...INTRODUCTION The media trend that is on the tip of everyone's tongue these days: Social Media. It is the hot topic that has people, organizations and businesses divided on its suitability in their marketing plan. Some businesses are being built by using social media. It has given way to the media darlings who built an immediate territory by having a lump of friends on Facebook, tweeting until their thumbs wore blisters and blogging until their eyes fell out. But what is Social Media? Social media is a new practice of networking that permits any individual to become a source of information via new technologies that do not need any preceding experience. Social media permits the audience to be the authors and vice versa. Not only does it allow the audience to become involved, it is an essential part of the involvement. Social media booms on social exchanges from the audience, i.e. - commenting on someone's Facebook status or blog posting, tweeting a disproof to someone's tweet or rating a YouTube video. The whole experience is broad and this is exactly why the medium has caught fire. Anyone can do it and do it for essentially free, as long as they have an internet connection and computer. Popular sites include Facebook, YouTube. Twitter, LinkedIn and many others. These sites all permit users to post information that can then be commented on, followed or possessed by bigger social individuals and peers. Many businesses are exploiting on its use to target market demographic sets...
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...Web 2.0 Use and Knowledge Transfer: How Social Media Technologies Can Lead to Organizational Innovation Namjoo Choi1, Kuang-Yuan Huang2 Aaron Palmer1 and Lenore Horowitz3 1 School of Library and Information Science, College of Communication and Information, University of Kentucky, Lexington, KY, USA 2 Desautels Faculty of Management, McGill University, Montreal, QC, Canada 3 Department of Mathematics, Science and Technology, Schenectady County Community College, Schenectady, NY, USA namjoo.choi@uky.edu kh799292@albany.edu aaron.palmer@uky.edu horowilg@sunysccc.edu Abstract: The concept of Web 2.0 has gained widespread prominence in recent years. The use of Web 2.0 applications on an individual level is currently extensive, and such applications have begun to be implemented by organizations in hopes of boosting collaboration and driving innovation. Despite this growing trend, only a small number of theoretical perspectives are available in the literature that discuss how such applications could be utilized to assist in innovation. In this paper, we propose a theoretical model explicating this phenomenon. We argue that organizational Web 2.0 use fosters the emergence and enhancement of informal networks, weak ties, boundary spanners, organizational absorptive capacity, which are reflected in three dimensions of social capital, structural, relational, and cognitive. The generation of social capital enables organizational knowledge transfer, which in turn leads...
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...common industry ambition. Its creation was initiated by the ARTEMIS ITEA Cooperation Committee (AICC). The main goal of this update of the ITEA-ARTEMIS high-level vision 2030, version 2012 is to add a quantitative description of the impact of software innovation on revenues and labour. There are also other aspects of the impact of software innovation, like eco-systems, community building and standardisation. However these are not the focus of this year’s update. Disclaimer The trends and predictions presented in this document are based on publicly available sources. We rely on these sources, without independent verification of the information presented. The nature of this document is for a large part rather a compilation of existing material, than a reinvention of insights. The statements made by Roland Berger Strategy Consultants are based on assumptions held to be accurate on the basis of the information available. However, Roland Berger Strategy Consultants assume no liability for the correctness of the assumptions made herein. 1 Compared to the ITEA-ARTEMIS high-level vision 2030, version 2012 7 Contents Executive summary Chapter 1 - Seven areas of major change Chapter 2 - The need for research and innovation in Digital Technology Chapter 3 - Economic dimension of Digital Technology Chapter 4 - One...
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...importance of knowledge management (KM) and are gradually directing their efforts on practices to nurture the creation, sharing and integration of knowledge management and economic development as a solution to the world`s social problems. King (2009:p4), defines Knowledge management as the planning, organizing, motivating, and controlling of people, processes and systems in any organisation (private and public) to ensure that assets that are associated with knowledge are improved and effectively employed. King (2009; p4) further explains that an effective Knowledge management process must at least encompass knowledge acquisition, creation, refinement, storage, transfer, sharing, and application. Economic development strategy is defined as a cooperative effort of businesses, civic organisations and the public or government to map out economic projects and goals that will strengthen the economic growth of a country. Economic development strategy analyses the local and regional economy and serves as a guide for establishing local and regional plan of action and identifying investment priorities and funding sources. South Africa is a constitutional democracy with a three-tier system of government and a liberated judiciary. The national, provincial and local levels of government all requires legislative and executive authorities in their own spheres, and are defined in the Constitution as distinctive, interdependent and interrelated. However, in terms of information and knowledge management...
