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Proceedings of 8th European Assembly on telework (Telework2001)

Proceedings of 8th European Assembly on telework (Telework2001)

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106Siemens case: Knowledge sharing by vide<strong>on</strong>egotiati<strong>on</strong>Pasi Rajander, Siemens Companies, FinlandPrefaceThe objective <str<strong>on</strong>g>of</str<strong>on</strong>g> the PC-Video project carried out by Siemens Osakeyhtiö in Finland was toc<strong>on</strong>duct a feasibility study <str<strong>on</strong>g>of</str<strong>on</strong>g> how video negotiati<strong>on</strong> and pc-video negotiati<strong>on</strong> equipment could beused in the realizati<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g> <strong>telework</strong> and e-learning. In the following, I shall cover the findings <str<strong>on</strong>g>of</str<strong>on</strong>g> thisproject.Over 50% <str<strong>on</strong>g>of</str<strong>on</strong>g> the pers<strong>on</strong>nel <str<strong>on</strong>g>of</str<strong>on</strong>g> Siemens Osakeyhtiö have a <strong>telework</strong> c<strong>on</strong>tract <str<strong>on</strong>g>of</str<strong>on</strong>g> employment in force.Corporate business is divided into different business units and it is carried out in different places <str<strong>on</strong>g>of</str<strong>on</strong>g>business and subsidiaries in Finland and in the Baltic countries. The multinati<strong>on</strong>al organisati<strong>on</strong>alstructure presents a challenge for the flow <str<strong>on</strong>g>of</str<strong>on</strong>g> informati<strong>on</strong> both within the organisati<strong>on</strong> itself and inrelati<strong>on</strong> to its customers.Despite the technical background, the focus is <strong>on</strong> assessing work structures and the cooperati<strong>on</strong> <str<strong>on</strong>g>of</str<strong>on</strong>g>people, as well as surveying future possibilities.From Telework to e-WorkIn this c<strong>on</strong>text, <strong>telework</strong> is understood in its broadest sense. C<strong>on</strong>sequently, a more appropriate termfor what by traditi<strong>on</strong> has been called <strong>telework</strong> would be e-work. The changes that have taken placeregarding work and work structures have affected companies and their employees both in terms <str<strong>on</strong>g>of</str<strong>on</strong>g>the global market and globalisati<strong>on</strong> and mobility <strong>on</strong> a pers<strong>on</strong>al level, which has allowed work tobecome less tied to a specific time and place.When we talk about e-work, we talk about how to utilize new technology. However, it is <strong>on</strong>ly <strong>on</strong>easpect. Changing technology also changes the operati<strong>on</strong>al work, as well as the processes and themodes <str<strong>on</strong>g>of</str<strong>on</strong>g> acti<strong>on</strong>. When we think about e-work, words like networking, knowledge management,knowledge sharing, flexibility and mobility are the key words. One <str<strong>on</strong>g>of</str<strong>on</strong>g> the most important issues ishow to gain access to informati<strong>on</strong> regardless <str<strong>on</strong>g>of</str<strong>on</strong>g> time and place.

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