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We present an empirical study of an organization that has recently moved from traditional newspaper production towards cross-media production involving the integrated digital production of newspaper, television, radio and web-news. The paper focuses on the daily production rhythms of the media separately and of cross-media production. Since cross-media production is in the making, we study the instruments currently used for planning and coordination, and analyze them as seeds that will eventually make cross-media production happen. Time and timing are important in news production in general, and our analyses focus on the rhythm of the daily planning, coordination and production processes. Specifically, we analyze the temporal coordination of the activities in and around the Superdesk – the current center of coordination of the news organization, and of the persons who work specifically with planning and coordination. We demonstrate how the production rhythms of the individual media collide with that of cross-media, and how product lifecycle rhythms add to the list of causes of problems that may jeopardize cross-media production. We propose to strengthen planning and overview support elements of the Superdesk, and the main new coordinator role of the organization. We point out how the media rhythms of newspaper in particular must be backgrounded. To achieve cross-media production, the starting point must be to strengthening and developing further the cross-media rhythms, rather than supplementing individual media rhythms.

In this paper, we explore public administration as a site of use for Computer Supported Cooperative Work (CSCW) applications, and outline the particular opportunities and challenges that CSCW and public administration pose for each other. We argue that public administrations in modern democratic societies are in both their organizational structures and their activities subservient to legal and political norms in a way that is different from private organizations; therefore, public administration cannot slavishly emulate CSCW applications that have proven themselves in a private context. Public administrations have to assess forms of CSCW in the light of the normative structure that is specific for them. We argue that the introduction of CSCW will further the tendencies to bureaucratisation and skew power biases towards public administration and away from the citizen. We give evidence for this contention on the basis of a comparison of different national attempts to introduce CSCW in Social Security offices in the Netherlands, the United Kingdom and Sweden. Although each of these countries is inspired by different ideals about the relationship between state and citizen in the social security sector, the influence of CSCW in all three cases goes in the same direction.

The concept of awareness has become ofincreasing importance to both social andtechnical research in CSCW. The concept remainshowever relatively unexplored, and we stillhave little understanding of the ways in whichpeople produce and sustain `awareness' in andthrough social interaction with others. In thispaper, we focus on a particular aspect ofawareness, the ways in which participantsdesign activities to have others unobtrusivelynotice and discover, actions and events, whichmight otherwise pass unnoticed. We consider forexample how participants render visibleselective aspects of their activities, how theyencourage others to notice features of thelocal milieu, and how they encourage others tobecome sensitive to particular events. We drawexamples from different workplaces, primarilycentres of coordination; organisationalenvironments which rest upon the participants'abilities to delicately interweave a complexarray of highly contingent, yet interdependentactivities.

The purpose of this paper is to provide both application-oriented researchers and practitioners with detailed insights into conception, implementation, and utilization of intra-organizational wikis to support knowledge management and group work. Firstly, we report on three case studies and describe how wikis have been appropriated in the context of a concrete practice. Our study reveals that the wikis have been used as Knowledge Base, Encyclopedia and Support Base, respectively. We present the identified practices as a result of the wiki appropriation process and argue that due to their open and flexible nature these wikis have been appropriated according to the users’ needs. Our contribution helps to understand how platforms support working practices that have not been supported by groupware before, or at least not in the same way. Secondly, three detailed implementation reports uncover many aspects of wiki projects, e.g., different viewpoints of managers and users, an investigation of other sources containing business-relevant information, and perceived obstacles to wiki projects. In this context, our study generates a series of lessons learned for people who intend to implement wikis in their own organizations, including the awareness of usage potential, the need for additional managerial support, and clear communication strategies to promote wiki usage.

Working from vague client instructions, how do audio producers collaborate to diagnose what specifically is wrong with a piece of music, where the problem is and what to do about it? This paper presents a design ethnography that uncovers some of the ways in which two music producers co-ordinate their understanding of complex representations of pieces of music while working together in a studio. Our analysis shows that audio producers constantly make judgements based on audio and visual evidence while working with complex digital tools, which can lead to ambiguity in assessments of issues. We show how multimodal conduct guides the process of work and that complex media objects are integrated as elements of interaction by the music producers. The findings provide an understanding how people currently collaborate when producing audio, to support the design of better tools and systems for collaborative audio production in the future.

Case and knowledge management systems are spread at the frontline across public agencies. However, such systems are dedicated for the collaboration within the agency rather than for the face-to-face interaction with the clients. If used as a collaborative resource at the frontline, case and knowledge management systems might disturb the service provision by displaying unfiltered internal information, disclosing private data of other clients, or revealing the limits of frontline employees’ competence (if they cannot explain something) or their authority (if they cannot override something). Observation in the German Public Employment Agency shows that employment consultants make use of various coping strategies during face-to-face consultations to extend existing boundaries set by the case and knowledge management systems and by the rules considering their usage. The analysis of these coping strategies unveils the forces that shape the conduct of employment consultants during their contacts with clients: the consultants’ own understanding of work, the actual and the perceived needs of the clients, and the political mission as well as the internal rules of the employment agency. The findings form a twofold contribution: First, they contribute to the discourse on work in employment agencies by illustrating how the complexities of social welfare apparatus demonstrate themselves in singular behavioural patterns. Second, they contribute to the discourse on screen-level bureaucracy by depicting the consultants as active and conscious mediators rather than passive interfaces between the system and the client.

Are game and entertainment systems different than work-oriented systems? What drives the user's experience in a collaborative game? To answer these questions, we performed a participant-observation study of a combat MUD, a game similar to Dungeons and Dragons. Our interest is in how this social world is arranged and managed (rather than, for example, in how participants form or display individual identities). The study explores the social arrangements and activities that give meaning and structure to the participants. We found that conflict and cooperation were the dominant social activities on this MUD, much more so than sociability. The game's management played a critical function in maintaining and promoting these activities. Moreover, novelty and entertainment were important for the design of both the system features and the sociality itself.

This paper reports findings from an analysis of attitudes toward and use of active badges and associated applications in a large corporate research laboratory. The evidence will show that there were two distinct sets of views about active badges, leading one group within the institution to be strongly opposed to their introduction and use, and another very supportive. Analysis of these views will show that they were the manifestation of two different morally cohered communities. The demonstrable existence of these communities was in part achieved through and displayed by the avowal of these distinct sets of attitudes and views. Further, analysis of the particular communities will suggest that some of these views and attitudes had the character of being sacred or semi-sacred; in this sense they were beliefs. On the basis of these materials, the paper will conclude with discussion of how beliefs can form the bedrock of any and all communities, and how it is necessary to respect those beliefs if one wishes to introduce technologies to support group activities. Failure to do so can lead to the rejection of systems on grounds well removed from the purported purpose of those systems.