Bertrand Duperrin's Library tagged Germany → View Popular, Search in Google

Jan

2012

Enterprise 2.0 in Europe (and the Enterprise 2.0 Summit)

"In this post, Bjoern Negelmann suggests that German preference for decentralisation leads to a focus on knowledge sharing between co-workers as the basis for their enterprise 2.0 activities. In France however, the preference is for social networking leading to a focus on relationships (“the indirect / network effects of being interconnected”)."

blog.social-advantage.com/...0-in-europe-enterprise-20.html

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enterprise2.0 France Germany groupcollectivism assertiveness unvertainty culture USA collaboration risk

In Group Collectivism Germany 4.0 – France 4.4
Assertiveness Germany 4.6 – France 4.1
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- Uncertainty Avoidance Germany 5.2 – France 4.4
- Future Orientation Germany 4.3 – France 3.5
- It’s more difficult to work through how Europe differs from the US however. The US’ scores for in group collectivism are similar to France and its assertiveness more like Germany. Its scores for uncertainty avoidance are similar to France and its future orientation to Germany. I’m not sure how this supports differences I’ve seen between Europe and the US, but then I’m not too sure how I’d describe these differences anyway –

Nov

2011

Perceptions on the importance of the cultural background to the adoption strategy

"Without having statistical data and only derived from subjective perceptions and interpretations of talks with German and French executives I like to state that E20 projects in France and in Germany are in many ways different. In the end they all follow the same vision of the socially enhanced and collaborative organization but the key drivers for the projects are as different as the challenges that go along with the adoption."

enterprise20blog.com/...round-to-the-adoption-strategy

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enterprise2.0 socialbusiness france germany adoption culture bureaucracy knowledge knowledgesharing socialnetworks hierarchy processes businessprocesses coordinatination

Starting off with Germany – I see the majority of E20 projects based on a strong objective in improving the knowledge sharing in the company.
This might be explained by the more dezentralized structure of German organizations and the industry in general.
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- The key challenges of E20 initiatives in Germany is to convince people of the value of knowledge sharing – as knowledge is also seen as a highly competitive asset of both people and companies. So the success of E20 in a German-based organization lies very much upon the transformation of mindset in regards to the higher value of a knowledge-sharing co-worker. The ROI discussion of these E20 projects are therefore based on the calculation of not sharing and the lost business opportunities of the enterprise.
- In France I see quite a number of E20 projects being built around the social
  networking idea – in order to enhance the organization by the layer of digital interconnection of its peers. The objective is to support adhoc collaboration and coordination along business processes.
- the implementation of the network is at first in order to derive value from the indirect/network effects of being interconnected. This is also related to the strong notion of personal networking within the French economy – especially in the elite networks of bureaucrats and executives
- for more information on the cadre system you might want to study the works of Geert Hofstede