THE DEGREE OF DIGITALIZATION OF THE INFORMATION
OVERFLOW
A case study
Turo Kilpeläinen
Agora Center, University of Jyväskylä, P.O. Box 35 FIN-40014, University of Jyväskylä, Finland
Pasi Tyrväinen
Faculty of Information Technology, University of Jyväskylä, P.O. Box 35 FIN-40014, University of Jyväskylä, Finland
Keywords: Digital media, measuring organizational communication, genre theory, measures for digitalization
Abstract: The degree of digitalization in organizations has increased remarkably. This trend will continue if the so
called natural
laws of information technology are veracious. At the same time the format of communicated
information has shifted from traditional face-to-face and analogue communication to digital communication
forms, such as digital documents. Because information is increasingly available in digital form on one hand
for example the duplication and forwarding of email messages and attachments gets easier, which may
easily lead to information overflow. On the other hand digitalization increases productivity, improves
quality and reduces costs. As the ability of humans to adopt information has not developed at the same pace
as information and communication technology (ICT), it is interesting to see whether the degree of digital
communication correlates with the total amount of communication in organization. In this paper we tested
this hypothesis in an industrial organization using genre-based measurement method to gather data on
communication flows. The results show, that the correlation between the degree of digital communication
and the amount of total communication can be seen in some degree.
1 INTRODUCTION
The Big Bang of the digital world was in 1949,
when the first business oriented information system,
LEO I (cf. Aris, 2000; Land, 2000), was launched in
Britain. After that the speed of development within
the field of information systems, and later digital
media, has been enormous. By the start of the 1970s,
it had become impossible for any commercial
enterprise of over 250 employees to function
competitively in the United States without using
computers (Cortada, 1996). Nowadays computers
and applications have become a crucial part of
organizations’ infrastructure to survive in the hectic
and turbulent business world (Morgan, 1988; Scott
Morton, 1991). Manual punch cards and tabulation
machines have been superseded by computers to
automate human stages of work and accordingly
human errors have diminished. In short, the presence
of the computer plays a determinative part at the
heart of personal and institutional economic activity
(Cortada, 1997).
The pace of ICT development has been so
immense that
it has been a key target for research
and different kinds of predictions. Maybe the most
famous and tenable law was developed by Gordon
Moore in 1965. He found out in his observations that
the number of transistors per square inch on
integrated circuits had doubled every year since the
integrated circuit was invented (Moore, 1975).
Moore also predicted that this trend would continue
for the foreseeable future. In subsequent years the
pace has slowed down a bit, but data density has
doubled approximately every 18 months. This led to
the current definition of Moore's Law. Most experts,
including Moore himself, expect Moore's Law to
hold until the year 2010 (Schaller, 1997).
At the same time, when business world has
conve
rted to the digital era, the tremendous changes
occurring in the way current organizations
communicate have been recognized (Yates and
367
Kilpeläinen T. and Tyrväinen P. (2004).
THE DEGREE OF DIGITALIZATION OF THE INFORMATION OVERFLOW - A case study.
In Proceedings of the Sixth International Conference on Enterprise Information Systems, pages 367-374
DOI: 10.5220/0002635403670374
Copyright
c
 SciTePress

Orlikowski, 1992). This has created many
opportunities, which are not exploited in the best
way in all cases, as well as many draw-backs for the
ones adopting new technology without proper
consideration of the impacts. For example the use of
electronic and digital communication media is
increasing the number of options for distributed
development teams to coordinate their activities and
to keep knowledge up-to-date (Sosa et al., 2002). A
salient point is that the widespread use of
information technology is reducing the traditional
reliance on face-to-face communication (Sproull and
Kiesler, 1991). Digital documents also enable
increasing functionalities (Shepherd and Watters,
1999) as well as increased productivity, improved
quality and reduced costs (Allen, 1991) and overall
drastic improvements in organizational performance
(Davenport, 1993; Scott Morton, 1991; Stalk et al.
