Sebastian SprengerHow Does Enterprise Social Software Affect Intra-Organizational Information Processing?

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The attitude towards communicating and exchanging information between people is experiencing major changes these days. On the one hand, employees increasingly expect to work independent of time and place. At the same time, the technological progress allows employers to meet these expectations by connecting colleagues, small groups and the entire workforce with the help of appropriate enterprise social software. On the other hand, knowledge workers nowadays face various problems regarding the management of task-relevant content that is distributed through many different channels. Although the provision of enterprise social software can lead to a simplified exchange of task-relevant content, information processing within organizations is impeded by various reasons. Therefore, this book evaluates the possibilities of enterprise social software to address such barriers of intra-organizational information processing.

When researching for issues that hinder information processing, a wide-spread portfolio of structural, cognitive and interpersonal barriers of information processing can be identified. To evaluate the possibilities of enterprise social software for addressing these barriers, the perceived effort and performance of enterprise social software users and those, who solely work with traditional information technology, are compared with the help of a first study. A subsequent project then aims at the user acceptance of enterprise social software and unveils further potential to reduce information processing barriers in organizations.

Overall, the book shows that at least some of the previously identified barriers can be mitigated by using enterprise social software instead of the application of traditional information technology. Furthermore, the book contains specific recommendations for managers and directly affected knowledge workers, who are asked to implement and work with enterprise social software.

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