A Methodology and Framework for Extending Mobile Transformations to Mobile Collaborations for SMEs

Enabling interorganizational collaboration for SMEs holds a lot of promise for increased competitiveness and global reach in a connected economy (Ripeanu, 2008; Marmaridis, 2004; Ginige 2004). An earlier book (Marmaridis & Unhelkar, 2005) examined the unique constraints that SME organizations have in embracing new technology – such as mobile technology. The solution proposed for overcoming these constraints is a methodology that is referred to as m-transformation (Marmaridis, 2006). Building on this work, this chapter now presents the next step in SME evolution, mobile collaboration (m-collaboration). The chapter details the concerns that must be overcome for SMEs to start collaborating rapidly with each other. It examines the role of trust in collaboration and provides a methodology suitable for handling the variation of trust throughout each collaborative engagement. It also presents a conceptual framework that can be used to implement the methodology and empower SMEs into embracing collaboration and realizing tangible benefits from it. Aspects of the methodology and conceptual framework have been presented in a number of international conferences already (Marmaridis, 2005); this chapter, however, puts the pieces together and presents the methodology and framework in their entirety. Upon completing this chapter, the reader will have a very good understanding of the landscape of collaboration in the SME space. Furthermore, the reader will be familiarized with the field-tested mobile collaboration methodology for SMEs and the conceptual framework for implementing it in real life.

Nethnography

This chapter explores the possibilities and limitations of nethnography, an ethnographic approach applied to the study of online interactions, particularly computer-mediated communication. In this chapter, a brief history of ethnography, including its relation to anthropological theories and its key methodological assumptions is addressed. Next, one of the most frequent methodologies applied to Internet settings, that is to treat logfiles as the only or main source of data, is explored, and its consequences are analyzed. In addition, some strategies related to a naturalistic perspective for data analysis are examined. Finally, an example of an ethnographic study, which involves participants of a Weblog, is presented to illustrate the potential for nethnography to enhance the study of CMC.

Collaborative Writing Tools in the Virtual Workplace

Collaborative writing is an important element of the virtual workplace. While it is sometimes enough to e-mail a document back and forth between authors and editors, users frequently need a more effective solution. Users can choose from system-based or browser-based software and from synchronous and asynchronous editors. These products can vary from the simple to the sophisticated and from free to expensive. This chapter looks at research on the use of collaborative editors and tools currently on the market and provides guidance as how to evaluate the appropriateness of the tools, paying particular attention to collaborative features, industry standards, and security.

Risk Management in Distributed IT Projects

Distributed IT projects exhibit certain features that make them fundamentally different from traditional co-located projects, not only involving additional steps and decisions, but also impacting the risk management process. The goal of this paper is to discuss these impacts and to suggest the development of an integrated risk management process taking into account site dispersion, time zone difference, and cultural boundaries not only at the operational, but also at the tactical and strategic level. We also report results of an exploratory case study conducted in a software development center (a Brazilian subsidiary of a U.S. corporation) in support of such a model, and conclude with a discussion of theoretical and practical implications of our work.

A Research Agenda for Identity Work and E-Collaboration

Many recent management programmes have sought to establish organisation-wide collaborations that connect people in different functional and occupation groups (Blackler, Crump, & McDonald, 2000). Typically, these programmes are made possible through the deployment and use of e-collaboration technologies such as groupware, workflow systems, intranets, extranets, and the internet (Ciborra, 1996; Hayes, 2001). Examples of these technologies include the use of shared folders for reports, coauthored documents, completed electronic forms, and discussion forums. Through the use of such technologies, work and views are made accessible to staff working within and between functional and occupational groups. Such management programmes are reported to have brought about significant changes in the nature of work within and between intra organizational boundaries, including the erosion of functional and community boundaries (Blackler et al., 2000; Easterby-Smith, Crossan, & Nicolini, 2000; Knights & Willmott, 1999).

