The implementation of Enterprise 2.0 solutions: a culture-oriented analysis of the critical success factors.

• Author: Karla, Jurgen
• Position: Report

Resources

1. INTRODUCTION

   Nowadays, globalization and internationalization are ubiquitous processes in all areas of our lives. International cooperation, international collaboration between companies, takeovers of companies or the establishing of new companies in other countries create intercultural formations which require special modes of communication. Furthermore, business processes in companies are becoming increasingly complex and need a good communications infrastructure in order to function smoothly.

   Web 2.0 provides opportunities for communication and information, which require an increasing amount of user interaction. A networked world is creating new types of behavior and a culture of participation. The utilization of Web 2.0 applications in the private sector is rapidly expanding. It is interesting to consider how this trend could be used by companies in an economically meaningful way. Many companies are already using their own Social Networks, Wikis, or other so-called Enterprise 2.0 applications, although not always in a completely successful way. In this paper, the following topics will, then, be closely examined:

   * The (success) factors involved in the deployment of Enterprise 2.0 solutions in companies.

   * The difficulties which may arise between employees out of cultural differences.

   * How these difficulties may be taken into consideration by an Enterprise 2.0 solution to avoid any culturally rooted problems.

   An increasing number of people collaborate during their normal working day with people from other cultures. This leads unavoidably to "intersecting" situations in which different ways of thinking and of behavior collide. In the working world, different meaning systems that have developed out of different source languages and experiences come into contact with each other. To avoid culture-related difficulties when deploying systems based on social software, the particular aspects involved when different cultures come into contact should be analyzed and correspondingly dealt with.

2. CULTURAL EXAMINATION OF CRITICAL SUCCESS FACTORS WHEN IMPLEMENTING ENTERPRISE 2.0 SOLUTIONS

   In the pertinent literature we find a plethora of advantages which have resulted from implementing Enterprise 2.0 solutions in companies (e.g. Koch and Richter, 2009; Back et al., 2008; Meissner and Engelien 2009). The success of such an implementation, however, entails much more than simply deploying the relevant software. For example, a key requisite for desired effects is the participation of all members of a company, and technological, organizational and human aspects have to be taken into consideration to enable this.

   Here, we shall first of all discuss general factors which must be observed when implementing an Enterprise 2.0 solution in a company. Then we shall look at well-known cultural problems which are involved when information systems are deployed in international enterprises. Owing to the similarities of the procedures of introducing information systems in companies, these problems can be used to ascertain success criteria which should also be observed for the deployment of Enterprise 2.0 applications. Consequently, criteria are derived which should be observed for Enterprise 2.0 solutions to ensure their success in intercultural companies.

   2.1 Success Factors for the Implementation of Enterprise 2.0 Applications

   Analysis of the utilization of Enterprise 2.0 solutions in companies has revealed various critical success factors for the implementation of Enterprise 2.0 concepts. These factors may be split into three core areas, involving technological and organizational aspects as well as human considerations which relate to the employees, management or company.

   2.1.1 Technological Factors

   One of the technological factors is the user-friendliness of the Enterprise 2.0 solutions. The usability of a software is key to its success, since the desired effectiveness can only be achieved via user-friendliness (Nielsen, 1993). The layout must be straightforward so that the desired content may be quickly and easily found. Also, the system should have a clear-cut communications structure and should offer the user the possibility of prioritizing content so that it can be easily retrieved at a later date (Ritscher and Bachle, 2008).

   In addition, Enterprise 2.0 applications should be integrated into the existing information system environment. The implementation of Enterprise 2.0 solutions is not intended to provide additional possibilities for communication and information channels, but rather to serve to expand on already existing systems. Rather than isolated applications, one central and unified system is intended. For this to be achieved, a comprehensive integration of Enterprise 2.0 solutions with existing information and communication channels is required. (Berlecon, 2007; Ritscher and Bachle, 2008).

   Content linking and contextualization of content is also a principal aspect. As many users as possible should have the opportunity to link their contents so that the overall linking and contextualization components--and thus the search function and structure of the contents--will be enhanced (Ritscher and Bachle, 2008; Smolnik and Riempp, 2006).

   In order to sort provided information according to its relevance, technological means are necessary. The selection of relevant information is made easier by the use of RSS feeds and dashboards. Contextualization, where employees establish links between the provided information, helps the users to sort relevant information. The selectionability also makes it easier to find relevant information (Ritscher and Bachle, 2008).

   2.1.2 Organizational Factors

   Organizational measures in companies deal with, amongst other things, the corporate culture. The deployment of social software applications enhances the possibilities of communication by enabling...