�ݺ�ߣshows by User: JanKietzmann

�ݺ�ߣshows by User: JanKietzmann / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: JanKietzmann / Tue, 25 Oct 2016 22:17:19 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: JanKietzmann Consumer generated Intellectual Property /slideshow/consumer-generated-intellectual-property/67649423 2015cgipcmr-161025221719
Two related trends characterize the recent past: value propositions are migrating from the physical to the informational, and value creation is shifting from firms to consumers. These two trends meet in the phenomenon of “consumer-generated intellectual property” (CGIP). This article addresses the question: “How should firms manage the intellectual property that their customers create?” It explores how CGIP presents important dilemmas for managers and argues that consumers’ “intellectual property” should not be leveraged at the expense of their “emotional property.” It integrates these perspectives into a diagnostic framework and discusses eight strategies for firms to manage CGIP.]]>
Two related trends characterize the recent past: value propositions are migrating from the physical to the informational, and value creation is shifting from firms to consumers. These two trends meet in the phenomenon of “consumer-generated intellectual property” (CGIP). This article addresses the question: “How should firms manage the intellectual property that their customers create?” It explores how CGIP presents important dilemmas for managers and argues that consumers’ “intellectual property” should not be leveraged at the expense of their “emotional property.” It integrates these perspectives into a diagnostic framework and discusses eight strategies for firms to manage CGIP.]]> Tue, 25 Oct 2016 22:17:19 GMT /slideshow/consumer-generated-intellectual-property/67649423 JanKietzmann@slideshare.net(JanKietzmann) Consumer generated Intellectual Property JanKietzmann Two related trends characterize the recent past: value propositions are migrating from the physical to the informational, and value creation is shifting from firms to consumers. These two trends meet in the phenomenon of “consumer-generated intellectual property” (CGIP). This article addresses the question: “How should firms manage the intellectual property that their customers create?” It explores how CGIP presents important dilemmas for managers and argues that consumers’ “intellectual property” should not be leveraged at the expense of their “emotional property.” It integrates these perspectives into a diagnostic framework and discusses eight strategies for firms to manage CGIP. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2015cgipcmr-161025221719-thumbnail.jpg?width=120&height=120&fit=bounds" /> Two related trends characterize the recent past: value propositions are migrating from the physical to the informational, and value creation is shifting from firms to consumers. These two trends meet in the phenomenon of “consumer-generated intellectual property” (CGIP). This article addresses the question: “How should firms manage the intellectual property that their customers create?” It explores how CGIP presents important dilemmas for managers and argues that consumers’ “intellectual property” should not be leveraged at the expense of their “emotional property.” It integrates these perspectives into a diagnostic framework and discusses eight strategies for firms to manage CGIP.

Consumer generated Intellectual Property from Simon Fraser University

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0 Financial services & Ucommerce /slideshow/financial-services-ucommerce/67649326 2015financialservicesu-commercejfsm-161025221301
This article revisits and uses the so-called U-Commerce framework to challenge financial services marketing decision makers to consider reformulating market- ing objectives in an age of ubiquitous technological networks. It outlines the 4 U’s of U-Commerce – ubiquity, universality, unison and uniqueness, and revisits the original fra- mework used to conceptualize U-Commerce. Then it identifies and describes four broad marketing objectives that financial services marketers can strive for, including amplifica- tion, attenuation, contextualization and transcension. Four broad marketing strategies can be used to achieve these objectives, namely nexus marketing, sync marketing, immersion marketing and transcension marketing. Examples specific to financial services marketing are used to illustrate and discuss these strategies.]]>
This article revisits and uses the so-called U-Commerce framework to challenge financial services marketing decision makers to consider reformulating market- ing objectives in an age of ubiquitous technological networks. It outlines the 4 U’s of U-Commerce – ubiquity, universality, unison and uniqueness, and revisits the original fra- mework used to conceptualize U-Commerce. Then it identifies and describes four broad marketing objectives that financial services marketers can strive for, including amplifica- tion, attenuation, contextualization and transcension. Four broad marketing strategies can be used to achieve these objectives, namely nexus marketing, sync marketing, immersion marketing and transcension marketing. Examples specific to financial services marketing are used to illustrate and discuss these strategies.]]> Tue, 25 Oct 2016 22:13:01 GMT /slideshow/financial-services-ucommerce/67649326 JanKietzmann@slideshare.net(JanKietzmann) Financial services & Ucommerce JanKietzmann This article revisits and uses the so-called U-Commerce framework to challenge financial services marketing decision makers to consider reformulating market- ing objectives in an age of ubiquitous technological networks. It outlines the 4 U’s of U-Commerce – ubiquity, universality, unison and uniqueness, and revisits the original fra- mework used to conceptualize U-Commerce. Then it identifies and describes four broad marketing objectives that financial services marketers can strive for, including amplifica- tion, attenuation, contextualization and transcension. Four broad marketing strategies can be used to achieve these objectives, namely nexus marketing, sync marketing, immersion marketing and transcension marketing. Examples specific to financial services marketing are used to illustrate and discuss these strategies. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2015financialservicesu-commercejfsm-161025221301-thumbnail.jpg?width=120&height=120&fit=bounds" /> This article revisits and uses the so-called U-Commerce framework to challenge financial services marketing decision makers to consider reformulating market- ing objectives in an age of ubiquitous technological networks. It outlines the 4 U’s of U-Commerce – ubiquity, universality, unison and uniqueness, and revisits the original fra- mework used to conceptualize U-Commerce. Then it identifies and describes four broad marketing objectives that financial services marketers can strive for, including amplifica- tion, attenuation, contextualization and transcension. Four broad marketing strategies can be used to achieve these objectives, namely nexus marketing, sync marketing, immersion marketing and transcension marketing. Examples specific to financial services marketing are used to illustrate and discuss these strategies.

Financial services & Ucommerce from Simon Fraser University

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0 Leaking secrets /JanKietzmann/leaking-secrets 2015leakingsecretsbh-161025220358
Although the protection of secrets is often vital to the survival of orga- nizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.]]>
Although the protection of secrets is often vital to the survival of orga- nizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.]]> Tue, 25 Oct 2016 22:03:58 GMT /JanKietzmann/leaking-secrets JanKietzmann@slideshare.net(JanKietzmann) Leaking secrets JanKietzmann Although the protection of secrets is often vital to the survival of orga- nizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2015leakingsecretsbh-161025220358-thumbnail.jpg?width=120&height=120&fit=bounds" /> Although the protection of secrets is often vital to the survival of orga- nizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.