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...Knowledge Management and Organizational Learning William R. King Katz Graduate School of Business, University of Pittsburgh wking115@yahoo.com For centuries, scientists, philosophers and intelligent laymen have been concerned about creating, acquiring, and communicating knowledge and improving the re-utilization of knowledge. However, it is only in the last 15–20 years or so that a distinct field called “knowledge management” (KM) has emerged. KM is based on the premise that, just as human beings are unable to draw on the full potential of their brains, organizations are generally not able to fully utilize the knowledge that they possess. Through KM, organizations seek to acquire or create potentially useful knowledge and to make it available to those who can use it at a time and place that is appropriate for them to achieve maximum effective usage in order to positively influence organizational performance. It is generally believed that if an organization can increase its effective knowledge utilization by only a small percentage, great benefits will result. Organizational learning (OL) is complementary to KM. An early view of OL was “encoding inferences from history into routines that guide behavior” (Levitt and March, 1988, p. 319). So, OL has to do with embedding what has been learned into the fabric of the organization. 1 The Basics of Knowledge Management and Organizational Learning To understand KM and OL, one must understand knowledge, KM...
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...maneuvered around instead of claiming outright. That field was hegemonic in his time and is considerably hegemonic still – the discipline of economics. Parsons, therefore, made overt signals to his colleagues in the Economics Department at Harvard alerting them to his ambitious plans and assuring them that he had no designs on their terrain (see Camic 1987). Basically, Parsons made a pact: in my gloss – you, economists, study value; we, the sociologists, will study values. You will have claim on the economy; we will stake our claim on the social relations in which economies are embedded. What have been the effects of Parsons’ Pact? First, by limiting its range, this jurisdictional division of the social sciences placed constraints on sociology. But those constraints were enabling constraints: by delimiting a legitimate object of study – society, though not the economy – it ensured that the discipline would flourish in the great postwar expansion of the social sciences. Parsons’ Pact also had another effect, for it specifically established the conditions for economic sociology. Recall the terms: economists study value, economic...
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...embedding Sustainability in Organizations: The role of HRM and Leadership INTRODUCTION In the last decade, the importance of sustainability in any part of business in any industry has increased. Sustainability needs to move from being an add-on to a way of life at the firm such that companies can balance their social, financial and environmental risks and obligations. While companies have begun identifying the need to ingrain sustainability into the organisation, most business leaders still do not have a clear idea on how to go about doing so. THE CULTURE OF SUSTAINABILITY When talking about sustainability in business we mean managing the ‘triple bottom line’ such that decision making takes into account not only profits but also people and the planet along with social and environmental risks and obligations. In this sense, corporate reporting takes into account the environmental and social impact of the firms operations. But a culture of sustainability is more than just the corporate report and the face value of the initiative. It is one in which all the members of the organization share the spirit and the passion for the cause of balancing profitability with environmental accountability and social well being. Such a culture constantly strives to improve the lives of stakeholders while successfully carrying out its operations over the long term. WHAT DIFFERENTIATES SUSTAINABILITY FROM OTHER INITIATIVES? Most organizational change initiatives are largely confined to the boundaries...
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...Akkad Social CRM How Companies Can Link into the Social Web of Consumers Contact Information Beirut Ramez Shehadi Partner +961-1-336433 ramez.shehadi@booz.com Raymond Khoury Principal +961-1-336433 raymond.khoury@booz.com Berlin Dr. Florian Gröne Senior Associate +49-30-88705-844 florian.groene@booz.com Canberra David Batrouney Principal +61-2-6279-1235 david.batrouney@booz.com Chicago Eduardo Alvarez Partner +1-312-578-4774 eduardo.alvarez@booz.com Mike Cooke Partner +1-312-578-4639 mike.cooke@booz.com Delhi Suvojoy Sengupta Partner +44-20-7393-3314 suvojoy.sengupta@booz.com Dubai Fares Akkad Senior Associate +971-4-390-0260 fares.akkad@booz.com Rami Yazbek Associate +971-4-390-0260 rami.yazbek@booz.com Frankfurt Stefan Stroh Partner +49-69-97167-423 stefan.stroh@booz.com Olaf Acker Partner +49-69-97167-453 olaf.acker@booz.com London Hugo Trépant Partner +44-20-7393-3230 hugo.trepant@booz.com Rami Mourtada Principal +44-20-7393-3444 rami.mourtada@booz.com Saibal Chakraborty Senior Associate +44-20-7393-3540 saibal.chakraborty@booz.com Milan Enrico Strada Partner +39-02-72-50-93-00 enrico.strada@booz.com New York Jeffrey Tucker Partner +1-212-551-6653 jeffrey.tucker@booz.com São Paulo Jorge Lionel Principal +55-11-5501-6200 jorge.lionel@booz.com Shanghai Andrew Cainey Partner +86-21-2327-9800 andrew.cainey@booz.com Sydney Peter Burns Partner +61-2-9321-1974 peter.burns@booz.com Ramez Shehadi and Florian Poetscher also contributed to this Perspective. Booz & Company EXECUTIVE...
