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Information System Prosumption Development and Application in e-Learning
Abstract
In order to reduce risks and increase the speed of new information technology (IT) product or service development as well as to satisfy customers' demand, end users' involvement has become one of the most important issues. The chapter aims at the presentation of the user role in information system development and the activities of prosumers in e-learning. The first part of the chapter covers literature review referring to studies on end users' involvement in the information system (IS) development process. In the second part of the chapter the opportunities of prosumption development on the Internet are discussed. Particularly, the author focuses on e-learning purposes development and IT-supported communication among e-learners. The third part of the chapter covers a proposal of the architecture model as well as a discussion on methods of information system design for the prosumption development.
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This empirical study investigates the impact of customer partnering in new product development by comparing the performance of new products undertaken in partnerships versus those developed in-house. The results demonstrate that overall, partnership projects were no more successful than in-house projects. This surprising result was true regardless of the performance metric used. Not all new product development is improved by close cooperation with customers.
As many business processes are collaborative in nature, process leaders or process managers play a pivotal role designing collaboration processes for organization. To support the design task of creating a new collaborative business process, best practices or design patterns can be used as building blocks. For such purposes, a library of design patterns and guidelines would be useful, not only to capture the best practices for different activities in the process in a database, but to also offer the users of this database support in selecting and combining such patterns, and in creating the process design. This chapter describes the requirements for a tool for pattern based collaboration process design, specifically for design efforts following the Collaboration Engineering approach.
In a traditional business partnership, the partner companies are under contractual obligation to share data, information,
and knowledge through one or several information systems that the leading firm decides. In such a case, the issue of sharing
“whatever needs to be shared” is settled in contracts before any action is taken, however, also giving the implications that
sharing expertise becomes a heavy and time-consuming activity. In turn, it can be argued that the heavy administration affects
the lead time of product development negatively since the necessary input flows are delayed. In addition, the adaptation to
certain predefined collaborative information systems is both expensive and resource-consuming (e.g., educating staff to use
them). Also, the system might not be adaptable to the existing internal technology structure, causing a “translation” procedure,
again taking up resources. Another structure for collaboration is a network or alliance of independent partner companies.
One motivation for a network structure is that the partners can join or leave it more easily. A reason for joining and staying
is an implicit sense of knowledge sharing (Tomkins 2001) and access to a “win–win” environment. Furthermore, the partners
can be linked by information technology, i.e., forming a virtual structure rather than a physical one. The technologies provide
the channels with additional knowledge. In a best-case scenario, a company would get access to a wide range of useful competences,
and in a worst-case scenario the company would be drained of its core competences. Accordingly, at least two considerations
for joining a partner network can be considered. First, the resources needed to couple the technologies have to be reasonable,
due to the underpinning logic of going in and out of more than one network. Second, the company has to identify its knowledge
base and evaluate the prospective gains and losses of sharing its expertise.
The benefits of customer co-creation of value in the service context are well recognized. However, little is known about service
failures in a co-creation context and the consequent roles of both firms and customers in the advent of service recovery.
In conceptualizing a new construct, “customer participation in service recovery,” this study proposes a theoretical framework
that delineates the consequences of the construct and empirically tests the proposed framework using role-playing experiments.
The results indicate that, when customers participate in the service recovery process in self-service technology contexts,
they are more likely to report higher levels of role clarity, perceived value of future co-creation, satisfaction with the
service recovery, and intention to co-create value in the future. Theoretical and managerial implications of the findings
are discussed.