Leaking secrets from Simon Fraser University

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0 à votre santé /slideshow/a-votre-sante/67649101 2016avotresantejpbm-161025220250
Purpose – The status of icewine as a luxury item is largely undisputed in popular perception. Despite this, icewine has received very little attention in the management literature. This paper aims to close this gap by developing a theoretical framework to segment the luxury wine and spirits market with a focus on icewine. Design/methodology/approach – This paper is conceptual in nature. The authors adapt Berthon et al.’s (2009) aesthetics and ontology (AO) framework for luxury brands to provide a theoretical lens for segmenting the luxury wine and spirits market into four distinct segments. Findings – The main contribution of this paper is a theoretical framework for segmenting the market for luxury wines and spirits into four distinct segments: cabinet collectors, cellar collectors, connoisseurs and carousers. The authors then apply their framework to the icewine category and outline considerations for the marketing mix of icewine producers. Practical implications – The AO framework for luxury wines and spirits is bene cial for icewine producers to help differentiate their current and future market segments. In addition, this paper outlines practical implications for icewine maker’s marketing mix that could enhance their competitive position today and in the future. Originality/value – This is the rst paper examining icewine in the context of luxury marketing.]]>
Purpose – The status of icewine as a luxury item is largely undisputed in popular perception. Despite this, icewine has received very little attention in the management literature. This paper aims to close this gap by developing a theoretical framework to segment the luxury wine and spirits market with a focus on icewine. Design/methodology/approach – This paper is conceptual in nature. The authors adapt Berthon et al.’s (2009) aesthetics and ontology (AO) framework for luxury brands to provide a theoretical lens for segmenting the luxury wine and spirits market into four distinct segments. Findings – The main contribution of this paper is a theoretical framework for segmenting the market for luxury wines and spirits into four distinct segments: cabinet collectors, cellar collectors, connoisseurs and carousers. The authors then apply their framework to the icewine category and outline considerations for the marketing mix of icewine producers. Practical implications – The AO framework for luxury wines and spirits is bene cial for icewine producers to help differentiate their current and future market segments. In addition, this paper outlines practical implications for icewine maker’s marketing mix that could enhance their competitive position today and in the future. Originality/value – This is the rst paper examining icewine in the context of luxury marketing.]]> Tue, 25 Oct 2016 22:02:50 GMT /slideshow/a-votre-sante/67649101 JanKietzmann@slideshare.net(JanKietzmann) à votre santé JanKietzmann Purpose – The status of icewine as a luxury item is largely undisputed in popular perception. Despite this, icewine has received very little attention in the management literature. This paper aims to close this gap by developing a theoretical framework to segment the luxury wine and spirits market with a focus on icewine. Design/methodology/approach – This paper is conceptual in nature. The authors adapt Berthon et al.’s (2009) aesthetics and ontology (AO) framework for luxury brands to provide a theoretical lens for segmenting the luxury wine and spirits market into four distinct segments. Findings – The main contribution of this paper is a theoretical framework for segmenting the market for luxury wines and spirits into four distinct segments: cabinet collectors, cellar collectors, connoisseurs and carousers. The authors then apply their framework to the icewine category and outline considerations for the marketing mix of icewine producers. Practical implications – The AO framework for luxury wines and spirits is bene cial for icewine producers to help differentiate their current and future market segments. In addition, this paper outlines practical implications for icewine maker’s marketing mix that could enhance their competitive position today and in the future. Originality/value – This is the rst paper examining icewine in the context of luxury marketing. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2016avotresantejpbm-161025220250-thumbnail.jpg?width=120&height=120&fit=bounds" /> Purpose – The status of icewine as a luxury item is largely undisputed in popular perception. Despite this, icewine has received very little attention in the management literature. This paper aims to close this gap by developing a theoretical framework to segment the luxury wine and spirits market with a focus on icewine. Design/methodology/approach – This paper is conceptual in nature. The authors adapt Berthon et al.’s (2009) aesthetics and ontology (AO) framework for luxury brands to provide a theoretical lens for segmenting the luxury wine and spirits market into four distinct segments. Findings – The main contribution of this paper is a theoretical framework for segmenting the market for luxury wines and spirits into four distinct segments: cabinet collectors, cellar collectors, connoisseurs and carousers. The authors then apply their framework to the icewine category and outline considerations for the marketing mix of icewine producers. Practical implications – The AO framework for luxury wines and spirits is bene cial for icewine producers to help differentiate their current and future market segments. In addition, this paper outlines practical implications for icewine maker’s marketing mix that could enhance their competitive position today and in the future. Originality/value – This is the rst paper examining icewine in the context of luxury marketing.

à votre santé from Simon Fraser University

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0 Consumer generated brand extensions /slideshow/consumer-generated-brand-extensions/67648783 2016consumergeneratedbrandextensionsjpbm-161025215016
Purpose – Sometimes consumers express their enthusiasm for a brand by creating brand extensions, products or services in new categories that are closely affiliated with the “parent” brand. This paper aims to examine the positive or negative impact that consumer-generated brand extensions (CGBEs) can have on brand image and revenue, and the options that companies have available to deal with them. Design/methodology/approach – The paper presents a case study of the collectible strategy card game – Magic: The Gathering – and discusses how the company responded to five different brand extensions that were created by players. This case study was used to develop a framework that allows managers to evaluate CGBEs based on their benefits and risks and to select an appropriate response. Findings – Four possible responses were identified: challenge, criticize, commend and catalyze. Which of these responses is appropriate for companies depends on whether the CGBE has a positive or negative impact on the brand image and revenue and whether this impact is large enough to merit an active response. Originality/value – This study shows that it is essential for managers to understand how to evaluate CGBEs. Managed properly, they can improve product usage, help generate new customers and have a positive impact on revenue and brand image. However, CGBEs can also have a negative effect, in particular if they are substitutes for the original product.]]>
Purpose – Sometimes consumers express their enthusiasm for a brand by creating brand extensions, products or services in new categories that are closely affiliated with the “parent” brand. This paper aims to examine the positive or negative impact that consumer-generated brand extensions (CGBEs) can have on brand image and revenue, and the options that companies have available to deal with them. Design/methodology/approach – The paper presents a case study of the collectible strategy card game – Magic: The Gathering – and discusses how the company responded to five different brand extensions that were created by players. This case study was used to develop a framework that allows managers to evaluate CGBEs based on their benefits and risks and to select an appropriate response. Findings – Four possible responses were identified: challenge, criticize, commend and catalyze. Which of these responses is appropriate for companies depends on whether the CGBE has a positive or negative impact on the brand image and revenue and whether this impact is large enough to merit an active response. Originality/value – This study shows that it is essential for managers to understand how to evaluate CGBEs. Managed properly, they can improve product usage, help generate new customers and have a positive impact on revenue and brand image. However, CGBEs can also have a negative effect, in particular if they are substitutes for the original product.]]> Tue, 25 Oct 2016 21:50:16 GMT /slideshow/consumer-generated-brand-extensions/67648783 JanKietzmann@slideshare.net(JanKietzmann) Consumer generated brand extensions JanKietzmann Purpose – Sometimes consumers express their enthusiasm for a brand by creating brand extensions, products or services in new categories that are closely affiliated with the “parent” brand. This paper aims to examine the positive or negative impact that consumer-generated brand extensions (CGBEs) can have on brand image and revenue, and the options that companies have available to deal with them. Design/methodology/approach – The paper presents a case study of the collectible strategy card game – Magic: The Gathering – and discusses how the company responded to five different brand extensions that were created by players. This case study was used to develop a framework that allows managers to evaluate CGBEs based on their benefits and risks and to select an appropriate response. Findings – Four possible responses were identified: challenge, criticize, commend and catalyze. Which of these responses is appropriate for companies depends on whether the CGBE has a positive or negative impact on the brand image and revenue and whether this impact is large enough to merit an active response. Originality/value – This study shows that it is essential for managers to understand how to evaluate CGBEs. Managed properly, they can improve product usage, help generate new customers and have a positive impact on revenue and brand image. However, CGBEs can also have a negative effect, in particular if they are substitutes for the original product. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2016consumergeneratedbrandextensionsjpbm-161025215016-thumbnail.jpg?width=120&height=120&fit=bounds" /> Purpose – Sometimes consumers express their enthusiasm for a brand by creating brand extensions, products or services in new categories that are closely affiliated with the “parent” brand. This paper aims to examine the positive or negative impact that consumer-generated brand extensions (CGBEs) can have on brand image and revenue, and the options that companies have available to deal with them. Design/methodology/approach – The paper presents a case study of the collectible strategy card game – Magic: The Gathering – and discusses how the company responded to five different brand extensions that were created by players. This case study was used to develop a framework that allows managers to evaluate CGBEs based on their benefits and risks and to select an appropriate response. Findings – Four possible responses were identified: challenge, criticize, commend and catalyze. Which of these responses is appropriate for companies depends on whether the CGBE has a positive or negative impact on the brand image and revenue and whether this impact is large enough to merit an active response. Originality/value – This study shows that it is essential for managers to understand how to evaluate CGBEs. Managed properly, they can improve product usage, help generate new customers and have a positive impact on revenue and brand image. However, CGBEs can also have a negative effect, in particular if they are substitutes for the original product.

