DOCSLIB.ORG

KNOWLEDGE SHARING and COLLABORATION THROUGH SOCIAL MEDIA - the CASE of IBM Fahd Omair Zaffar Göteborgs Universitet, [email protected]

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
KNOWLEDGE SHARING and COLLABORATION THROUGH SOCIAL MEDIA - the CASE of IBM Fahd Omair Zaffar Göteborgs Universitet, Fahd.Zaffar@Chalmers.Se View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by AIS Electronic Library (AISeL) Association for Information Systems AIS Electronic Library (AISeL) Mediterranean Conference on Information Systems MCIS 2012 Proceedings (MCIS) 2012 KNOWLEDGE SHARING AND COLLABORATION THROUGH SOCIAL MEDIA - THE CASE OF IBM Fahd Omair Zaffar Göteborgs Universitet, [email protected] Ahmad Ghazawneh Jönköping International Business School, [email protected] Follow this and additional works at: http://aisel.aisnet.org/mcis2012 Recommended Citation Zaffar, Fahd Omair and Ghazawneh, Ahmad, "KNOWLEDGE SHARING AND COLLABORATION THROUGH SOCIAL MEDIA - THE CASE OF IBM" (2012). MCIS 2012 Proceedings. 28. http://aisel.aisnet.org/mcis2012/28 This material is brought to you by the Mediterranean Conference on Information Systems (MCIS) at AIS Electronic Library (AISeL). It has been accepted for inclusion in MCIS 2012 Proceedings by an authorized administrator of AIS Electronic Library (AISeL). For more information, please contact [email protected]. KNOWLEDGE SHARING AND COLLABORATION THROUGH SOCIAL MEDIA - THE CASE OF IBM Fahd Omair Zaffar, Department of Applied IT, Chalmers | Göteborgs Universitet, Forskningsgången 6, SE-412 96 Gothenburg, Sweden, [email protected] Ahmad Ghazawneh, Jönköping International Business School, Gjuterigatan 5, 553 18 Jönköping, Sweden, [email protected] Intellectual capital is the single most important asset owned by any organization. Business continuity, innovation, and long-term sustainability of Small Medium Enterprises depend partly on accumulated organizational knowledge. Knowledge is hard to capture and manage due to its implicit nature. This paper seeks to investigate how Web 2.0 technologies are being used to overcome knowledge sharing and collaboration issues. The new web technologies, which are based on platforms, are referred to as emergent social software platforms (ESSP’s). The use of ESSP’s within a business enterprise to achieve business goals is known as enterprise 2.0 (E2.0). Central to this research is the proposed knowledge sharing cycle model, which has three main stages - internalization, externalization, and objectification. This model is adapted based on the findings of a case study of IBM Corporation. The findings indicate that ESSP’s can be used to support knowledge sharing practices and to help convert knowledge into its different forms. Keywords: Social Media, Knowledge Sharing, Mass Collaboration, Web 2.0, E 2.0, and ESSP 1 INTRODUCTION Collaboration is so common in today’s society. It is proven powerful for solving problems, building consensus, and helping decision-making processes (Straus and Layton, 2002). Historically, collaboration has been governed through collaboration hierarchies, where every member is controlled and supervised by other top members, employees are dominated by managers, and customers are controlled by organizations (Tapscott and Williams, 2006). However, through new technologies, new scientific initiatives and new forms of collaboration emerge in the global market, predominantly initiated by communities and self-organizing agents. This form of collaboration, referred herein as mass collaboration (Tapscott and Williams, 2006), enabled by the introduction of Web 2.0 technologies (O’Reilly, 2005), has led organizations to rethink their methods of managing and distributing information, and creating business value. Furthermore, mass collaboration challenges many mature and established firms such as BMW, Boeing, and Procter & Gamble to rethink their collaboration activities (Tapscott and Williams, 2006). This was emphasized by the surprisingly high and increasing number of firms adopting Web 2.0 technologies and services (Libert and Spector, 2008), which help these organizations create new and unique collaborative environments (McAfee, 2006). Its adoption is expanding especially for corporate affairs (Grossman and McCarthy, 2007; Hideo and Shinichi, 2007) so that organizations can improve their products and services or solve an intractable problem (Tapscott, 2008). Previous research works indicate that social media tools like wikis are increasingly becoming popular for managing knowledge and collaboration within enterprises. Some studies have contributed to this field by creating awareness among organizations about the benefits of using ESSP’s for knowledge creation. The concept of Enterprise 2.0 is quite young. Researchers argue that intellectual capital is the biggest asset of any organization and serves as the greatest source of power (Druker, 1993; Toffler, 1990; Quin, 1992). These authors agree that the future belongs to those who are endowed with knowledge (Nonaka, 1996). We live in a knowledge-driven world, which therefore makes the “knowledge worker” the greatest single asset (Druker, 1993). One of the most popular management concepts developed over the past few decades is knowledge management (Huysman, 2002). Researchers and practitioners confirm that knowledge sharing improves organizational performance (Lesser & Storck, 2001). Often, organizations do not realize what they know. Locating and retrieving knowledge within organizations can be problematic (Huber, 1991). IT is used as an enabler in most knowledge management initiatives (Alavi & Leidner, 2001). The research question this paper aims to answer therefore is- How is social media being used within an organization to facilitate knowledge sharing and collaboration to achieve an objectified knowledge? Though the problem focuses around knowledge sharing, more emphasis is placed on ESSP’s. This paper covers only the ESSP’s which are applied and used in the case study The body of this paper is organized into seven sections. Section two discusses the literature on IT tools for knowledge sharing and collaboration among peers. Sections three and four state the theoretical basis and research methodology, respectively. Meanwhile, section five explains the social media strategy adopted by International Business Machines (IBM) in Sweden. Our analysis of the case is presented in section six while the last section draws out the conclusion and recommendations for future research. 