In our re:publica 18 session, Shirley Ogolla and I were talking about Enterprise Social Software – and how both workers and managers can survive in this dense jungle.
This talk stems from our collaboration in the project „Competing and Complementing“ (Cocos), funded by Hans-Böckler-Stiftung, where we investigate the influence of social software on worker’s councils. In what follows, you can find more information on the research we referenced to in our talk.
We begin by describing data processing in organizations, where information and knowlegde are obviously key to absorb, find, store, pass on and translate these into action (Leonardi 2007). Enterprise Social Networks (ESN) should make it easy to share the right kind of information at the right point in time to the right people.
O’Dell and Grayson (1998) summarized lessons on how to share knowledge in organizations. They emphasized how difficult it is for people to get the right kind of information to the right people at the right time.
Riemer et al. (2015) investigated the ESN of Deloitte Australia from top to bottom and found that formal hierarchies significantly influence communication structures at the beginning of an ESN implementation.
Zuchowski et al. (2016) analyzed the current literature on internal crowdsourcing. They highlight the potential effects on organizational culture and where it works best. Moreover, Richter et al. (2016) looked at the role of managers in ESNs.