Consumer generated brand extensions from Simon Fraser University

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0 Using simulations in the marketing classroom /slideshow/using-simulations-in-the-marketing-classroom/67648713 2016usingsimulationsinthemarketingclassroomjme-161025214751
The verb “simulate,” from the Latin simulare, to copy, repre- sent, or feign, has three distinct meanings in English. First, it can refer to something that imitates the appearance or char- acter of something else, such as when an actor stoops or walks very slowly in order to portray an old person. Second, it can refer to the act of pretending, for example, in a child’s game of “playing house,” in which children pretend to be adults in a home situation. Its third, much more recent mean- ing refers directly to the act of producing a computer model of a complex phenomenon. Interestingly, tracking the use of the word simulate in written work and media over time (as well as its noun form “simulation” and its adjective forms “simulated” and “simulative”) shows a very rapid take-off in the 1950s and from then on. This is almost certainly due to the advent of computers, with their ability to rapidly calcu- late the interaction effects of the large numbers of complex variables that constitute a phenomenon. However, viewing simulation as something that can only be done by computers is, in our opinion, limiting. For the purposes of learning, the real world can indeed be copied, represented, imitated, and pretended, as well as pretended in the marketing classroom.]]>
The verb “simulate,” from the Latin simulare, to copy, repre- sent, or feign, has three distinct meanings in English. First, it can refer to something that imitates the appearance or char- acter of something else, such as when an actor stoops or walks very slowly in order to portray an old person. Second, it can refer to the act of pretending, for example, in a child’s game of “playing house,” in which children pretend to be adults in a home situation. Its third, much more recent mean- ing refers directly to the act of producing a computer model of a complex phenomenon. Interestingly, tracking the use of the word simulate in written work and media over time (as well as its noun form “simulation” and its adjective forms “simulated” and “simulative”) shows a very rapid take-off in the 1950s and from then on. This is almost certainly due to the advent of computers, with their ability to rapidly calcu- late the interaction effects of the large numbers of complex variables that constitute a phenomenon. However, viewing simulation as something that can only be done by computers is, in our opinion, limiting. For the purposes of learning, the real world can indeed be copied, represented, imitated, and pretended, as well as pretended in the marketing classroom.]]> Tue, 25 Oct 2016 21:47:50 GMT /slideshow/using-simulations-in-the-marketing-classroom/67648713 JanKietzmann@slideshare.net(JanKietzmann) Using simulations in the marketing classroom JanKietzmann The verb “simulate,” from the Latin simulare, to copy, repre- sent, or feign, has three distinct meanings in English. First, it can refer to something that imitates the appearance or char- acter of something else, such as when an actor stoops or walks very slowly in order to portray an old person. Second, it can refer to the act of pretending, for example, in a child’s game of “playing house,” in which children pretend to be adults in a home situation. Its third, much more recent mean- ing refers directly to the act of producing a computer model of a complex phenomenon. Interestingly, tracking the use of the word simulate in written work and media over time (as well as its noun form “simulation” and its adjective forms “simulated” and “simulative”) shows a very rapid take-off in the 1950s and from then on. This is almost certainly due to the advent of computers, with their ability to rapidly calcu- late the interaction effects of the large numbers of complex variables that constitute a phenomenon. However, viewing simulation as something that can only be done by computers is, in our opinion, limiting. For the purposes of learning, the real world can indeed be copied, represented, imitated, and pretended, as well as pretended in the marketing classroom. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2016usingsimulationsinthemarketingclassroomjme-161025214751-thumbnail.jpg?width=120&height=120&fit=bounds" /> The verb “simulate,” from the Latin simulare, to copy, repre- sent, or feign, has three distinct meanings in English. First, it can refer to something that imitates the appearance or char- acter of something else, such as when an actor stoops or walks very slowly in order to portray an old person. Second, it can refer to the act of pretending, for example, in a child’s game of “playing house,” in which children pretend to be adults in a home situation. Its third, much more recent mean- ing refers directly to the act of producing a computer model of a complex phenomenon. Interestingly, tracking the use of the word simulate in written work and media over time (as well as its noun form “simulation” and its adjective forms “simulated” and “simulative”) shows a very rapid take-off in the 1950s and from then on. This is almost certainly due to the advent of computers, with their ability to rapidly calcu- late the interaction effects of the large numbers of complex variables that constitute a phenomenon. However, viewing simulation as something that can only be done by computers is, in our opinion, limiting. For the purposes of learning, the real world can indeed be copied, represented, imitated, and pretended, as well as pretended in the marketing classroom.

