The impact of Web 2.0 technologies has crossed the Internet borders and is increasingly af-fecting not only individuals but also organizations as entities. The emergence of the Enter-prise 2.0 concept, which presumes the application of Web 2.0 tools within the organiza-tional context, is being intensively adopted by many organizations of all types and sizes world-wide. Authors suggest that there is a direct impact of Enterprise 2.0 system on such organizational aspects as communication, collaboration, cooperation, co-creation and even innovation activities. There is though a sort of informational gap in the literature that would address these concepts (Enterprise 2.0 and Innovation) simultaneously and this was one of the main reasons that motivated the authors of this master thesis to investigate this topic. In conducting this research all kinds of informational resources were used and these find-ings were combined with the results obtained from a real business case study, which is an example of an Enterprise 2.0 platform (Incentive) implemented within an organization (IBS). The overall research can be described in three main parts. In the first part analysis of the theoretical aspects related to Innovation and Enterprise 2.0 is made. A preliminary re-search framework is build based on these findings and this framework represents an at-tempt to bridge these theoretical dimensions. In the second part the investigation of the „Colin‟ case study was presented. With this case investigation the research gains access to primary data and information. This strengthens the initial research framework and also de-livers new insights and perspectives in connection to the highlighted topic. The findings re-lated to the impact of Enterprise 2.0 on Innovation processes are analyzed and discussed in the final part of the research from theoretical and empirical perspectives. An enhanced framework, representing the result of the theoretical and empirical studies, is ultimately suggested. This model represents an attempt to portray how can an Enterprise 2.0 system support innovation activities in a more generic way, addressing together major factors that are critical for an innovation process. This investigation has also determined that such Enterprise 2.0 tools as Wikis, Blogs, Social Networking, Micro-blogging, Forums & Discussions, Search Engines, Tagging etc. are having the highest impact on innovation related activities. Additionally, the managerial aspect in relation to Enterprise 2.0 influence on Innovation has proved to be extremely important, especially during the implementation phase.

<p>The impact of Web 2.0 technologies has crossed the Internet borders and is increasingly af-fecting not only individuals but also organizations as entities. The emergence of the Enter-prise 2.0 concept, which presumes the application of Web 2.0 tools within the organiza-tional context, is being intensively adopted by many organizations of all types and sizes world-wide. Authors suggest that there is a direct impact of Enterprise 2.0 system on such organizational aspects as communication, collaboration, cooperation, co-creation and even innovation activities. There is though a sort of informational gap in the literature that would address these concepts (Enterprise 2.0 and Innovation) simultaneously and this was one of the main reasons that motivated the authors of this master thesis to investigate this topic.</p><p>In conducting this research all kinds of informational resources were used and these find-ings were combined with the results obtained from a real business case study, which is an example of an Enterprise 2.0 platform (Incentive) implemented within an organization (IBS). The overall research can be described in three main parts. In the first part analysis of the theoretical aspects related to Innovation and Enterprise 2.0 is made. A preliminary re-search framework is build based on these findings and this framework represents an at-tempt to bridge these theoretical dimensions. In the second part the investigation of the „Colin‟ case study was presented. With this case investigation the research gains access to primary data and information. This strengthens the initial research framework and also de-livers new insights and perspectives in connection to the highlighted topic. The findings re-lated to the impact of Enterprise 2.0 on Innovation processes are analyzed and discussed in the final part of the research from theoretical and empirical perspectives.</p><p>An enhanced framework, representing the result of the theoretical and empirical studies, is ultimately suggested. This model represents an attempt to portray how can an Enterprise 2.0 system support innovation activities in a more generic way, addressing together major factors that are critical for an innovation process. This investigation has also determined that such Enterprise 2.0 tools as Wikis, Blogs, Social Networking, Micro-blogging, Forums & Discussions, Search Engines, Tagging etc. are having the highest impact on innovation related activities. Additionally, the managerial aspect in relation to Enterprise 2.0 influence on Innovation has proved to be extremely important, especially during the implementation phase.</p>

This study is motivated by several factors. First, the current increase in the number of products developed for business labeled “social software” to support social networking at work. Secondly, there is a great deal of skepticism and question marks concerning social software’s usefulness, usability and added value to the corporate world. There is also uncertainty of the side effects and how these factors can be measured and concerns if a SSE can act as an integrated part of the daily routines for employers work or not.

