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Managing knowledge is a value‐creating process in most organizations and is particularly important in knowledge‐intensive firms. Explores the ways in which groupware might facilitate processes of knowledge creation within a particular type of knowledge‐intensive firm. Based on a case study analysis of an expert consultancy where e‐mail was used successfully for information and knowledge search, and Lotus Notes was used with mixed results in project working, argues that the complexity of articulating the knowledge creation process can be reduced by using e‐mail. Furthermore, e‐mail, when considered in context, is potentially a rich medium for the development of collective knowledge over time despite its purported lean characteristics. Also concludes that, although distributed Lotus Notes databases can obviously alleviate temporal and spatial complexity, this media lacks the richness required for complex processes of knowledge creation. Thus, where temporal and spatial constraints do not exist, there will be substantial barriers for using groupware to support processes of knowledge creation in this type of knowledge‐intensive firm.

Questions related to perception in groupware systems have received a lot of attention in recent Computer Supported Cooperative Work (CSCW) studies. This paper presents a model of support of perception for a groupware approach based upon communication, coordination and cooperation. The suggested model is applied through learningware technology. The AulaNet learning environment was used as a source of experiences for development of the proposed model. The conception of a new service, implemented on AulaNet to illustrate the utilization of perception information, also is presented. Some of the problems that have been encountered, questions of implementation and difficulties derived from the addition of new functionalities, are highlighted throughout the paper.

The purpose of this paper is to provide evidence of the influence of different e‐business technologies on capital productivity (CP). Productivity measurement is a useful tool to gauge business performance. However, currently there is little empirical evidence to support the impact of e‐business technologies on productivity.

In this paper, an empirical investigation of 132 small and medium enterprises (SMEs) in the UK telecommunication sector was carried out, using a hierarchical regression. In doing so, three different types of technologies that may be associated with e‐business (i.e. internet‐based applications, groupware applications, and collective systems) were considered.

The main findings are that any improvement in CP is significantly influenced by groupware applications and collective systems. Therefore, the UK SMEs and other large companies might be over‐investing in the development of web sites to support their internet presence, while under‐investing in promoting awareness and the use of these services to customers (i.e. groupware applications and collective systems).

Measuring the payoff is more difficult in e‐business environments because applications cut across boundaries thereby affecting multiple parties. Hence, alternative metrics to measure payoff from multiple perspectives could be necessary. Productivity measurements were conducted in the SME UK telecommunications sector, and hence findings are valid within this specific context.

The results of this paper provide interesting insights on the performance drivers of companies using e‐business technologies. The findings can guide managers in focusing their energies on e‐business technologies and represent an approach to determine which e‐business technologies are more likely to lead to a boost in productivity.

In this study, we propose and develop an opensource groupware system called NetIsle. NetIsle is a general purpose groupware system for uniform open groups that integrate a number of tools for online collaboration to ensure fast information exchange and sharing, increase the productivity of working groups, and reduce maintenance and administration costs. The main technologies used for the construction of the system are peer‐to‐peer (P2P) and push, which are best fitted to those principles and beliefs we build our system upon.

The goal of boosting creativity and productivity in knowledge‐based teams is shared by managers in technology‐oriented companies and industries. In this paper, we assess the nature of team performance and creativity in the context of computer‐supported technology. A field study of a Seagate Software project team provided the basis for the examination of four sub‐ teams’ overall functioning and creativity. Factors considered included technology support, team member relationships, decision making, performance and meeting deadlines, attention to quality, and innovation and creativity. Results varied, revealing less reliance on computer‐aided support and more on social support. Creativity was recognized and supported, but at times hampered.

The fundamental goal of a group support system (GSS) is to support the work performed by groups and teams. More often than not, the projects undertaken by groups and teams occur over a period of time longer than a single meeting. However, the lack of longitudinal studies is a concern that has been highlighted in meta‐analyses of GSS research. For example, little is known in regard to the GSS impacts on group member behavior in traditional meetings after their exposure to GSSs. This field study looks at a single work group using a GSS to complete an organizational restructure over a period of ten weeks. The goal is to observe the impact of changes in two sets of groupware‐team member characteristics: the perceptions of groupware over time and the impact of GSS usage on individual team member behavior in future meetings.

Discusses how, in Part 1 the research group was at a “pioneering crisis” stage with considerable role and task ambiguity. An organizational development process was initiated aiming for greater systemization: a matrix structure was introduced and a groupware tool, the plan‐document (PD1), was implemented, as part of the group’s strategy to develop into a learning organization. States that the plan‐document was designed to enable information sharing and co‐ordination throughout the group, ranging over the short‐ and long‐terms. Usage was, however, low and PD1 was not widely adopted, although usage varied according to timescales and the personal relevance of objectives. A second plan‐document (PD2) was designed, aimed at being more “personal” and accessible, attuned to the new matrix structure and including reporting as well as planning functions. Looks at the introduction of PD2 and evaluates its contribution to the transition of the research group into both a systematized and a learning organization. Posits that groupware can go some way towards helping organizations meet the challenges of an uncertain environment through supporting open access between groups and individuals and fostering the group cohesiveness and interdependence.

Presents an extended study of the transformation of a university research group into a learning organization. The transformation process was realized during the rapid development of a small group into a medium‐sized organization through the addition of major projects, necessitating change from a hierarchy to a matrix organization. Central to the development of the organization and its learning ethos was the introduction of a hypermedia groupware system (PD1). Documents the cycles of evaluation and change up to assessment of PD1. Concludes that the evolutionary transformation of an organization can be a managed and a learning process, involving, and depending on, all participants and their constructive use of an enabling information technology infrastructure in a period of change and transition.

Process‐focused improvement groups form the change dynamic in two world‐class paradigms of change management – TQM and BPR. This paper outlines a research project that implemented and studied three occurrences of asynchronous groupware supported process improvement groups in a New Zealand tertiary education institution. Research data was collected during and after group discussions using discussion transcripts, participant observation, and structured and unstructured interviews of the participants. This paper reports the general success and failure factors that were developed from the material collected.

Discusses, from an information system perspective, the gradual negotiation process involved in the resolution of the initiative dilemma of action research. Posits that the initiative dilemma is characterized by the researcher facing the decision of taking the initiative of defining an opportunity for generating knowledge first then trying to find client organizations, or leaving this to client organizations and tackling problems proposed by them. The first option may lead to the definition of research projects that do not meet the interests of client organizations, while the second may lead to irrelevant research topics. Proposes a preliminary explanatory model of this negotiation process and highlights the differing and often conflicting views of researchers and organizations. Discusses failure types that may result from this negotiation process and how to avoid them.