1992), although the economical benefits of ICT
investments are not fully incontrovertible (van
Grembergen, 2002). Nonetheless digital
convergence and benefits it brings are the most
valuable assets that digitalization produces. For
example, distinct publication channels and
publication media are able to handle consistent
technical infrastructure and to publish through
different channels. In fact, convergence is the
underlying enabler of the digitalization
phenomenon. It is obvious that digital media has
increasingly reshaped organizational communication
(Yates, 1989) and will bring novel means for
organizational communication (Tyrväinen and
Päivärinta, 2003). Presumably the impact will go
from strength to strength and even escalate in the
future.
Nowadays the major proportion of organizational
information resides in digital documents (Blair
2002; Päivärinta and Tyrväinen, 1998). This
digitalization trend is not only adding productivity,
but has also generated new problems and added to
the impact of existing ones, such as the information
overflow, which arises from effortless availability of
all kinds of information. The ease of information
distribution, for example by over-distributing or
forwarding received mails to many people, can
impair organizational communication by
overloading the persons receiving the data with
irrelevant or secondary information. This action does
not increase communicators’ knowledge in any way
but it increases the amount of total communication
in the organization.
Both the assumed productivity improvement
achieved by digital communication and the ease of
communication with digital media suggest that the
degree of digital communication correlates with the
total amount of communication. Further, as the
digitalization of both seems to enable extra
communication in organizations as well as provoke
it, we hypothesise, that there exists a limit for the
volume of communication, beyond which most of
the additional communication takes place through
digital media.
There exists little published research on this
topic as well as little research on the communication
volumes in organizations in general. However,
comparing the figures from two recent case studies
(Tyrväinen, 2003; Tyrväinen et al., 2003) supports
the hypothesis. In those studies the total
communication volume of two organizations were
both measured in pages per person day, that was
defined as the “amount of information equal to a
view of the size of a visual letter / A4 page
(Tyrväinen, 2003)”. This same unit was applied for
all communication including verbal, paper-based
documents, and data stored in information systems.
In a unit of a high-tech company using digital media
for 56% of communication the employees
communicated on an average 92 pages per day,
while in a university faculty using digital media for
23% of communication the figure was about 20%
smaller, i.e. 74 pages per day. Although comparing
two very different kinds of organizations does not
provide very strong evidence for our hypothesis,
these two cases provide us with the means to
approach the problem.
This paper reports a case study in which we test
our hypothesis within a single organization. Instead
of comparing organizations with hundred of
employees, we compare communication of smaller
groups of persons based on their roles within an
organization. The remainder of the paper is
organized as follows: section 2 describes the target
organization, the research process, and the results of
the case study in an industrial organization, where
the amount of communication was measured. The
relevancy of the results is discussed in section 3.
Section 4 summarizes the results, draws conclusions
and proposes paths for further research.
2 THE CASE STUDY
2.1 The Target Organization and the
Research process
The case organization is an independent unit of a
multinational corporation in process industry,
involving thousands of employees worldwide. The
target unit of the study was a specialized
experimental unit within this organization evaluating
the feasibility to produce newly designed products
ICEIS 2004 - INFORMATION SYSTEMS ANALYSIS AND SPECIFICATION
368

with specific production line settings. The total
head-count of employees in the target unit was about
20, including five roles or groups of persons.
The communication of the target organization
was analyzed in summer 2003 as a part of another
research activity. We followed the measurement
method described in the two case studies referred to
above (Tyrväinen 2003; Tyrväinen et al., 2003). The
measurement method is a derivate of a genre-based
method used for information systems planning and
content analysis (cf. Päivärinta et al., 2001;
Karjalainen et al., 2000). With the method, an
information resource is conceptually structured by
genres of organizational communication (Nunberg,
1997; cf. Yates and Orlikowski, 1992), i.e. typified,
enacted and shared purposes and forms of
documents or other communication occurring in
recurrent situations.