KeywordsCustomer participation-Service recovery-Services marketing-Co-creation-Service-dominant logic-S-D logic
This book aims at bridging the gap between the field of software engineering (SE) and Human Computer Interaction (HCI), and addresses the concerns of integrating usability and user centered systems design into the development process. This can be done by defining techniques, tools and practices that can fit into the entire software engineering lifecycle as well as by defining ways of addressing the knowledge and skills needed, and the attitudes and basic values that a user centered development methodology requires. This introductory chapter highlights the major challenges and obstacles in integrating usability and user-centered design techniques in the software engineering lifecycle. The discussion is centered on the following key issues:
When and how to involve users and user interface design specialists in the design and development process
Practical experiences of using usability engineering techniques and artefacts in the analysis, design and evaluation processes
Organizational obstacles to user-centered design
Role of the UCD facilitator and usability professionals in the development processes and teams
Communication problems that occur when usability experts with varied skills and expertise communicate with software and computer scientists
Leveraged by the advances in communication and information Technologies, producers and consumers are developing a new behavior.
Together with the new emerging collaborative manifestations this behavior may directly impact the way products are developed.
This powerful combination indicates that consumers will be involved in a very early stage in product development processes
supporting even more the creation and innovation of products. This new way of collaboration gives rise to a new collaborative
networked environment based on co-creation and co-innovation. This work will present some evolutionary steps that point to
the development of this environment where prosumer communities and virtual organizations interact and collaborate.
Strategic networks such as Collaborative Networked Organisations (CNOs) and Virtual Customer Communities (VCCs) show a high potential as drivers of value co-creation and collaborative innovation in today’s Networking Era. Both look at the network structures as a source of jointly value creation and open innovation through access to new skills, knowledge, markets and technologies by sharing risk and integrating complementary competencies. This collaborative endeavour has proven to be able
to enhance the adaptability and flexibility of CNOs and VCCs value creating systems in order to react in response to external drivers such as collaborative (business) opportunities. This paper presents a reference framework for creating interface networks, also known as ‘experience-centric networks’, as enablers for linking networked organisations and customer communities in order to support the establishment of user-driven and collaborative innovation networks.
PD is well established as an evolutionary way of developing computer-based systems [5]. This article tells the story of a participatory codevelopment project involving a commercial engineering team and an external customer. Codevelopment differs from PD because the users are not engaged in system design, The engineers develop the technology-but the users and engineers codevelop the change and extension of the users' work practice necessary to properly apply the system. Furthermore, in contrast to the published discussions of PD efforts, this project brings engineers employed in a large commercial technology company together with users and customers specifically to (a) evaluate this new technology and work practice and (b) explore market and product requirements. This collaboration is a new work experience for both parties. Codevelopment also differs from Joint Application Design [3], which is another information systems (IS) design method, because developing new technology with the users changes the engineers' work practices. Of course, introducing new technology to the users changes their work practices too. Work practice changes include the development of new skills as well as the formation of new relationships. In order to facilitate and support the learning of new work skills, engineers need to cultivate working relations with the users.
The concept of user-centred systems design (UCSD) has no agreed upon definition. Consequently, there is a great variety in the ways it is applied, which may lead to poor quality and poor usability in the resulting systems, as well as misconceptions about the effectiveness of UCSD. The purpose of this paper is to propose a definition of UCSD. We have identified 12 key principles for the adoption of a user-centred development process, principles that are based on existing theory, as well as research in and experiences from a large number of software development projects. The initial set of principles were applied and evaluated in a case study and modified accordingly. These principles can be used to communicate the nature of UCSD, evaluate a development process or develop systems development processes that support a user-centred approach. We also suggest activity lists and some tools for applying UCSD.
This Chapter presents the mapping of selected type 2 (life cycle) enterprise architectures and architecture frameworks onto the Generalised Enterprise Reference Architecture and Methodology (GERAM) framework. It covers aspects regarding the reference architectures (including life cycle / life history concepts and modelling frameworks) and associated modelling methodologies, languages and reference models where applicable. The Chapter builds on previous mapping efforts of established frameworks, giving a refined interpretation of those results. In addition, several emerging frameworks are also reviewed and mapped against the GERAM. Yes Yes
Recently, a "lead user" concept has been proposed for new product development in fields subject to rapid change (von Hippel [von Hippel, E. 1986. Lead users: A source of novel product concepts. Management Sci. 32 791--805.]). In this paper we integrate market research within this lead user methodology and report a test of it in the rapidly evolving field of computer-aided systems for the design of printed circuit boards (PC-CAD). In the test, lead users were successfully identified and proved to have unique and useful data regarding both new product needs and solutions responsive to those needs. New product concepts generated on the basis of lead user data were found to be strongly preferred by a representative sample of PC-CAD users. We discuss strengths and weaknesses of this first empirical test of the lead user methodology, and suggest directions for future research.