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... Benefits to business 4 Initial approach 5 High-level solution 5 Milestone 2 5 Technology solutions 5 Business practice solutions 6 Web Portal construction 8 Milestone 3 8 Sustainable Supply Chain Management System 8 Conclusions and recommendations 10 Implementation plan 11 Project summary 11 References 12 Introduction Purpose The purpose of this project is to create a technology portal for business leaders, policy makers and public awareness groups to interact, discuss, share ideas, strategies, and progress being made toward corporate sustainability and social responsibility. Definition Corporate Social Responsibility (CSR) refers to a business methodology where companies are accountable for the economic, ecologic and social impact of their business processes, and endeavor to incorporate sustainable best practices with their business model as a means to gain competitive advantage and preserve profitability. Business Problem Many business leaders understand the social and environmental benefits of operating in a socially conscience manner, but few envision the true economic value in integrating CSR with their business model. Executives often view the introduction of sustainability in the business process as an additional operating expense,...
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...MASTER OF TECHNOLOGY ADVANCED ELECTIVES SELECTION For Semester II 2014/2015 ATA/SE-DIP/TS-11/V1.34 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics Table of Contents. MTECH ADVANCED ELECTIVES 1. INTRODUCTION. 1.1 Overview. 1.2 Courses. 1.3 Assessment. 1.4 Elective Selection Process. 2 2 2 2 3 3 2. SCHEDULE FOR ADVANCED ELECTIVES OFFERED DURING SEMESTER II 2014/2015. 2.1 MTech SE and KE Students. 2.2 MTech EBAC Students. 5 5 9 3. CURRICULUM. 12 4. DESCRIPTION OF COURSES. 4.1 Department of Electrical & Computer Engineering. 4.2 School of Computing. 4.3 Institute of Systems Science. 4.4 Department of Industrial & Systems Engineering. 4.5 Division of Engineering & Technology Management. 12 15 23 31 32 34 ATA/SE-DIP/TS-11/V1.34 page 1 of 35 Master of Technology in Software /Knowledge Engineering and Enterprise Business Analytics MASTER OF TECHNOLOGY Advanced Electives 1. INTRODUCTION 1.1 Overview All students that expect to have passed four core courses and eight basic electives after completing the scheduled examinations in November, and also have or expect to pass their project/internship, will be entitled to commence their Advanced Electives in NUS Semester II 2014/2015, which starts on 12 January 2015. However, it should be noted that a student’s registration for the Advanced Electives will be withdrawn if they either: 1. 2. 3. 4. 5. Fail any elective examination in November. Do not successfully...
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...Tourism Management 31 (2010) 1–12 Contents lists available at ScienceDirect Tourism Management journal homepage: www.elsevier.com/locate/tourman Progress in Tourism Management A review of innovation research in tourism Anne-Mette Hjalager University of Southern Denmark, Niels Bohrsvej 9-10, DK-6700 Esbjerg, Denmark a r t i c l e i n f o Article history: Received 27 January 2009 Accepted 31 August 2009 Keywords: Innovation Innovation systems Knowledge Clusters Policy a b s t r a c t Over the past two decades, there has been increasing focus on the topic of innovation in tourism. This article reviews the research contributions. Various categories of innovation – product, process, managerial, marketing and institutional – are addressed. Important determinants of innovation are acknowledged, including the role of entrepreneurship, technology push and the existence of territorial industry clusters. Representation of knowledge is also identified as a critical factor for both the occurrence and nature of innovations. The review reveals that there is still only limited systematic and comparable empirical evidence of the level of innovative activities and their impacts and wider implications for destinations and national economies. An agenda for future research is emerging, suggesting that there is quest for both formal quantification and for qualitative studies of the foundations, processes, implications and policies of innovation in tourism. Ó 2009 Elsevier Ltd....