Impact of Chinese Culture Values on Knowledge Sharing Through Online Communities of Practice

The purpose of this qualitative study is to explore how national (Chinese) cultural factors influence knowledge sharing behavior in virtual communities of practice at a large U.S.-based multinational organization. The data in this study come from interviews with the company’s employees in China, and managers who are involved in managing knowledge-sharing initiatives. The study results suggest that overall the influence of the national culture could be less pronounced in online knowledge sharing than what the literature has suggested. Although Chinese employees’ tendency to draw sharp distinctions between in-groups and out-groups, as well as the modesty requirements were barriers to knowledge sharing online, the issue of saving face was less important than expected, and attention paid to power and hierarchy seemed to be less critical than what the literature indicated. A surprising finding was that in the initially assumed collectivistic Chinese culture, the high degree of competitiveness among employees and job security concerns seem to override the collectivistic tendencies and are the main reasons for knowledge hoarding. The reasons for unexpected findings could be associated with differences between face-to-face and online knowledge sharing environments, the influence of the company’s organizational culture, and the recent rapid changes of the overall Chinese cultural patterns.

The World Wide Web and Cross-Cultural Teaching in Online Education

Computer-mediated communication (CMC) and the properties of the online environment in general are inherently suited to help educators reconceptualize their role and engage in constructive cross-cultural communication. This is due to the new technologies’ potential to enable collaborative teaching in an environment of diverse users and to support multiple learning styles. At the same time, the presence of collaborative technology itself does not guarantee that successful cross-cultural communication and learning will take place. The disembodied nature of online communication can sometimes add to the inherent challenges that accompany face-to-face cross-cultural communication. Instructors who teach in cross-cultural contexts online will need to engage with the new technologies in a more purposeful way and apply that engagement to program design and teaching practice. They will need to devote some time to designing for interaction and collaboration in order to overcome common challenges in cross-cultural communication. A more systematic study of the open-ended and interaction- enabling properties of the World Wide Web would help those who design for diversity in online educational environment. The open-ended and interactive nature of the World Wide Web, as the main platform for online crosscultural teaching, can serve as a conceptual model to help teachers overcome common challenges in cross-cultural communication.

A Tool for Assisting Group Decision-Making for Consensus Outcomes in Organizations

This chapter introduces an approach, ConSULT (Consensus based on a Shared Understanding of a Leading Topic), to enhance group decision-making processes within organizations. ConSULT provides a computer-mediated framework to allow argumentation, collection and evaluation of discussion and group decision-making. This approach allows for the articulation of all reasoning for and against propositions in a deliberative process that leads to cooperative decision-making. The chapter argues that this approach can enhance group decision-making and can be used in conjunction with any computational intelligence assistance to further enhance its outcome. The approach is particularly applicable in an asynchronous and anonymous environment.

Supporting Distributed Groups with Group Support Systems

The leadership role facilitates group process by structuring group interaction. How leadership affects group performance in GSS settings remains one of the least investigated areas of GSS research. In this study, the presence of a group leader is found to make a significant difference in objective decision quality and satisfaction with the decision process. At the same time, perceived decision quality and consensus are not significantly different in groups with a leader and those without one. A content analysis of comments by group leaders shows that group leaders are effective when making comments on clear group objectives and interaction structure in the early stages of group interaction. In the later stages, however, it becomes more important for group leaders to offer comments encouraging interaction and maintaining group cohesion.

Infrastructure Support for Smart Organizations

In a rapidly changing world, continuous adoption of new practices is crucial for survival; organizations embracing the latest technologies have a competitive edge. Smart organizations readily take on board new organizational forms and practices, those in particular that offer agility and responsiveness. The Internet and the World Wide Web offer a new way of collaboration via Web services, but heterogeneity of different service components make cooperation difficult. This chapter describes a new approach to combine Web services by employing a layered structure, in which composition of a value-added service can be built from individual components, and each service component can have semantically equivalent but syntactically different alternatives.