Academic literature on the topic 'Virtual Communities of Enterprise (VCoEs)'
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Journal articles on the topic "Virtual Communities of Enterprise (VCoEs)"
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Ariza-Montes, J. Antonio, and Noel M. Muniz. "Virtual Ecosystems in Social Business Incubation." Journal of Electronic Commerce in Organizations 11, no. 3 (July 2013): 27–45. http://dx.doi.org/10.4018/jeco.2013070102.
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The complexity of today global context hinders the emergence of innovative endeavors; this inner enhancement of capabilities springs out from worldwide entrepreneurs that reveal procuring the best environmental conditions and technologies to nourish new ingenious ventures whether of social or any capitalist profile. Social entrepreneurs noticeably understand that making an intensive use of new technologies engenders innovation and scales impact effects in society; that is why ICTs, and especially the web 2.0, have constituted catalysts to accelerate collaborations for social change: social innovation labs, social e-enterprise incubators, social innovation centers, social innovation park, etc. This article reviews the main experiences of social entrepreneurial empowerments, pinpointing those pioneering projects that exploit new technologies to provide services and get access, with no boundaries, to a significant number of communities. It is structured as follows: it starts analyzing the emergence and development of social enterprise, its encouragement and empowerment. Later, there are examined some key initiatives for social entrepreneurs, more in particular those offered virtually (e-empowerment). It is concluded with a brief summary of final thoughts.
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Chen, Tsung-Yi, Yan-Chen Liu, and Yuh-Min Chen. "A method of potential customer searching from opinions of network villagers in virtual communities." Online Information Review 40, no. 1 (February 8, 2016): 146–67. http://dx.doi.org/10.1108/oir-12-2014-0295.
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Purpose – Customer acquisition and retention methods are the most critical issues for any enterprise. By identifying potential customers and targeting them through marketing activities, enterprises can minimize marketing costs and maximize transaction probability. However, because market surveys are labor- and time-consuming, and data mining is ineffective for obtaining competitor data, enterprises may be unable to understand real-time changes in market trends and consumer preferences. The paper aims to discuss these issues. Design/methodology/approach – This study developed a mechanism that automatically searches for potential customers in virtual communities. In addition, a common product attribute (CPA) model was developed based on the five dimensions of the theory of consumption values and a questionnaire survey was conducted to verify the corresponding relationships. Subsequently, the authors quantified and applied the relationship between the proposed CPA model and consumption values theory. Findings – During the experiment, functional and social values yielded more accurate predictions. Contrary to our expectations, emotional value yielded an inaccurate prediction of potential customers. The overall precision was 0.74, with a threshold of 0.5. Research limitations/implications – Due to each industry including the distinctive characteristics and attributes regarding its products, the methods and models were only adopted in food industry for testing effectiveness. Practical implications – Considering the food industry as an example, this study adopted the case study method to screen potential customers based on 400 articles from virtual communities, and combined a latent semantic analysis method with a backpropagation neural network to verify the effectiveness of the proposed method. Originality/value – By adopting the proposed enterprise-product profile model, enterprises can compile basic information related to their products and industry. The proposed system can be used by enterprises to identify potential customers in areas with potential for market development.
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Snowden, Michael, Roopinder Oberoi, and Jamie P. Halsall. "Reaffirming trust in social enterprise in the COVID-19 era: Ways forward." Corporate Governance and Sustainability Review 5, no. 1, Special Issue (2021): 120–30. http://dx.doi.org/10.22495/cgsrv5i1sip3.
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COVID-19 has overwhelmed and stretched existing healthcare infrastructure in both developed and developing economies and pushed governmental response mechanisms to the brink. Globally, governments elicited the call for corporate support, asking social entrepreneurs and social business ventures to organise efforts to build voluntary support for the large-scale response needed during the sudden lockdown disruptions. By April 2020, 26.5 million jobs were lost in the US alone (Lambert, 2020), global stocks plummeted at least 25% and gross domestic product (GDP) contracted significantly for all countries. With reduced domestic demand for non-food goods, reduced foreign demand for US goods exports, supply-chain disruptions, and plant closures, the manufacturing sector saw a huge decline (Reinicke, 2020). Governments all over the world announced massive stimulus packages. The US has approved $2 trillion financial support to combat the economic downturn so far (Emma & Scholtes, 2020) and EU finance ministers have recently approved €500 billion in stimulus measures (Riley, 2020). It is estimated that the global economy will grow at -3 percent in 2020. This article sheds light on the role of social enterprises in addressing the societal problems caused by COVID-19. The authors highlight the efforts of virtual and collaborative associations who seek to swiftly recognise issues and develop solutions, which create social value and alleviate the plights of suffering communities. This article sheds light on the role of social enterprises in addressing the societal problems caused by COVID-19. The authors highlight the efforts of virtual and collaborative associations who seek to swiftly recognise issues and develop solutions, which create social value and alleviate the plights of suffering communities. The authors place emphasis upon the role of the social entrepreneur in developing a way forward in these challenging times and present a contemporary conceptualisation of the social entrepreneur in the form of an “avatar” and the impact that this may have on social enterprise.