A flexible, model-driven approach for engineering web applications that succeeds through a focus on user interface design and usability is analyzed. The model-driven techniques work well for novel applications and integrate readily with lightweight or agile development processes under compressed development schedules. Usability and the user experience are emerging as critical determinants of success in web application. It is suggested that close coordination between user interface designers and programmers is essential, and programmers must be fully committed to the process.
In this chapter the open-source based collaboration model of Finnish Wikipedia is examined from the perspective of user culture, which is the fundamental basis of Wikipedia’s project management. The concept of user culture in a mediated collaboration project is introduced and the user culture of Finnish Wikipedia is analyzed in terms of this concept. Also the concept of user-system-relation is presented and the relation between users and the socio-technical system of Wikipedia is examined. This analysis considers the crucial factors in the process of building a trusting relation between the user and the Wikipedia system. From the perspective of user-system-relation, the relationship of trust between the user and the system is much more important than the trust relations between individual users. This article explains the role of user culture and user culture design in a collaborative Web community and considers the nature of a trusting user-system-relation. Examination of one functional example of open information management gives understanding of management tools for open peer-collaboration in general.
Driven by the need and desire to reduce costs, organizations are faced with a set of decisions that require analytical scrutiny. Enterprise Architecture A to Z: Frameworks, Business Process Modeling, SOA, and Infrastructure Technology examines cost-saving trends in architecture planning, administration, and management. To establish a framework for discussion, this book begins by evaluating the role of Enterprise Architecture Planning and Service-Oriented Architecture (SOA) modeling. It provides an extensive review of the most widely deployed architecture framework models. In particular, the book discusses The Open Group Architecture Framework (TOGAF) and the Zachman Architectural Framework (ZAF) in detail, as well as formal architecture standards and all four layers of these models: the business architecture, the information architecture, the solution architecture, and the technology architecture. The first part of the text focuses on the upper layers of the architecture framework, while the second part focuses on the technology architecture. In this second section, the author presents an assessment of storage technologies and networking and addresses regulatory and security issues. Additional coverage includes high-speed communication mechanisms such as Ethernet, WAN and Internet communication technologies, broadband communications, and chargeback models. Daniel Minoli has written a number of columns and books on the high-tech industry and has many years of technical hands-on and managerial experience at top financial companies and telecom/networking providers. He brings a wealth of knowledge and practical experience to these pages. By reviewing the strategies in this book, CIOs, CTOs, and senior managers are empowered by a set of progressive approaches to designing state-of-the-art IT data centers.
Twenty years after the first publications and books on enterprise architecture, the domain is evolving from a technology-driven towards a more business-driven approach, thus empowering decision makers to adapt and transform an enterprise in order to keep up with changing business needs. At the same time the discipline of enterprise architecting has matured, leading to a better understanding of the profession of an enterprise architect.
With this book, the authors aim to provide an overview of enterprise architecture including the process of creating, applying and maintaining it, thus taking into account the perspectives of CxOs, business managers, enterprise architects, solution architects, designers and engineers. They explore the results that are produced as part of an enterprise architecture, the process by which these are produced, and the role the architect plays in this process. As such, they do not describe a specific method for developing an enterprise (IT) architecture, nor do they define a specific modeling language for enterprise architecture, rather they offer the reader a fundamental way of thinking about enterprise architecture, which will enable him to select and apply the right approach, architecture framework and tools that meet the objective and context of the architecture work at hand. This approach is emphasized by discussion statements at the end of each chapter, sparking thoughts about benefits, shortcomings, and future research directions.
