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Managing Virtuality in Enterprise Social Systems

Managing Virtuality in Enterprise Social Systems

James J. Lee, Jessica Ludescher Imanaka
Copyright: © 2016 |Volume: 12 |Issue: 1 |Pages: 18
ISSN: 1548-1131|EISSN: 1548-114X|EISBN13: 9781466689367|DOI: 10.4018/IJEBR.2016010101
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MLA

Lee, James J., and Jessica Ludescher Imanaka. "Managing Virtuality in Enterprise Social Systems." IJEBR vol.12, no.1 2016: pp.1-18. http://doi.org/10.4018/IJEBR.2016010101

APA

Lee, J. J. & Imanaka, J. L. (2016). Managing Virtuality in Enterprise Social Systems. International Journal of E-Business Research (IJEBR), 12(1), 1-18. http://doi.org/10.4018/IJEBR.2016010101

Chicago

Lee, James J., and Jessica Ludescher Imanaka. "Managing Virtuality in Enterprise Social Systems," International Journal of E-Business Research (IJEBR) 12, no.1: 1-18. http://doi.org/10.4018/IJEBR.2016010101

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Abstract

This study has built on research on today's modern organizations with cloud computing to lay the foundations for a comprehensive and systematic theorization of Enterprise Social Systems. The trend toward virtuality marks a fundamental transformation in space-time parameters in communications. This is especially so in the context of rapid current advancements in IT such as cloud computing, as well as numerous other technological fronts. Current IT trends show that increased spatio-temporal plasticity heightens the effectiveness and the efficiency of predominantly Enterprise Social Systems in the cloud computing environment. In particular, subject oriented asynchronous communications experience greater inferred plasticity and event oriented synchronous communications experience greater referred plasticity. Finally, Enterprise Social Systems vary in their degree of virtuality based on the perspective of the relevant stakeholder group considered.

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