Change factors in Enterprise 20 initiatives Can

Authors: Tim Kuettner Roland Diehl Petra Schubert

Publish Date: 2013/10/01

Volume: 23, Issue: 4, Pages: 329-340

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Abstract

The rise of social software and Enterprise 20 sees organizations rapidly deploying collaboration technologies Implementing new technology entails change and challenges and these aspects of Enterprise 20 have not been adequately addressed by research This study investigates change factors specific to Enterprise 20 initiatives to contribute to our understanding of their characteristics and idiosyncrasies Drawing upon grounded theory we analyze 16 case studies and integrate the results in the context of sociotechnical change To contrast the findings similarities and distinctions between Enterprise 20 and ERP projects are discussed We further explore and evaluate the conclusions by conducting expert interviews with senior professionals in the field of Enterprise 20 Our results indicate Enterprise 20 initiatives involve specific change factors require distinct management strategies and shape new roles in the organization The findings can enable practitioners in navigating the pitfalls of transferring and applying change management to a new field For researchers the study constitutes a point of departure to empirically examine change in Enterprise 20 initiatives

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