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Murillo, Enrique. "“I’ve Got a Situation and Would Appreciate Your Experience”." International Journal of Virtual Communities and Social Networking 4, no. 4 (October 2012): 52–80. http://dx.doi.org/10.4018/jvcsn.2012100104.
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Virtual Communities of Practice (CoPs) that are launched and managed by organizations have been amply documented in KM literature, but extra-organizational virtual CoPs have received little coverage. This study performs an ethnography of an extra-organizational Usenet-based CoP of tax professionals, using a longitudinal Social Network Analysis to map a tight-knit long-lived community and identify its members. The result is a naturalistic description of the ways in which the Wenger dimensions of Mutual engagement, Joint enterprise and Shared repertoire manifest themselves in day-to-day interactions in an online CoP. The study highlights how energetic voluntary participation by members produces a successful long-lived virtual CoP, even in the absence of organizational KM or IT resources. For independent professionals, extra-organizational virtual CoPs can provide a powerful support group and the means to constantly update their personal competence. For organizations intent on developing formalized CoPs, these results are a useful reminder that member commitment is the ultimate driver of a CoP’s success.
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Holmes, Kate, Anita Greenhill, and Rachel McLean. "Creating communities: the use of technology in craft and DIY communities of practice." Journal of Systems and Information Technology 16, no. 4 (November 4, 2014): 277–95. http://dx.doi.org/10.1108/jsit-05-2013-0018.
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Purpose – The purpose of this study is to gain insight into craft and do-it-yourself (DIY) communities of practice (COPs) and how the use of technology provides ways for participants to connect, share and create. Gaining deeper insights into the practices of these communities may provide new opportunities to utilise within this flourishing domain. Design/methodology/approach – Qualitative methods were adopted to collect data and analysed through an interpretivist lens. Semi-structured interviews were conducted with members of craft and DIY COPs to gain a deep understanding of the broader ethnographic study. Existing theoretical perspectives surrounding COPs have been applied to further current perspectives. Findings – Findings from this study suggest that being part of a COP allows participants to connect to others, build creative enterprise and learn or enhance skills. Insights gained from this study indicate some of the detailed ways in which the application of technology redefines craft and DIY COPs. Research limitations/implications – This study provides a succinct exploration of a vast and fluid domain; if presented with more time and wider resources, the research would include further exploration of virtual COPs. Originality/value – The investigation provides a rich insight into the use of information and communication technologies (ICTs) within craft and DIY COPs. The application of theoretical perspectives from the area of Information Systems (IS) and Technology Management to this domain is regarded as an original research and furthers knowledge in these areas. Originality/value – The investigation provides a rich insight into the use of ICTs within craft and DIY COPs. The application of theoretical perspectives from the area of IS to the domain of craft and DIY culture is original research and extends existing concepts to include skills sharing as a previously unexplored domain.
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Bartolacci, Chiara, Cristina Cristalli, Daniela Isidori, and Federico Niccolini. "Ba virtual and inter-organizational evolution: a case study from a EU research project." Journal of Knowledge Management 20, no. 4 (July 11, 2016): 793–811. http://dx.doi.org/10.1108/jkm-09-2015-0342.
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Purpose Taking Nonaka’s SECI model as the main reference, this paper aims to offer reflections on the virtual evolution of ba, the places for knowledge creation. Indeed, looking at the current scenario, widening the knowledge spiral to the inter-organizational epistemological level is inevitable. To this aim, information technology tools and virtual communities can establish effective interactions to exchange knowledge, making ba evolve congruently. Design/methodology/approach The paper takes the exemplary case of a platform developed during a European research project called “BIVEE: Business Innovation in Virtual Enterprise Environments”. The investigative approach chosen is participatory action research (PAR), with two researchers conducting PAR in real time, and two others involved ex post. Findings The paper shows that the virtual evolution of ba can lead the SECI model towards an inter-organizational level. Moreover, through a learning history, it describes how all the phases of the SECI process, even the Socialization one, can take place or be supported in virtual spaces. Research limitations/implications Taking into account just one single exemplary case study provides a rich, contextualized understanding of phenomena, while allowing only some theoretical generalizations. Originality/value This paper contextualizes the SECI model within a Web platform for open innovation, to investigate whether the knowledge creation process can take place entirely within a virtual environment linking subjects from different organizations. In so doing, it applies the SECI model to the phases of the innovation process, called waves.
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Nafiuddin, Nafiuddin, and Hamdan Hamdan. "Utilization of Digital Marketing to Improve Sales Volume of MSME's Products." Journal of Digital Marketing and Halal Industry 2, no. 1 (July 10, 2020): 29. http://dx.doi.org/10.21580/jdmhi.2020.2.1.5282.