Using simulations in the marketing classroom from Simon Fraser University

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0 Wearing safe: Physical and informational security in the age of the wearable device /slideshow/wearing-safe-physical-and-informational-security-in-the-age-of-the-wearable-device/67648672 2016wearingsafebh-161025214621
Wearable computing devices promise to deliver countless benefits to users. Moreover, they are among the most personal and unique computing devices of all, more so than laptops and tablets and even more so than smartphones. However, this uniqueness also brings with it a risk of security issues not encountered previously in information systems: the potential to not only compromise data, but also to physically harm the wearer. This article considers wearable device security from three perspectives: whether the threat is to the device and/or the individual, the role that the wearable device plays, and how holistic wearable device security strategies can be developed and monitored.]]>
Wearable computing devices promise to deliver countless benefits to users. Moreover, they are among the most personal and unique computing devices of all, more so than laptops and tablets and even more so than smartphones. However, this uniqueness also brings with it a risk of security issues not encountered previously in information systems: the potential to not only compromise data, but also to physically harm the wearer. This article considers wearable device security from three perspectives: whether the threat is to the device and/or the individual, the role that the wearable device plays, and how holistic wearable device security strategies can be developed and monitored.]]> Tue, 25 Oct 2016 21:46:21 GMT /slideshow/wearing-safe-physical-and-informational-security-in-the-age-of-the-wearable-device/67648672 JanKietzmann@slideshare.net(JanKietzmann) Wearing safe: Physical and informational security in the age of the wearable device JanKietzmann Wearable computing devices promise to deliver countless benefits to users. Moreover, they are among the most personal and unique computing devices of all, more so than laptops and tablets and even more so than smartphones. However, this uniqueness also brings with it a risk of security issues not encountered previously in information systems: the potential to not only compromise data, but also to physically harm the wearer. This article considers wearable device security from three perspectives: whether the threat is to the device and/or the individual, the role that the wearable device plays, and how holistic wearable device security strategies can be developed and monitored. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2016wearingsafebh-161025214621-thumbnail.jpg?width=120&height=120&fit=bounds" /> Wearable computing devices promise to deliver countless benefits to users. Moreover, they are among the most personal and unique computing devices of all, more so than laptops and tablets and even more so than smartphones. However, this uniqueness also brings with it a risk of security issues not encountered previously in information systems: the potential to not only compromise data, but also to physically harm the wearer. This article considers wearable device security from three perspectives: whether the threat is to the device and/or the individual, the role that the wearable device plays, and how holistic wearable device security strategies can be developed and monitored.

Wearing safe: Physical and informational security in the age of the wearable device from Simon Fraser University

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0 Social Media and Innovation /slideshow/social-media-and-innovation-67648526/67648526 presentationslides-161025214055
Student presentation from Bus 450 at SFU]]>
Student presentation from Bus 450 at SFU]]> Tue, 25 Oct 2016 21:40:55 GMT /slideshow/social-media-and-innovation-67648526/67648526 JanKietzmann@slideshare.net(JanKietzmann) Social Media and Innovation JanKietzmann Student presentation from Bus 450 at SFU <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/presentationslides-161025214055-thumbnail.jpg?width=120&height=120&fit=bounds" /> Student presentation from Bus 450 at SFU

Social Media and Innovation from Simon Fraser University

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0 Is it all a game? Understanding the principles of gamification /slideshow/2015-is-it-all-a-game-bh-47379246/47379246 2015isitallagamebh-150424111336-conversion-gate02
There is growing interest in how gamification–—defined as the application of game design principles in non-gaming contexts–—can be used in business. However, academic research and management practice have paid little attention to the challenges of how best to design, implement, manage, and optimize gamification strategies. To advance understanding of gamification, this article defines what it is and explains how it prompts managers to think about business practice in new and innovative ways. Drawing upon the game design literature, we present a framework of three gamification principles–—mechanics, dynamics, and emotions (MDE)–—to explain how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportu- nities.]]>
There is growing interest in how gamification–—defined as the application of game design principles in non-gaming contexts–—can be used in business. However, academic research and management practice have paid little attention to the challenges of how best to design, implement, manage, and optimize gamification strategies. To advance understanding of gamification, this article defines what it is and explains how it prompts managers to think about business practice in new and innovative ways. Drawing upon the game design literature, we present a framework of three gamification principles–—mechanics, dynamics, and emotions (MDE)–—to explain how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportu- nities.]]> Fri, 24 Apr 2015 11:13:36 GMT /slideshow/2015-is-it-all-a-game-bh-47379246/47379246 JanKietzmann@slideshare.net(JanKietzmann) Is it all a game? Understanding the principles of gamification JanKietzmann There is growing interest in how gamification–—defined as the application of game design principles in non-gaming contexts–—can be used in business. However, academic research and management practice have paid little attention to the challenges of how best to design, implement, manage, and optimize gamification strategies. To advance understanding of gamification, this article defines what it is and explains how it prompts managers to think about business practice in new and innovative ways. Drawing upon the game design literature, we present a framework of three gamification principles–—mechanics, dynamics, and emotions (MDE)–—to explain how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportu- nities. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2015isitallagamebh-150424111336-conversion-gate02-thumbnail.jpg?width=120&height=120&fit=bounds" /> There is growing interest in how gamification–—defined as the application of game design principles in non-gaming contexts–—can be used in business. However, academic research and management practice have paid little attention to the challenges of how best to design, implement, manage, and optimize gamification strategies. To advance understanding of gamification, this article defines what it is and explains how it prompts managers to think about business practice in new and innovative ways. Drawing upon the game design literature, we present a framework of three gamification principles–—mechanics, dynamics, and emotions (MDE)–—to explain how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportu- nities.

Is it all a game? Understanding the principles of gamification from Simon Fraser University

