IMPLEMENTING NEW MEDIA

The implementation of new media based corporate communication faces two primary

challenges. The first is that, typically, communication utilizing new media requires

several different disciplinary skill sets. For instance, corporate communication

departments usually handle all facets of a communication campaign, which use

traditional media. New media campaigns, however, frequently require the

amalgamation of different disciplines (for example, creative producers, software

designers, technical systems engineers). Only when both the code and design aspects

work together seamlessly to create a functional and useful entity do new media

products come to life. Usually though, programmers and designers come from

significantly different occupational backgrounds; they do not necessarily understand

each other when they are communicating and acting in their respective professional

arenas. As a result, stakeholder management is much more complex during

implementation.

The second is that new media change frequently. This happens both in terms of their

content and message and in their technology platforms. Content in many applications

is not controlled by corporate communication departments, instead it is somewhat

self-organizing. Further, not only do new media systems or applications have a

relatively young history, they may also be particularly transitory. Because of this,

implementation of new media can be understood as cycles of re-design and

implementation, which highlights the value of adopting an action research approach

as a guiding meta-process for putting new media into practice (Hearn et al., 2008;

Hearn & Foth, 2005).

New media potentially reflect wider trends to the democratization of knowledge

production. Action research has a democratic and participatory approach that focuses

on practical problem solving. As such, we make a case for action research as

particularly appropriate to new media initiatives in corporate communications that

involve constant innovation and change, have unpredictable outcomes, and require

flexibility, creativity, and an inclusive, user-centered approach. Action research has

strong links with organisational development approaches notably in the work of

Argyris (1978, 1982, 1990). These approaches share an emphasis on participation of

key stakeholders in a meaningful way. In the Scandinavian tradition, consideration of

participation from the operating core is essential for the success of organizational

change (e.g., Bodker, et al., 2000). Failures of, for instance, corporate intranets or

other ICT solutions are in many cases due to implementations that are carried out

without participation from the operating core. An action research approach subscribes

to principles of inclusive participation in the design and deployment of such

interventions (Foth & Axuop, 2006; Reason, 1998)

BY WILBROD REGINA

BAPRM 42683