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<p>Micro, Small, Medium Enterprise (MSME's) marketing is still limited to traditional models and has not yet utilized digital marketing optimally. The purpose of this article is to identify the use of social media to increase the sales volume of MSME's products. This article uses the literature study method, using secondary data. Data analysis techniques used a descriptive approach. The results of studies and analysis show that the importance of using social media such as Collaborative projects (Example: Wikipedia), content communities or sharing media such as YouTube, social networking sites (example: Facebook), and virtual social worlds or market places such as open outlets, Tokopedia, and shopper. Optimizing social media can increase market share and sales of MSME's products.</p>
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Alves, Carlos, Carlos Figueiredo, and Jorge Sanjurjo-Sánchez. "Electronic Systems and Offsite Touristic Activities Based on Geological Concepts: A Speculative Discussion." Engineering Proceedings 3, no. 1 (October 30, 2020): 4. http://dx.doi.org/10.3390/iec2020-06969.
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The COVID-19 pandemic has caused havoc in many economic areas such as those related to tourism. This creates the need for alternative activities in this sector, especially given that it is not clear when the present emergency will end and there could be new situations of this kind. We consider here two main possibilities (virtual models and remote observations) for tourism related to geological objects (including those used by humans) and processes. These approaches could help to promote remote-operated tourism in other celestial bodies, helping to promote this kind of enterprise. These activities could be prepared with variable connection to education (for publics with diverse age ranges), prompting their use at any time of the year (hence minimizing the issue of seasonality). Our discussion suggests that remote observations will be the most interesting option since they could potentially give the users an unlimited diversity of experiences, it might give higher returns to local communities (but also higher loads on local environments) and they could find additional value in other geological applications. While our analysis is certainly very speculative at present, it can be submitted to falsification by the financial results.
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AKIBA, OKON. "Policy issues, and challenges in Canadian management of the Atlantic fisheries." Environmental Conservation 24, no. 2 (June 1997): 159–67. http://dx.doi.org/10.1017/s0376892997000222.
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Despite steady injection of public funds by successive administrations, the Canadian fishery industry is characterized by resource depletion, vessel tie-ups, and overcapacity, which have led to plant closures and rising unemployment. This paper assesses the progress Canadian marine policies have been making towards rational use and conservation of fisheries and promotion of employment and economic development in fishing communities since 1977.The analysis begins with the creation of the 200-mile exclusive economic zone (EEZ) and its rationale in the United Nations Convention on the Law of the Sea (UNCLOS), namely conservation. State subsidies for fleet upgrading, industry modernization, marketing, and the introduction of quota systems, such as the individual transferable quotas (ITQs) and enterprise quotas (EQs), are identified as the key policy initiatives which might realize an economically-viable fishing industry in the post-1977 period. These policies produced corporate expansion and prosperity in the mid-1980s, but there followed corporate losses because of Canadian over-dependence on American markets and sharp quota cuts.With regard to conservation, shortcomings are identified in the virtual population analysis model (VPA), and the inability of the Department of Fisheries to monitor fishing effort by domestic and foreign vessels. The need for radical change in the future direction of marine policies is emphasized and arguments made which support the following objectives: elimination of ecologically-harmful fishing technologies; use of community quotas (with a modified individual quota system); strengthening of community management systems and development of co-management approaches to fisheries management, involving government and fishing communities.
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Chen, Yuh-Jen, Yuh-Min Chen, and Chien-Wei Fu. "Identifying Desirable Product Specifications from Target Customers’ Chinese eWOM." International Journal of Information Technology & Decision Making 16, no. 02 (March 2017): 545–72. http://dx.doi.org/10.1142/s0219622017500109.
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In a fiercely competitive business environment, understanding target customers’ product preferences and demands has become the basis for improving competitive advantage. In the past, an enterprise would understand its consumers’ preferences and demands through interactions between salespersons and consumers or questionnaire surveys. As Internet technology and the popularity of virtual communities have grown, more consumers are commenting about products on the Internet, enabling enterprises to understand more objectively consumers’ preferences and demands. Therefore, the extraction and analysis of valuable decision-supporting information from extensive target customers’ Chinese electronic word-of-mouth (eWOM) is critical to improving an enterprise’s competitiveness. This work develops a mechanism for identifying desirable product specifications from target customers’ Chinese eWOM to provide enterprises with reference specifications in product planning, and thereby reduce the time to market and improve the target customers’ satisfaction. This goal can be achieved by performing the following tasks: (i) designing a process for identifying desirable product specifications from target customers’ Chinese eWOM, (ii) developing techniques related to desirable product specification identification from target customers’ Chinese eWOM, and (iii) implementing a mechanism for identifying desirable product specifications from target customers’ Chinese eWOM. Developing techniques associated with identifying desirable product specifications from target customers’ Chinese eWOM involves the selection and analysis of the target customers’ Chinese eWOM and the evaluation of the desirable product specifications.
Dissertations / Theses on the topic "Virtual Communities of Enterprise (VCoEs)"
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Mason, Cecily Jane, and cecilym@deakin edu au. "Virtual Communities of Enterprise Value Creation Potential for Regional Clusters." Deakin University. Management and Marketing, 2008. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20090129.152913.
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Governments around the world have pursued ICT based initiatives including the provision of infrastructure to assist regional areas to develop economically (Beckinsale et al. 2006). There has been considerable interest in exploiting ICT to develop high technology clusters and support innovative networks (Lawson & Lorenz 1999). However, these initiatives have met with mixed success. It is clear that such development depends on more than providing appropriate technology Attention to social and organisational factors is crucial if regional areas are to realise the potential of ICT as a tool for regional development (Gengatharen & Standing 2005). It is important to understand the nature of business networking as well as the perspective of those participating in such networks if successful initiatives are to be established. The aim of this research is to identify how ICT can be used for knowledge sharing among businesses in regional areas and how the online networks through which knowledge is shared can contribute to the development of the region.