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0 Branded Flash Mobs /slideshow/2015-branded-flash-mobs-jia/47379188 2015brandedflashmobsjia-150424111201-conversion-gate01
Ads are no longer unidirectional or one-dimensional but a blend of offline and online techniques designed to directly interact with the community. For many companies, advertising via online platforms such as YouTube and Vimeo has replaced commercials on television altogether. Recently, branded flash mobs have emerged as a popular form of viral advertising. While many branded flash mobs have experienced millions of YouTube views a metric such as view count does not fully indicate the effectiveness of the ad. This netnographic study evaluates viewers’ attitude toward the ad to better understand the effects of branded flash mobs. After examining 2,882 YouTube comments from three virally successful branded flash mob ads, a typology is developed, referred to as the archetype of consumer attitude matrix, to enable academics to formulate research questions regarding branded flash mobs. These archetypes of consumer attitudes to the online ad, in this case branded flash mobs, aid in the assessment of consumer response based on processing (cognitive versus emotive) and stance (supportive versus antagonistic). This typology also serves as a guide to marketing managers in the use of branded flash mobs in their viral campaigns. The article concludes with recommendations for future research.]]>
Ads are no longer unidirectional or one-dimensional but a blend of offline and online techniques designed to directly interact with the community. For many companies, advertising via online platforms such as YouTube and Vimeo has replaced commercials on television altogether. Recently, branded flash mobs have emerged as a popular form of viral advertising. While many branded flash mobs have experienced millions of YouTube views a metric such as view count does not fully indicate the effectiveness of the ad. This netnographic study evaluates viewers’ attitude toward the ad to better understand the effects of branded flash mobs. After examining 2,882 YouTube comments from three virally successful branded flash mob ads, a typology is developed, referred to as the archetype of consumer attitude matrix, to enable academics to formulate research questions regarding branded flash mobs. These archetypes of consumer attitudes to the online ad, in this case branded flash mobs, aid in the assessment of consumer response based on processing (cognitive versus emotive) and stance (supportive versus antagonistic). This typology also serves as a guide to marketing managers in the use of branded flash mobs in their viral campaigns. The article concludes with recommendations for future research.]]> Fri, 24 Apr 2015 11:12:01 GMT /slideshow/2015-branded-flash-mobs-jia/47379188 JanKietzmann@slideshare.net(JanKietzmann) Branded Flash Mobs JanKietzmann Ads are no longer unidirectional or one-dimensional but a blend of offline and online techniques designed to directly interact with the community. For many companies, advertising via online platforms such as YouTube and Vimeo has replaced commercials on television altogether. Recently, branded flash mobs have emerged as a popular form of viral advertising. While many branded flash mobs have experienced millions of YouTube views a metric such as view count does not fully indicate the effectiveness of the ad. This netnographic study evaluates viewers’ attitude toward the ad to better understand the effects of branded flash mobs. After examining 2,882 YouTube comments from three virally successful branded flash mob ads, a typology is developed, referred to as the archetype of consumer attitude matrix, to enable academics to formulate research questions regarding branded flash mobs. These archetypes of consumer attitudes to the online ad, in this case branded flash mobs, aid in the assessment of consumer response based on processing (cognitive versus emotive) and stance (supportive versus antagonistic). This typology also serves as a guide to marketing managers in the use of branded flash mobs in their viral campaigns. The article concludes with recommendations for future research. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2015brandedflashmobsjia-150424111201-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Ads are no longer unidirectional or one-dimensional but a blend of offline and online techniques designed to directly interact with the community. For many companies, advertising via online platforms such as YouTube and Vimeo has replaced commercials on television altogether. Recently, branded flash mobs have emerged as a popular form of viral advertising. While many branded flash mobs have experienced millions of YouTube views a metric such as view count does not fully indicate the effectiveness of the ad. This netnographic study evaluates viewers’ attitude toward the ad to better understand the effects of branded flash mobs. After examining 2,882 YouTube comments from three virally successful branded flash mob ads, a typology is developed, referred to as the archetype of consumer attitude matrix, to enable academics to formulate research questions regarding branded flash mobs. These archetypes of consumer attitudes to the online ad, in this case branded flash mobs, aid in the assessment of consumer response based on processing (cognitive versus emotive) and stance (supportive versus antagonistic). This typology also serves as a guide to marketing managers in the use of branded flash mobs in their viral campaigns. The article concludes with recommendations for future research.

Branded Flash Mobs from Simon Fraser University

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0 3D Printing - Disruptions, Decisions, and Destinations /slideshow/2015-3-d-printing-bh/42673815 20153dprintingbh-141213101239-conversion-gate01
Until recently, most manufacturing processes have been ‘subtractive’ in that matter is removed (e.g., scraped, dissolved, turned, machined) from a substance in order to produce the desired product. 3-D printing turns traditional manufacturing on its head in that it uses an ‘additive’ process. Similar to laser and inkjet printers, 3-D (three-dimensional) printers produce pieces by depositing, or adding, layers of material–—plastic, polymer filaments, metals, and even foodstuffs–—until the desired product is realized. This means that the creation and production of ‘one-offs’ is not only easy, it is also economically viable. 3-D printers are becoming ever more affordable, and it is not hard to envision them being as common in most homes in the near future as their two-dimensional counterparts are today. This article presents a 3-D printing primer for non-technical managers. It then considers the profound impact that 3-D printing will have on firms of all kinds as well as on individual consumers. In addition, it raises the substantial questions that 3-D printing will pose to policy makers from both intellectual property and ethical standpoints.]]>
Until recently, most manufacturing processes have been ‘subtractive’ in that matter is removed (e.g., scraped, dissolved, turned, machined) from a substance in order to produce the desired product. 3-D printing turns traditional manufacturing on its head in that it uses an ‘additive’ process. Similar to laser and inkjet printers, 3-D (three-dimensional) printers produce pieces by depositing, or adding, layers of material–—plastic, polymer filaments, metals, and even foodstuffs–—until the desired product is realized. This means that the creation and production of ‘one-offs’ is not only easy, it is also economically viable. 3-D printers are becoming ever more affordable, and it is not hard to envision them being as common in most homes in the near future as their two-dimensional counterparts are today. This article presents a 3-D printing primer for non-technical managers. It then considers the profound impact that 3-D printing will have on firms of all kinds as well as on individual consumers. In addition, it raises the substantial questions that 3-D printing will pose to policy makers from both intellectual property and ethical standpoints.]]> Sat, 13 Dec 2014 10:12:39 GMT /slideshow/2015-3-d-printing-bh/42673815 JanKietzmann@slideshare.net(JanKietzmann) 3D Printing - Disruptions, Decisions, and Destinations JanKietzmann Until recently, most manufacturing processes have been ‘subtractive’ in that matter is removed (e.g., scraped, dissolved, turned, machined) from a substance in order to produce the desired product. 3-D printing turns traditional manufacturing on its head in that it uses an ‘additive’ process. Similar to laser and inkjet printers, 3-D (three-dimensional) printers produce pieces by depositing, or adding, layers of material–—plastic, polymer filaments, metals, and even foodstuffs–—until the desired product is realized. This means that the creation and production of ‘one-offs’ is not only easy, it is also economically viable. 3-D printers are becoming ever more affordable, and it is not hard to envision them being as common in most homes in the near future as their two-dimensional counterparts are today. This article presents a 3-D printing primer for non-technical managers. It then considers the profound impact that 3-D printing will have on firms of all kinds as well as on individual consumers. In addition, it raises the substantial questions that 3-D printing will pose to policy makers from both intellectual property and ethical standpoints. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/20153dprintingbh-141213101239-conversion-gate01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Until recently, most manufacturing processes have been ‘subtractive’ in that matter is removed (e.g., scraped, dissolved, turned, machined) from a substance in order to produce the desired product. 3-D printing turns traditional manufacturing on its head in that it uses an ‘additive’ process. Similar to laser and inkjet printers, 3-D (three-dimensional) printers produce pieces by depositing, or adding, layers of material–—plastic, polymer filaments, metals, and even foodstuffs–—until the desired product is realized. This means that the creation and production of ‘one-offs’ is not only easy, it is also economically viable. 3-D printers are becoming ever more affordable, and it is not hard to envision them being as common in most homes in the near future as their two-dimensional counterparts are today. This article presents a 3-D printing primer for non-technical managers. It then considers the profound impact that 3-D printing will have on firms of all kinds as well as on individual consumers. In addition, it raises the substantial questions that 3-D printing will pose to policy makers from both intellectual property and ethical standpoints.