Covering both theoretical foundations and practical use, and written in close collaboration between industry professionals and academic lecturers, Enterprise Architecture thus offers an ideal introduction for students in areas like business information systems or management science, as well as guidance and background for professionals seeking a more thorough understanding of their field of work.
The media industry is in transition. While some changes are readily apparent, we have not even begun to understand the impact of others. The result is one of the most fascinating times in the history of media. As digital technologies accelerate the pace of change in all facets of our lives, researchers and practitioners are exploring its impact on traditional media and social interaction. Transitioned Media brings together leading academics and media industry executives to identify and analyze the most transformative trends and issues. Themes include the effect of digital technologies on consumer behavior, new approaches to advertising and branding, social networks, the blogosphere and impact of “citizen” journalism, music and intellectual property rights, digital cinema, and video games. Underlying the chapters is an economic perspective, with an emphasis on how new business models are being developed that take the social dimensions of digital technologies into account. The result is a unique perspective on the digital media landscape and the forces that will shape it in the future.
Today many companies are employing a user-centered design (UCD) process, but for most companies, usability begins and ends with the usability test. Although usability testing is a critical part of an effective user-centered life cycle, it is only one component of the UCD process. This book is focused on the requirements gathering stage, which often receives less attention than usability testing, but is equally as important. Understanding user requirements is critical to the development of a successful product. Understanding Your Users is an easy to read, easy to implement, how-to guide on usability in the real world. It focuses on the "user requirements gathering" stage of product development and it provides a variety of techniques, many of which may be new to usability professionals. For each technique, readers will learn how to prepare for and conduct the activity, as well as analyze and present the data all in a practical and hands-on way. In addition, each method presented provides different information about the user and their requirements (e.g., functional requirements, information architecture, task flows). The techniques can be used together to form a complete picture of the users requirements or they can be used separately to address specific product questions. These techniques have helped product teams understand the value of user requirements gathering by providing insight into how users work and what they need to be successful at their tasks. Case studies from industry-leading companies demonstrate each method in action. In addition, readers are provided with the foundation to conduct any usability activity (e.g., getting buy-in from management, legal and ethical considerations, setting up your facilities, recruiting, moderating activities) and to ensure the incorporation of the results into their products.
With the advent of the Web 2.0 technologies, web-based learning is shifting to new learning community driven requirements. While the success of web-based learning (still) requires a careful selection of appropriate communication/collaboration tools, the underlying software methodology is shifting from (passive) content consumption towards (active) content creation. Even more, the professionals’ socio-cultural background influences the attitude towards the collaberatively created learning contents. Thus, successful web-based learning community hosting for professionals depends on a comprehensive cross-media support such as capabilities to share drawings, animations, pictures, digital videos, texts etc. among users. In this paper, we present the “Learning As a Service” (LAS) framework. LAS is an approach supporting web-based learning for professionals on the Web 2.0. It employs advanced multimedia technologies in order to promote a wide range of web-based learning community information systems for interdisciplinary, intercultural as well as intergenerational learning. We present a set of services on the basis of LAS showing best practices for various application scenarios.
The past few years have seen the promise of online collaboration vastly augmented by developments in online technologies and emerging creative practices. Through our work with the Omnium Research Group, the authors argue that design should never be a solitary activity and benefits from many levels of collaboration - never more so than when dealing with complex issues facing today's world. The highly connected global society in which many of us now live frequently uses web-technologies to enhance nearly every facet of day-to-day life. The authors strongly believe that design education should not isolate itself from such communal and collaborative potential. This chapter explores what happens when online creative collaboration is applied to a real-world design project tackling critical health issues affecting local communities in Africa. It offers an account of the most recent, fully-online Creative Waves project - Visualising Issues in Pharmacy (VIP) that saw over 100 graphic designers join forces with a similar number of pharmacists from over 40 countries worldwide to produce graphic proposals for public awareness campaigns about six health issues seriously affecting the people of a village community in Kenya. The three-month VIP project is explained in relation to its aims, objectives and graphic outcomes, as well as the online environment in which it took place. Creative Waves is a concept created in 2005 by the Omnium Research Group, based at The University of New South Wales in Australia, to form online communities of design students from many institutions around the globe. Consisting an array of enthusiastic students, teaching staff, professional practitioners and luminaries invited as special guests, these online creative communities have proved that amazing results can be produced through careful facilitation between distanced individuals who will most likely never meet. The Creative Waves concept has to date been offered twice in collaboration with Icograda and the Icograda Education Network.
