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Irene V.

Marketing trends in 2012 | B&T - 0 views

www.bandt.com.au/...marketing-trends-in-2012

marketing trends

shared by Irene V. on 26 May 12 - No Cached
  • Irene V. on 26 May 12
     
    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
Irene V.

Untitled Document - 0 views

www.benkler.org/CoasesPenguin.html

opensource economics collaboration social p2p

shared by Irene V. on 23 May 12 - Cached
  • 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.
  • 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.
  • 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.
Irene V.

Social Software: What It Is And How It Impacts Individuals And Organizations - A Report... - 0 views

www.masternewmedia.org/...social_software_what_it_is.htm

web2.0 trends socialsoftware adoption technology change

shared by Irene V. on 11 Jul 12 - Cached
  • Social software is whatever software or online network that enables users to interact and share knowledge in a social dimension, emphasizing the human potential instead of the technology that makes the exchange possible
  • reshaping the way in which collaboration happens
  • new generation organizations.
  • ...26 more annotations...
  • These were 3D or virtual worlds (eg Second Life), photo publishing (eg Flickr), digital storytelling and podcasting
  • empowers individuals to: Make It – i.e. user-driven content Name It – i.e. social bookmarking referred to as folksonomy Work on It – i.e. mass collaboration or crowdsourcing Find It – i.e. online product search generating the new business model, Long Tail.
  • landscape is dynamically changing
  • Innovators: Brave people - pulling the change. Innovators are very important communicators. Early Adopters: Respectable people - opinion leaders, try out new ideas, but in a careful way. Early Majority: Thoughtful people - careful but accepting change more quickly than the average. Late Majority: Sceptical people - will use new ideas or products only when the majority is using it. Laggards: Traditional people - caring for the "old ways", are critical towards new ideas and will only accept it if the new idea has become mainstream or even tradition.
  • little causes have big effects; and changes happen not gradually but at one dramatic moment.
  • estimate target groups for communication purposes as well
  • The characteristics of the exceptional people who start epidemics
  • They are the messengers who spread social messages.
  • Connectors: People with a special gift for bringing the world together, people specialists, know lots of people and are able to make social connections. Mavens: Information specialists and problem solvers with social skills who like to share their knowledge. Salespeople: Have the skills to persuade when we are unconvinced of what we are hearing.
  • creating "contagious" social change
  • enables people to rendez-vous, connect or collaborate through computer mediated discussion and to form online communities. Broadly conceived, this term could encompass older media such as mailing lists but some would restrict its meaning to more recent software genres such as blogs and wikis."
  • intrinsic motivation
  • new challenges and a desire to make things better
  • empowered, professional and extremely resourceful.
  • confidence
  • characteristic of the "blogger"
  • (the early adopters) are ready to engage with social software: "I believe that it is the autonomy and freewill that has caught the attention of the second wave and it is their ability to "do it for themselves" that will be the sustainable feature of their ongoing elearning practices. It is the simplicity and ease of use of these social networking tools that has brought most success in the shortest amount of time during the [Framework] projects run in 2006."
  • it is a learned skill...if we want to communicate, through using blogs, we have to comment ...we have to have the confidence to 'talk' and build a profile. Commenting is a good starting point even if it is just to say 'thank you'."
  • meaning of groups, networks and communities.
  • blurring
  • linking and the forming of networks and/or communities that evolve from its use that many find so attractive.
  • Siemens’ Connectivism theory and is further supported by Stuckey and Arkell (2006) who state that, "The current mantra for knowledge management is connect don’t collect". (p 7)
  • "the importance of communities of practice and their generative knowledge building capacity"
  • The Domain – a shared interest The Community – Engaging in joint activities and discussions, help each other, and share information. The Practice - They develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems - in short a shared practice.
  • A key element of linking, networking and forming communities of practice is "trust". You need to have trust in the judgments of the people with whom you are connecting. Trust is the basis of all human interactions. Boone in Stuckey and Arkell (2006 p 7) states, "I don’t want raw data, I don’t want information, I want the judgments of people I can trust".
  • Ownership – Fundamental to the whole "revolution" is the fact that individuals can now ‘own’ their own space on the Web – moving from being consumers to becoming contributors and collaborators. Sites that allow individuals to create and maintain their own collections of photos, videos, music and bookmarks online are examples of this. Personalization – the ability to customize the interface of many of these sites is an example of the personalized approach. But personalization goes a lot deeper with this, and includes the ability to actually ‘construct’ the way in which information is represented, where it comes from, how it is used etc. Participation – the move from simply publishing or participation is another hallmark of this software. Even blogs, while being a personal publishing tool, allow for participation – at one level through the comments that can be left, and at another through the communities of interest that develop. Aggregation – the availability of software that makes use of RSS (Really Simple Syndication) demonstrates how information from one source can so easily be integrated into another. Sites that allow individuals to create their personal aggregations of news feeds, blog links, and other feeds, such as NetVibes and PageFlakes, are good examples of this. Other sites such as Technorati illustrate how easily communities of interest can be formed through the aggregation of people’s blog entries.
Irene V.