3D Printing - Disruptions, Decisions, and Destinations from Simon Fraser University

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0 Jan's rules for writing /slideshow/jans-rules-for-writing20080215/31494261 jansrulesforwriting20080215-140221144725-phpapp02
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]]> Fri, 21 Feb 2014 14:47:25 GMT /slideshow/jans-rules-for-writing20080215/31494261 JanKietzmann@slideshare.net(JanKietzmann) Jan's rules for writing JanKietzmann <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/jansrulesforwriting20080215-140221144725-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" />

Jan's rules for writing from Simon Fraser University

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0 Generation-C - Innovation, UGC, IP laws, Social Media, Hacking, iPhone, DRM, User innovation /slideshow/generationc-ugc/30429448 2014generation-cijtmk-140125124454-phpapp02
Generation-C is a generational movement consisting of creative consumers, those who increasingly modify proprietary offerings, and of members of society who in turn use the developments of these creative consumers. It is argued that their respective activities, creating and using modified products, are carried out by an increasing number of people, everyday, without any moral and legal considerations. The resulting controversies associated with existing intellectual property rights are discussed, and suggestions put forward that the future can only bring conflict if such legislation is not changed so that derivative innovations are allowed to flourish. The article concludes with important messages to organisations, intellectual property rights lawyers, owners of property rights, governments and politicians, suggesting they reconsider their respective stances for the good of society.]]>
Generation-C is a generational movement consisting of creative consumers, those who increasingly modify proprietary offerings, and of members of society who in turn use the developments of these creative consumers. It is argued that their respective activities, creating and using modified products, are carried out by an increasing number of people, everyday, without any moral and legal considerations. The resulting controversies associated with existing intellectual property rights are discussed, and suggestions put forward that the future can only bring conflict if such legislation is not changed so that derivative innovations are allowed to flourish. The article concludes with important messages to organisations, intellectual property rights lawyers, owners of property rights, governments and politicians, suggesting they reconsider their respective stances for the good of society.]]> Sat, 25 Jan 2014 12:44:54 GMT /slideshow/generationc-ugc/30429448 JanKietzmann@slideshare.net(JanKietzmann) Generation-C - Innovation, UGC, IP laws, Social Media, Hacking, iPhone, DRM, User innovation JanKietzmann Generation-C is a generational movement consisting of creative consumers, those who increasingly modify proprietary offerings, and of members of society who in turn use the developments of these creative consumers. It is argued that their respective activities, creating and using modified products, are carried out by an increasing number of people, everyday, without any moral and legal considerations. The resulting controversies associated with existing intellectual property rights are discussed, and suggestions put forward that the future can only bring conflict if such legislation is not changed so that derivative innovations are allowed to flourish. The article concludes with important messages to organisations, intellectual property rights lawyers, owners of property rights, governments and politicians, suggesting they reconsider their respective stances for the good of society. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2014generation-cijtmk-140125124454-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Generation-C is a generational movement consisting of creative consumers, those who increasingly modify proprietary offerings, and of members of society who in turn use the developments of these creative consumers. It is argued that their respective activities, creating and using modified products, are carried out by an increasing number of people, everyday, without any moral and legal considerations. The resulting controversies associated with existing intellectual property rights are discussed, and suggestions put forward that the future can only bring conflict if such legislation is not changed so that derivative innovations are allowed to flourish. The article concludes with important messages to organisations, intellectual property rights lawyers, owners of property rights, governments and politicians, suggesting they reconsider their respective stances for the good of society.

Generation-C - Innovation, UGC, IP laws, Social Media, Hacking, iPhone, DRM, User innovation from Simon Fraser University

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0 Nomen est omen: formalizing customer labeling theory /slideshow/2013-nomen-est-omen-ams-review/25936557 2013nomenestomenamsreview-130905171517-
Organizations use a variety of labels to refer to their customers — the individuals who use their products and services. These labels (e.g., guests, students, clients, members, patients, users, etc.) suggest different meanings and connotations than being a simple customer. In this paper, we explore traditional labeling theory, and its roots in categorization and semiotic theories, to aid in the understanding of the customer- firm relationship. We then extend and formalize this to a customer labeling theory, in which we posit that a firm’s labels for its customers may shape consumer and organizational attitudes. Therefore, if customers become what marketers call them, then these labels shape the dialog between organizations and their customers. Thus, customer labels indirectly impact the success of firms’ customer relationship management efforts. We discuss customer labeling implications for firms and make suggestions for future academic research.]]>
Organizations use a variety of labels to refer to their customers — the individuals who use their products and services. These labels (e.g., guests, students, clients, members, patients, users, etc.) suggest different meanings and connotations than being a simple customer. In this paper, we explore traditional labeling theory, and its roots in categorization and semiotic theories, to aid in the understanding of the customer- firm relationship. We then extend and formalize this to a customer labeling theory, in which we posit that a firm’s labels for its customers may shape consumer and organizational attitudes. Therefore, if customers become what marketers call them, then these labels shape the dialog between organizations and their customers. Thus, customer labels indirectly impact the success of firms’ customer relationship management efforts. We discuss customer labeling implications for firms and make suggestions for future academic research.]]> Thu, 05 Sep 2013 17:15:17 GMT /slideshow/2013-nomen-est-omen-ams-review/25936557 JanKietzmann@slideshare.net(JanKietzmann) Nomen est omen: formalizing customer labeling theory JanKietzmann Organizations use a variety of labels to refer to their customers — the individuals who use their products and services. These labels (e.g., guests, students, clients, members, patients, users, etc.) suggest different meanings and connotations than being a simple customer. In this paper, we explore traditional labeling theory, and its roots in categorization and semiotic theories, to aid in the understanding of the customer- firm relationship. We then extend and formalize this to a customer labeling theory, in which we posit that a firm’s labels for its customers may shape consumer and organizational attitudes. Therefore, if customers become what marketers call them, then these labels shape the dialog between organizations and their customers. Thus, customer labels indirectly impact the success of firms’ customer relationship management efforts. We discuss customer labeling implications for firms and make suggestions for future academic research. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2013nomenestomenamsreview-130905171517--thumbnail.jpg?width=120&height=120&fit=bounds" /> Organizations use a variety of labels to refer to their customers — the individuals who use their products and services. These labels (e.g., guests, students, clients, members, patients, users, etc.) suggest different meanings and connotations than being a simple customer. In this paper, we explore traditional labeling theory, and its roots in categorization and semiotic theories, to aid in the understanding of the customer- firm relationship. We then extend and formalize this to a customer labeling theory, in which we posit that a firm’s labels for its customers may shape consumer and organizational attitudes. Therefore, if customers become what marketers call them, then these labels shape the dialog between organizations and their customers. Thus, customer labels indirectly impact the success of firms’ customer relationship management efforts. We discuss customer labeling implications for firms and make suggestions for future academic research.

