Process improvement can itself be considerably improved by the use of information technology. Distributed and a synchronous group support systems, such as e-mail, computer conferencing and the World Wide Web are likely to play a major role in this improvement. Process Improvement and Organizational Learning: The Role of Collaboration Technologies analyzes the relationship between collaborative technologies, process improvement and organizational learning. It is based on the author's experiences in numerous process-focused organizational development projects where process improvement groups were aided by the support of collaborative technologies.

This book takes a look at basic organizational learning and relates it to the implementation of a specific collaborative technology, Lotus Notes . It poses several practice prescriptions for those interested in installing or using Lotus Notes to leverage the intellectual capital already existing within an organization.

Although organizational decision-making can be very complex, the understanding of technology applications is significant in not only determining the usefulness of virtual groups in organizations, but also in the designing of electronic collaborative activities. Collaborative Communication Processes and Decision Making in Organizations focuses on the role of technology in organizational decision-making processes and activities, providing academics and management teams with current research in the field of virtual teams in organizations. This publication is an essential resource for instructors and students of organization and group communication, and institutions that have networks of offices and employees in multiple geographical locations.

Addresses a range of e-collaboration topics, with emphasis on virtual team leadership and collaborative engineering. Presents a blend of conceptual, theoretical, and applied chapters.

"The collection of cases in the book analyzes and evaluates how organizations and institutions of learning in the developing and developed world are adapting to technology enhanced learning environments and exploring transnational collaborative opportunities"--Provided by publisher.

Bridges the gap from the theory to the practice of learning organizations Demystifies the organizational learning principles Explains the leadership skills required to create a learning organization

"This book reviews recent advances in the e-collaboration discipline with a focus on virtual teams, firm performance, social capital formation, and Web-based communities"--Provided by publisher.

Solve business problems, uncover new opportunities, and ignite innovation using the newest collaborative technologies The Collaborative Organization gives you a strategic approach to building, implementing, and using social and collaborative technologies—such as those created by Jive and Yammer—to create innovative products, solve business problems, and create new processes that will foster lasting success and growth. Jacob Morgan is the principal and cofounder of Chess Media Group, which helps organizations understand how to use social and collaborative tools to solve business problems.

Knowledge management (KM) is a set of relatively-new organizational activities that are aimed at improving knowledge, knowledge-related practices, organizational behaviors and decisions and organizational performance. KM focuses on knowledge processes—knowledge creation, acquisition, refinement, storage, transfer, sharing and utilization. These processes support organizational processes involving innovation, individual learning, collective learning and collaborative decision-making. The “intermediate outcomes” of KM are improved organizational behaviors, decisions, products, services, processes and relationships that enable the organization to improve its overall performance. Knowledge Management and Organizational Learning presents some 20 papers organized into five sections covering basic concepts of knowledge management; knowledge management issues; knowledge management applications; measurement and evaluation of knowledge management and organizational learning; and organizational learning.

This book provides practitioners with detailed experiences from industry on the implementation and use of collaboration technologies. Despite the increasing range of applications available - such as video and desktop conferencing systems, workflow management systems and on-line meeting schedulers - there is still little formalized knowledge on how to implement them to maximum effect. This book aims to fill that gap by looking at all the issues from the viewpoint of the implementation team, and focuses on strategies for overcoming various obstacles and measures which can be taken to enable effective use.