2 RELATED LITERATURE 2.1 Wikinomics and the Mass Collaboration Mass collaboration happens when many participants work independently yet collaboratively in a single project. These projects are often modular in nature. They execute tasks, generate solutions (e.g. InnoCentive), or create new knowledge (e.g. Wikipedia). Mass collaboration is said to owe its success to its decentralized model of collaboration which outperforms more centrally controlled collaboration models (Brafman and Beckstrom, 2006). Mass collaboration is characterized by four main principles introduced by Tapscott and Williams (2006) - peering, sharing, openness and acting globally. Peering, or peer production, is allowing users to participate in the creation and development of products and services, and coactively share, classify, and rate contents that enhance the production (Tapscott and Williams, 2006; McKercher and Mosco, 2007;Wilkinson, 2008). Meanwhile, sharing, considered as one of the distinctive features of mass collaboration, simply refers to sharing knowledge. It creates new opportunities for development. Tim Bray, the director of Web technologies at Sun Microsystems, said “we genuinely believe that radical sharing is a win-win for everyone; expanding markets create new opportunities” (ibid, 2006, p.27). Openness, according to Tapscott and Williams (2006), refers to having boundaries that are porous to external solutions, ideas, and knowledge. Being open to outside human capital outperforms companies that rely on their internal resources and capabilities. This type of openness is associated with “candour, transparency, freedom, flexibility, expansiveness, engagement, and access” (p.21). Lastly, acting globally or making mass collaboration projects available on the Internet through Web 2.0 technologies enables firms to access new ideas and solutions by engaging more innovative and open-minded users around the world. While traditional collaboration is mainly dedicated to people sharing common interests, goals, abilities, and areas of expertise, mass collaboration in contrast finds its way to a large number of individuals from various knowledge areas, with diverse interests expertise, and specializations (Tapscott and Williams, 2006; Panchal and Fathianathan, 2008; Libert and Spector, 2008). An example of a successful mass collaboration project is Wikipedia, an online collaborative encyclopedia that attracts millions of internet users from all over the world. Wikipedia enables users to view, create, edit, or remove articles in different subjects. This project currently has about 10 million volunteers contributing 9.5 million articles in 256 languages (Panchal and Fathianathan, 2008, p.1). Another example is InnoCentive, a mass collaboration project that is specifically created for the global community. Its main goal is to allow researchers, scientists, engineers, inventors, R&D groups, and companies to collaborate to achieve solutions for research and development problems in a broad range of disciplines like chemistry, biology, engineering, math, computer science, entrepreneurship, and others (Tapscott and Williams, 2006; Harrison and Sullivan, 2006; Lakhani et al.,2007; Dodgson et al., 2008; Libert and Spector, 2008). This project attracts more than 80,000 independent problem solvers from more than 150 countries (Lakhani
Load more

Recommended publications
  • Some Collaborative Systems Approaches in Knowledge-Based Environments
    18 Some Collaborative Systems Approaches in Knowledge-Based Environments Mihaela I. Muntean West University of Timisoara, Faculty of Economics and Business Administration Romania 1. Introduction Collaboration represents a strategic alternative to the monolithic approach to business development and competition. It involves a different approach to business – focused on managing business relationships between people, within or without groups, and within and between organizations. Fig. 1. Collaboration – A Business Strategy (http://literacy.kent.edu/CommonGood ) In the present global economy, strongly influenced by IT (information technology) and information systems evolution, the modern organizations try to face the challanges by adjusting their strategies and restructuring their activities, for aligning them to the new economy requirements. It is certain, that the enterprise’s performance will depend on the capacity to sustain collaborative work. The evolution of information systems in these collaborative environments led to a sudden necessity to adopt, for maintaining all kind of virtual activities/processes, the latest technologies/systems that are capable to support integrated collaboration in business services. It is obvious that, all collaborative environments (workgroups, practice communities, collaborative enterprises) are based on knowledge, and between collaboration and knowledge management (KM) there is a strong interdependence. Therefore, we focused on how collaborative systems are capable to sustain knowledge management and their impact on optimizing the KM life cycle. Some issues regarding collaborative systems are explored and a portal-based IT solution that sustains the KM life cycle is highlighted. In addition, an agile development framework for portals will be proposed www.intechopen.com 380 New Research on Knowledge Management Models and Methods 2.