The research process was as follows: After
defining the scope of the target processes we invited
the key persons to a genre identification session. Six
persons participated in the identification session in
one group in according to the method. Persons were
selected to cover all roles (employee groups) in the
target unit. As an employee group we refer to a role
that an individual may play in the organization (cf.
Scott, 2002). In the sessions we first collected the
internal roles and external roles communicating with
each other ending up with 14 roles, referred to as
PUI entities in the method (Producers and Users of
Information). Next, a total 64 genres were identified
and named during the session using the diagonal
matrix technique (Saaren-Seppälä, 1997). In this
case a genre is considered as a unit of analysis by
which all the organizational communication, both
the elements of genres and social context of genre
use, can be identified, including information flows
through information systems, documents, verbal
communications etc. (cf. Yoshioka et al., 2001). In
this way the genre repertoire (Orlikowski and Yates,
1994) was defined.
After this three participants of the session were
instructed to identify metadata for genres concerning
his/her responsibilities. Thus each of the three
persons identified metadata for about 20 genres in
separate metadata collection sessions with the
researcher during the couple of days following the
session. The metadata collected included the
metadata values for each genre, for the elements
defined in the measurement method. I.e. for each
genre, we collected:
- The number of unique communication
instances (UI) per year.
- The number of copies of communication
instances per instance.
- The volume or average size of the
communication instances in “Pages”.
- The communication forms / media used for
the communication of these genre instances
in according to a categorization of
communication forms (CCF) separating
verbal, analogue (i.e. paper), and digital
communication as well as their sub-
categories ending up with a total of 10
elementary categories (c.f. Tyrväinen 2003,
or Tyrväinen and Päivärinta 2003
elaborating the process description further.)
In addition, we collected other metadata related
to the overall research interests of the data mining
research activity in the target unit adding up the total
number of metadata elements to be filled in per
genre to be 19.
After these steps the resulting data were
analyzed from multiple viewpoints, in accordance
with the main business processes, in general, and to
meet the needs for other parts of research project.
The amount of communication was analyzed per
each employee role.
2.2 Overall Results
Table 1 represents the total values summed up
according to the measurement method, i.e. number
of annual unique instances, annual UI volume in
pages, amount of copies, and annual total volume in
pages for the 64 analyzed genres of the target unit.
Table 1. Organization's total Annual Volumes.
Total Annual Volume
(64 genres)
Annual Unique Instances 35 987
Annual UI Volume /
Pages
84 711
Annual Copies 38 593
Annual Volume / Pages 143 909
The communication volumes per person per day
are presented in Figure 1 for each group of
employees (i.e. E1…E5 referring to Employee
groups / roles).
Figure 2 represents the amount of
communication for employee groups and the
distribution of the communication in according to
the communication media and formats used.
THE DEGREE OF DIGITALIZATION OF THE INFORMATION OVER-FLOW: A CASE STUDY
369

Figure 1. The amount of communication in pages per day
per person (vertical axis) for the five employee roles
(E1…E5), the average cross all the employees (Sum) and
the reference value (Ref.) from (Tyrväinen 2003).
The employee groups on the x-axis are arranged
in ascending order of total communication volume
of the employees in the group. The Y-axis represents
the total amount of communication of each
employee in the group. Shares of distinct formats
and media are represented by textures. Out of these,
the three topmost categories (Encoded, Semi-
structured, and Formal communication formats) are
digital communication formats, Analogue represents
mainly paper-based communication, Mediated refers
to phone calls and similar technology enabled
communication channels, and 1-to-1 represents
verbal communication from one person to another.
Figure 3 represents the same data with scaling to
100% for each group, i.e. distribution of the
communication formats of each group.
Figure 2. Categorized amounts of communication per
employee for each group in ascending order of total
communication volume per person day.