Praise for Collaboration and Co-Creation "In today's customer-empowered world, collaboration and co-creation competencies are critical to the future growth of a company-Gaurav Bhalla offers a concrete framework and specific examples that managers can use to implement value co-creation programs with their customers. A must-read for companies not wishing to get left behind!" -Vijay Govindarajan, Earl C. Daum 1924 Professor of International Business, Tuck School of Business, Dartmouth College "Collaboration and co-creation is the sweet spot for rethinking how companies should practice marketing and innovation-Gaurav Bhalla's book is very timely, and offers readers an effective way for building businesses around customers." -Nicolas Mirzayantz, Group President, Fragrances, International Flavors and Fragrances "Companies can't afford to fake it. Customer-driven innovation has moved from the edge to become a core business practice. Gaurav Bhalla helps you understand what it takes to make this shift, and not a moment too soon." -John Hagel III, Co-Chairman, Deloitte Center for the Edge, and co-author, The Power of Pull "If running your business seems more difficult lately, reading this book will help you understand why. It will also provide insights into how collaboration and co-creation can improve your company's performance." -Vince Barabba, Author, Meeting of the Minds, and Founder and Chairman, Market Insight Corporation "Gaurav Bhalla is after big game: how the world's leading institutions are connecting and collaborating with their most important asset - their customers - in novel and important ways-This book is an important one to read for any marketing, market research, or product innovation professional." -Steve Howe, CEO, Passenger "Based on my research it is clear that user co-creation is a strong driver for transforming the marketing and innovation programs of those companies that dare to listen and respond. Gaurav Bhalla provides a solid framework to guide this process and a rich set of case stories to explain why and how." -Jacob Buur, Professor of Participatory Innovation, Research Director of SPIRE, University of Southern Denmark. © Springer Science+Business Media, LLC 2011. All rights reserved.
This chapter examines current research on online learning communities (OLCs), with the aim of identifying user-centered design (UCD) principles critical to the emergence and sustainability of distributed communities of practice (DCoPs), a kind of OLC. This research synthesis is motivated by the authors' involvement in constructing a DCoP dedicated to improving awareness, research, and sharing data and knowledge in the field of governance and international development. It argues that the sociotechnical research program offers useable insights on questions of constructability. Its attention in particular to participatory design and human-computer interaction are germane to designing user-centered online learning communities. Aside from these insights, research has yet to probe in any systematic fashion the factors affecting the performance and sustainability of DCoP. The chapter concludes with a discussion of UCD principles for online learning community to support the construction and deployment of online learning communities.
Meet the Deckers — John Decker Jr., his younger brothers Josh and Tyler, his sister Tessa, and his parents Donna and John
Decker Sr. For the past 20 years, the Deckers’ lives have had a singular focus, how best to cope with and conquer Wiskott-Aldrich
syndrome (WAS), a primary immunodeficiency disease involving both T- and B-lymphocytes. Their story and experiences in these
past 20 years are also a microcosm of the principal themes of this book.
New service development relies on the complex task of understanding and anticipating latent customer needs. To facilitate proactive learning about the customer, recent findings stress customer involvement in the development process and observations of customers in real action. This paper draws on theory from market and learning orientation in conjunction with a service-centered model, and reviews the literature on customer involvement in innovation. A field experiment was conducted in Sweden with end-user mobile phone services. The design departures from the nature of service that precepts value-in-use and by borrowing from relevant techniques within product innovation that supports learning in customer co-creation. The experiment reveals that the consumers' service ideas are found to be more innovative, in terms of originality and user value, than those of professional service developers.