An Integrated Model of Information Systems Adoption in Small Businesses by James Y.L. T... - 0 views

papers.ssrn.com/...papers.cfm

information technology adoption small business model

shared by Irene V. on 11 Jul 12 - No Cached
  • Based on theories from the technological innovation literature, this study develops an integrated model of information systems (IS) adoption in small businesses. The model specifies contextual variables such as decision-maker characteristics, IS characteristics, organizational characteristics, and environmental characteristics as primary determinants of IS adoption in small businesses. A questionnaire survey was conducted in 166 small businesses. Data analysis shows that small businesses with certain CEO characteristics (innovativeness and level of IS knowledge), innovation characteristics (relative advantage, compatibility, and complexity of IS), and organizational characteristics (business size and level of employees' IS knowledge) are more likely to adopt IS. While CEO and innovation characteristics are important determinants of the decision to adopt, they do not affect the extent of IS adoption. The extent of IS adoption is mainly determined by organizational characteristics. Finally, the environmental characteristic of competition has no direct effect on small business adoption of IS.
Irene V.

10 Ways to Make Your Study Sessions More Productive | Enhanced with Minerals for Taste - 0 views

eleven21.com/...study-sessions-more-productive

curva estudio concentracion sesion

shared by Irene V. on 29 Aug 12 - No Cached
  • “if you don’t know where you’re going, any road will take you there.” The road to learning specific information is, itself, very specific. Chart your path in advance and you’re in for a very productive session.
  • note taking methods
  • mind mapping, Cornell notes, outline format, sentence format,
  • ...3 more annotations...
  • drink a bit of water (500mL is good), and stretch your back, neck, arms and legs. Streching promotes blood flow in the body and will serve to wake your brain up allowing you to get back into 100% concentration much faster. When you’re ready to get back to it, don’t forget to clear your mind and begin with the end in mind again.
  • Constant improvement
  • Highly productive study sessions result in shorter study times and the ability to learn more complex information faster. Establishing a routine that incorporates these methods will allow you to integrate the information you and build networks of knowledge that will act as a foundation for lifelong learning.
  • Irene V. on 29 Aug 12
     
    creo que una curva como esta refleja la capacidad humana de atencion y aprendizaje, por lo que puede ser base para los requerimientos o elementos a considerar cuando diseñemos una sesion en grupo o individual
Irene V.

Organizing your Thoughts and Information on the iPad - Best Apps | Independent Knowledg... - 0 views

www.janet.tokerud.com/ormation-on-the-ipad-best-apps

organizing thoughts information ipad apps knowledge

shared by Irene V. on 12 Aug 12 - No Cached
  • Irene V. on 12 Aug 12
     
    ipad apps for collecting
Irene V.

