Enterprise Content Management in Information Systems Research: Foundations, Methods and Cases PDF
Preview Enterprise Content Management in Information Systems Research: Foundations, Methods and Cases
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: http://www.springer.com/series/10440 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 LibraryofCongressControlNumber:2013947574 (cid:2)Springer-VerlagBerlinHeidelberg2014 Thisworkissubjecttocopyright.AllrightsarereservedbythePublisher,whetherthewholeorpartof the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation,broadcasting,reproductiononmicrofilmsorinanyotherphysicalway,andtransmissionor informationstorageandretrieval,electronicadaptation,computersoftware,orbysimilarordissimilar methodology now known or hereafter developed. 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While the advice and information in this book are believed to be true and accurate at the date of publication,neithertheauthorsnortheeditorsnorthepublishercanacceptanylegalresponsibilityfor anyerrorsoromissionsthatmaybemade.Thepublishermakesnowarranty,expressorimplied,with respecttothematerialcontainedherein. Printedonacid-freepaper SpringerispartofSpringerScience+BusinessMedia(www.springer.com) 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
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