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PurposeThe overall purpose of this study is to inform practitioners about the levers for improving their employee portals.Design/methodology/approachThe authors introduce a theoretical model that is based on the DeLone and McLean IS success model, which considers the specific requirements of employee portals. They tested the associations between their model's success dimensions by using more than 4,400 employees' responses, which were collected in 12 companies across different industries. They applied structural equation modeling to carry out the causal analysis. In addition, within a performance‐based analysis, they further investigated the success dimensions' improvement potentials.FindingsThe results of the causal analysis indicate that besides the factors contributing to the success of information systems (IS) in general, other success dimensions – like the quality of the collaboration and process support – have to be considered when aiming for a successful employee portal. The performance‐based analysis emphasizes the significance of collaboration quality to improve an employee portal and indentifies the respective fields of action.Research limitations/implicationsThis paper's contribution to theory is the empirical validation of a model for investigating employee portal success. The performance‐based analysis further elaborates on the causal analysi's findings. The results advance theoretical development in the area of employee portals and serve as a basis for future research in this field.Practical implicationsThis model offers a means for organizations to evaluate and predict the success of employee portals. The study's findings make it possible for practitioners to understand the levers with which to improve their employee portals and to prioritize their investments accordingly.Originality/valueThis study is among the first, which empirically validates a comprehensive success model for employee portals and highlights its practical usefulness by means of a performance‐based analysis.

AbstractEmotions are deeply rooted in the human mind and vital to many knowledge processes, such as knowledge creation and knowledge sharing. Nonetheless, the knowledge management (KM) discipline largely approaches KM from a rational rather than an emotional standpoint. Therefore, starting with a broad view on emotions in general as well as several discrete emotions, our paper presents a structured review of existing evidence on emotions and their role in KM research. We use a structured literature review approach to examine research on emotions as a general concept as well as several discrete emotions in KM research. We recognize and incorporate an integrative emotions‐in‐KM framework, dividing KM into enablers, processes, and intermediary outcomes as well as organizational performance, and connected emotions with each of these parts. After identifying 72 relevant research publications, we analyze and assign these publications to our initially developed integrative review framework. We present several research opportunities to inspire and encourage further research on emotions in KM. Our analysis reveals a strong focus on empirical approaches; we suggest future research employs further qualitative research to incorporate profound theories and models for further exploring emotions in KM. Furthermore, emotions as the intermediary outcome or during knowledge creation and knowledge use could be investigated in further research endeavors. By showing in which KM contexts and processes emotions are displayed, organizations can draw conclusions to trigger positive emotions for better KM as well as reducing barriers caused by emotions.

ABSTRACTE‐learning systems are considerably changing education and organizational training. With the advancement of online‐based learning systems, learner control over the instructional process has emerged as a decisive factor in technology‐based forms of learning. However, conceptual work on the role of learner control in e‐learning has not advanced sufficiently to predict how autonomous learning impacts e‐learning effectiveness. To extend the research on the role of learner control in e‐learning and to examine its impact on e‐learning effectiveness, this study reviews 54 empirical articles on learner control during the period 1996–2013. The findings are then applied to derive a conceptual framework as a reference model to illustrate how learner control affects e‐learning effectiveness. The findings provide new insights into the role and different dimensions of learner control in e‐learning with implications for learning processes and learning outcomes.

The recent rise of Web 2.0 ideas, principles, and applications has significantly affected the communication and interaction in social networks. While Web 2.0's Internet usage and benefits have been investigated, certain questions are still unanswered: whether benefits such as enhanced collaboration and knowledge sharing also apply in an organizational context and whether there are more, still uncovered, benefits. Since research on the corporate adoption and use of Web 2.0 technologies is still in its early stages, neither qualitative nor quantitative models that could provide answers have been proposed. As a starting point for further developing this research stream, the authors collected and reviewed the literature on internal corporate blogging. Then the framework by Ives et al. (1980) was chosen to categorize the identified 25 articles for further analysis. The paper describes building a conceptual model and identifying the antecedents and consequences of employee weblog usage within corporations. The findings of the review suggest that employee blogging in corporations is a social and an organizational phenomenon. Individual perceptions and attitudes, peers, and cultures have a crucial influence on weblog usage, while the organization and its culture provide a framework.

Many of today's organizations already have a strong integration of groupware systems within their IT‐infrastructure. The shared databases of these groupware systems form organizational memories, which comprise the complete knowledge of an organization collected over the time of its existence. One key problem is how to find relevant knowledge or information in continuously growing and distributed organizational memories. In many cases, the basic functionalities and mechanisms of groupware systems are not sufficient to support users in finding required knowledge or information. Topic maps provide strong paradigms and concepts for the semantic structuring of link networks and therefore, they are a considerable solution for organizing and navigating large and, continuously growing organizational memories. The K‐Discovery project suggests applying topic maps to groupware systems to address the mentioned challenges. Thus, the K‐Discovery project introduces a conceptual framework, an architecture, and an implementation approach to create knowledge structures by generating topic maps from organizational memories and offers navigation tools to exploit the created structures.