This research investigates the question of what value small businesses in those regions derive from knowledge sharing networks using ICT. It also seeks to identify the value creation potential of those networks for their region. Previous research has shown that large organisations have achieved significant value from virtual communities of practice (VCoPs) as a structure for sharing knowledge and supporting innovation (Wenger 2004). The concept of Communities of Practice and Virtual Communities of Practice provided a useful point of departure for this research.
The investigation comprised interpretive case studies of two Australian regional areas and their local business networks which incorporated SMEs in a variety of industries. Each case study was conducted in three stages. First, semi-structured interviews were conducted with regional economic development leaders. Second, 192 small and medium business owners were surveyed about their business activities and their participation in local business networks. Third, in-depth interviews were conducted with 23 small business owners to gain a richer understanding of their participation in knowledge-sharing networks and the value they realised or anticipated from various knowledge-sharing activities. A combined analysis of the two cases was conducted as well as the individual analyses. The research adopted a modified Structured Case method (Carroll & Swatman 2000).
The analysis of the two case studies revealed:
a.) There was a significant difference between the majority of SMEs who traded within the region and those trading largely beyond the region. The latters more proactive online sharing knowledge and seeking of business opportunities would enable them to access most value from VCoEs.
b.) The participating SMEs operated in a number of industries and what they had in common was an interest in improving their enterprises. Consequently they used their regional networks which were not aligned to any one industry to make connections and share knowledge. They did not necessarily seek to access specific information.
c.) A necessary prerequisite of VCoEs is having vibrant CoEs where face-to-face interaction enhances the development of trust and social capital. This appeared as an important factor facilitating the move to incorporate online knowledge sharing.
d.) Younger businesses appeared to gain the most value from knowledge sharing in CoEs as they were using their networks to determine how to grow their firm.
e.) The value of VCoEs to the SME participants is primarily in their general connection to other businesses in the region. Since the participants operate in a number of industries, what they have in common is an interest in their enterprises. The main value appears to come from the potential of the VCoEs to add to this connection and to social capital.
This study found that successful management of VCoEs must:
i) Ensure the network website is actively used by members before attempting to incorporate online knowledge sharing.
ii) Monitor and stimulate online forum interaction rather than rely on interaction to occur naturally.
iii) Not rely on email as a mechanism for stimulating knowledge sharing. Email is seen as more appropriate for formal documentation than for candid exchange of views.
The concept of virtual communities of practice was found to be somewhat inappropriate for the diverse SMEs in the regional networks. Because of their diversity, they do not necessarily see value in sharing knowledge about practice but they do see value in sharing more general information and in providing support, connection and ideas that facilitate the strategic direction of their business. To address this issue, the concept of virtual communities of enterprise (VCoEs) is proposed as recognition of what the participating SMEs had in common: an interest in their individual businesses as part of the region.
The original contribution of this research consists of its identification of the issues in linking SMEs across industries. It provides new insights on the business practices of regional SMEs and developed the concepts of Community of Enterprise (CoE) and Virtual Community of Enterprise (VCoE) to capture the special nature of knowledge sharing in regional multi-industry business networks. New perspectives are revealed on the ways that value could be derived from knowledge sharing by these regionally networked SMEs, as such it adds to the body of knowledge in an area where there has been little systematic investigation. This research reinforces the importance of social capital as an essential pre-requisite for accessing the value of intellectual capital in regions. Social capital emerges as vital when establishing and maintaining face-to-face knowledge sharing in regional networks and a necessary pre-condition for successfully establishing online knowledge sharing. Trust is a key factor and this research extends understanding of the role of social capital and the importance of trust in regional networks and online interaction. Its findings have significant implications for the development and management of CoEs and VCoEs as it outlines the key elements that need to be addressed when establishing and maintaining them, the appropriate applications for this context and the issues involved in management of the networking and online contexts. These findings not only increase our understanding of the management dynamics of online networks, they can also provide guidance to those seeking to establish successful VCoEs.
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Köhler, Thomas, and Nina Kahnwald. "Online Communities: Technologies and Analyses for Networks in Industry, Research and Education: 17. Workshop GeNeMe ’14 Gemeinschaften in Neuen Medien: Virtual Enterprises, Research Communities & Social Media Networks: TU Dresden, 01./02.10.2014." Technische Universität Dresden, 2014. https://tud.qucosa.de/id/qucosa%3A28314.
