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Part 3: Collaborative Networks and Project Management; International audience; Enterprises integrate social networking within their information systems to enhance collegiality, situational awareness, coordination and collaboration amongst their members. Social networking features can be seen in traditional systems such as the online profile, calendar, dashboard, auto-reply and status. More specialised systems enable bespoke features to declare and share and retrieve current and past engagements, team memberships, allocated tasks and priorities. Such social transparency is typically voluntary and not strictly enshrined by organisational governance and norms. Despite its positive connotations, negative consequences such as information overload, social loafing and undesired pressure can be a result of it. We conducted a multistage qualitative study, including focus groups, interviews and observations, to conceptualise online social transparency and explore the risks that stem from its unmanaged implementation. Our research aims to provide the first step towards a systematic method for risk identification and mitigation around online social transparency.

Gamification in businesses refers to the use of technology-assisted\ud solutions to boost or change staff attitude, perception and behaviour, in relation\ud to certain business goals and tasks, individually or collectively. Previous research\ud indicated that gamification techniques can introduce risks to the business\ud environment, and not only fail to make a positive change, but also raise concerns\ud in relation to ethics, quality of work, and well-being at a workplace. Although\ud the problem is already recognised in principle, there is still a need to\ud clarify and concretise those risks, their factors and their relation to the gamification\ud dynamics and mechanics. To address this, we conducted multi-staged empirical\ud research, including two months’ observation and interview study, in two\ud large-scale businesses using gamification in their workplace. In this paper, we\ud focus on gamification risks related to teamwork within the enterprise. We outline\ud various risk mitigation strategies and map them to primary types of gamification\ud risks. By accomplishing such conceptualisation, we pave the way towards\ud methods to model, detect and predict gamification risks on teamwork and\ud recommend and design practices and strategies to tackle them.

Part 5: Aquiring User Information; International audience; Most enterprises operate within a complex and ever-changing context. To ensure that requirements keep pace with changing context, users’ feedback is advocated to ensure that the requirements knowledge is refreshed and reflects the degree to which the system meets its design objectives. The traditional approach to users’ feedback, which is based on data mining and text analysis, is often limited, partly due to the ad-hoc nature of users’ feedback and, also, the methods used to acquire it. To maximize the expressiveness of users’ feedback and still be able to efficiently analyse it, we propose that feedback acquisition should be designed with that goal in mind. This paper contributes to that aim by presenting an empirical study that investigates users’ perspectives on feedback constituents and how they could be structured. This will provide a baseline for modelling and customizing feedback for enterprise systems in order to maintain and evolve their requirements.

International audience; Gamification is an emerging technique which utilises the “fun theory” mainly to motivate people to change their perception and attitude towards certain subjects. Within enterprises, gamification is used to motivate employees to do their tasks more efficiently and perhaps more enjoyably and sometimes to increase their feeling of being members of the enterprise as a community. While the literature has often emphasised the positive side of gamification, mainly from economic and business perspectives, little emphasis has been paid to the ethical use of gamification within enterprises. In this paper we report an empirical research to explore the ethical aspects of using gamification. We follow a mixed methods approach involving participants who are gamification experts, employees and managers. Our findings show that, for gamification, there is a fine line between being a positive tool to motivate employees and being a source of tension and pressure which could then affect the social and mental well-being within the workplace. This paper will evaluate that dual effect and clarify that fine line.

International audience; Empirical software engineering has leveraged open software repositories to profile and categorize project contributors. The objective of our work is to conduct a similar but original study, focused on architectural contributions, to evaluate the profiles of contributors playing this specific development role and their evolution over time. This paper presents an approach to study a first kind of architectural contributions: deployment descriptors that define runtime architectures of applications. A categorization model is proposed, reflecting the importance of contributions based on data mined from code repositories (contents, timestamps, authors, etc.). Then, it groups contributors in several categories (profiles) and studies their evolution in projects over time. A case study is conducted on a selected long-life, quality project. It shows that the specific architectural development responsibility we measure is chosen and sustained by experienced and committed contributors. As a proof of concept, these results are very promising and will lead to broader scale studies in order to classify projects based on their management policies regarding architectural contributors.