"This chapter presents results of a survey looking at how KM practitioners, researchers, KM students, and others interested in KM view what constitutes KM success, including background on KM success and then a series of perspectives on KM/KMS success"--Provided by publisher

A large amount of the pollution of modern cities is caused by individual transportation. Hence, many road users suffer from stress, emissions and noise. Smart mobility services can help improving the situa-tion by distributing traffic more consistently across different routes, times, and transportation modes. These services comprise two dimensions, a technical and a socio-technical. The latter addresses the road user's role as data and knowledge provider and stresses the road user's role in actively contributing to relieved traffic. As such, road users display one of the strongest levers to sustainably relieve traffic both in terms of knowledge providers and traffic actors. Using a systematic analysis of 28 publications, we show that existing SMob services show several chal-lenges related to the involvement of road users. We call for more research on SMob services that account for long-term user involvement e.g. by positively in-fluences road users' practices and routines.

Recently, the use of social software has gained enormous popularity in many organizations. However, despite its development from a trend topic to a well established technology, there is little theoretical study on how to measure the success of this kind of information system. Allowing for the unique characteristics of social software, the author assumes that existing IS success models are not applicable to social software without modifications. Therefore, this article aims to develop a model for measuring social software success, which is based on theoretic foundations and the findings of a multiple case study. Results show that existing models are not able to represent all dimensions which are relevant in this context. Especially social aspects related to the organization and the people within have to be taken into account.

PurposeFinancial institutions have been engaged in numerous business process reengineering (BPR) projects to make their organizations more efficient. However, the success of BPR projects in banks varies significantly and it remains a challenge to systematically discover weaknesses in business process landscapes. Based on the flow chart notation language this paper seeks to argue for the definition of weakness patterns in order to automatically identify potential process weaknesses.Design/methodology/approachThe authors developed weakness patterns in the flow chart notation language based on design science principles. To systematically derive process weaknesses that can be formalized, they analyzed each element of the flow chart notation as it was used in a real‐life case. They furthermore tested the identified patterns in reality in order to evaluate their validity.FindingsThe authors identified various potential weakness patterns that helped in automatically identifying weaknesses in process models. To some extent these findings are generalizable and transferable to other process modeling languages.Research limitations/implicationsThe pattern‐based approach depends upon how well structural weakness patterns are defined and formalized. Identified problems remain "potential" weaknesses until a manual analysis reveals that the identified potential weaknesses are actually real weaknesses or not, e.g. due to law regulations.Practical implicationsUsing weakness patterns allows for automatically identifying potential process weaknesses in existing flow chart models. This way, this research helps in improving the so far manual analysis of process model landscapes.Originality/valueThe approach is a new way of looking for process weaknesses through process weakness patterns.

PurposeIdentifying the benefits arising from implementations of enterprise systems and realizing business value remains a significant challenge for both research and industry. This paper aims to consolidate previous work. It presents a framework for investigating enterprise systems benefits and business change, which addresses the identified limitations of previous research and provides a more detailed analysis of benefits and their contextual variation.Design/methodology/approachDrawing on data gathered from 31 real‐world organizations (case studies) of differing size, maturity, and industry sector, the study adopts an iterative content analysis to empirically derive a comprehensive benefits framework.FindingsThe content analysis provides a detailed classification of expectations and benefits, which is described in a four‐level framework. The four levels (areas) are further subdivided into aspects and criteria plus an attributed appraisal value. The resulting scheme for the "three‐level benefit codes" provides a greater level of detail about the nature of expected and realized benefits.Practical implicationsThe high level of detail and the code scheme comprising 60 different codes and the method for deriving the codes allows companies to identify and define benefits as well as to assess the outcome of enterprise systems implementation projects.Originality/valueThe paper empirically develops an applicable benefits framework, which addresses the lack of detail of previous frameworks.

PurposeIn contemporary times process‐oriented approaches in information management are elementary in meeting business challenges. However, most methods for business process management (BPM) focus on improved performance from only the company's perspective. They neglect the growing importance of value co‐creation between company and customer that typically results from a service‐dominant logic. Modern BPM methods need to focus on the internal performance of processes whilst including the customer's perspective. This paper aims to address these issues.Design/methodology/approachBy combining the market‐oriented approach, service blueprinting, with the syntax of business process modeling, the authors introduce a method that visualizes and analyzes processes simultaneously from the company's and customer's point of view. Within this integrated approach, information management and marketing are linked. A used case illustrates implementation and benefits of this method.FindingsThis paper addresses the gap between marketing and information management sciences. "Business Process Blueprinting" (BP2) provides a conceptual foundation for a further integration of these two scopes of interest.Research limitations/implicationsThe integrated view on processes supports an enhanced understanding of process performance. In its current stage, the method reflects a basic combined approach – further development is needed. Well‐established models and tools from controlling and marketing as well as from other fields can be integrated to open this analysis for service elements.Practical implicationsApplying BP2 to practical process analysis promotes a better understanding of the customer's process perception. This potentially leads to a more efficient and effective process design.Originality/valueThe paper introduces the missing method for the integration of the effectiveness‐driven perspective into business process modeling.