Bokmerker

• Work life is completely changing as social networking and collaboration platforms allow a more human-centric way of organizing work. Yet work design tools, structures, processes, and systems are not evolving as rapidly, and in many cases are simply inadequate to support the new flexible and networked ways of working. Value Networks and the true nature of collaboration meets this challenge head on with a systemic, human-network approach to managing business operations and ecosystems. Value network modeling and analytics provide better support for collaborative, emergent work and complex activities. With examples from everyday work teams through complex large-scale networks, this book simply and coherently lays out the new basics of collaborative work design and value creating networks. It explains the underlying concepts and shows how to map, analyze, and leverage value networks in a way that supports high social values and ethical practices – and achieves fast business results. • www.valuenetworksandcollaboration.com
• Idea Scale er en av av flere idedugnadstjenester på markedet. • ideascale.com
• The International Conference on Weblogs and Social Media is a unique forum that brings together researchers from the disciplines in computer science, linguistics, communication, and the social sciences. The broad goal of ICWSM is to increase understanding of social media in all its incarnations. Submissions describing research that blends social science and technology are especially encouraged. • www.icwsm.org
• The latest news, comment and analysis on global development and the Millennium Development Goals from guardian.co.uk • www.guardian.co.uk
• Save money and resources by sharing stuff with your friends • neighborgoods.net
• The idea that companies must “delight” their customers has become so entrenched that managers rarely examine it. But ask yourself this: How often does someone patronize a company specifically because of its over-the-top service? To examine the links between customer service and loyalty, the Customer Contact Council, a division of the Corporate Executive Board, conducted a study of more than 75,000 people who had interacted over the phone with contact-center representatives or through self-service channels such as the web, voice prompts, chat, and e-mail. We also held hundreds of structured interviews with customer service leaders and their functional counterparts in large companies throughout the world. • hbr.org
• On June 16, 2010, our Launch Pad Final Four got up to demo in front of the Enterprise 2.0 Boston audience. After a live text-to-vote, courtesy of Mozes, we had our winner – congratulations Alex Moore and the folks at Baydin! • launchpad.e2conf.com
• More workers around the globe are using social networks while in the office and on the clock. • mashable.com
• There is much talk about the Web 2.0 in the trade press but it is still very difficult to precisely define what it is. Is it yet another technology buzz word or does the concept capture something genuinely new? In this paper we review the literature and examine the main arguments for and against Web 2.0 as a useful concept. From a supportive/obstructive and active/passive management perspective we devise four possible scenarios for Web 2.0 and the enterprise. Based on traditional intranet management principles we discuss whether or not these ideas can successfully be applied to intranets.We argue that although the Web 2.0 concept does contain a core of attitudes, ideas, and services that mark a shift in the way we interact over the Web, the edges are too difficult to define. Hence, Web 2.0 may be an empirical phenomenon that people talk about but as an analytical concept it has little to offer. Still, the technologies associated with Web 2.0 have made their entrance in the corporate world, and commentators already speak of intranet 2.0 or Enterprise 2.0. We conclude that more research on intranet 2.0 or Enterprise 2.0 is needed in order to guide tomorrow’s managers • www.viktoria.se
• This paper explores the relevance of recent feminist reconstructions of objectivity for the development of alternative practices of technology production and use. I take as my starting place the working relations that make up the design and use of technical systems. Working relations are understood as sociomaterial connections that sustain the visible and invisible work required to construct coherent technologies and put them into use. I outline the boundaries that characterize current relations of development and use, and the boundary crossings required to transform them. Three contrasting positions for design – the view from nowhere, detached intimacy, and located accountability – are discussed as alternative bases for a politics of professional design practice. From the position of located accountability, I close by sketching aspects of what a feminist politics and associated practices of technology production could be. • www.lancs.ac.uk
• Service innovation and electronic word-of-mouth: is it worth listening to? The authors are listed alphabetically reflecting equal contribution to the paper. The authors acknowledge the generous support provided by the three sponsoring companies and the grant offered by the Norwegian Research Council. • www.emeraldinsight.com
