Enterprise Content Management in Information Systems Research: Foundations, Methods and Cases

287 Pages·2014·3.866 MB·English

by  Alexander Simons, Jan vom Brocke (auth.), Jan vom Brocke, Alexander Simons (eds.)

Progress in IS
Jan vom Brocke
Alexander Simons Editors
Enterprise Content
Management
in Information
Systems Research
Foundations, Methods and Cases
Progress in IS
For furthervolumes:
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Jan vom Brocke Alexander Simons
•
Editors
Enterprise Content
Management in Information
Systems Research
Foundations, Methods and Cases
123
Editors
Jan vomBrocke
Alexander Simons
Instituteof InformationSystems
Universityof Liechtenstein
Vaduz
Liechtenstein
ISSN 2196-8705 ISSN 2196-8713 (electronic)
ISBN 978-3-642-39714-1 ISBN 978-3-642-39715-8 (eBook)
DOI 10.1007/978-3-642-39715-8
SpringerHeidelbergNewYorkDordrechtLondon
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(cid:2)Springer-VerlagBerlinHeidelberg2014
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Foreword
From2005to2020,thedigitaluniversewillgrowbyafactorof300,from130exabytesto
40,000 exabytes, or 40 trillion gigabytes (more than 5,200 gigabytes for every man,
woman,andchildin2020).
JohnGantzandDavidReinsel:‘‘TheDigitalUniversein2020’’
In today’s digital information age, rapid technological advancements allow us
to create, copy, and distribute information more quickly than ever before. Inno-
vations in information and communication technologies have brought us so many
conveniencesthatitisdifficulttoimagineourliveswithoutsmartphones,tablets,
e-mails, instant messaging, social media, and the like.
However, while they are useful and often entertaining, these tools also have
their drawbacks. We have come to a point where we are highly dependent on the
Internet,wherewearealwaysreachableviavariouscommunicationchannels,and
where it is increasingly difficult to keep pace with the many phone calls, e-mails,
instant messages, and tweets we receive every day. We have to back up so many
files—not just reports, spreadsheets, and charts, but also photos, music, and
videos—that we risk losing track of them, especially if we create and share
multipleversionsofthesamedocuments.Putsimply,ourtechnologicalcapacities
to copy and distribute information are about to outgrow our personal abilities to
process it.
Thefloodofdigitalinformation does notstop atthe personal level;enterprises
also face challenges with the management of digital information. Hundreds or
thousandsofemployeescreateandsharegreatquantitiesofinformationeveryday,
and because they do it in an economic context, they must do it as efficiently and
effectivelyaspossible.Findingwaystoensuresuchefficiencyandeffectivenessis
not easy.
Amongthemanychallengesoftoday’senterpriseinformationmanagementare
reducing search times, maintaining information quality, and complying with
reporting obligations and standards. Many of these challenges are essentially old
problemsinnewguises;butbecauseofthevastquantityofenterpriseinformation,
they are more difficult to deal with than ever.
Several software systems—most notably, document management systems and
(Web) content management systems—have been developed that can help com-
panies deal with these and related challenges. But these systems have typically
v
vi Foreword
been implemented with limited scopes (e.g., for the support of single business
functions and processes), so they seldom address all of an organization’s infor-
mation assets. Perhaps this why increasing numbers of companies have imple-
mented‘‘EnterpriseContentManagement’’(ECM)systemsforthemanagementof
all forms of information, especially unstructured information.
Still, such implementations come with their own problems. Which content
objects are to be put under the control of the ECM system? Which processes are
affected by the implementation? How do they have to be changed? How should
outgrowntechnologybereplaced?Researchischallengedtosupportpractitioners
in answering these questions.
The above questions show that ECM requires both technological and mana-
gerialcapabilities,soithasbeenidentifiedasarelevantfieldofresearchfromthe
viewpointofthe academicdisciplineof InformationSystems (IS).However,only
afewresearcharticleshavebeendedicatedtothestudyofECMimplementationin
theIScommunity.WiththisbookwehopetocontributetoestablishingECMasan
important subfield of IS research.
This book could not have been published without the support of many people.
First, we thank the members of a competence center on ECM that we founded in
early 2008: Christian Buddendick, Jürgen Mussbacher, and Martin Petry (Hilti
AG); Erich Frick and Richard Senti (Hoval AG); René Derungs, Wolfgang Sch-
mied, and Urs Tschumper (Ivoclar Vivadent AG); Sven Lässer and Alex Luchs
(National Public Administration Liechtenstein); and Pierino Casagrande and Ste-
fanNovotny(ThyssenKruppPrestaAG).Theexperiencesandinsightstheyshared
withuswereinvaluableinourstudies,andseveralchaptersinthisbookdrawfrom
their cooperation. We also thank the government ofLiechtenstein for its financial
support of the competence center initiative.