Nomen est omen: formalizing customer labeling theory from Simon Fraser University

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0 Understanding and Managing Electronic Word of Mouth (EWOM) /slideshow/2013-e-wom-jpa/25936444 2013ewomjpa-130905170900-
This conceptual paper discusses eWoM as a coping response dependent on positive, neutral, or negative experiences made by potential, actual, or former consumers of products, services, and brands. We combine existing lenses and propose an integrative model for unpacking eWoM to examine how different consumption experiences motivate consumers to share eWoM online. The paper further presents an eWoM Attentionscape as an appropriate tool for examining the amount of attention the resulting different types of eWoM receive from brand managers. We discuss how eWoM priorities can differ between public affairs professionals and consumers, and what the implications are for the management of eWoM in the context of public affairs and viral marketing.]]>
This conceptual paper discusses eWoM as a coping response dependent on positive, neutral, or negative experiences made by potential, actual, or former consumers of products, services, and brands. We combine existing lenses and propose an integrative model for unpacking eWoM to examine how different consumption experiences motivate consumers to share eWoM online. The paper further presents an eWoM Attentionscape as an appropriate tool for examining the amount of attention the resulting different types of eWoM receive from brand managers. We discuss how eWoM priorities can differ between public affairs professionals and consumers, and what the implications are for the management of eWoM in the context of public affairs and viral marketing.]]> Thu, 05 Sep 2013 17:09:00 GMT /slideshow/2013-e-wom-jpa/25936444 JanKietzmann@slideshare.net(JanKietzmann) Understanding and Managing Electronic Word of Mouth (EWOM) JanKietzmann This conceptual paper discusses eWoM as a coping response dependent on positive, neutral, or negative experiences made by potential, actual, or former consumers of products, services, and brands. We combine existing lenses and propose an integrative model for unpacking eWoM to examine how different consumption experiences motivate consumers to share eWoM online. The paper further presents an eWoM Attentionscape as an appropriate tool for examining the amount of attention the resulting different types of eWoM receive from brand managers. We discuss how eWoM priorities can differ between public affairs professionals and consumers, and what the implications are for the management of eWoM in the context of public affairs and viral marketing. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2013ewomjpa-130905170900--thumbnail.jpg?width=120&height=120&fit=bounds" /> This conceptual paper discusses eWoM as a coping response dependent on positive, neutral, or negative experiences made by potential, actual, or former consumers of products, services, and brands. We combine existing lenses and propose an integrative model for unpacking eWoM to examine how different consumption experiences motivate consumers to share eWoM online. The paper further presents an eWoM Attentionscape as an appropriate tool for examining the amount of attention the resulting different types of eWoM receive from brand managers. We discuss how eWoM priorities can differ between public affairs professionals and consumers, and what the implications are for the management of eWoM in the context of public affairs and viral marketing.

Understanding and Managing Electronic Word of Mouth (EWOM) from Simon Fraser University

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0 Mobile Communities of Practice /slideshow/2013-mco-ps-jsis/25936377 2013mcopsjsis-130905170534-
Innovations in mobile technology shape how mobile workers share knowledge and collaborate on the go. We introduce mobile communities of practice (MCOPs) as a lens for under- standing how these workers self-organize, and present three MCOP case studies. Working from contextual ambidexterity, we develop a typology of bureaucratic, anarchic, idiosyncratic and adhocratic MCOPs. We discuss how variations in the degree of organizational alignment and individual discretion shape the extent to which these types explore and exploit mobile work practices and approach organizational ambidexterity. This article concludes with important strategic implications for managing mobile work and practical considerations for identifying, creating, and supporting MCOPs.]]>
Innovations in mobile technology shape how mobile workers share knowledge and collaborate on the go. We introduce mobile communities of practice (MCOPs) as a lens for under- standing how these workers self-organize, and present three MCOP case studies. Working from contextual ambidexterity, we develop a typology of bureaucratic, anarchic, idiosyncratic and adhocratic MCOPs. We discuss how variations in the degree of organizational alignment and individual discretion shape the extent to which these types explore and exploit mobile work practices and approach organizational ambidexterity. This article concludes with important strategic implications for managing mobile work and practical considerations for identifying, creating, and supporting MCOPs.]]> Thu, 05 Sep 2013 17:05:34 GMT /slideshow/2013-mco-ps-jsis/25936377 JanKietzmann@slideshare.net(JanKietzmann) Mobile Communities of Practice JanKietzmann Innovations in mobile technology shape how mobile workers share knowledge and collaborate on the go. We introduce mobile communities of practice (MCOPs) as a lens for under- standing how these workers self-organize, and present three MCOP case studies. Working from contextual ambidexterity, we develop a typology of bureaucratic, anarchic, idiosyncratic and adhocratic MCOPs. We discuss how variations in the degree of organizational alignment and individual discretion shape the extent to which these types explore and exploit mobile work practices and approach organizational ambidexterity. This article concludes with important strategic implications for managing mobile work and practical considerations for identifying, creating, and supporting MCOPs. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2013mcopsjsis-130905170534--thumbnail.jpg?width=120&height=120&fit=bounds" /> Innovations in mobile technology shape how mobile workers share knowledge and collaborate on the go. We introduce mobile communities of practice (MCOPs) as a lens for under- standing how these workers self-organize, and present three MCOP case studies. Working from contextual ambidexterity, we develop a typology of bureaucratic, anarchic, idiosyncratic and adhocratic MCOPs. We discuss how variations in the degree of organizational alignment and individual discretion shape the extent to which these types explore and exploit mobile work practices and approach organizational ambidexterity. This article concludes with important strategic implications for managing mobile work and practical considerations for identifying, creating, and supporting MCOPs.

Mobile Communities of Practice from Simon Fraser University

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0 Unpacking the social media phenomenon /slideshow/unpacking-the-social-media-phenomenon/13942122 2012unpackingthesocialmediaphenomenonjpa-120811020159-phpapp02
In this paper, we highlight some of the challenges and opportunities that social media presents to researchers, and offer relevant theoretical avenues to be explored. To do this, we present a model that unpacks social media by using a honeycomb of seven functional building blocks. We then examine each of the seven building blocks and, through appropriate social and socio-technical theories, raise questions that warrant further in-depth research to advance the conceptualization of social media in public affairs research. Finally, we combine the individual research questions for each building block back into the honeycomb model to illustrate how the theories in combination provide a powerful macro-lens for research on social media dynamics. ]]>
In this paper, we highlight some of the challenges and opportunities that social media presents to researchers, and offer relevant theoretical avenues to be explored. To do this, we present a model that unpacks social media by using a honeycomb of seven functional building blocks. We then examine each of the seven building blocks and, through appropriate social and socio-technical theories, raise questions that warrant further in-depth research to advance the conceptualization of social media in public affairs research. Finally, we combine the individual research questions for each building block back into the honeycomb model to illustrate how the theories in combination provide a powerful macro-lens for research on social media dynamics. ]]> Sat, 11 Aug 2012 02:01:58 GMT /slideshow/unpacking-the-social-media-phenomenon/13942122 JanKietzmann@slideshare.net(JanKietzmann) Unpacking the social media phenomenon JanKietzmann In this paper, we highlight some of the challenges and opportunities that social media presents to researchers, and offer relevant theoretical avenues to be explored. To do this, we present a model that unpacks social media by using a honeycomb of seven functional building blocks. We then examine each of the seven building blocks and, through appropriate social and socio-technical theories, raise questions that warrant further in-depth research to advance the conceptualization of social media in public affairs research. Finally, we combine the individual research questions for each building block back into the honeycomb model to illustrate how the theories in combination provide a powerful macro-lens for research on social media dynamics. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2012unpackingthesocialmediaphenomenonjpa-120811020159-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> In this paper, we highlight some of the challenges and opportunities that social media presents to researchers, and offer relevant theoretical avenues to be explored. To do this, we present a model that unpacks social media by using a honeycomb of seven functional building blocks. We then examine each of the seven building blocks and, through appropriate social and socio-technical theories, raise questions that warrant further in-depth research to advance the conceptualization of social media in public affairs research. Finally, we combine the individual research questions for each building block back into the honeycomb model to illustrate how the theories in combination provide a powerful macro-lens for research on social media dynamics.