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GeNeMe steht für Gemeinschaften in Neuen Medien, im englischen Sprachgebrauch als Web-based Communities oder Online Communities bezeichnet. Diese Konfigurationen aus Informationstechnologie und sozialer Gemeinschaft sind gleichermaßen Thema für Anwendung und Forschung. Dabei wird deutlich, dass diese Konfigurationen aus Informationstechnologie und sozialer Gemeinschaft in vielfältigen Kontexten zu beobachten sind. Online Communities sind ohne Softwaretechnologie nicht denkbar - ebenso wenig wie ohne die neue Kultur gemeinschaftlichen Online-Handelns in Wirtschaft, Forschung und Bildung oder in privaten Räumen. Online Communities sind daher Thema mehrerer Fachdisziplinen: Informatik und Wirtschaftswissenschaft, Bildungswissenschaft und natürlich Kommunikationswissenschaft. Auf der GeNeMe trifft Medien- und Softwaretechnologie auf Wirtschaftsinformatik, Sozial- und Erziehungswissenschaft, werden Wissensarchitektur und -kooperation diskutiert. Diese Interdisziplinarität ist Tradition und Stärke der GeNeMe auch im 17. Jahr ihres Bestehens. Die Schwerpunkte des vorliegenden Bandes widmen sich eingangs überblicksartig der Analyse und Exploration von Trends und der Ausdifferenzierung von Forschungsfeldern. In den folgenden Kapiteln stehen dann zum einen die Beobachtung und Analyse von Informations- und Kommunikationshandeln unterschiedlicher Zielgruppen sowie zum anderen praktische Ansätze zur technologisch-didaktischen Gestaltung kollaborativer Systeme im Vordergrund. Nach Beiträgen aus spezifischen Einsatz- bzw. Forschungsfeldern bilden Analysen zu Nutzerverhalten in Business-Netzwerken sowie zu Geschäftsmodellen für MOOCs den Abschluss.:Inhalt
A Eingeladene Vorträge 1
A.1 Wissenskooperation in betrieblichen Gemeinschaften 1
A.2 Dropbox & Co, alles schon ge-cloud? 3
B Trend- und Strukturanalysen 5
B.1 Trends der digitalen Lehre. Befunde einer Analyse des wissenschaftlichen Fachdiskurses. 5
B.2 Existieren Wissensmanagement-Schulen? - Eine Clusteranalyse von Wissensmanagement-Beiträgen aus den letzten 10 Jahren 17
B.3 Fablabs für die Forschung: Die Fusion von Makerspace und Bibliothek 33
C Information und Kommunikation 49
C.1 Gut vernetzt ist halb gewonnen? – Eine Analyse der Zusammenhänge zwischen Facebook-Nutzung und sozialem sowie akademischem Erfolg von Studierenden 49
C.2 Informationsbezogene Mediennutzung Jugendlicher und Senioren in (Online-)Communities 63
C.3 Enterprise 2.0 – ein Konzept das dem Kommunikationsverhalten junger Menschen entgegen kommt? 79
D Wissensgenerierumg und -kollaboration 93
D.1 Vergleich von offener und Script-basierter Kollaboration in einer Videolernumgebung 93
D.2 COMPASS – Eine kollaborative Plattform zur Wissensgenerierung über Accessibility-Probleme und deren Lösungen 105
D.3 auditorium – Frage, Diskutiere und Teile Dein Wissen! 117
E Anwendungsfelder 127
E.1 Online Communities für Energieversorger – Mehr als nur Self-Service? 127
E.2 „Ich nehme etwas für meine persönliche Balance mit“ – Eine explorative Studie zum Erleben von Erholung in Massively Multiplayer Online Role-Playing Games 137
F Business Netzwerke 153
F.1 Einfl usskompetenz 2.0 – eine Analyse erfolgsstrategischen Nutzerverhaltens in webbasierten Business-Netzwerken 153
F.2 Mehr Schein als Sein? – Eine Analyse der Selbstdarstellung vonStudierenden im Karrierenetzwerk Xing 165
G MOOCs .179
G.1 Analyse von Geschäftsmodellen nationaler und internationaler MOOC-Provider 179
G.2 Kosten und Wert von MOOCs am Beispiel der Plattform iMooX 191
Adress- und Autorenverzeichnis 207
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Imhoff, Camille. "Penser la collaboration dans les organisations à partir des communautés virtuelles sur le réseau social d’entreprise : rapports sociaux et modes de régulation émergents : continuités, contradictions et/ou ruptures." Thesis, Paris, CNAM, 2018. http://www.theses.fr/2018CNAM1174/document.
