Paper Summary:

This paper explains that, when Web 2.0 technologies are analyzed in the context of Peter Drucker's' seven opportunities of innovation, the process needs are the most dominant in terms of explaining the effects of social networking and the growth of Software-as-a-Service (SaaS)-based software. The catalyst for these process innovations, the author points out, is the need for both individuals amongst themselves and in collaborating with organizations to have fewer constraints in communicating and accomplishing tasks. The paper demonstrates that the process need innovation of SaaS, which is build on the foundation of collaboration, is re-ordering the enterprise software landscape by changing significantly processes by which individuals and organizations interact with one another. Tables and figures are integrated into the text.

Table of Contents:
Introduction
Process Need Innovation and Social Networking
Table: Web 2.0 Applications
Figure: Web 2.0 Explained
Collaboration and Social Networking
An Example of how Software-as-a-Service (SaaS) Innovates Processes
Disruptive Innovation Factors by SaaS Approach
Table: Disruptive Innovation Factors by SaaS Approach
The Evolution of Software-as-a-Service (SaaS): A Timeline
Figure: Software-as-a-Service (SaaS) Timeline
Innovation from Process Needs Improvement
Critical Success Factors for Process Innovation Success in SaaS
Conclusion
Appendix
Figure: The Structure of the SaaS Platform
Figure: SaaS Disruptive Technology Framework
Figure: Gartner Hype Cycle for SaaS, 2006

From the Paper:

"The initially unforeseen collaborative and communicative benefits of SaaS which include being able to complete projects with team members located at widely divergent geographic areas, the development of new strategies and programs using insights from team members located on different continents, and the ability to share documents. Virtual teams have been made possible through the use of SaaS applications, sharing designs, drawings, and documents within secured interactive forums, all hosted on a SaaS platform."

Sample of Sources Used:

• Josh Bernoff, Charlene Li. 2008. Harnessing the Power of the Oh-So-Social Web. MIT Sloan Management Review 49, no. 3 (April 1): 36-42. http://www.proquest.com (accessed May 7, 2008).
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• Roxanne E Christ, Jeanne S Berges, Shannon C Trevino. 2007. Social Networking Sites: To Monitor or Not to Monitor Users and Their Content? Intellectual Property & Technology Law Journal 19, no. 7 (July 1): 13-17. http://www.proquest.com (accessed May 15, 2008).
• Clayton M Christensen, Stephen P Kaufman, Willy C Shih. 2008. Innovation Killers. Harvard Business Review: Special HBS Centennial Issue 86, no. 1 (January 1): 98-105. http://www.proquest.com (accessed May 2, 2008).
• Clayton M Christensen, Heiner Baumann, Rudy Ruggles, Thomas M Sadtler. 2006. Disruptive Innovation for Social Change. Harvard Business Review 84, no. 12 (December 1): 94-101. http://www.proquest.com (accessed May 12, 2008).

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