Major business trends such as deregulation, globalization, technological convergence, and the rapid evolution of the Internet have transformed the roles that companies play in their dealings with other companies. Business practitioners and scholars talk about alliances, networks, and collaboration among companies. But managers and researchers have largely ignored the agent that is most dramatically transforming the industrial system as we know it: the consumer. In a market in which technology enabled consumers can now engage themselves in an active dialogue with manufacturers-a dialogue that customers can control - companies have to recognize that the customer is becoming a partner in creating value. In this article, authors C.K. Prahalad and Venkatram Ramaswamy demonstrate how the shifting role of the consumer affects the notion of it company's core competencies. Where previously, businesses learned to draw on the competencies and resources of their business partners and suppliers to compete effectively, they must now include consumers as part of the extended enterprise, the authors say. Harnessing those customer competencies won't be easy. At a minimum, managers must come to grips with four fundamental realities in co-opting customer competence: they have to engage their customers in an active, explicit, and ongoing dialogue; mobilize communities of customers; manage customer diversity; and engage customers in cocreating personalized experiences. Companies will also need to revise some of the traditional mechanisms of the marketplace - pricing and billing systems, for instance-to account for their customers' new role.
I anatomize a successful open-source project, fetchmail, that was run as a deliberate test of some theories about software engineering suggested by the history of Linux. I discuss these theories in terms of two fundamentally different development styles, the "cathedral" model, representing most of the commercial world, versus the "bazaar" model of the Linux world. I show that these models derive from opposing assumptions about the nature of the software-debugging task. I then make a sustained argument from the Linux experience for the proposition that "Given enough eyeballs, all bugs are shallow," suggest productive analogies with other self-correcting systems of selfish agents, and conclude with some exploration of the implications of this insight for the future of software.
Shared knowledge construction aims at supporting the creation and gathering of new knowledge. It relies on tools for computer-mediated interaction. The design and development of these tools is difficult, as not only the interaction of one user with the tool but also the interaction among the users themselves has to be taken into account. For designing and developing successful tools, it is crucial to involve end-users in the development process and to create shared understanding of the requirements as well as the solutions among the end-users and developers. In this chapter, the author analyzes the problems when developing tools for computer-mediated interaction in general and present a novel pattern-based approach for supporting developers as well as integrating end-users in the development process. The author shows the applicability of this approach by introducing tools for shared knowledge construction and describing their pattern-based design. The author concludes by giving an outlook on future research directions.
Examines the differences in internal and external inputs to the new
service development process for two innovations within the same firm.
The differences are explored for the most versus least successful
innovations. The article is an extension of earlier work on services
innovation that compared successful firms to unsuccessful firms. Here
the focus shifts from the firm to the individual innovations.
Significant differences were found in the innovation level of success
within the same firm for input by senior management; input by customer
contact and non-contact personnel; direct input from customers
themselves; and in the amount of information used about that customer at
three major stages of the development process.
Accurate marketing research depends on accurate user judgments regarding their needs. However, for very novel products or in product categories characterized by rapid change—such as “high technology” products—most potential users will not have the real-world experience needed to problem solve and provide accurate data to inquiring market researchers. In this paper I explore the problem and propose a solution: Marketing research analyses which focus on what I term the “lead users” of a product or process.
Lead users are users whose present strong needs will become general in a marketplace months or years in the future. Since lead users are familiar with conditions which lie in the future for most others, they can serve as a need-forecasting laboratory for marketing research. Moreover, since lead users often attempt to fill the need they experience, they can provide new product concept and design data as well.
In this paper I explore how lead users can be systematically identified, and how lead user perceptions and preferences can be incorporated into industrial and consumer marketing research analyses of emerging needs for new products, processes and services.
