aid in assessing organisational readinessprior to using social media tools for internal business activitiesObjectiveIdentify factors of readiness for technology through systematicmethod using Organisational Semiotics techniques – Containment Analysis – Organisational Morphology – Collateral Analysis
    • 9. Organisational Semiotics• Applies semiotic concepts by focusing on signs and sign systems which are created in business operations• Views an organisation as an IS comprised of social normsApplied• Used to investigate the relationships of the human, technical and business aspects• Used to help identify essential patterns of activities needed for social media use within an organisation• Used to help provide a systematic approach to organisational readiness
    • 10. Containment Analysis Informal • ‘Organisational onion’ Meanings, intentions and beliefs • Way to capture the Formal informal, formal and Form and rules technical social norms that form the system Technical Automation
    • 11. Organisational Morphology • OM is a way to analyse an organisation through (behaviour)-level (Liu 2000). • Morphology of the tasks and functions through identification of three types of norms: - Substantive (SA) - Communication (C) - Control (CA) • Healthy organisation = Substantive Activities > Communication + Control Activities
    • 12. Collateral Analysis • Co-design method bridging the gap between an operational IT system and current business requirements (Simoni 2004) • Used to analyse the relationship between system units of a complex system (Liu 2000) • Helps identify the sub-unit systems by taking apart the larger complex system around the focal system (Liu 2000) Focal system would be the proposed system- social media in use
    • 13. Collateral Analysis Environment Operating CycleFour Cycles Description• Constructing Input Output• Launching Predecessor Focal System Successor• Operating Backup Cycle• Backup Recovery Fallback Backup Launching Terminating Launching Cycle Available Constructing Dismantling Constructing Cycle Resources Collateral Analysis (Liu 2000))
    • 14. Analysis of scoping study using“organisational onion” Purpose: Informal To understand how knowledge- Improved Innovation Increased intensive firms are currently Communication Productivity communicating with external and Knowledge internal clients with a particular Team-building Transfer Formal focus on the use of SM Communication Procedure Accountability Control SM Usage Policies Method: • A small survey was distributed to obtain general information Technical about the current situation of Internet Access Mobile Technology SM implementation in business •8 Respondents- Security/Privacy Technical Architecture, Solutions Architecture, Service development lead, Senior Executive (VP), Innovation Portfolio & Strategy manager and Respondents’ concerns related to SM usage Enterprise Architect
    • 15. Analysis - Organisational Morphology Communication Focal System Substantive Activities Control Activities Activities Social Media Information sharing in Use Blogging and micro- SM usage policies and Knowledge management- blogging, communication transfer/sharing/creation bookmarking, tagging, procedures, networking, co- accountability, authoring, virtual organisational culture, meetings and peer - monitoring briefings, media Team-building sharing Innovation Morphological View of Organisational Activities using Social Media
    • 16. Collateral Analysis for Social Media Introduction (adapted from (Liu 2000))
    • 17. FindingsOrganisational Readiness Factors • Resources (human, financial, technical) • Organisational climate (awareness) • Processes • Motivational readiness (discrepancy) • Benefit • Organisational control factor - security/privacy - policies - communication procedures - accountability - fallback
    • 18. Identified in Literature Identified through OS analysisTechnology OS Method Internal Use of Social Readiness Sub-factor Sources Applied Media Readiness Factors Factors (Klein et al., Technical and SM experts, Human resources 2001; Lehman OO, CA training et al., 2002; Financial resources Molla et al., CA FinancialResources 2005b; Salasin Physical/Technology et al., 1977; Internet access, pcs, mobile OO, CA resources Snyder-Halpern technology 2002). Awareness/knowledge of change (Klein et al. Awareness 2001; Molla et al. 2005b; Staff cohesion Salasin et al.Org climate /openness to change 1977; Snyder- CA Halpern 2002; Resistance to change Wanberg et al., 2000) Mission and Goals (Snyder-Processes Halpern 2002) OM New processes (Salasin et al.Values 1977; Snyder- VF Values Halpern 2002) Discrepancy (need for ( Holt et al., Discrepancy change) 2007; Lehman 2002; Molla etMotivational Pressure to change CA al. 2005b;readiness Salasin et al. Personal attributes 1977; Wanberg et al. 2000)Legend: CA= Collateral Analysis, OO= Organisational Onion , OM= Organisational Morphology, VF, Valuation Framing
    • 19. Identified through OS analysis Identified in Literature Technology OS Method Internal Use of Social Media Readiness Sub-factor Sources Applied Readiness Factors Factors (Holt et al. 2007; Klein et al. 2001; Molla et al.Benefit OO Benefit 2005b; Salasin et al. 1977)Management (Holt et al. 2007; Kleinsupport et al. 2001)Participation in (Molla et al. 2005b;the change Wanberg et al. 2000)process Security/privacy OO, OM concerns OO, OM Policies Organisational Communication OO, OM Controls procedures OO, OM Accountability CA FallbackLegend: CA= Collateral Analysis, OO= Organisational Onion , OM= Organisational Morphology, VF, Valuation Framing
    • 20. Summary • Organisations may want to use social media tools but face some challenges, therefore may not be ready for use • Organisational readiness assessment can help identify level of preparedness and identify gaps • Change management techniques can be used to raise level of preparedness • The factors identified so far include: resources, organisational climate, processes, motivational readiness, benefit, values and organisational control factors (security/privacy, policies, communication procedures, accountability and fallback)
    • 21. Questions?

    ×