CSCW '94 Proceedings of the 1994 ACM conference on Computer supported cooperative work
Collective intelligence in computer-based collaboration
Collective intelligence in computer-based collaboration
Information ecologies: using technology with heart
Information ecologies: using technology with heart
NetWORKers and their Activity in IntensionalNetworks
Computer Supported Cooperative Work
Identity management: multiple presentations of self in facebook
Proceedings of the 2007 international ACM conference on Supporting group work
Motivations for social networking at work
Proceedings of the 2008 ACM conference on Computer supported cooperative work
Changes in use and perception of facebook
Proceedings of the 2008 ACM conference on Computer supported cooperative work
When social networks cross boundaries: a case study of workplace use of facebook and linkedin
Proceedings of the ACM 2009 international conference on Supporting group work
WaterCooler: exploring an organization through enterprise social media
Proceedings of the ACM 2009 international conference on Supporting group work
Factors impeding Wiki use in the enterprise: a case study
CHI '10 Extended Abstracts on Human Factors in Computing Systems
Creepy but inevitable?: the evolution of social networking
Proceedings of the 17th ACM conference on Computer supported cooperative work & social computing
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In this paper we report findings from a study of social network site use in a UK Government department. We have investigated this from a managerial, organisational perspective. We found at the study site that there are already several social network technologies in use, and that these: misalign with and problematize organisational boundaries; blur boundaries between working and social lives; present differing opportunities for control; have different visibilities; have overlapping functionality with each other and with other information technologies; that they evolve and change over time; and that their uptake is conditioned by existing infrastructure and availability. We find the organisational complexity that social technologies are often hoped to cut across is, in reality, something that shapes their uptake and use. We argue the idea of a single, central social network site for supporting cooperative work within an organisation will hit the same problems as any effort of centralisation in organisations. Fostering collective intelligence in organisations is therefore not a problem of designing the right technology but of supporting work across multiple technologies. We argue that while there is still plenty of scope for design and innovation in this area, an important challenge now is in supporting organisations in managing what can best be referred to as a social network site `ecosystem'.