    [Show full text]
  • Collaboration: a Framework for School Improvement Collaboration: a Framework for School Improvement
    Collaboration: A Framework for School Improvement Collaboration: A Framework for School Improvement LORRAINE SLATER University of Calgary Abstract: The ability to work collaboratively with others is becoming an essential component of contemporary school reform. This article reviews current trends in school reform that embody collaborative principles and also draws on the literature to provide a theoretical overview of collaboration itself. The article then outlines the findings from a qualitative, self-contained focus group study that involved 16 individuals (parents, teachers, and administrators) who were selected using a purposeful sampling technique. According to Patton (1990), “the purpose of purposeful sampling is to select information rich cases whose study will illuminate the questions under study” (p.169). Accordingly, because of their experience in collaborative school improvement activities, the participants were able to assist the researcher in addressing the general research question, what are the understandings, skills, and attitudes held by participants in school improvement initiatives that result in successful collaboration. This study allowed the essential nature of collaboration to show itself and speak for itself through participants’ descriptions of their experiences. The findings are presented within a graphic conceptualization that not only represents the large number of issues that participants identified in their collaborations, but also demonstrates the complexity of the interrelations between these issues and school improvement. The model provides a framework for thinking about the school improvement process that is anchored in collaboration. Introduction Themes of teacher empowerment and professionalism, school-based management, shared decision making, and choice and voice for parents have dominated school reform in the last decade.
    [Show full text]
  • Leading Through Collaboration
    Leading Through Collaboration What is Collaborative Leadership? Collaborative leadership is founded on a belief that “…if you bring the appropriate people together in constructive ways with good information, they will create authentic Why it matters? visions and strategies for addressing the shared concerns of the organization or community," (Chrislip & Carl, 1994). “Successful collaborative leaders must truly value Necessary skills for a collaborative leader: collaboration and the need for relationship building, integrity, Develop an inspiring vision o “The only visions that take hold are shared visions—and you will and honesty. They must set aside create them only when you listen very, very closely to others, self-motivated purpose and appreciate their hopes, and attend to their needs,” (Kouzes, 2009). focus on creating an atmosphere Concentrate on results, conditions, and building relationships where all these things happen o Teams are expected to achieve results however performance is stalled automatically, without personal when team members do not work well together. A collaborative team intervention,” (Harman and environment is vital to success (1997). Stein, 2015). Fully involve those who are affected o Invite team members to contribute to vision building, problem solving, idea creation, and policy making. Use the talents of others to create a plan of action o Often times, your team will be comprised of individuals with varying skillsets and interests. Use those skills and interests to the team’s advantage! By utilizing each team member’s talents, you help facilitate a collaborative environment. Preserve agreement and coach for success o Refrain from agreeing with ideas proposed. You want to avoid showing bias towards some ideas over others, in order to avoid the team choosing the path that seems most agreeable to you.