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Il semble admis aujourd'hui, tant dans les discours d’entreprise, la littérature managériale et de conseil que dans les études scientifiques, que la performance des organisations repose essentiellement sur la capacité à innover, à constituer une intelligence collective, à capitaliser sur les savoirs et pratiques des collaborateurs dans une société de l’information. Pour cela, les plateformes collaboratives de type réseau social d’entreprise (RSE) se déploient massivement afin d’offrir un outil performant pour la formalisation, la centralisation et la gestion des connaissances. Elles s’inscrivent dans la continuité des transformations des organisations vers des organisations collaboratives, dans le sens où la collaboration désigne un mode d’activité collective où les interactions se font directement, sans intermédiaire, par opposition à la coordination extérieure des tâches. Cependant, la collaboration au sein de communautés en ligne semble à première vue relativement spécifique et cela pour deux raisons. Premièrement parce qu’il s’agit de pratiques collaboratives se référant à un idéal communautaire dans un contexte organisé, hiérarchisé avec des règles instituées. Deuxièmement, il s’agit de pratiques collaboratives spécifiques parce qu’il s'agit d’une collaboration animée et que les problématiques d’animation sur les communautés en ligne semblent être prioritaires pour permettre et assurer la collaboration. En effet, le rôle du community manager, manager / animateur / gestionnaire de la communauté virtuelle apparaît comme central dans les stratégies de collaboration en organisation et cela non seulement dans le lancement, l’alimentation, l’incitation à la logique collaborative, derrière l’apparence de spontanéité et de prise en main par les acteurs, mais également et de façon plus structurelle, dans l’instrumentalisation marketing et managériale de la socialisationToday it seems to be commonly recognized in corporate communication, business publications, as well as in scientific publications, that in our information society the ability to innovate, to build collective intelligence and to capitalize on the knowhow and behavior of the coworkers are essential to the organization performance. For that purpose, collaborative platforms such as Enterprise Social Network (ESN) are massively deployed to provide a powerful tool for formalization, centralization and knowledge management. They support the continuous transformation of the current organizations towards collaborative organizations, in the sense that collaboration means a collective approach of the activity with direct interactions without intermediates at the opposite of the coordination by a third party. However, the collaboration within online communities seems at first rather specific for two main reasons. The first reason is that these collaborative practices indeed refer to a community idealistic model but within a well-organized and hierarchized context with its established rules. The second reason is that we are talking of specific collaborative practices in the sense it is a facilitated collaboration and that finding the right way to manage online communities is key to enable and to ensure collaboration. Indeed, the role of the community manager, manager / facilitator / administrator of the virtual community appears to be a central role in the collaboration strategy of a given organization. Behind the appearance of spontaneity and self-sufficiency of the members, it is a central role not only to launch the community but also to keep it up and running as well as to motivate the members to collaborate. It is also essential and in a more structural way in the marketing and managerial instrumentalization of socialization
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Barnkow, Lorenz, Jan Schwarzer, and Kai von Luck. "Berührungssensitive Schnittstellen für Social Software in Entwicklungsprozessen." Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2012. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-101009.
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1 EINLEITUNG
Der Einsatz von Enterprise 2.0-Lösungen steht noch am Anfang. So nutzen nur ca. 20 % der Unternehmen in den USA und Europa Social Software-Werkzeuge wie Blogs, Wikis oder Foren [7]. Nach [3] geht es bei Enterprise 2.0 darum, die Ideen und Konzepte des Web 2.0 und von Social Software zu verstehen und auf die Zusammenarbeit in Unternehmen zu übertragen. Viele Unternehmen haben Schwierigkeiten bei der Integration solcher Lösungen, wodurch die Zugänglichkeit und Handhabbarkeit der Informationen im Unternehmen leidet. In einem konkreten Anwendungsfall sollen Lösungen gefunden werden, um das Gewahrsein der Informationen bestehender Social Software-Systeme und die Zusammenarbeit in Entwicklungsabteilungen zu verbessern.
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Kuo, Ya-Chun, and 郭雅君. "Study on the Influence of Enterprise Competitiveness in Food and Beverage Industry by Conducting Virtual Communities: A Case Study of Facebook." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/k7225f.
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碩士南華大學
資訊管理學系
102
The rising Facebook fan page for enterprises to drive new marketing style, are different from the traditional marketing models. The fan pages offer consumers new senses of affinity and emotion. This study worked with the restaurant industries which have Facebook fan pages to investigate the the inflence of the fan pages to their competitiveness. This study uses a questionnaire survey to explore social marketing, internet reputation, affect the relationship between customer loyalty and corporate competitiveness between the various facets. Also some methods were utilized to analyize the collected data, including reliability and validity analysis, descriptive statistics, t-test, one way ANOVA, Pearson correlation, regression analysis, cross analysis, general linear model analysis. Finally, the results of these analysis can be referred to conducting the fan pages of restaurants.
Book chapters on the topic "Virtual Communities of Enterprise (VCoEs)"
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Subercaze, Julien, Christo El Morr, Pierre Maret, Adrien Joly, Matti Koivisto, Panayotis Antoniadis, and Masayuki Ihara. "Towards Successful Virtual Communities." In Enterprise Information Systems, 677–88. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-01347-8_56.
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Pastor, Rafael, Timothy Read, Salvador Ros, Roberto Hernandez, and Rocael Hernández. "Virtual Communities Adapted to the EHEA in an Enterprise Distance e-Learning Based Environment." In Online Communities and Social Computing, 488–97. Berlin, Heidelberg: Springer Berlin Heidelberg, 2009. http://dx.doi.org/10.1007/978-3-642-02774-1_53.
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Howard, Tharon. "The Viability of Online Communities and Virtual Teams for Enterprise Clients." In The Wiley Handbook of Human Computer Interaction, 803–20. Chichester, UK: John Wiley & Sons, Ltd, 2017. http://dx.doi.org/10.1002/9781118976005.ch37.