One important aspect in the service-dominant logic in marketing is the role of customers as co-creators of value. This role typically involves producing products for own consumption, i.e. what Toffler referred to as “prosumption.” This study Explores the motivational mechanisms underlying people’s prosumption propensity. A theoretical framework that incorporates ideas from value research and attitude theory, specifically the “theory of trying” (Bagozzi and Warshaw in Journal of Consumer Research 17:127–140, 1990), is developed and tested in the empirical context of food prosumption. The results based on a survey of 380 households show that global values influence domain-specific values in food prosumption, and domain-specific values then affect attitudes, self-efficacy, and on-going behavior before ultimately shaping intentions to engage in prosumption in the future.
Requirements engineering is the first and the most critical step in software development. One of the basic questions in requirements
engineering is how to find out what customers and users really need. In addition, user needs must be expressed by structured,
formal user requirements. Use cases are often seen as supporting the process of capturing requirements from the user’s point
of view. In addition, there is increasing evidence that involving users as the main source of information in requirements
engineering is a vital prerequisite in successful projects. The human-computer interaction community has developed a variety
of methods for understanding the context of use and eliciting user needs directly from the users themselves. The challenge
has been to bridge the gap between informal user need descriptions and formal user requirements. This chapter presents an
approach that shows how user-centered requirements analysis can be effectively integrated to use case-driven requirements
engineering. Firstly, user needs are gathered directly from users using semi-structured, small-scale field studies. Secondly,
the results are summarized in user need tables to ease their utilization and their linking to use case descriptions. Thirdly,
the user need tables are transformed into use case descriptions. The approach has been validated by several industrial cases
in real development contexts.
Research and development are subject to different location drivers. The analysis of 1021 R&D units, each distinguished by its main orientation towards either research or development work, reveals that research is concentrated in only five regions worldwide, while development is more globally dispersed.Our research is based on 290 research interviews and database research in 81 technology-intensive multinational companies. We identify two principal location rationales—access to markets and access to science—as the principal determinants for four trends that lead to four archetypes of R&D internationalization: ‘national treasure’, ‘market-driven’, ‘technology-driven’, and ‘global’. Their organizational evolution is characterized by four trends. The model is illustrated with short cases of international R&D organization at Kubota, Schindler, Xerox, and Glaxo-Wellcome.Differences in R&D internationalization drivers lead to a separation of individual R&D units by geography and organization. Current belief is to integrate R&D processes; separation seems to contradict this trend. We argue that this need not be the case, for there are good reasons to maintain some independence between research and development.
Computer platforms provide an integrated architecture of hardware and software standards as a basis for developing complementary assets. The most successful platforms were owned by proprietary sponsors that controlled platform evolution and appropriated associated rewards.Responding to the Internet and open source systems, three traditional vendors of proprietary platforms experimented with hybrid strategies which attempted to combine the advantages of open source software while retaining control and differentiation. Such hybrid standards strategies reflect the competing imperatives for adoption and appropriability, and suggest the conditions under which such strategies may be preferable to either the purely open or purely proprietary alternatives.
In this paper we model the pathways commonly traversed as user innovations are transformed into commercial products. First, one or more users recognize a new set of design possibilities and begin to innovate. They then join into communities, motivated by the increased efficiency of collective innovation. User-manufacturers then emerge, using high-variable/low-capital cost production methods. Finally, as user innovation slows, the market stabilizes enough for high-capital, low-variable cost manufacturing to enter. We test the model against the history of the rodeo kayak industry and find it supported. We discuss implications for “dominant design” theory and for innovation practice.
Communities of Practice (CoP) are organic entities, which evolve as a result of the passion for the domain by its members.
CoP present opportunities for social learning and supporting distance learning programs.
But, What Is Social Learning?
Simply, learning is the process of moving from not knowing to knowing. The ‘social’ aspect of the learning relies upon human
interaction. Therefore, social learning is constructed from conversations and participation within a CoP. It is about ‘how’
members learn, rather than the content or ‘what’ they learn. This is in contrast to the Cartesian vision of learning, which
proposes, “I think, therefore I am”. Social Learning puts forward the alternative “We participate, therefore we are” (Seely
Brown and Alder, 2008).