    [Show full text]
  • Knowledge-Sharing Strategies in Distributed Collaborative Product Development
    Journal of Open Innovation: Technology, Market, and Complexity Review Knowledge-Sharing Strategies in Distributed Collaborative Product Development Sanjay Mathrani 1,* and Benjamin Edwards 2 1 School of Food and Advanced Technology, Massey University, Auckland 0632, New Zealand 2 Fisher and Paykel Healthcare Limited, Auckland 1741, New Zealand; [email protected] * Correspondence: [email protected] Received: 3 November 2020; Accepted: 7 December 2020; Published: 16 December 2020 Abstract: Knowledge-sharing strategies are used across the industry as open innovation and distributed collaboration are becoming more popular to achieve technological competencies, faster time-to-market, competitiveness and growth. Sharing of knowledge can provide benefits to manufacturing and new product development (NPD) companies in improving their product quality and enhancing business potential. This paper examines the implementation of knowledge-sharing strategies in New Zealand aimed at bridging the physical locational issues to achieve collaborative benefits in NPD firms through an in-depth case study. The analysis of this only one, but interesting, case extends a holistic multi-mediation model by Pateli and Lioukas for the effect of functional involvement in a distributed collaborative product development environment. This study explores the external and internal knowledge transfer and how it affects early-stage, late-stage, and the overall product development process. Findings present a knowledge-sharing toolset that enhances innovation in all stages of product development overcoming the environmental factors to improve early and late-stage development through a two-way knowledge-transfer loop with distributed stakeholders. An encouraging management culture is found as key for transparent knowledge transfer across cross-functional teams.
    [Show full text]
  • Collaborative Customer Relationship Management
    Collaborative Customer Relationship Management Taking CRM to the Next Level Bearbeitet von Alexander H Kracklauer, D. Quinn Mills, Dirk Seifert 1. Auflage 2003. Buch. XI, 276 S. Hardcover ISBN 978 3 540 00227 7 Format (B x L): 15,5 x 23,5 cm Gewicht: 1290 g Wirtschaft > Management > Unternehmensführung Zu Leseprobe schnell und portofrei erhältlich bei Die Online-Fachbuchhandlung beck-shop.de ist spezialisiert auf Fachbücher, insbesondere Recht, Steuern und Wirtschaft. Im Sortiment finden Sie alle Medien (Bücher, Zeitschriften, CDs, eBooks, etc.) aller Verlage. Ergänzt wird das Programm durch Services wie Neuerscheinungsdienst oder Zusammenstellungen von Büchern zu Sonderpreisen. Der Shop führt mehr als 8 Millionen Produkte. Table of Contents Preface of the Editors................................................................................V Part 1: Customer Relationship Management: The Basics ....... 1 Chapter 1: Customer Management as the Origin of Collaborative Customer Relationship Management........................................................................ 3 Alexander H. Kracklauer, D. Quinn Mills, and Dirk Seifert Chapter 2: What Have We Learned so Far? Making CRM Make Money – Technology Alone Won’t Create Value................................................... 7 Eric Almquist, David Bovet, and Carla J. Heaton Part 2: Collaborative Customer Relationship Management – How to Win in the Market with Joint Forces ................................................................... 23 Chapter 3: Collaborative Customer Relationship
    [Show full text]
  • Key Takeaways from the 2018 Organizational Culture Assessment
    Key takeaways from the 2018 Organizational Culture Assessment Instrument Survey for UT TYLER By Susan Franzen, Assistant Vice Chancellor, Organizational Effectiveness, UT System The Organizational Culture Assessment Instrument (OCAI) is based on the Competing Values Framework (CVF) and was developed by Kim Cameron and Robert Quinn at The University of Michigan School of Business Administration. They developed the CVF from a list of 39 indicators of organizational effectiveness and found that competition existed on two spectrums: 1) internal focus and integration versus external focus and differentiation and 2) stability and control versus flexibility and discretion. Answering the same 24 questions through both the lens of the current culture and a preferred culture, organizations receive a starting point for discussions about the best mix of culture to ensure execution of their strategic priorities. The preferred culture identified through the OCAI assessment should not be interpreted as the definitive mix until the results have been discussed within the framework of a strategic plan and the appropriate mix identified. At UT Tyler, a comparison of faculty (186 UT Tyler Total respondents/53 percent of all faculty) and Flexibility 40 staff (244 respondents/33 percent of all staff) indicates very similar perspectives Collaborate 30 Create for both the current and the preferred 20 culture mix. Staff view the current culture 10 as slightly more competitive than faculty Internal 0 External and both groups prefer more collaboration and creativity while reducing control and competition. Control Compete With a 40 percent response rate, the overall current culture at UT Tyler was Stability defined as mostly competitive (Market) Current Preferred and control (Hierarchy) types, followed by collaborative (Clan) and creative (Adhocracy) types.