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Soares, António Lucas, Dora Simões, Manuel Silva, and Ricardo Madureira. "Developing Enterprise Sponsored Virtual Communities: The Case of a SME’s Knowledge Community." In On the Move to Meaningful Internet Systems 2006: OTM 2006 Workshops, 269–78. Berlin, Heidelberg: Springer Berlin Heidelberg, 2006. http://dx.doi.org/10.1007/11915034_50.
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von Wartburg, Iwan, Thorsten Teichert, and Katja Rost. "Shaping Social Structure in Virtual Communities of Practice." In Virtual Technologies, 1028–35. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-955-7.ch064.
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Practice, that is, the execution of work relevant tasks, can take two forms: actual and espoused practice (Brown & Duguid, 1991). Espoused practice is formally and deliberately planned: formal organizational structuring, product manuals, error detection, and correction procedures represent just a few examples. Actual practice represents the solutions to problems and the execution of tasks as they really happened in a given context. Processes of knowledge generation and transfer are different for espoused or actual practice (Orr, 1996). While traditional modes of organizing work practice focus on espoused practice, newer organizational forms focus on actual practice: Communities of practice are groups of people bound together by shared expertise and passion for a joint enterprise on behalf of an organization (Wenger, 1998). To support effective work practices in an ever more distributed work environments, collocated CoPs are complemented by virtual communities of practice (VCoPs). Its members interact supported by collaborative technologies in order to bridge time and/or geographical distances. Toolkits of computer-mediated environments facilitate community building in addition to personal interaction (Hinds & Kiesler, 2002; Walther, 1995; Wellman et al., 1996). There is a shared understanding that VCoPs are an especially effective organizational form for knowledge creation both within companies (Kogut & Metiu, 2001; Nahapiet & Ghoshal, 1998; von Krogh, Spaeth & Lakhani, 2003) and between companies (Constant, 1987; Vincenti, 1990). Therefore, VCoPs are managerially desirable forms of virtual communities (Rheingold, 1993; Smith & Kollock, 1999; Wellman et al., 1996) in which learning in practice takes place; that is, professionals stick together because of exposure to common problems in the execution of real work. The “glue” which binds them together is a powerful mixture of shared expertise and experience, as well as the need to know what each other knows. Given that VCoPs offer such potential to enhance intellectual capital and to enrich social processes within companies, we look more closely at the social and knowledge generation processes within VCoPs from a managerial point of view. Viewed from this angle, VCoPs represent a difficult challenge for managers who want to profit from using them as an arena for desirable learning in practice. Although VCoPs are believed to be a desirable organizational form for knowledge generation, they are preferably modeled as a rather emergent phenomenon and believed to be only marginally manageable. Thus, on one hand, managers are urged to believe that VCoPs are something beneficial while, at the same time, they are told that VCoPs cannot be managed deliberately.
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Mason, Cecily, Tanya Castleman, and Craig Parker. "Creating Value with Regional Communities of SMEs." In Global Information Technologies, 2144–50. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-939-7.ch154.
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This article provides a conceptual argument that the knowledge management (KM) approach of communities of practice (CoPs), and their virtual equivalents (VCoPs), can create value for clusters of regional small and medium enterprises (SMEs). The article firstly shows that value creation in regional clusters occurs by encouraging collective learning and reciprocal knowledge exchange. The article then shows that CoPs, and VCoPs in particular, have been the most successful value creation mechanism in large organisations. We argue that VCoPs hold considerable potential for value creation in regional clusters of SMEs by promoting innovation, more effective knowledge sharing, and recognising the value of VCoPs as capital. The strategic integration of SMEs in regional clusters is analogous to large organisations’ global operations. In this environment VCoPs combine industry-specific knowledge with firm specific knowledge and emerge as a new source of social capital.
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Kisielnicki, Jerzy. "Virtual Organization as a Chance for Enterprise Development." In Modern Organizations in Virtual Communities, 100–114. IGI Global, 2002. http://dx.doi.org/10.4018/978-1-931777-16-2.ch007.
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The theory that enterprise has been developing along with the development of Information Technology and, especially thanks to the possibilities offered by Virtual Organisations (VO) has been presented and proven. This enterprise has both local and global effect. The enterprise development provides for an increase of both small and big organisation competitiveness and also for an opportunity for new organisational entities to enter the market. My own research on enterprise conducted in the group of economy and marketing department students have fully confirmed the conclusions resulting from D.Blanchflower’s and A.Oswald’s research on enterprise. A significant percentage of the population aim at becoming entrepreneurs (about 75% of the people with university education). The theory that VO is an effective way to become an entrepreneur and to overcome the obstacles listed in the research has been presented. The main obstacles are lack of financial resources and lack of business experience. VO not only helps in becoming an entrepreneur but also, through specially built enterprise labs, provides training opportunities and skill development for those who want to follow this particular career path.
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Patten, Karen P., and Lynn B. Keane. "Enterprise 2.0 Management Challenges." In Studies in Virtual Communities, Blogs, and Modern Social Networking, 36–46. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-4022-1.ch004.