Role E2 on the right is the role with highest
communication volume. According to Figures 2 and
3 this role communicates mainly using three media:
digital documents, paper, and personal verbal
communication. About 60 % of this communication
takes place outside information systems.
Furthermore from this 60 % the share of analogue
(i.e. paper-based) communication is a little less than
70 %. The remaining 30 % of communication is
face-to-face verbal communication. Digital
communication accounting for about 40 % of all
communication is almost completely in encoded
form, i.e. in digital documents. The share of formal
and semi-structured communication is altogether
about 2 %.
0
50
100
150
200
250
300
350
400
450
E1 E2 E3 E4 E5 Su m. Re f .
Figure 3. Shares of distinct formats by employee groups.
2.3 Result Analysis
Our hypothesis was that the degree of digital
communication correlates with the total amount of
communication. We can verify
this hypothesis from multiple
viewpoints: first, by comparing
the degree of digitalization of the
roles against the communication
volumes of the roles, secondly, by
comparing the total degree of
digitalization with the reference
values, and third, by analyzing in
detail specific roles.
When comparing the
individual roles, the hypothesis
would lead to a situation, where
the roles communicating more
would have higher degrees of
digitalization. Figure 4 represents
the roles in a coordinate space
with communication volumes on a
logarithmic x-axis and the degree of digitalization in
y-axis. No clear correlation is visible.
ICEIS 2004 - INFORMATION SYSTEMS ANALYSIS AND SPECIFICATION
370

When comparing the sum values of the target
unit (e.g. 40 % of digitalization and 52 pages of
communication per person per day) with the two
reference cases, the hypothesis seems to have some
evidence. The three cases are presented in Figure 5
together with a linear approximation of their trend.
Our case has the smallest average communication
volume, while the degree of digitalization is in
between the two reference values. The linear
approximation of these three cases shows clear
positive correlation in between total communication
volume per person per day and the degree of
digitalization. However, an approximation based on
three data points does not yet provide very strong
evidence for the hypothesis.
Figure 4. A comparison of three cases with the volume of
communication per person on the x-axis and the degree of
digitalization on the y-axis.
The third approach to analyze the results is to
use qualitative analysis for individual roles. Role E2
with the highest communication volume (405 pages
per person per day) seems to be a good candidate for
this purpose.
According to the reference studies the volume of
received communication is usually overwhelming
the volume of produced unique communication due
to the number of copies produced and distributed for
each page of unique information created. If a person
just reads a full day, s/he is able to read about 300
pages while writing 10 % of this is much more
demanding. In the case of Tyrväinen et al. (2003) the
lecturers produced 11 unique pages per day, but their
total communication volume was reported to be
about 370 pages per day due to the high number of
copies, i.e. copies of lecture notes and high number
of listeners of lectures. This number is close to the
figure of 405 of role E2, which suggests that E2 is
producing content distributed to a wider audience.
0 %
10 %
20 %
30 %
40 %
50 %
60 %
02040608010
0 %
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
90 %
1 10 100 1000
0
Figure 5. A comparison of three cases on a co-ordinate
space of communication volume (x-axis) and degree of
digitalization. The line represents linear approximation.
When analyzing the 21 communication genres of
the role E2, the two genres with the highest volume
accounted for 60% of the communication. Both of
these genres can be characterized as reporting to
external customers of the process (see table 2). The
material used for this communication was produced
using office tools, i.e., by personal computer. Half of
this material was delivered as office documents and
the other half was printed on paper. On average 10
copies of material were produced from each unique
instance of these genres. Further, both of these
genres were somewhat “hard”, i.e. the structure and
even contents of the instances repeated from one
instance to another. This indicates that reuse of
content takes place from one unique instance to
another.
Table 2. Examples of genres collected in the case study.