    [Show full text]
  • Collaboration
    Partnership, Collaboration: depend on partnerships with local housing Why Form a Partnership? authorities and private development firms to What is the Difference? provide shelter and transitional housing units for With a strong partnership, your organization may their homeless clients. have access to more financial resources, tangible A legal partnership is a contractual relationship resources, people resources, licensed client involving close cooperation between two or more Collaborations are the most immediate, economical services, and professional expertise. Investors, parties having specified and joint rights and way to enhance the services an organization can such as foundations and government grants, will responsibilities. Each party has an equal share of offer homeless veterans. Gaining access to services be more likely to consider your program the risk as well as the reward. that are already provided by community-based proposals because more areas of need are organizations and agencies is critical in containing A collaboration involves cooperation in which addressed and there is less duplication of services. costs while maximizing program benefits. Support parties are not necessarily bound contractually. organizations, in turn, can justify funding requests There is a relationship, but it is usually less formal based on services they offer to homeless veterans. How do you find and select a than a binding, legal contract and responsibilities partner? may not be shared equally. A collaboration exists Where to Find Vital Services when several people pool their common interests, • Define what your clients needs are (both assets and professional skills to promote broader The following is a list of services most homeless current and future).
    [Show full text]
  • Implications Knowledge Sharing Through E-Collaboration And
    http://www.scientificpapers.org Implications Knowledge Sharing through E-Collaboration and Communication Tools Farkhondeh HASSANDOUST1, Mehdy Farzaneh KAZEROUNI2 1DIBTA Group Company, Cyberjaya, Malaysia 2Multimedia University, Cyberjaya, Malaysia [email protected], [email protected] Successful knowledge management in institutions relies heavily on the process of knowledge sharing. Subsequently, the electronic tools of communication are no longer treated as repository within knowledge management but are regarded as collaborative tools in today’s knowledge-driven organization. To further strengthen the positive effects of knowledge sharing through e-communication tools, institutions need to identify and enhance those tools that are being successfully acknowledged and implemented by the users. Basically, they must invest on the tools, which are used more comfortably by the users in order to develop the knowledge sharing procedures comprehensively. The goal here is to discuss current research and investigate the most efficient available tools for online knowledge sharing in institutes of higher learning from the lecturers’ viewpoint. This study helps to identify the most proper systems for this purpose and to improve them for achieving better outcomes in academic environments. A survey was conducted to acquire data for this study. The questionnaire was designed and distributed through email to more than 700 Lecturers in a Malaysian university, out of which 150 complete responses were collected. Keywords: Knowledge sharing, e-collaboration and communication tools Introduction To maintain dominant advantage over competition in today’s highly competitive discipline, all available knowledge must be utilized reasonably and practically. Knowledge is the foundation of an academic member’s competitive advantage and, ultimately, the primary driver of its value (Luo, 2009).
    [Show full text]
  • Collaboration Project Manager Location: United Kingdom Or East Cost US
    Collaboration Project Manager Location: United Kingdom or East Cost US Introduction to TM Forum TM Forum is a global association of over 850 member companies that generate US$2 trillion in revenue and serve five billion customers across 180 countries. We drive collaboration and collective problem-solving to maximize the business success of communication and digital service providers and their ecosystem of suppliers around the world. We support members as they navigate their unique digital transformation journeys, providing practical and proven assets and tools to accelerate execution, and platforms to facilitate collaborative problem solving and innovation. You can learn more at www.tmforum.org. Position Summary We are looking for individuals who are ready willing and able to work with the TM Forum global member community of over 850 members to manage the execution of proofs of concept/value that inspire the industry to transform, and drive the delivery of initiatives that produce the practical tools and standards that support our industry to respond to its’ highest priority challenges. Specific Responsibilities • Work with industry problem owners to turn user needs into Objectives and Key Results that are ambitious and quantifiable, and measure progress toward them • Manage end-to-end the delivery of many concurrent objectives split across 5 programs, including a high visibility proof of concept/value program where you will work with industry and academic leaders on the industry’s most innovative concepts • Embed agile practices at program (40-120 people) and initiative/feature level (5-10 people) to align people to common goals, and facilitate the continuous integration and development of valuable features to TM forums knowledge platform • Create a trusting collaboration environment where development teams can do their best work and drive industry results • Onboard new Members, train Member contributors and Team Leads and provide ongoing timely communications to ensure timely release expectations.
