For decades our understanding of economic production has been that
individuals order their productive activities in one of two ways:
either as employees in firms, following the directions of managers, or
as individuals in markets, following price signals. This dichotomy was
first identified in the early work of Nobel laureate Ronald Coase, and
was developed most explicitly in the work of neo-institutional
economist Oliver Williamson. In the past three or four years, public
attention has focused on a fifteen-year-old social-economic phenomenon
in the software development world. This phenomenon, called free
software or open source software, involves thousands or even tens of
thousands of programmers contributing to large and small scale project,
where the central organizing principle is that the software remains
free of most constraints on copying and use common to proprietary
materials. No one "owns" the software in the traditional sense of being
able to command how it is used or developed, or to control its
disposition. The result is the emergence of a vibrant, innovative and
productive collaboration, whose participants are not organized in firms
and do not choose their projects in response to price signals.
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much broader social-economic phenomenon. I suggest that we are seeing is the broad and deep emergence of a new, third mode of production in the digitally networked environment. I call this mode "commons-based peer-production," to distinguish it from the property- and contract-based models of firms and markets. Its central characteristic is that groups of individuals successfully collaborate on large-scale projects following a diverse cluster of motivational drives and social signals, rather than either market prices or managerial commands.
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this mode has systematic advantages over markets and managerial hierarchies when the object of production is information or culture, and where the capital investment necessary for production-computers and communications capabilities-is widely distributed instead of concentrated. In particular, this mode of production is better than firms and markets for two reasons. First, it is better at identifying and assigning human capital to information and cultural production processes. In this regard, peer-production has an advantage in what I call "information opportunity cost." That is, it loses less information about who the best person for a given job might be than do either of the other two organizational modes. Second, there are substantial increasing returns to allow very larger clusters of potential contributors to interact with very large clusters of information resources in search of new projects and collaboration enterprises. Removing property and contract as the organizing principles of collaboration substantially reduces transaction costs involved in allowing these large clusters of potential contributors to review and select which resources to work on, for which projects, and with which collaborators. This results in allocation gains, that increase more than proportionately with the increase in the number of individuals and resources that are part of the system. The article concludes with an overview of how these models use a variety of technological and social strategies to overcome the collective action problems usually solved in managerial and market-based systems by property and contract.
Marketing trends in 2012 | B&T - 0 views
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Marketing trends in 2012 25 January, 2012 Madeleine Ross comments "Opportunities go begging in a market ripe for the brave," says Deloitte chief marketing officer David Redhill, and that's certainly the attitude of many marketers looking at the next 12 months. In this year's tough economic climate, with financial trouble plaguing most of Europe and the USA, Australian marketers will be cautious, but that doesn't mean they'll stop spending. Local consumers have grown accustomed to being circumspect and are now looking to do business with reliable institutions. According to Commonwealth Bank's chief marketing and online officer, Andy Lark: "if you're trusted and you've got a good brand, you're in a good position." Reports of flailing foreign economies won't wreak the same havoc they used to on the industry, with agencies and clients now looking towards the potential downturn as an opportunity to cleverly and cost-effectively win over customers at their most vulnerable. "There is a lot of caution in the market and we are as circumspect as the next business," says Redhill. "But at the same time marketers who invest in brands in downtime are usually the winners because they will emerge stronger as competitors shrink their budgets and reel in their more expansive plans." The Tontine Group's product development and marketing manager, Lucinda Kew, agrees: "It is actually the brands that invest through difficult times which end up getting the best results because… you're resonating with people and when they get through those difficult times, hopefully you're their brand of choice." More for the same The Commonwealth Bank, bedding manufacturer Tontine and financial advisory firm, Deloitte all plan to maintain their marketing spends this year. That's a relief for agencies, especially in the midst of rumours about a 'race to the bottom' where agencies are fighting for clients and remuneration offers are slumping. But that's not to say brands or agencies can r
Innovation Adoption Curve Software Tool 2.0 download free - Innovation Adoption Curve S... - 0 views
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The innovation adoption curve of Rogers is a model that classifies adopters of innovations into various categories, based on the idea that certain individuals are inevitably more open to adaptation than others. Is is also referred to as Multi-Step Flow Theory or Diffusion of Innovations Theory. The diffusion of innovations curve (innovation adoption curve) of Rogers is useful to remember that trying to quickly and massively convince the mass of a new controversial idea is useless. It makes more sense in these circumstances to start with convincing innovators and early adopters first. Also the categories and percentages can be used as a first draft to estimate target groups for communication purposes. Innovation Adoption Curve Software Tool 2.0 is licensed as Shareware for the Windows operating system / platform. Innovation Adoption Curve Software Tool is provided as a free to try download for all software users (Shareware).
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tomado la adopcion de tecnologia como una innovacion, estos son modelos de adopcion y curvas de adopcion
Swatch | WooThemes - 0 views
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free
Double-J Design | 16 Free Blueprint Social Media Icons - Double-J Design - 0 views
Small Business Marketing from Constant Contact - 0 views
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email marketing free for ning
Web 2.0 Guru - Web 2.0 Resources - 0 views
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con miras educativas , free, no se que tan actualizado... pero un repertorio nada descartable para tener a mano, aunque sea pa jugar
SETI@home - Wikipedia, the free encyclopedia - 0 views
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SETI@home ("SETI at home") is an Internet-based public volunteer computing project
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The two original goals of SETI@home were: to do useful scientific work by supporting an observational analysis to detect intelligent life outside Earth, and to prove the viability and practicality of the 'volunteer computing' concept.
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With over 5.2 million participants worldwide, the project is the distributed computing project with the most participants to date. The original intent of SETI@home was to utilize 50,000-100,000 home computers.[11] Since its launch on May 17, 1999, the project has logged over two million years of aggregate computing time[when?]. On September 26, 2001, SETI@home had performed a total of 1021 floating point operations. It is acknowledged by the Guinness World Records as the largest computation in history.[18] With over 278,832 active computers in the system (2.4 million total) in 234 countries, as of November 14, 2009, SETI@home has the ability to compute over 769 teraFLOPS.[19] For comparison, the K computer, which as of June 20, 2011 was the world's fastest supercomputer, achieved 8.162 petaFLOPS.
BigDoor Gamified Loyalty: How It Works | BigDoor - 0 views
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para 25,000 monthly visitors max
Technology acceptance model - IS Theory - 0 views
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when someone forms an intention to act, that they will be free to act without limitation. In practice constraints such as limited ability, time, environmental or organisational limits, and unconscious habits will limit the freedom to act.
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TAM is an adaptation of the Theory of Reasoned Action (TRA) to the field of IS
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estoy checando mas aproximaciones a la aceptacion del usuario Creo que de ahi parte la metodologia exitosa, una que considere los factores negativos y las cosas que "funcionan" Esta es otra teoria ste wiki es sobre Information Systems Research, buen punto de referencia.
Mobile Websites Made Easy | Free Mobile Web Design | DudaMobile - 0 views
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jAjajajajaja un sitio patito para hacer que se vea de movil un sitio con templetes y guardarlo y usarlo... para emergencias? simpatico jueguito
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