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The nature of the enterprise and the way people work is changing rapidly. The enabling power and competitive advantage of new social and participative technologies will benefit those that recognize the way work is changing. Web 2.0, the “second phase” of the Web, is the foundation of a new and improved Enterprise 2.0. Enterprise 2.0 provides, through a web of interconnected applications, services, and devices, the capabilities for enterprise employees and vendors to be more competitive and productive and for enterprise customers to be more engaged and loyal by accessing the right information from the right people at the right time. This paper describes Enterprise 2.0 management challenges and issues identified by Chief Information Officers, which include the unauthorized use of services and technologies, the integration of a myriad of technologies and capabilities, and the potential compliance and security implications. The authors have proposed a conceptual framework that explores the relationships of three Enterprise 2.0 dimensions – technology, its use, and how resulting user-generated content may lead to business value – with management implications affecting IT culture and policies within the enterprise. This paper provides observations and suggestions for future research.
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Mai, Stephane Ngo, and Alain Raybaut. "Swift Trust and Self-Organizing Virtual Communities." In Always-On Enterprise Information Systems for Business Continuance, 231–51. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-723-2.ch014.
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Numerous communities of experts supported by firms tend nowadays to form an important part of corporate social capital. Composed of free will agents, those communities aim at creating knowledge through cognitive interactions and heavily rely on ICTs to free themselves from many constraints. Previous studies of such virtual groupings pointed out that their organization features were not similar to market nor hierarchy. Consequently, neither price nor contract or authority are used in such communities which rather seem to self-organize. Instead of traditional economic concepts, notions such as trust and leadership are advanced to explain the functioning of these virtual assemblies. This contribution proposed a tentative model which attempts to grasp some of the empirical aspects of these communities. More precisely, we were interested in the relation between trust, performance, and organizational feature within a given virtual group. Simulations of the model with different functions of swift trust display various organizational structures similar to those described by stylized facts. The organizational attributes range from pure collaborative communities to pure competitive ones. Intermediate cases also emerge with the appearance of leader(s).
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Eri, Zeti Darleena, Rusli Abdullah, Marzanah A. Jabar, Masrah Azrifah Azmi Murad, and Amir Mohamed Talib. "Ontology-Based Virtual Communities Model for the Knowledge Management System Environment." In Ontology-Based Applications for Enterprise Systems and Knowledge Management, 343–60. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-1993-7.ch019.
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Virtual communities are gaining attention in many organizations, particularly in Institutes of Higher Learning (IHL). The research communities in IHL have similar research practices and often form groups to collaborate in research activities. With proper Internet infrastructure, research communities form virtual communities to share knowledge and find the highest number of potential people to collaborate. However, studies to understand these research communities either in research activities or capturing changes in the communities are lacking. The study of virtual communities is crucial to properly manage group knowledge and enable social interaction using a tool to enable socialization. Ontology design of virtual communities can be used as a form to formalize research communities. Based on the Knowledge Management (KM) approach of finding the right knowledge and the right people to work, a model called the OntoVC-KMS is proposed. The main objective of this chapter is to address the following questions: 1) What constitutes virtual communities among research communities in IHL? 2) How can virtual communities be formalized using ontology? and 3) Can a KM system support virtual communities in IHL for research communities and practices? To provide the answers, the authors conduct a literature review and develop an ontology design using the ontology development approach of related research. Finally, this chapter describes an approach that promotes ontology design in an organization that focuses on communities and socialization in an IHL.
Conference papers on the topic "Virtual Communities of Enterprise (VCoEs)"
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"CONFLICT MANAGEMENT PROCESS FOR VIRTUAL COMMUNITIES." In 13th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2011. http://dx.doi.org/10.5220/0003453500330042.
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"Virtual Learning Communities in the University Teaching of Physical Education." In 3rd International Workshop on Enterprise Systems and Technology. SciTePress - Science and and Technology Publications, 2009. http://dx.doi.org/10.5220/0004463500850097.
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Chong, Zhang, Wang Bian, Lv Benfu, and Peng Geng. "Social network characteristics of online shopping interpersonal relationship in real and virtual communities." In 2012 IEEE 14th International Conference on Commerce and Enterprise Computing (CEC). IEEE, 2012. http://dx.doi.org/10.1109/cec.2012.24.
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"A Semantic Web Model for Ad Hoc Context-aware Virtual Communities - Application to the Smart Place Scenario." In 16th International Conference on Enterprise Information Systems. SCITEPRESS - Science and and Technology Publications, 2014. http://dx.doi.org/10.5220/0004876905910598.
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Vajna, Sándor, and Michael Schabacker. "INTERPRET: A Communication Tool With Customers via Public Network." In ASME 1997 Design Engineering Technical Conferences. American Society of Mechanical Engineers, 1997. http://dx.doi.org/10.1115/detc97/cie-4295.
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Abstract INTERPRET is an intelligent product catalogue which allows a customer to select online exactly his component being supported by the knowledge provided by the supplier. Additionally, the customer can insert both the actual geometry into his own design as well as dispositive data file into his administrative data processing system. Main focus of INTERPRET is the electronic handling of different business processes on heterogeneous computer systems (the so-called telecommerce). The Internet serves here as a communication platform to the design of the desired worldwide virtual production system (Kroll, 1994). The availability of this low-priced solution for each enterprise facilitates the fast and flexible design of virtual production communities (Davodow, Malone, 1993).