Unpacking the social media phenomenon from Simon Fraser University

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0 Social media? Get serious... Functional Blocks of Social Media /slideshow/social-media-get-serious-functional-blocks-of-social-media/13942083 2011socialmediagetseriousbh-120811015657-phpapp02
Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and services. Increasingly, however, consumers are utilizing platforms–—such as content sharing sites, blogs, social networking, and wikis–—to create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a firm’s reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they don’t understand what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities.]]>
Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and services. Increasingly, however, consumers are utilizing platforms–—such as content sharing sites, blogs, social networking, and wikis–—to create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a firm’s reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they don’t understand what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities.]]> Sat, 11 Aug 2012 01:56:54 GMT /slideshow/social-media-get-serious-functional-blocks-of-social-media/13942083 JanKietzmann@slideshare.net(JanKietzmann) Social media? Get serious... Functional Blocks of Social Media JanKietzmann Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and services. Increasingly, however, consumers are utilizing platforms–—such as content sharing sites, blogs, social networking, and wikis–—to create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a firm’s reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they don’t understand what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2011socialmediagetseriousbh-120811015657-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and services. Increasingly, however, consumers are utilizing platforms–—such as content sharing sites, blogs, social networking, and wikis–—to create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a firm’s reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they don’t understand what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities.

Social media? Get serious... Functional Blocks of Social Media from Simon Fraser University

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0 Panopticon revisited /slideshow/panopticon-revisited/13942077 2010panopticonrevisitedcacm-120811015554-phpapp02
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]]> Sat, 11 Aug 2012 01:55:52 GMT /slideshow/panopticon-revisited/13942077 JanKietzmann@slideshare.net(JanKietzmann) Panopticon revisited JanKietzmann <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2010panopticonrevisitedcacm-120811015554-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" />

Panopticon revisited from Simon Fraser University

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0 Minding the gap: Bridging Computing Science and Business Studies with an Interdisciplinary Innovation Challenge /slideshow/minding-the-gap-bridging-computing-science-and-business-studies-with-an-interdisciplinary-innovation-challenge/13942075 2010mindingthegapwccce-120811015447-phpapp01
For today’s information technology organization, working in teams across functional and even organizational boundaries has become an integral part of every project. When asked about these projects, practitioners regularly report on how grave differences between business professionals and tech- nology teams have negatively affected project performance. The serious gap between how the two sides think, talk and work is systemic already in the training and education of both Business and Computer Science students at the univer- sity level. This paper describes the design of a competitive SFU Innovation Challenge which aims to bridge that gap by tasking interdisciplinary groups to create iPhone application prototypes and related business innovation roadmaps. This document then summarizes the objectives of the SFU Inno- vation Challenge, and reports on the difficulties and posi- tive results that materialized when students combined their technological problem- solving techniques and managerial strategies for effectively confronting real-world problems.]]>
For today’s information technology organization, working in teams across functional and even organizational boundaries has become an integral part of every project. When asked about these projects, practitioners regularly report on how grave differences between business professionals and tech- nology teams have negatively affected project performance. The serious gap between how the two sides think, talk and work is systemic already in the training and education of both Business and Computer Science students at the univer- sity level. This paper describes the design of a competitive SFU Innovation Challenge which aims to bridge that gap by tasking interdisciplinary groups to create iPhone application prototypes and related business innovation roadmaps. This document then summarizes the objectives of the SFU Inno- vation Challenge, and reports on the difficulties and posi- tive results that materialized when students combined their technological problem- solving techniques and managerial strategies for effectively confronting real-world problems.]]> Sat, 11 Aug 2012 01:54:45 GMT /slideshow/minding-the-gap-bridging-computing-science-and-business-studies-with-an-interdisciplinary-innovation-challenge/13942075 JanKietzmann@slideshare.net(JanKietzmann) Minding the gap: Bridging Computing Science and Business Studies with an Interdisciplinary Innovation Challenge JanKietzmann For today’s information technology organization, working in teams across functional and even organizational boundaries has become an integral part of every project. When asked about these projects, practitioners regularly report on how grave differences between business professionals and tech- nology teams have negatively affected project performance. The serious gap between how the two sides think, talk and work is systemic already in the training and education of both Business and Computer Science students at the univer- sity level. This paper describes the design of a competitive SFU Innovation Challenge which aims to bridge that gap by tasking interdisciplinary groups to create iPhone application prototypes and related business innovation roadmaps. This document then summarizes the objectives of the SFU Inno- vation Challenge, and reports on the difficulties and posi- tive results that materialized when students combined their technological problem- solving techniques and managerial strategies for effectively confronting real-world problems. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/2010mindingthegapwccce-120811015447-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> For today’s information technology organization, working in teams across functional and even organizational boundaries has become an integral part of every project. When asked about these projects, practitioners regularly report on how grave differences between business professionals and tech- nology teams have negatively affected project performance. The serious gap between how the two sides think, talk and work is systemic already in the training and education of both Business and Computer Science students at the univer- sity level. This paper describes the design of a competitive SFU Innovation Challenge which aims to bridge that gap by tasking interdisciplinary groups to create iPhone application prototypes and related business innovation roadmaps. This document then summarizes the objectives of the SFU Inno- vation Challenge, and reports on the difficulties and posi- tive results that materialized when students combined their technological problem- solving techniques and managerial strategies for effectively confronting real-world problems.

Minding the gap: Bridging Computing Science and Business Studies with an Interdisciplinary Innovation Challenge from Simon Fraser University

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0 https://cdn.slidesharecdn.com/profile-photo-JanKietzmann-48x48.jpg?cb=1682553971 https://cdn.slidesharecdn.com/ss_thumbnails/2015cgipcmr-161025221719-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/consumer-generated-intellectual-property/67649423 Consumer generated Int... https://cdn.slidesharecdn.com/ss_thumbnails/2015financialservicesu-commercejfsm-161025221301-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/financial-services-ucommerce/67649326 Financial services & U... https://cdn.slidesharecdn.com/ss_thumbnails/2015leakingsecretsbh-161025220358-thumbnail.jpg?width=320&height=320&fit=bounds JanKietzmann/leaking-secrets Leaking secrets