We are also grateful for the contributions of the researchers who accepted our
invitationtocontributetheirworktothisbook.WeareespeciallypleasedthatTero
Päivärinta, a pioneer in the area of ECM in IS research, provided the preface.
Tero’s work has inspired us and strongly influenced our research, for which we
also thank him.
Finally, we extend heartfelt thanks to Christian Rauscher from Springer, who
was a great help throughout the editing and publication process.
Vaduz, Liechtenstein Jan vom Brocke
Alexander Simons
References
Gantz,J.,&Reinsel,D.(2012).Thedigitaluniversein2020:Bigdata,biggerdigitalshadows,
andbiggestgrowthinthefareast.InternationalDataCorporation(IDC).RetrievedApril5,
2013, from http://www.emc.com/collateral/analyst-reports/idc-the-digital-universe-in-2020.
pdf
Preface: ECM—Still an Ugly Duckling?
Certainlyheisnothandsome,butheisaverygoodchild,andswimsaswellastheothers,
indeedratherbetter.Ithinkhewillgrowliketheothersallingoodtime,andperhapswill
looksmaller.Hestayedsolongintheegg-shell,thatisthecauseofthedifference…
H.C.Andersen:TheUglyDuckling
In one of the earliest white papers on the subject of Enterprise Content Man-
agement(ECM),Telleen(1995)outlinedhowintranetsrequireanewparadigmfor
managingcontentintheenterprise.AtthetimeTelleenwrote,allinformationtobe
accessedthroughanintranetwasalsotobeincludedintheenterprise-wideconcept
of content management. Soon, the ECM concept gained ground in professional
informationmanagementsocieties(especiallytheAssociationforInformationand
Image Management) and among prominent consulting firms, and practitioners
started to involve a few diverging foci and definitions of ECM. 7 years later,
Fowell (2002), McNay (2002), and Reimer (2002) introduced the concept in the
academic outlets (Rickenberg et al. 2012).
Now, 17 years after the first practitioner cracks on the eggshell of the ECM
duckling and on the tenth anniversary of the first academic swims with the other
ducks,thesmallcommunityofECMscholarscontinuestostruggle,characterizing
the field as immature and ambiguous (e.g., Grahlmann et al. 2012; Rickenberg
et al. 2012). It seems the ECM community, like H. C. Andersen’s ugly duckling,
still does not fully know ‘‘what the birds were called’’ or ‘‘whither they were
flying,’’althoughweallloveaswan—anacademicpieceofECMresearch—when
we see one.
Rickenberg et al. ’s (2012) literature search found only 68 relevant academic
ECMarticlespublishedin2002–2012,andofthose,only7appearedinrecognized
information systems journals. Most top journals in the information systems field
have yet to publish a single article on ECM. If we compare these figures on
academicattentiontothoseofothertypesofenterprisesystems,suchasenterprise
resourceplanning(ERP),datawarehousing,orcustomerrelationshipmanagement
(CRM), the difference is striking. For example, a simple search of ‘‘enterprise
content management’’ by Google Scholar covering January 1 through August 23,
2012, resulted in 220 hits, while ‘‘enterprise resource planning,’’ ‘‘data ware-
housing,’’ and ‘‘customer relationship management’’ had 4,520, 3,060, and 5,040
hits, respectively. ECM also received little attention in the recent curriculum
vii
viii Preface
guidelines for academic information systems education (Topi et al. 2010); ‘‘con-
tent management’’ is briefly mentioned under the knowledge area of enterprise
architecture, but the course suggestions that include data and information man-
agement,enterprisesystems,andnewtechnologiesallignoreECM.Isthisscarcity
of academic attention in line with the practical importance of the field?
A comparison of the ECM market with the ERP market reveals ECM’s prac-
tical importance. According to Forrester’s market analysis, the ERP market size
willgrowfrom$45.5billionin2011to$50.3billionby2015(CBR2011).Inturn,
the Radicati Group estimated that the ECM market will reach $4.385 billion in
2012 and grow annuallyby 15 % during the next 4 years to$6.37 billion in 2015
(RadicatiandYamasaki2012).Hence,theECMmarketwillbeabout12%ofthe
annualERPmarketin2015.Ifwelookatthesoftware-as-a-service(SaaS)market,
the picture changes remarkably. The SaaS market category ‘‘Content, Communi-
cationsandCollaboration’’isestimated toreach $3.954billionin2012,whilethe
ERP SaaS market is expected to be only $1.957 billion (Mertz et al. 2011).
Customer relationship management will still be larger than ECM in the SaaS
market in 2012 ($4.341 billion), but it will grow more slowly than ECM, ending
with a market size of $5.719 billion in 2015 (Mertz et al. 2011).
