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3.1.7.3. Website & Intranet
Tools Integration (Technology)
The history of the LSE’s website and intranet is full of change and ups and downs mirroring the fast technology changes and practices in this emerging techno-sector. The site was started out of the Library website and for years the institutional site existed as a digital business card or global yellow page entry. However, individual academics increasingly began to set up autonomous personal or departmental pages resulting in a host of designs and functionality (navigation) with the varying quality you’d expect from non-techie contractors (mostly PhD students), who developed and maintained these mini-sites.
In 1999 the School had a professional designer develop one ‘corporate’ website design which was then gradually and ‘voluntarily’ forced upon the multitude of mini-sites that had emerged. Later a multi-stakeholder website steering group (which includes student representatives) was created, which from there on was responsible for approving changes and initiatives. This mandate has been substantially facilitated since a comprehensive Web Editors Handbook (LSE web 8) has been developed. It includes a set of policies as well as a collection of best practices putting forward standard solutions and practices for most use cases.
In this moment (2006), LSE is in the process of seriously professionalizing its website technology, by investing in a state of the art content management system. This move is logically complemented by a reorganization of the organizational practices – mirroring the director’s understanding of the website as a key marketing tool, planned to be reflected in a relocation of the website team’s organizational position moving it from a sub-unit of IT Services to become part of the Press and Public Relations department. Consistent with the culture at the LSE, the responsible party has to develop and present a viable business case to back up the investment in the CMS.
The intranet “LSE For You” offers a host of functionalities (mostly standard services like email and administrative matters), which are under the shared responsibility of Management Information Services, while responsibility for services and content lies with the provider (e.g. the Library). LSE’s internal portal is, at its core, an in-house programmed solution, which brings together many individual services (some self-developed, some standard products). There is talk about whether a plan (strategy) for the development of the portal is needed, but for now this project does not have a clear champion (LSE administration 44).
Current Practices (Use Cases)
From a knowledge entrepreneurship point of view the website serves as a blackboard on which opportunities for students and researchers are posted [i]. LSE’s departmental practice varies greatly regarding the granularity, quality and update frequency of the website. But generally the website is present in the minds of all departments and they do make sure that substantial changes are represented. On a personal level, academics are aware of the importance of their ‘virtual presence’. The LSE Experts directory, a service initiated by the LSE Press unit in order to promote external awareness of LSE staff, lists expertise and publication for each scholar, and is highly appreciated. The de-centralised responsibility for web content however still results in redundancy, or at least non-connectedness, as many departments maintain an additional space for personal presentation.
Upon its introduction “LSE For You” has triggered very positive (LSE multiple 45) as well as controversial reactions (LSE multiple 46). Some appreciate the facilitation of administrative matters, while others complain that it reduces the personal contact and thus coaching practices between student and professor.
While the Website Services Manager says he understands his role as “guardian of the medium” and to “set up channels” (LSE administration 47) for the academic community to take advantage of, internet development is still a centralized service used mostly to take care of administrative needs.
3.1.7.4. User Perception of IT Services
Students report extensive use of the internet for their learning and research activities (LSE students 48). They do however also complain about the distraction caused by the availability and sometimes active distraction by the internet and especially email. Asked about their perception of the VLE and the provision of internet based services by the university the participants of the focus group claimed to be satisfied, and they did not demand rapid expansion. The provision of the on campus laptop clinic was mentioned as very beneficial. This generally positive evaluation of course gives high marks to the LSE as its IT strategy defines the fulfilment of user needs as the main goal. Interestingly, some students mentioned that they will exploit the opportunity to copy the reading lists of all LSE courses they have access to in order to later have them as a highly trusted point of reference.
Scholars at the LSE also rate the IT services as satisfying (LSE multiple faculty 49) but have some chronic complaints (about e.g. limited email attachment size). Most feel that the administration is providing sufficient basic services, and if they want to experiment and expand upon that (as does the Information Systems department (LSE faculty 50)), they are happy to do that on their own.
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[i] And scholars present themselves as possible collaborators for people looking for the pursuit of knowledge opportunities.
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