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The document summarizes the findings of focus groups conducted with data professionals to understand their perspectives on data quality and privacy. Key dimensions of data quality identified included accuracy, completeness, consistency, and understandability. Participants debated definitions of accuracy and struggled to agree on the most important dimensions. The focus groups helped clarify meanings, surface misunderstandings, and construct shared understandings of data quality and privacy.
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Achieving digital mastery in the workplace means going beyond the core digital skills to work productively and collaboratively using the digital workplace. It involves understanding not only the extensive benefits of digital tools, but also the potential pitfalls – such as technostress, digital addiction and fear of missing out – and how to mitigate them. As we increasingly work in the digital workplace, an awareness of how to foster healthy technology habits needs to be at the heart of organisations’ wellbeing agendas.
In this session learn about:
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– Approaches to fostering healthy technology habits
– How mindfulness can support digital mastery
This document is a master's thesis that evaluates how cloud computing differs from traditional IT outsourcing in terms of evaluation processes. The thesis begins with an introduction that discusses existing research, identifies gaps in knowledge, and establishes the research questions and purpose. It then provides a theoretical background on cloud computing and relevant outsourcing theories. The document outlines the research method, which includes interviews with industry experts. The conclusion is that while traditional outsourcing theories can apply to cloud computing, some key concepts need to be added to account for differences in the cloud computing model.
This document summarizes a journal entry about a major research project examining different methods of co-design across Europe. The research involved surveys and interviews with stakeholders in co-design projects to understand their experiences and perspectives. Key findings included that there is no single definition of co-design, and different stakeholders described varying approaches. Challenges identified in co-design projects included communication issues, lack of experience among facilitators, and insufficient participation from the public. The goal of the research was to develop recommendations to help designers approach co-design projects more knowledgeably and produce better outcomes.
Slides that describe a modelling framework to represent the process of making things. Presented at the Feb 2016 project meeting of the Digital DIY project..
Network analysis methods for assessment & measurementPatti Anklam
Presentation slides for a webinar produced by the Leadership Learning Community. Full audio is available on their site, at http://www.leadershiplearning.org/blog/eleanor-cooney/2012-12-17/2013-webinar-network-analysis-snaona-methods-assessment-measurement
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"L'espressione latina dramatis personae, tradotta alla lettera, significa maschere del dramma e quindi è usata per indicare i personaggi."
"In user-centered design and marketing, personas are fictional characters created to represent the different user types that might use a site, brand, or product in a similar way.
Personas are useful in considering the goals, desires, and limitations of brand buyers and users in order to help to guide decisions about a service, product or interaction space such as features, interactions, and visual design of a website. Personas may also be used as part of a user-centered design process for designing software and are also considered a part of interaction design (IxD), having been used in industrial design and more recently for online marketing purposes.
A user persona is a representation of the goals and behavior of a hypothesized group of users. In most cases, personas are synthesized from data collected from interviews with users. They are captured in 1–2 page descriptions that include behavior patterns, goals, skills, attitudes, and environment, with a few fictional personal details to make the persona a realistic character. For each product, more than one persona is usually created, but one persona should always be the primary focus for the design."
(Wikipedia)
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For many AI applications, a prediction is not enough. End-users need to understand the “why” behind a prediction to make decisions and take next steps. Explainable AI techniques today can provide some insight into what your model has learned, but recent research highlights the need for interactivity with XAI tools. End-users need to interact and test “what if” scenarios in order to understand and build trust with an AI system. In this talk, I’ll discuss what human-factors research tells us about human decision making and how users build trust (or lose trust) in systems. I’ll also present interaction design techniques that can be applied to XAI services design.
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Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
1. Use Cases of Enterprise Social Software in
Consulting: A Practice Perspective
Yanina Tykholoz, David Wagner, Alexander Richter
Presentation prepared for the 2020 GeNeMe Conference | Knowledge Communities Track
October 7-9, 2020 1
2. Agenda
Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
October 7-9, 2020
1
2
3
4
5
6
Motivation
Theoretical foundation
Research design
Results
Discussion
Contributions
2
3. 1 | Motivation
Study focus: Use cases of Enterprise Social Software (ESS) in consulting from a practice perspective
Depiction of ESS use cases as an instrument to support ESS adoption (Glitsch & Schubert, 2017; Herzog & Richter, 2016)
Some contributions to the information systems (IS) literature (Greeven & Williams, 2016; von Krogh, 2012; Stray et al.,
2019; Forstner & Nedbal, 2017; Richter & Riemer, 2013; Schubert & Glitsch, 2015)
So far, practice perspective has been largely neglected in IS work, thus the aim is to integrate ESS into practice
research (Whittington, 2014)
Consultants seen as knowledge workers (Creplet et al., 2001), therefore investigating their work seems promising for
illustrating how ESS can be tailored to its users‘ needs (Richter & Riemer, 2013)
Research question:
How is ESS used (use cases) within a knowledge-intensive industry (consulting practice perspective)?
Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
October 7-9, 2020 3
4. 2 | Theoretical foundation
Enterprise Social Software (ESS):
• Software applications that support collaboration and communication within and across organizations
(Engelstätter & Sarbu, 2013)
• Comprises features known from social media, such as blogs, wikis, tags, etc. (Martensen et al., 2015)
• Is malleable, i.e. it does not prescribe particular application patterns to its users (Richter & Riemer, 2013)
Consulting practices
1. Putting the customer first (Cope, 2012)
2. Time-boxing (Kubr, 2002)
3. Leveraging joint knowledge spaces (Creplet et al., 2001)
4. Managing the team (Block, 1999)
5. Networking & socializing (Cheng, 2012)
6. Enhancing personal effectiveness (Kubr, 2002)
Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
October 7-9, 2020 4
5. 3 | Research design
Explorative single case study (Benbasat et al., 1987; Yin, 2009)
• Exemplary case to show an in-depth analysis of typical ESS usage (Yin, 2009)
Data collection
• Semi-structured interviews with consultants of different levels as the main source of information
• Purposeful and chain sampling to find the most information-rich cases (Patton, 2014; Miles & Huberman, 1994)
• Additional sources of information: company documents and field notes from observations
Data analysis
• Automated transcription (Sonix.ai) with subsequent manual processing followed by qualitative data analysis in
MAXQDA (Kuckartz & Rädiker, 2019)
• Deductive approach by means of thematic analysis (Braun & Clarke, 2006)
Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
October 7-9, 2020 5
6. 4 | Results
Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
October 7-9, 2020
USE
CASES
PROJECT
PRACTICES
Putting the customer first Improve user experience
Leveraging joint knowledge spaces Break up knowledge silos
Managing the team
Split work
Communicate with stakeholders
Networking and socializing Facilitate casual communication
Enhancing personal effectiveness Automate workflows
Eliminate waiting timesTime-boxing
6
7. 4 | Results
Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
October 7-9, 2020
Project practice Use Case Sample quotes (Interviews were conducted in German and translated into English)
Putting the
customer first
Improve user
experience
“For example, (ESS X) is a great tool, but it is not social enough. We implement (ESS Y) in (ESS X) (…) to find a better or stronger solution. (…) Let us be honest,
(…) we have people who stay in the company for 25 years. They like to take things slow (…), they do not want to have a lot of new tools coming in. (…) But,
the moment when their manager posts an update on (ESS Y), it will show on (ESS X), then they will be like „Oh, what is this?“. So, we are combining these
different tools to find a better solution, (…) And that makes everybody's life much easier.” (Consultant 4, further C4)
Time-boxing Eliminate waiting
times
“I have always asked my team (…) to have it (ESS) on all the time, because I have a very busy schedule and sometimes have to shoot over quickly ‘where can I
find that, how can I do this, can you please do that’. This works perfectly over (ESS). And, I don't like making phone calls either, so I think it's much better to
write briefly. (…) And as soon as it comes to exchanging documents via email, we have to save something on some servers. In my opinion, this is not a
modern way to handle this.” (C8, G)
Leveraging joint
knowledge spaces
Break up
knowledge silos
“Traditionally, I would say from 2006 to 2018, a lot of things were done via Outlook or via email client. This means, information was lying in the local
mailboxes. For the first time ever, I now have the possibility to share it (information) with other people on (ESS). This breaking up of knowledge silos, making
project work across projects possible in the first place, I think, is a very important point that many people have not yet recognized. (C1, G)”
Managing the
team
Split work “What we also like using in (ESS), meanwhile very extensively, is the ‘to do’s function’. (…) you can basically create your own backlog, assign it to one or
more people, then break it down to subprojects, so that every subproject gets its own column. (…) This is more used for the day-to-day business and not for
the major strategic lines of the projects.” (C3, G)
Networking and
socializing
Facilitate casual
communication
“Of course, we also have larger groups where we can exchange ideas. Some groups are more professional, others are more private, where it is OK to share
some jokes or gifs or something to make us smile. I find that very pleasant. Especially in project teams, (…) you experience a lot more on-site, because you
spend a lot of time together, then you get into situations that weld you together and if you share that again, in the group, it promotes discussions and social
cohesion.” (C2, G)
Enhancing
personal
effectiveness
Automate
workflows
“I would rather sit for six hours to find out how it works than do the work manually for six hours, because then I know how it works and the next time it is
automated. For example, the planner board with the story points where I spent 40 hours in total to set up the programming (…) and so on. But now I can use
this in the future for each of my projects again and again.” (C6, G)
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8. 5 | Discussion
Introduced use cases shed light on how consultants benefit from the malleability of ESS (Richter & Riemer, 2013) and
tailor the software to meet their job-specific requirements, i.e. team management, time-boxing etc.
Employees are often missing guidance and a clear direction on how to utilize ESS (Forstner & Nedbal, 2017), thus
investigating use cases is central to support ESS appropriation
Our study illuminates the fact that when looking at ESS appropriation, a practice perspective can help understand
the needs ESS serves, e.g. insights show that consultants cannot use ESS only for the sake of innovation, but need to
operationalize it so they can solve their customers‘ problems
Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
October 7-9, 2020 8
9. 6 | Contributions
Contributions to theory
• Addressed the gap of how consultants‘ skills „are changing in the digital age“ (Cerruti et al., 2019, p. 918)
• Extended set of known ESS use cases and introduced new ones for the field of management consulting
(Schubert & Glitsch, 2016)
• Contributed to information systems and practice research by investigating IS, and specifically ESS „in use“
(Whittington, 2014, p. 90)
Implications for practice
• Illustrated use cases help facilitate ESS appropriation
• Prototypical case helps software developers to better understand their customers‘ needs
• Moreover, as consultants can be seen as change agents that bring innovation to their clients (Cerruti et al., 2019),
knowing how they utilize ESS can give insights into how their clients might work with ESS in the future
Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
October 7-9, 2020 9
10. Contact details
Use Cases of Enterprise Social Software in Consulting: A Practice Perspective
October 7-9, 2020
Yanina Tykholoz
MBA student at Munich Business
School
Consultant at Multiversum
E-Mail:
Y.Tykholoz@multiversum.consulting
Prof. Dr. David Wagner
Professor of International Business &
Digital Business
Munich Business School
E-Mail: David.Wagner@munich-
business-school.de
Prof. Dr. Alexander Richter
Professor of Information Systems
Wellington School of Business and
Government
Victoria University of Wellington
E-Mail: Alex.Richter@vuw.ac.nz
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