Collaborative Technologies and Organizational Learning (Series in Information Technology Management)

Collaborative Technologies and Organizational Learning provides new insight from a longitudinal study of a public sector organization's experience with implementing a specific collaborative technology, Lotus Notes. The book includes a discussion of theoretical bases for organizational learning as well as practice prescriptions for those interested in installing or using Lotus Notes to leverage the intellectual capital already existing within an organization. From a theoretical perspective the book discusses a multiplicity of theoretical bases underlying organizational learning including single and double loop learning, expectancy theory, experience curve theory, reciprocity theory, coordination theory, open systems theory, optimal curve theory, and need-pull theory. Tom Davenport, a well-known management "guru" recently lamented that "if you can find a case in which Lotus Notes has fundamentally changed the organizational culture and dynamics of information exchange, I'll waterski from Boston to Nantucket in January." This book addresses some of Davenport's concerns by focusing on the all important first step in implementing a collaborative technology--determining what implementation approach(es) work best in a given organizational environment. Large scale organizational investments in collaborative technology have skyrocketed. However, little empirical evidence exists to justify large expenditures on these technologies and associated training and operating costs. Collaborative Technologies and Organizational Learning is intended for readers seeking greater understanding in how collaborative technologies such as Lotus Notes helps foster organizational learning