Impact of Social Media Readiness on Social Media Usage and Competitive Advantage

Usage of social media within organizations' value chains has been increasing rapidly. There are several benefits and savings projected due to usage of social media. As a result, there is also a lot of hype that is typical of any new web phenomenon. On the other hand, saner voices are cautioning against excessive hype and point to high failure rate of social media initiatives. Lack of best practices or frameworks and incomplete understanding of how to make best use of social media are some of the reasons cited for this high failure of social media initiatives. In addition, there are several other aspects related to governance, people, and processes that need to be addressed to improve success rate of these initiatives. Therefore, effective implementation of a social media initiative includes addressing all those aspects that relate to governance, people, and processes. The authors use a construct, “Social Media Readiness,” that encapsulates these aspects. This chapter summarizes research that shows how readiness can impact social media use.

Enterprise Content Management (ECM) Maturity Models

A maturity model in the enterprise content management (ECM) sphere serves to evaluate an organization's performance against an assessment framework, and to determine roadmaps for optimizing that performance. Such tools are developed typically by academics, informed by considerable research, or by consulting firms that use their maturity model tool to promote the sale of their own products and services. Therefore, the experience of practitioners with using ECM maturity models is underrepresented in the literature. Practitioners require tools that are quick to implement whilst providing useful insights. This chapter explores two case studies in which the author conducted quick assessments using a maturity model as a guide. The case studies indicate that while quick assessments are useful, they need to be included as part of a maturity tool to ensure that the implementation method is repeatable and the results consistent.

Methodology to Improve the Maturity of Project Management at Industrial Enterprises

This chapter deals with the need of analyze the course of project management processes with the help of maturity models. These models enable corporate plants finding out the level on what they plan and carry out projects, and they also help to retain or increase this level. Moreover, they offer plants the possibility of comparing their level of project use and project management to those of other plants, and thus enable plant finding out whether they are competitive enough in particular field. The methodology for improving the maturity of project management in industrial enterprises in the Slovak Republic will be described in the chapter. The individual maturity levels of enterprises in project management will also be characterized. By the setting of the criteria for transition to a higher maturity level, a large area of project management will be divided into smaller units, which is important in order to identify the areas of the project management where the specific industrial enterprise is behind and in which areas its results are positive.

A Maturity Model for Understanding and Evaluating Digital Money

As the internet and e-commerce expands, individuals will seek ways to earn and spend currency in the digital economy. Furthermore, faith in the fiat money systems of some countries is eroding and investors are searching for alternative ways to invest and store their wealth. Digital currencies (DC) are filling the demand for an alternative to government-based currency. Currently there are over 1,500 DCs with a market capitalization of over 450 billion (in US dollars) that are traded in thousands of markets. This chapter reviews the literature and history of DCs. Then the authors explain the related risks and benefits. Next, they add to the literature by proposing a model for judging the maturity of a DC. The digital currency maturity model (DCMM) will help individuals and organizations evaluate the safety and reliability of DCs given the investor's risk tolerance. Finally, the authors summarize their findings and suggest future research.

Digital Preservation Capability Maturity Model (DPCMM)

This chapter provides an overview of the genesis and development of the digital preservation capability maturity model (DPCMM) which covers a range of governance, operational, and data management functions associated with the management of long-term (10+ years) and permanent digital assets. The model is organized into three domains: infrastructure, repository, and services. In addition to providing a useful framework for analysis and planning among archivists, content owners and records managers, using a capability maturity model (CMM) to convey the requirements associated with preservation and access to long-term digital assets provides a familiar construct for information technology (IT) architects and system administrators. Each of the 15 DPCMM components has five incremental stages of capability called digital preservation performance metrics.

A Tailor-Made Information Management Maturity Model for the European Central Bank (ECB)

In 2011, the European Central Bank (ECB) developed a customized information management maturity model that was subsequently applied to assess the success of the implementation of the organizational policies, processes, and technologies supporting the information management function and to identify and priorities future activities. This chapter provides an overview of the model's objectives, design process, and principles and a comparison of the sources that were used to support its design. In addition, it provides a detailed description of the model's structure, including goals, key process areas and key practices, common features, and maturity levels. Furthermore, the chapter describes the process and the tools that the authors designed to support the maturity assessment and the results obtained during the first two applications of the model.

Through the Looking Glass

This chapter is divided into two main sections. The first one focuses on the links between open government goals and the theoretical recordkeeping continuum approach: participation, collaboration, and transparency will be only possible within a postcustodial public administration archival infrastructure. The second section presents the maturity model on records management for open government, designed by the Society of Catalan Archivists-Records Managers, in order to build trust between government and citizenship ensuring traceability and authenticity in information governance. Although it is developed according to the Catalan and Spanish legal frameworks, the model can be useful for organizations, wherever settled, aiming to succeed with their open government policies, since it provides a self-audit checklist inspired by international standards on records management, digital preservation, civic participation, and quality.

An Information Governance Policy Is Required for My Institution, What to Do?

Effective business management within organizations depends, among other factors, on the availability and proper management of appropriate resources. Information resources are one of those resources. This chapter offers practical answers to the many questions that information professionals in an institution may have about how to ensure performing secure and rational management for corporate informational assets. After a brief presentation and discussion of main concepts, it defines and describes the information governance policy, which is the key tool of an advanced information governance approach. It specifies how and when a maturity model should help to develop and update a corporate information governance policy. In addition, it presents the main practical guidelines including specific recommendations on the structure, content, and format of an information governance policy. A discussion of the development and implementation process is then proposed.

Project Management Guide and Project Management Maturity Models as Generic Tools Capable for Diverse Applications

Project management maturity models (PM3) are generic management tools designed to measure the approximate level of balance state of the organization's capability and capacity to manage projects. With its generic form and structure, it enables diverse applications where content and detail level can be tailored according to specific needs of industry, commerce, government, and knowledge. Yet, its capability is still not well understood, as vacancies continues incorrectly advertised and project management (PM) graduate program inappropriately parked under engineering faculty instead of management or industrial management. With this, it had obscured the PM generic capability to manage change holistically, as project scope, schedule, risk, resources, procurement, and stakeholder satisfaction are integrated, coordinated, and synchronized to deliver the expected outcome. Thus, this chapter aims to identify the factors inhibiting understanding of how PM can be generically applied, in bridging the PM knowledge gap, and to demonstrate how PM and PM3 principles can and are actually applied generically.

Assessing the Institutional Readiness for Open Government at the Kenyan Judiciary Using IRMT E-Readiness Tool and Open Government Implementation Model

Maturity models have existed as a concept for at least two decades. This chapter demonstrates the use of two models to assess the institutional readiness for open government at the Kenyan judiciary. Kenya has gone through a series of constitutional reforms, the latest being the promulgation of a new constitution in 2010 whose key pillar is continuous engagement with citizens, which led to a launch of the Kenya Open Data Initiative in 2011. In response to this initiative, the judiciary launched its transformation framework in 2012 with an aim of inculcating a culture of openness. Against this background, a study was undertaken on records-management readiness for open government in the Kenyan judiciary. This chapter reports some of its findings, specifically the status of open-government readiness at the judiciary, assessed using the IRMT E-Readiness Tool and the open government implementation model (OGIM). The chapter describes the methodology used, discusses the findings, and states a conclusion as well as recommendations.