Producer Genre User Categories of
Communication Forms
Annual UI Copies Size in
Pages
E2 Report 1 Customer Analogue, Encoded Dozens 10 100
E2 Report 2 Customer Analogue, Encoded Dozens 10 40
Several
employee groups
Results analysis E2 Encoded, Semi-
structured
Dozens 1 30
E2 Instructions Several
employee groups
1-to-1, Analogue Thousands 1 6
E2 Objectives Personnel 1-to-1, Analogue, Semi-
structured
Thousands 1 6
THE DEGREE OF DIGITALIZATION OF THE INFORMATION OVER-FLOW: A CASE STUDY
371

The genres in fourth and fifth position accounted
for 26% of the communication of the role E2. These
included instructing other roles on tasks related to
the operation of the main process of the unit. This
communication took place either face-to-face or
through paper, with distribution of 67 / 33 % and 50
/ 50 % for verbal / paper communication for genres
3 and 4, respectively. As a rough generalization of
the rest of the genres in the role 2, the trend of low
volume with high number of unique instances was
clearly seen in many communication situations, e.g.
in verbal communication. Ad hoc -situations, e.g.
unexpected problem situations where information
must come across fast, act as a good example of this
kind of genre.
3 DISCUSSION
It is easy to observe, that one of the roles (E2) is
under a very high communication pressure as it is
receiving and sending a total of over 400 pages of
communication per an average day. However, the
communication load of the other roles was very
modest, none of which exceeded the reference
values of 92 or 74 pages per day. This leads to a
situation, where the average communication volume
in the target organization is 52 pages per person day,
i.e. below the reference values, but still a single role
is under extremely high communication pressure.
Even if the copies are excluded, the number of 137
unique pages of communication produced each day
is enormous compared to any other role.
However, one should notice that the major
portion of this high volume of communication is
produced with the aid of digital computers although
a major part of that communication is printed on
paper for delivery. If the percentages of Figures 2
and 3 represented the medium or format used for
creation of the data communicated instead of the
delivery media of the messages, the percentage of
digital communication of role E2 would be much
higher. Changing just the data of the two topmost
genres would raise the digitalization degree of E2 to
close to 70 %. Figure 6 represents this situation by
replacing the digitalization value of E2 (the right-
most data point) to the value of 68 %. This change
does not have an impact on the other data points as
these two genres are communicated from E2 to
external roles. On this basis also the correlation of
communication volume and digitalization seems to
be positive.
In general, the results of our research seem to be
reasonable from the viewpoint that work in
traditional industry is not as information intensive.
The work consists of physical tasks such as reading
the meters, collecting samples etc. 52 pages
communicated per person in a day in our case is
equivalent to about one sixth of his work time,
which means 1 hour and 20 minutes spent on
communicating each day. If the results would have
been closer to the reference value, we would have
questioned whether the people have time to do the
actual tasks.
A worker in role 2 controls almost everything
concerning the process. Without him, or rather
without his knowledge, the process will not work in
a way it should work. That is why his tacit
knowledge should be expressed explicitly to become
part of organizational information resource, to
provide a contingency plan for problem situations
like illnesses. Transformation of implicit knowledge
to an explicit form increases also the transparency of
the whole process to all interest groups. Common
uncertainty avoidance is a thing which is possible to
reject in this way. This is emphasized especially in
alteration situations when the needed information
does not always reach the one concerned.
0 %
10 %
20 %
30 %
40 %
50 %
60 %
70 %
80 %
90 %
1 10 100 1000
Figure 6. Volumes and digitalization degrees of the roles
in the target unit when the degree of digitalization of role
E2 is based on the medium of content production rather
than content delivery.
The results mean in this case that the amount of
E2’s communication is so high that it is entitled to
consider whether he is able to handle all the
information he is working with. If his work cannot
be reorganized, supportive applications for his work
should be developed. The key point here is to
transform the share of analogue communication to
digital formats. In other words this requires
reorganization of the communication channels used.
Half of this can be achieved simply by not printing
out the documents and presentation materials
produced with office tools, as described above.