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...More and more car companies are earning bad reputations for their unreliable service in car making. This has caused many car companies to lose money and their customers. Volvo thought of a way to keep their cars more reliable and safe by using Big data. By doing this Volvo was able to handle high volumes of data which cannot be processed by using a simple database (Turban & Volonino, 2011). An example of Big Data could be terabytes of data consisting of billions of information from different resources such as the internet, social media, and data from a cell phone carrier and etc. After Volvo Car corporation departed from their parent relationship with ford in August 2010, Volvo decided to use Big Data to make it marks with technology and design an IT infrastructure. Volvo found a successful way to use the cloud network to its advantage. Volvo is now using the cloud network to evaluate its vehicles. By using a familiar interface the employees have probably worked with before, Volvo is cutting costs on training employees on new software applications and saving money by using software works well together with other applications (Provost & Fawcett, 2013). Volvo employees could now communicate more effectively and efficiently with each other without the hassle of learning new software applications that were not consistent between departments within the company and with its vendors/suppliers. 2. Explain how Volvo Car Corporation transforms data into knowledge. Volvo is...
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...Definition of Knowledge Management 2.1. Contribution of KM to organizations 2.2. KM creates Learning Organization 2.3. KM as Communities of Practise 2.4. KM as Information Technologies like KMS 2.5. KM as HR issue 2.6. KM as combination of all of the above 2.7. KM provides competitive advantage 2. KM as an IT fad 3.8. Failures of KM 3.9. Promises of KM vs what it has delivered Conclusion References Introduction With the changing trends in the field of business management one can see Knowledge management emerging as one of the major areas of importance. Many organizations have learnt the importance of implementing the KM initiatives to gain competitive advantage over their rivals and reaped the benefits while some other companies have gained bitter fruits. When few companies gained competitive advantage, how is it that the others had bitter experiences? This question has led to many people voicing their opinions against the KM initiatives. The aim of this paper is to clarify this question, without any prejudice, by providing both the pros and cons of KM initiatives. 1. Definition of Knowledge Management Srikantaiah & Koenig (2000) defined knowledge management as a ‘discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise’s information assets.’ Successful organizations are realizing the importance of knowledge management. Coulson...
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...information leading to transfer of knowledge from a person or an organization to others. Whereas this invariably leads to faster development, it also impacts the competitive advantage held by the innovators of processes or technology. It has therefore become strategically important for one and all in business to understand the knowledge, processes and controls to effectively manage the system of sharing and transferring the information in the most beneficial fashion. This paper dwells upon definition, types, scope, technology and modeling of knowledge and Knowledge Management while examining its strategic importance for retaining the competitive advantage by the organizations. What is knowledge? Plato first defined the concept of knowledge as justified true belief'' in his Meno, Phaedo and Theaetetus. Although not very accurate in terms of logic, this definition has been predominant in Western philosophy (Nonaka and Takeuchi, 1995). Davenport et al. (1998) define knowledge as ``information combined with experience, context, interpretation and reflection''. The terms knowledge'' and information'' are often used inter-changeably in the literature and praxis but a distinction is helpful. The chain of knowledge flow is data-information-knowledge. Information is data to which meaning has been added by being categorized, classified, corrected, and condensed. Information and experience, key components of definitions of knowledge, are put into categories through the...
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...UTILIZATION OF IT IN HUMAN RESOURCES MANAGEMENT Aneta Karasek Maria Curie-Sklodowska University, Poland aneta.karasek@umcs.pl Abstract: Nowadays increasing role of information technologies and strategic role of human resources management have influence on enterprises. Moreover rapid development of information technologies affects the process of human resources management in enterprises. The aim of the paper is the analysis of utilization of IT in human resources management in high-tech enterprises in the USA. These practices will be presented in following areas: recruitment and selection, development and training, performance management, motivation, talent management, employee self-service systems. There will be also presented results of studies on the utilization of IT tools in HRM conducted in Polish enterprises. Results of conducted survey shows increasing utilization and variety of IT solutions in all surveyed areas in high-tech enterprises in the USA what caused the crucial influence of HRM process. The level of IT tool implementation in HRM processes taking place in Polish enterprises is low, which, according to enterprises, results from the lack of funds for implementation of this type of solutions. In the future enterprises are planning further implementation due to drawn advantages, consolidate individual HRM processes and implement cloud-based solutions. Keywords: human resources management, information technology, e-HR, HRM practices 1567 1...
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