| In the past decades, as technology became
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| | they won't use it, even if in the long
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| more and more important and frequently
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| | run it facilitates the group work process
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| used in the commercial world, the shape
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| | and project management. Executive and
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| of our daily business processes have
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| | management staff should also provide
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| drastically changed. Companies have
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| | employees with benefits or incentives to
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| expanded, opened offices in various
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| | encourage groupware implementation and
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| locations around the world, outsourced
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| | usage. Researches have examined social
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| their work to cheaper countries and
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| | factors in the adoption of groupware
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| created remote or tele-working jobs. The
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| | tools and came to the conclusion that
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| colleague you work with or your project
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| | mandated use or executive measures seemed
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| manager might not be located in the
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| | to be necessary. These high-level
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| cubicle next to you, but several thousand
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| | mandates might be received with mixed
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| miles across the globe.
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| | responses, but groupware will be used.
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| This did not only change our business
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| | Besides the management, it is up to the
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| opportunities but also our work processes
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| | groupware designers who must find a way
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| and how projects are managed. Almost all
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| | to make sure the application is perceived
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| projects require cooperation between
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| | as useful for individuals even outside
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| various departments or multiple persons.
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| | the context of full group adoption. In
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| Employees traveling around in different
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| | many cases collaboration is at odds with
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| countries still need to access
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| | the company's corporate culture so
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| information and must be reachable by
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| | implementation will be disruptive and
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| their colleagues. A variety of technology
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| | therefore shifting the corporate culture
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| solutions have been utilized for this
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| | from being competitive to being
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| purpose, such as remote connections to
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| | cooperative is no a small undertaking and
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| the intranet, storing data on external
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| | will require changes at all levels of the
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| drives or e-mailing corporate data back
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| | organization.
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| and forth between employees in various
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| | The second hurdle that needs to be
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| locations. However, this was not the most
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| | considered when planning to implement
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| efficient way of data sharing or managing
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| | groupware is the potential lack of
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| projects.
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| | interoperability/compatibility. Many
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| In order to achieve an efficient
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| | groupware applications fail, because
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| cooperation, data sharing and
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| | anyone who wanted use the system
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| communication between various project
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| | efficiently needed to have the same
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| groups and locations had to be as
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| | technology in place, otherwise it would
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| productive as possible. For this purpose
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| | not work. A good example is instant
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| various groupware applications, also
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| | messaging (IM). The user can only use IM,
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| known as collaborative software have been
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| | when the other party is using the same
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| developed. Groupware are powerful
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| | system such as AOL IM or Yahoo. These
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| software applications that support new
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| | compatibility issues lead to general
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| ways of work by providing efficient tools
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| | wariness among customers, who in general
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| to solve "collaboration oriented" tasks.
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| | wait to see what standard emerges and
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| It allows a close and in most cases,
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| | which technology becomes the most
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| real-time cooperation and communication
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| | popular.
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| between several people on a single
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| | An alternative to groupware that allows
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| valuable business project from different
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| | similar functionalities and features has
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| locations. This technology also allows
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| | been and still is the intranet. Intranet
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| members to work on different but
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| | is a technology that has been used by
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| correlated tasks, share documents,
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| | corporations for a much longer time than
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| information, and data by allowing them to
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| | groupware and is focused on a less formal
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| essentially work on the same page at the
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| | communication and the distribution of
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| same time, without creating duplicate
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| | relatively unstructured information.
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| ideas and work. Many extra groupware
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| | Files and data uploaded to an intranet
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| features include group calendars that are
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| | are not very well structured, the search
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| used to schedule videoconferencing
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| | capabilities might be limited and
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| meetings, multi-player games using live
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| | tracking of document changes is not as
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| video and chat to communicate, newsgroup
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| | efficient as groupware solutions. In
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| discussions as well as document change
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| | addition to that it is very hard to
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| tracking to allow for easy identification
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| | manage "simultaneous" work, as such
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| of who is working on the latest revision
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| | extensive collaboration features are not
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| of the project.
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| | very supported. The loose structure of
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| With these new technological advances and
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| | the intranet allows to stimulate the
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| Computer Supported Cooperative Work
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| | creative use of corporate communications
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| (CSCW) environments such as Lotus Notes
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| | and the diffusion of knowledge. But at
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| and Microsoft Exchange it allows for
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| | the same time they are not designed to
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| tasks and business processes to get done
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| | facilitate the management of data,
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| more efficiently and faster by using all
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| | documents, and document-centered
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| required human resources, even when not
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| | transactions within a distributed
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| in the same location. The advantages of a
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| | environment as groupware solutions do.
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| groupware system in comparison to a
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| | In addition to that, groupware
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| single user system are mainly when
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| | applications obey strict rules and
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| working in a project environment where
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| | produce precise types of results. But an
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| communication is essential between
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| | intranet application, must allow for
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| collaborators. Groupware allows for and
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| | "accidental encounters and unpredictable
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| facilitates a much faster and clearer
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| | outcomes". Accordingly, the application
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| communication where it would not
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| | development tools associated with
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| otherwise be possible and is built so
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| | groupware are tightly integrated with the
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| that every single user can benefit from
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| | product itself and seem to be highly
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| the advantages of groupware, by allowing
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| | developed than those used with intranets.
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| for multiple perspectives, expertise and
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| | Intranet tools are typically generic,
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| assistance with group solving. Project
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| | open, and unfocused.
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| managers and executives can generate
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| | There certainly are enough advantages as
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| various reports for tracking and
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| | well as disadvantages when implementing
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| monitoring the status of business
| |
| | groupware solutions, but at the same
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| projects, resources, and departments. At
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| | time, our constant technology development
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| the same time business project managers
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| | is taking away the location barriers,
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| can use the robust benefits of groupware
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| | which allow us to work in much larger
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| to increase revenue, reduce meeting
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| | dimensions and without boundaries. In
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| times, boost customer satisfaction and
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| | order to maintain the technological
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| minimize operational costs.
| |
| | advantages we have and use them
|
| Although there seem to be only benefits
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| | efficiently for business opportunities,
|
| in groupware, the probably two biggest
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| | corporations are forced to implement
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| hurdles with implementing it is the
| |
| | systems that allow an easy, fast and
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| failure of achieving the critical mass of
| |
| | efficient way in getting the work done,
|
| users and the lack interoperability or
| |
| | staying in touch with employees, business
|
| compatibility of systems. When planning
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| | partners and contractors all over the
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| to implement groupware successfully, it
| |
| | world. Keep corporations more organized
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| means achieving the critical mass of
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| | and unified in this global business
|
| users. Typically a groupware system will
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| | environment is one of the biggest tasks
|
| not suceed unless most or all of the
| |
| | managers have to face and only groupware
|
| target group is willing to use it and
| |
| | systems provide a solution to this
|
| adopt the system. In contrast, a single
| |
| | dilemma. A solution that allows employees
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| user application can be sucesfull even if
| |
| | to collaborate on information, ideas, and
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| only a small portion of the target group
| |
| | many other facets of their work and allow
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| adopts it (Brink, 1998). A difficult task
| |
| | them to be more effective, productive,
|
| which IT managers as well as executive
| |
| | and organized. Much research has been
|
| staff need to face is convincing people
| |
| | done and shown that if efforts of each
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| to use groupware. This can only be done
| |
| | individual in an organization are
|
| by providing the required training to
| |
| | combined, the greater the achievements
|
| make people comfortable using it. If
| |
| | will be and the more success the
|
| people don't feel comfortable with the
| |
| | organization will have in the long run.
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| system or do not see a benefit in it,
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| |
|