    [Show full text]
  • An Introduction to the Competing Values Framework By: Kim Cameron, Phd an Introduction to the Competing Values Framework / 11.11
    An Introduction to the Competing Values Framework by: Kim Cameron, PhD An Introduction to the Competing Values Framework / 11.11 THE COMPETING VALUES FRAMEWORK if they successfully compete against others approach to individual and organizational and establish a market niche. This continuum development and improvement. An illustration The Competing Values Framework was de- ranges from cohesion and consonance on the of the Competing Values Framework provides veloped initially from research conducted by one end to separation and independence on an illustration of the key values, leadership University of Michigan faculty members on the the other. types, value drivers, approaches to change, and major indicators of effective organizational per- theories of effectiveness. formance. It has been found to be an extremely Since the original research was conducted, useful model for organizing and understanding these same dimensions have been repro- Leadership development experiences and a wide variety of organizational and individual duced in a wide variety of research studies, executive education programs often focus phenomena, including theories of organiza- from cognitive style to human development on competencies and capabilities that reside tional effectiveness, leadership competencies, to philosophy. The framework, in other words, in each of the four different quadrants of the organizational culture, organizational design, has proven to be very robust across a variety Framework. The specific leadership tools and stages of life cycle development, organizational of phenomena, and it describes the core ap- techniques that receive emphasis with leader- quality, leadership roles, financial strategy, proaches to thinking, behaving, and organizing ship groups are often determined by the orga- information processing, and brain functioning.
    [Show full text]
  • Collaboration and Collaborative Leadership
    OHIO COMMUNITY COLLABORATION MODEL FOR SCHOOL IMPROVEMENT Collaboration and Collaborative Leadership Introduction The Ohio Community Collaboration Model for School Improvement (OCCMSI) relies on just that, collaboration among key people in your school community. This collaboration starts with new, improved relationships among all the people working at the school, and it encompasses new and improved working relationships with other key people and organizations in your surrounding community (i.e., leaders from youth development organizations, faith-based organizations, businesses, higher education, etc.). Essentially, no longer is the school alone responsible for the academic success and the healthy development of youth. The responsibility for these achievements is owned by all community stakeholders, not just by educators. The main reason is individuals and groups from the community become aware they depend on children’s academic success in school; at the same time educators learn they also depend on these outside individuals and groups. In a word, everyone involved in the new relationship – the collaboration – becomes aware they are interdependent; and so they work together to improve results. This chapter is designed to help you create, organize and manage your school improvement efforts via collaborative leadership. We will discuss important concepts that will help you structure your relationships with individuals and groups outside your schools, as well as those that will help you manage and maintain these partnerships over time. Collaboration is one concept emphasized. Collaborative leadership is another. Later in this guide, we also provide an additional section focused on building community partnerships, particularly in relation to the delivery of various programs and services.
    [Show full text]
  • A Collaborative Project Management Approach and a Framework for Its Supporting Systems Fang Chen University of Manitoba
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by CSUSB ScholarWorks Journal of International Technology and Information Management Volume 15 | Issue 2 Article 1 2006 A Collaborative Project Management Approach and a Framework for Its Supporting Systems Fang Chen University of Manitoba Nicholas C. Romano Jr Oklahoma State University Jay F. Nunamaker Jr The University of Arizona Follow this and additional works at: http://scholarworks.lib.csusb.edu/jitim Part of the Management Information Systems Commons Recommended Citation Chen, Fang; Romano, Nicholas C. Jr; and Nunamaker, Jay F. Jr (2006) "A Collaborative Project Management Approach and a Framework for Its Supporting Systems," Journal of International Technology and Information Management: Vol. 15: Iss. 2, Article 1. Available at: http://scholarworks.lib.csusb.edu/jitim/vol15/iss2/1 This Article is brought to you for free and open access by CSUSB ScholarWorks. It has been accepted for inclusion in Journal of International Technology and Information Management by an authorized administrator of CSUSB ScholarWorks. For more information, please contact [email protected]. A Collaborative Project Management Journal of International Technology and Information Management A Collaborative Project Management Approach and a Framework for Its Supporting Systems Fang Chen University of Manitoba Nicholas C. Romano, Jr. Oklahoma State University Jay F. Nunamaker, Jr. The University of Arizona ABSTRACT The project management (PM) paradigm has changed during the past decade due to the globalization of business and advancement of information technology (IT). Increasingly, projects involve members from different geographical locations more than at any other time in history.
    [Show full text]