Better exploitation of retrieval system used in the
organization would provide a solution to a major
part of the rest of the problem. An alternative way of
ICEIS 2004 - INFORMATION SYSTEMS ANALYSIS AND SPECIFICATION
372

looking this problem is to develop an information
system where all the information concerning the
main process would be managed. This system
should be accessible for all parties concerned to add,
remove and update information depending on the
rights tied to roles. From a broader perspective the
use of this kind of information system would enable
the utilization of data mining techniques and
different kind of artificial intelligence and expert
systems as well as computational methods. As a
result massive amounts of information could be
refined to better meet users’ needs enabling effective
exploitation of information.
In the beginning the two factors supporting our
hypothesis were the assumed productivity
improvement achieved by digital communication
and the ease of communication with digital media.
The qualitative analysis of role E2 supported both of
these. Without this analysis the comparison of roles
would not have supported the hypothesis, while now
both the role comparison and the comparison of our
case with the two other cases do support the
hypothesis to a reasonable extent.
The qualitative analysis disclosed that it would
be worthwhile to study the media and formats used
for creation of new communication instead (or in
addition to) the media used for delivering the
message. For verbal communication there is no
difference, but with digital documents delivered on
paper this has major impact, as presented in this
case.
In addition, the qualitative analysis disclosed a
third potential factor increasing the correlation of
digitalization and communication volume. In cases,
such as role E2, where the throughput of a process
depends on the performance of a single critical role,
there exist good reasons to support that role with
information systems. This means, that also high
volumes of communication tend to increase the
degree of digitalization, in order to improve
organizational performance.
4 SUMMARY AND FURTHER
RESEARCH
This paper discussed the degree of digital
communication with relation to the amount of total
communication. In the case study we used the genre-
based measurement method to gather data on
communication flows in an industrial target
organization. The results show, that the amount of
communication per person per day is less than the
communication in reference cases and is highly
independent from information systems, although
they are used extensively in process control. The
qualitative analysis of a key role disclosed that there
seems to be some degree of correlation between the
degree of digital communication and the amount of
total communication, when comparing
communication of the five roles in the target
organization. Also when comparing these results
with reference studies, there seems to be some
evidence of positive correlation. Future research is
needed to have statistically stronger evidence about
this correlation.
REFERENCES
Allen, L., 1991. Using Organizational Communication to
Manage Technical Change. In IPPC ’91. Proceedings.
‘The Engineered Communication’., International,
IEEE, 1&2, 30 Oct.-1 Nov. 1991, 351-355 vol. 2.
Aris, J., 2000. Inventing Systems Engineering [LEO].
Annals of the History of Computing, IEEE, 22, 3, 4-15.
Blair, D.C., 2002. The Challenge of Commercial
Document Retrieval, Part I: Manor Issues and a
Framework Based on Search Exhaustivity,
Determinacy of Representation and Document
Collection Size. Information Processing &
Management, 38 (3), 273-291.
Cortada, J.W., 1996. Commercial Applications of the
Digital Computer in American Corporations, 1945-
1995. Annals of the History of Computing, IEEE, 22,
3, 4-15.
Cortada, J.W., 1997. Economic Preconditions That Made
Possible Application of Commercial Computing in the
United States. Annals of the History of Computing,
IEEE, 19, 3, 27-40.
Davenport, T.H., 1993. Process Innovation: Reengineering
Work Through Information Technology. Ernst &
Young, Center for Information Technology and
Strategy, Harvard Business Press, Boston,
Massachusetts.
Karjalainen, A., Päivärinta, T., Tyrväinen, P., and Rajala,
J., 2000. Genre-Based Metadata for Enterprise
Document Management, in 33rd Annual Hawaii
International Conference on System Sciences: Los
Alamitos CA, IEEE Computer Society.
Land, F.F., 2000. The First Business Computer: A Case
Study in User-Driven Innovation. Annals of the
History of Computing, IEEE, 22, 3, 16-26.
Moore, G. E., 1975. Progress in Digital Integrated
Electronics. IEDM.