How Do CoP Support Social Learning?
CoP support social learning through an apprenticeship model. Members take on simple tasks under the guidance of the community,
they then progress to more demanding tasks as confidence, skills and knowledge improve. The CoP supports the apprentice by
interacting regularly, sharing tales and experiences. Social Learning within a community is ‘learning about a subject’ as
well as ‘learning to be a full participant’. The shared passion and the interaction engages the learner and enables them to
acquire deep knowledge about a subject and the ability to participate in the community through productive enquiry and social
interaction.
In times of increasing uncertainty and turbulence in the business environment, the concept of agility has become a new guiding
principle for the change and development of enterprises. Agile business requires agile information systems and this have consequences
on how the systems should interoperate. This paper describes and analyzes the impact of information systems interoperability
strategies on business agility. Three interoperability strategies are identified; unification, intersection and interlinking.
Cases from Swedish Health Care are used to demonstrate the application of the strategies. The conclusion is that the choice
of interoperability strategy has significant impact on business agility and should therefore be analyzed and evaluated carefully.
If the wrong strategy is chosen, there is a considerable risk for misalignment and expensive consequences. The challenge is
to create architectural solutions for interoperability that are in harmony with the demands of the business, both in a short
term and a long term perspective.
For you as an IT manager, changes in business models and fast-paced innovation and product lifecycles pose a big challenge: you are required to anticipate the impact of future changes, and to make rapid decisions backed up by solid facts. To be successful you need an overall perspective of how business and IT interact. What you need is a toolkit, enabling you to manage the enterprise from a helicopter viewpoint while at the same time accommodating quite detailed aspects of processes, organization, and software lifecycles. Strategic IT management embraces all the processes required to analyze and document an enterprise's IT landscape. Based on the experience of many projects and long discussions with both customers and academic researchers, Inge Hanschke provides you with a comprehensive and practical toolkit for the strategic management of your IT landscape. She takes a holistic view on the management process and gives guidelines on how to establish, roll out, and maintain an enterprise IT landscape effectively. She shows you how to do it right first time - because often enough there's no second chance. She tells you how to tidy up a IT patchworks - the first step towards strategic management - and she gives you advice on how to implement changes and maintain the landscape over time. The book's structure reflects the patterns that exist in strategic IT management from strategic planning to actual implementation. The presentation uses many checklists, guidelines, and illustrations, which will help you to immediately apply the content. So, if you are a CIO, an IT manager, a business manager, or an IT consultant, this is the book from which you'll benefit in most daily work situations. © Springer-Verlag Berlin Heidelberg 2010. All rights are reserved.
There is a new wave of business communication tools including blogs, wikis and group messaging software - which the author has dubbed, collectively, Enterprise 2.0 - that allow for more spontaneous, knowledge-based collaboration. These new tools, the author contends, may well supplant other communication and knowledge management systems with their superior ability to capture tacit knowledge, best practices and relevant experiences from throughout a company and make them readily available to more users. This article offers a paradigm that highlights the salient characteristics of these new technologies, which the author refers to as SLATES (search, links, authoring, tags, extensions, signals). The resulting organizational communication patterns can lead to highly productive and highly collaborative environments by making both the practices of knowledge work and its outputs more visible. Drawing on case studies and survey data, the article offers managers a set of ground rules for implementing the new technologies. First, it is necessary to create a receptive culture in order to prepare the way for new practices. Second, a common platform must be created to allow for a collaboration infrastructure. Third, an informal rollout of the technologies may be preferred to a more formal procedural change. And fourth, managerial support and leadership is crucial. Even when implanted and implemented well, these new technologies will certainly bring with them new challenges. These tools may well reduce management's ability to exert unilateral control and to express some level of negativity. Whether a company's leaders really want this to happen and will be able to resist the temptation to silence dissent is an open question. Leaders will have to play a delicate role if they want Enterprise 2.0 technologies to succeed.
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