• Although user involvement is frequently practiced in companies, the research findings regarding its benefits for innovation are contradictory. This article experimentally assesses the contributions made by users in comparison with professional service developers and examines how the implementation of user involvement affects the outcome. During periods of 12 days, three different groups were assigned the task of generating ideas for end user telecom services. One group consisted of professional de signers, whereas the other two consisted of ordinary users. The users in one of the groups coped with idea creation by themselves, whereas the other group consulted a service design expert at two controlled meetings who provided feedback regarding technical feasibility. Involving users makes the ideas more original, holding a higher perceived user value, but the users’ideas are less producible on aver-age. The outcome was also affected by how user involvement was implemented. Scholarly and managerial implications conclude the article. • jsr.sagepub.com
• Extant research on open innovation (OI) offers no systematic insight of how and why firms differ regarding the extent to which they conduct OI activities. Whereas past theoretical contributions have focused on explaining the externalisation of R&D activities as a result of firm-external factors, we focus on explaining this externalisation as a result of firm-internal weaknesses, specifically, impediments to innovation. Using the exploration-exploitation dichotomy as our theoretical framework, we develop hypotheses on how impediments to innovation influence the breadth and depth of OI. We then test these hypotheses by using an exceptionally large and detailed data set to estimate population-averaged panel models. Our results provide support for most of the hypothesised relationships. Further, they allow to identify four `archetypes’ of firms that differ significantly regarding the breadth and depth of OI and the importance of impediments. Finally, we discuss the significance of these findings for both academics and managers. • www.ingentaconnect.com
• This article explores the application of Service-Dominant logic to the provision of services and the implications for the consumer experience of services. In particular this paper considers the potential for the principles of S-D logic to undermine the consumer experience of services. The particular context examined here is that of the rapidly growing provision of self-service. Service organisations that rely upon the operant resources of customers to co-produce, rather than co-create, the service are cautioned to consider the customer experience. When service organisations concentrate on the operant resources of their customers there is a danger that the focus will be on improving customer productivity, to gain a competitive advantage through reduced servicing costs, which may result in lowering the perceived quality of the consumer experience. There is a need to distinguish between the co-production, or task-performance aspects, and the value co-creation process, or value-attributing aspects of the consumer service experience. • www.ingentaconnect.com
• This article refines virtual co-creation from a social exchange theory perspective. It looks into who participates in virtual new product development activities, why they do so, and what they expect from their participation. A study of consumers from 10 different virtual co-creation projects provides insights into what, how, and with whom consumers want to interact when engaging in virtual co-creation projects. It shows that consumers’ co-creation expectations differ along various dimensions such as the preferred interaction partner, the intensity and extent of participation, and the consumers’ motivations. This analysis identifies several types of participation motives—monetary reward, recognition, challenge, intrinsic interest, and curiosity—that help explain different consumer expectations. Participants also vary in their personal characteristics and expectations towards virtual co-creation. The article also offers practical recommendations for designing a rewarding virtual co-creation platform. • hbr.org
• Starbucks’ social media team present the 10 philosophical precepts that drive the company’s social media efforts: • www.openforum.com
• Gartner, Inc. has revealed its key predictions on the use of social software and collaboration in the enterprise. These predictions focus on offerings ranging from team collaboration to dynamic social networking applications that offer rich profiles and activity streams. • www.gartner.com
• Posted on 26. Feb, 2010 by Torbjørn in Uncategorized. Opera oppfordrer de ansatte til å blogge. • citomedia.no
• If you don’t speak Norwegian – just scroll down to the list. Jeg skal være emneansvarlig for et fag som heter INFO 114 (Den sosiale veven) som kjøres for andre gang våren 2010. • lindaeo.wordpress.com
• Home  /  Back to disciplines  /  Request exam/desk copy  /  Purchase  /  View cart  /  Checkout . Business Anthropology   Ann T. Jordan   Advances in technology open the doors for business expansion and facilitate the creation of complex organizations. • www.waveland.com