Morgan, G., 1988. Riding the Waves of Change:
Developing Managerial Competencies for a Turbulent
World. Jossey-Bass Publishers, San Francisco CA.
Nunberg, G., 1997. Genres in Digital Documents:
Introduction. In Proc. of The 30
th
Annual Hawaii
International Conference on System Sciences: Digital
THE DEGREE OF DIGITALIZATION OF THE INFORMATION OVER-FLOW: A CASE STUDY
373

Documents, Vol VI, Los Alamitos CA: IEEE
Computer Society Press, pp. 2.
Orlikowski, W.J. and Yates, J. 1994. Genre repertoire: The
structuring of Communicative Practices in
Organizations. Administrative Science Quarterly, 39,
4, 541-574.
Päivärinta, T., Halttunen, V., and Tyrväinen, P., 2001. A
Genre-Based Method for Information Systems
Planning, in Information Modelling in the New
Millennium: Hershey PA, Idea Group, pp. 70-93.
Saaren-Seppälä, K., 1997. Seinätekniikka prosessien
kehittämisessä. (Using the wall-chart technique in
process development, in Finnish), Kari Saaren-Seppälä
Ltd, Finland.
Schaller, R.R, 1997. Moore’s Law: Past, Present and
Future, Spectrum, IEEE, 34, 6, 52-59.
Scott, K. 2002. The Unified Process Explained. Pearson
Education, Inc.
Scott Morton, M.S., 1991. (ed.) The Corporation of the
1990s: Information Technology and Organizational
Transformation. Oxford University Press, New York,
New York.
Sosa, M.E, Eppinger, S.D., Pich, M., McKendrick, D.G.,
Stout, S.K., 2002. Factors that Influence Technical
Communication in Distributed Product Development:
An Empirical Study in the Telecommunications
Industry. Engineering Management, IEEE
Transactions, 49, 1, 45-58.
Sproull, L., and Kiesler, S., 1991. Connections: New
Ways of Working in the Networked Organization.
Cambridge, MA: MIT Press.
Stalk, G., Evans, P., and Shulman, L.E., 1992. Competing
on Capabilities: The New Rules of Corporate Strategy.
Harvard Business Review, 57-69.
Tyrväinen, P., 2003, Estimating Applicability of New
Mobile Content Formats to Organizational Use, In
HICSS-36, 36rd Annual Hawaii International
Conference on System Sciences, January 6-9 2003,
IEEE Computer Society.
Tyrväinen, P., Järvenpää, M., and Sievänen, A., 2003. On
Estimating the Amount of Learning Materials – A
Case Study. Proceedings of ICEIS 2003 – The Fifth
Conference on Enterprise Information Systems, April
22-26 2003, Angers, France, Vol. 4. pp. 127-135.
ICEIS Press 2003.
Tyrväinen, P., and Päivärinta, T., 2003. How Digital is
Communication in Your Organization? A Metrics and
an Analysis Method. In Camp, 0., Filipe, J.,
Hammoudi, S., and Piattini, M. (eds.) Enterprise
Information Systems V, Kluwer Academic Publishers,
The Netherlands, November 2003.
van Grembergen, W., 2002. Information Systems
Evaluation Management, IRM Press, 2002. 322 p.
Yates, J., 1989. Control Through Communication: The
Rise of System in American Management. Baltimore,
Johns Hopkins University Press.
Yates, J. and Orlikowski, W.J., 1992, Genres of
Organizational Communication: A Structurational
Approach to Studying Communication and Media,
Academy of Management Review, 17, 2, 299-326.
Yoshioka, T., Herman, G., Yates, J., and Orlikowski, W.,
2001. Genre Taxonomy: A Knowledge Repository of
Communicative Actions, ACM Transactions on
Information Systems, 19, 4, 431-456.
ICEIS 2004 - INFORMATION SYSTEMS ANALYSIS AND SPECIFICATION
374