Although Enterprise 2.0 collaboration technology toolsets present enterprises with a significant amount of business benefits, such as improved enterprise communication, collaboration, creativity and innovation; nevertheless, enterprises are still facing tremendous challenges in promoting and sustaining end-user adoption. The challenges associated with the adoption and promotion of Enterprise 2.0 collaboration technologies can often be linked to a resistance to change, a closed culture environment, and concerns pertaining to information security, technology complexity, as well as an unclear enterprise collaboration technology strategic roadmap. The primary objective of this study was to determine how generic guiding principles could facilitate the adoption and promotion of Enterprise 2.0 collaboration technologies within an enterprise environment. In support of the primary objective, our sub-objectives were to identify the challenges that enterprises, as well as enterprise end-users experience when adopting and promoting Enterprise 2.0 collaboration technologies, as well as to explore and describe the critical success factors for adopting and promoting Enterprise 2.0 collaboration technologies. A case study technique was used to gather the data from a large South African information and communications technology (ICT) enterprise operating within the retail sector based in Johannesburg. Enterprise end-users that formed part of the case study were selected by using purposive sampling. The end-users were selected, based on their experience, project sponsorship, as well as the project-participation roles performed in the adoption of their Enterprise 2.0 collaboration technology toolset. Semi-structured interviews were conducted on three (3) end-users, comprising a business analyst, a technology specialists and a senior executive. Furthermore, administered questionnaires were completed by five (5) end-users, who actively use their Enterprise 2.0 collaboration technology toolset on a daily basis, performing operational, as well as business administrative tasks. This study used a qualitative research approach. Since validity forms a vital role in any qualitative study, this research study incorporated three validity approaches, including: the theoretical, internal and external approaches. The theoretical and external validity approaches were used to validate the identified guiding principles through a systematic review of the existing literature, as well as reviews and comments obtained from two subject-matter experts representing independent enterprises. Furthermore, internal validity was employed to complement and substantiate the research findings, consisting of project documents and reports made available by the enterprise. The main contribution in this research study is a set of ten (10) guiding principles that could be applied by enterprises either planning to, or in the process of adopting an Enterprise 2.0 collaboration technology toolset. Furthermore, the guiding principles could assist enterprises in formulating a Enterprise 2.0 collaboration technology adoption strategy, incorporating key adoption elements, including commitment, promotion and sustainability. / Computing

Although Enterprise 2.0 collaboration technology toolsets present enterprises with a significant amount of business benefits, such as improved enterprise communication, collaboration, creativity and innovation; nevertheless, enterprises are still facing tremendous challenges in promoting and sustaining end-user adoption. The challenges associated with the adoption and promotion of Enterprise 2.0 collaboration technologies can often be linked to a resistance to change, a closed culture environment, and concerns pertaining to information security, technology complexity, as well as an unclear enterprise collaboration technology strategic roadmap. The primary objective of this study was to determine how generic guiding principles could facilitate the adoption and promotion of Enterprise 2.0 collaboration technologies within an enterprise environment. In support of the primary objective, our sub-objectives were to identify the challenges that enterprises, as well as enterprise end-users experience when adopting and promoting Enterprise 2.0 collaboration technologies, as well as to explore and describe the critical success factors for adopting and promoting Enterprise 2.0 collaboration technologies. A case study technique was used to gather the data from a large South African information and communications technology (ICT) enterprise operating within the retail sector based in Johannesburg. Enterprise end-users that formed part of the case study were selected by using purposive sampling. The end-users were selected, based on their experience, project sponsorship, as well as the project-participation roles performed in the adoption of their Enterprise 2.0 collaboration technology toolset. Semi-structured interviews were conducted on three (3) end-users, comprising a business analyst, a technology specialists and a senior executive. Furthermore, administered questionnaires were completed by five (5) end-users, who actively use their Enterprise 2.0 collaboration technology toolset on a daily basis, performing operational, as well as business administrative tasks. This study used a qualitative research approach. Since validity forms a vital role in any qualitative study, this research study incorporated three validity approaches, including: the theoretical, internal and external approaches. The theoretical and external validity approaches were used to validate the identified guiding principles through a systematic review of the existing literature, as well as reviews and comments obtained from two subject-matter experts representing independent enterprises. Furthermore, internal validity was employed to complement and substantiate the research findings, consisting of project documents and reports made available by the enterprise. The main contribution in this research study is a set of ten (10) guiding principles that could be applied by enterprises either planning to, or in the process of adopting an Enterprise 2.0 collaboration technology toolset. Furthermore, the guiding principles could assist enterprises in formulating a Enterprise 2.0 collaboration technology adoption strategy, incorporating key adoption elements, including commitment, promotion and sustainability. / Computing

Projecto realizado na Novabase, orientado pelo Dr. Pedro Moutinho / Tese de mestrado. Ciência da Informação. Universidade do Porto. Faculdade de Engenharia. 2010

Estágio realizado na Business Net Partners - e orientado pelo Dipl.-Wi.-Ing. Christian Schwarzkopf / Tese de mestrado integrado. Engenharia Industrial e Gestão. Faculdade de Engenharia. Universidade do Porto. 2012