Based on this coarse reasoning,we can still state that ECM is something ofan
‘‘ugly duckling’’ in academia, struggling to find its natural flock of swans with
which the field could start to fly on its own. Compared to the market, ECM may
havestayedinitseggandintheflocksofestablishedducksandgeesefortoolong,
focusingonthetraditionalwaysofthinkingaboutenterprisesystemsandsoftware.
Forexample,ifwemakethebluntassumptionthatafield’smarketsizereflectsits
relevance and compare ECM to, for example, ERP, ECM should deserve at least
twice the amount of academic research as it receives today. If ECM joined the
swans flying up the winds of the SaaS business, ECM (together with electronic
collaboration and communication) should be a key research topic! The ECM
academicsshoulddotheirbesttoinfluencetheolderducksofinformationsystems
to update their education curricula, as we will need to educate more reflective
ECM professionals in the future.
This book is warmly welcomed as a remarkable contribution that gathers
together many, if not most, of the academic ECM ducklings that have pioneered
andstruggledtoformtheidentityofthefield.Itprovidesoneoftheleapsthatthe
fieldneedsinitstransformationfromanunsureuglyducklingwithashakyidentity
(and little room in the pond among more established ducks and geese) to a
beautiful swan. Let us ‘‘shake our feathers’’ and ‘‘stretch our slender necks.’’ It is
time to fly.
Luleå, Sweden Tero Päivärinta
Preface ix
References
Andersen, H. C., & Robinson, H. (ill.). (1843/1913). Hans Andersen’s fairy tales: The ugly
duckling.London:Constable&Co.
ComputerBusinessReview(CBR).(2011).ERPmarkettogrowto$50.3bnin2015:Forrester.
RetrievedMay6,2011,fromhttp://enterpriseapplications.cbronline.com/news/erp-market-to-
grow-to-503bn-in-2015-forrester-060511
Fowell,S.(2002).Bridgingthegapbetweeninformationresourcedesignandenterprisecontent
management.InE.-P.Lim,S.Foo,C.Khoo,H.Chen,E.Fox,U.Shalini,&C.Thanos(Eds.),
Digital libraries: People, knowledge, and technology (Lecture Notes in Computer Science
2555,pp.507–515).Berlin:Springer.
Grahlmann,K.R.,Helms,R.W.,Hilhorst,C.,Brinkkemper,S.,&vanAmerongen,S.(2012).
Reviewing enterprise content management: A functional framework. European Journal of
InformationSystems,21(3),268–286.
McNay,H.E.(2002).Enterprisecontentmanagement:Anoverview.InProceedingsoftheIEEE
International Professional Communication Conference—Reflection on Communication (pp.
396–402).Portland,Oregon:IEEE.
Mertz,S.A.,Eschinger,C.,Eid,T.,Pang,C.,&Wurster,L.F.(2011).Forecast:Softwareasa
service,worldwide,2010–2011.Gartner,June22nd,2011.
Radicati, S., & Yamasaki, T. (2012). Enterprise content management market, 2012–2016.
Executivesummary.TheRadicatiGroup,PaloAlto,CA.RetrievedDecember12,2012,from
http://www.radicati.com/wp/wp-content/uploads/2012/04/Enterprise-Content-Management-
Market-2012-2016-Executive-Summary.pdf
Reimer,J.A.(2002).Enterprisecontentmanagement.Datenbank-Spektrum,2(4),17–22.
Rickenberg, T. A., Neumann, M., Hohler, B., & Breitner, M. H. (2012). Enterprise content
management: A literature review. In Proceedings of the 18th Americas Conference on
InformationSystems.Seattle,WA:AIS.
Telleen, S. L. (1995). The IntraNet Architecture (TM): Managing information in the new
paradigm.Whitepaper.AmdahlCorporation.
Topi,H.,Valacich,J.S.,Wright,R.T.,Kaiser,K.,Nunamaker,J.F.Jr.,Sipior,J.,&deVreede,
G. J. (2010). IS 2010: Curriculum guidelines for undergraduate degree programs in
information systems. Communications of the Association for Information Systems, 26(18),
359–428.
Contents
Part I Foundations and Trends
Enterprise Content Management in Information Systems Research. . . 3
Alexander Simons and Jan vom Brocke
The Market for ECM Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Martin Böhn
Factors in the Acceptance of Enterprise Content
Management Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37
Laurent Wiltzius, Alexander Simons, Stefan Seidel
and Jan vom Brocke
Rhetorical Challenges and Concerns in Enterprise
Content Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
Dave Clark
Cultural Values Matter: The Role of Organizational
Culture in ECM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Theresa Schmiedel and Jan vom Brocke
Part II Methods and Tools
Strategy Development for Enterprise Content Management . . . . . . . . 91
Martin Smits and Ramon O’Callaghan
Critical Success Factors in Enterprise Content Management:
Toward a Framework for Readiness Assessment . . . . . . . . . . . . . . . . 109
Andrea Herbst, Alexander Simons, Jan vom Brocke
and René Derungs
xi