Enterprise 2.0 has become popular in firms. Many Enterprise 2.0 researchers and practitioners have recognized the importance of benefits and costs in using Enterprise 2.0 by individuals. However, their effects on adoption intention in enterprise contexts are not discussed. To investigate this issue, we proposed a model to understand the intention to adopt Enterprise 2.0. Three factors are identified based on value-based adoption model (VAM), namely perceived benefits, perceived costs, and perceived value. An empirical survey was conducted to collect data. 500 samples were collected within 18 days. Of which 150 was valid. This yielded a response rate of 30%. Partial Least Squares (PLS) was used to analyze the data and verify the model. The result showed that perceived value not only played an important role in mediating the relationship between perceived benefits and costs, and adoption intention but it also exerted a significant effect on intention to adopt Enterprise 2.0. Moreover, we identified major factors that may affect perceived value. We find that both perceived benefits and perceived costs have significant impacts on perceived value, and cause intention to adopt Enterprise 2.0. Implications of such finding are discussed.

This study is motivated by several factors. First, the current increase in the number of products developed for business labeled “social software” to support social networking at work. Secondly, there is a great deal of skepticism and question marks concerning social software’s usefulness, usability and added value to the corporate world. There is also uncertainty of the side effects and how these factors can be measured and concerns if a SSE can act as an integrated part of the daily routines for employers work or not.Online social networking is slowly making its way into the enterprise world for two main reasons. First, many large enterprises are located at different sites and there are issues in communication and cooperation between teams and employees spread over the world that have to communicate. Incitements for using social software in enterprise are also closely related to the strategy of a one business system for the whole enterprise. Secondly, as an employee generational shift takes place and established ways of socializing in private life often include using Social Network Services (SNS).There is skepticism towards Social Software (SS) and (SNS) in the corporate world concerning its value, use and Return on Investment (ROI). There have been measuring and analysis of quantitative data derived from SNS activity that can display interconnections between nodes but reflects nothing of the nature of the content shared between these nodes. This technical approach in creating incitements for investing in SS does not seem increase credibility for Social Software Enterprise (SSE).

A social intranet is an information and communication channel that is relatively new. There is still a small amount of research done around social intranet and what it is, and also on what organizations and their members may benefit from using such an intranet. Therefore, this paper was written with the purpose to em-phasize the reasons, possibilities and difficulties of implementing and using a so-cial intranet. With interview as method we took part of the experiences and views on social intranet from a number of organizations that are using or is about to establish a social intranet, and also from companies who deliver the service. Through the use of previous research in organizational communication, we then analysed the responses we received from our respondents. Our results and con-clusions show that social intranet are meant to open up a two-way communication in the organization and should be seen as a work tool. Employees get a chance to contribute information and knowledge on the intranet, which creates a greater participation and solidarity in the organization. The results also showed interest-ing differences in perceptions of social intranet between suppliers and clients. The big difference here was how far the employees would be involved in the process of creating a social intranet. Suppliers pushed more on employee involvement than some of the clients did. Differences that existed in both groups were also how they termed social intranets, and how they named the various groups that can be created in the social intranets. / Sociala intranät är en informations- och kommunikationskanal som är relativt ny och det finns ännu inte så mycket forskning kring sociala intranät, vad det är för något och vad organisationer och dess medlemmar kan ha för nytta av ett sådant intranät. Därför skrevs denna uppsats med syftet att belysa just orsaker, möjlig-heter och svårigheter med att införa och använda ett socialt intranät. Med intervju som metod har vi fått ta del av erfarenheter och åsikter om sociala intranät från ett flertal organisationer som använder eller ska införa ett socialt intranät, och även från företag som levererar tjänsten. Genom att använda oss av tidigare forsk-ning inom organisationskommunikation har vi sedan analyserat de svar vi fått av våra respondenter. Resultatet och slutsatserna visar bland annat att sociala intranät ska öppna upp för en tvåvägskommunikation i organisationen och ska ses som ett arbetsverktyg. Genom att de anställda får bidra med information och kunskap på intranätet skapar det en större delaktighet och gemenskap i organisationen. Resultatet visade även intressanta skillnader i uppfattningar om socialt intranät mellan leverantörer och beställare. Den stora skillnaden här var i hur stor utsträck-ning de anställa skulle vara delaktiga i processen av att skapa ett socialt intranät. Leverantörerna tryckte mer på de anställdas inblandning än vad några av bestäl-larna gjorde. Skillnader som fanns inom de båda grupperna var även hur de be-nämnde sociala intranät samt vad de kallade de olika grupper som går att skapa i de sociala intranäten.