Is Your Brand Ready for Unleashed Workers? | Sustainable Brands - 0 views

www.sustainablebrands.com/...-brand-ready-unleashed-workers

unleashed workers sustainable brand brands work collaboration future

shared by Irene V. on 04 Oct 12 - No Cached
  • Irene V. on 04 Oct 12
     
    "Is Your Brand Ready for Unleashed Workers? by Marc Stoiber  |  keywords: articles, Computers/Electronics/Technology, Business Model Innovation, Employee Engagement, Environmental/Social Issues, Impact Reduction, Org Culture and Processes, Transportation/Logistics Tweet   Video conferencing, courtesy of GoToMeeting. | Image credit: Citrix October 1, 2012- A key element of futureproof brands is the ability to predict the needs of rapidly evolving consumers. This is easier said than done. In hindsight, Facebook makes sense. But few could've predicted the rise of a generation willing to share every intimate detail online. Telecommuting is a similarly cagey concept. For years, we've been trumpeting it as progress toward less pollution and time waste, and greater sustainability. But there's still little indication what this new world of stay-away workers will actually look like, what working anywhere actually means, and how brands will have to adapt to serve this new group. My interest in this area was sparked by a conversation with Kim DeCarlis, VP of Corporate Marketing at Citrix (the folks pushing the virtualization envelope with offerings such as GoTo Meeting). Although DeCarlis agrees it's early days, she believes there are indicators of what brands serving future telecommuters should think about. Hyper Personal Standardization in electronics is still de rigueur in most offices. As DeCarlis says, "Permutation and new gear is anathema to IT departments. Trying to make an office work - and people share information - when everyone has their own platform is an exercise in futility." Virtualization and the Cloud have changed the need for standardization. "I have a computer, tablet and phone that I bought for myself," says DeCarlis. "With virtualized functions like data, applications and desktops delivered via the cloud, my personal gear is 100% usable at work." So what does this mean for the unleashed workers of tomorrow
Irene V.

The Inevitable Next Economy - 0 views

www.ingenesist.com/...e-inevitable-next-economy.html

economy next trend

shared by Irene V. on 22 May 12 - No Cached
  • Believe it or not, the next economic paradigm will arise from the integration of the tools being developed in the current stage of human development
  • Knowledge The Knowledge age emerged from the integration of tools developed during the information age. The Internet vastly accelerated the amount of information available from which knowledge could be applied as factors of production in physical systems from weather prediction, space travel, medicine, and new ways for people to organize their selves. Innovation The innovation age will emerge from the integration of tools developed by the knowledge age.  So called “social media” is creating thousands of platforms upon which people reorganize themselves around interests, affinities, relationship, and commerce.  As these tools integrate; that is, when the output of one tool becomes the input of another tool (and vice versa), a new economic paradigm will emerge. Wisdom Keep in mind that the agrarian economy and all previous stages are still with us today. Keep in mind that elements of future economies also exist today.  Keep in mind that the US dollar has not always been the currency of trade nor should we expect that it will always be with us in the future. We can assume that the productivity inherent in people and communities is not dependent on the currency, rather, currency is dependent on it.  Time is the only scarce resource and everyone has an equal amount of it.  As such, time is the only true currency.
Irene V.

Technology acceptance model - IS Theory - 0 views

istheory.byu.edu/...Technology_acceptance_model

technology acceptance model theory

shared by Irene V. on 13 Jul 12 - No Cached
  • 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.
  • TAM is an adaptation of the Theory of Reasoned Action (TRA) to the field of IS
  • Irene V. on 13 Jul 12
     
    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.
Irene V.

MUSIC IS MATH - COMPLEXITY GRAPHICS - 0 views

www.complexitygraphics.com/MUSIC-IS-MATH

music math complexity graphics video

shared by Irene V. on 24 Aug 12 - No Cached
  • Irene V. on 24 Aug 12
     
    las imagenes mas chidas con movimiento en video!!! information diving
Irene V.

5 Reasons Why Responsive Design Is Not Worth It - ManageWP - 0 views

managewp.com/...comment-page-1

design responsive discussion

shared by Irene V. on 04 Aug 12 - No Cached
  • Irene V. on 04 Aug 12
     
    "accessing a web page on my phone, I'm doing it for a different reason than if I was using my laptop. If I'm on the road (aka, not at home and not at work), and I access a website on my phone, usually it's for very specific information that I want to ingest quickly and without much fuss. For example, if I access the USTA (United States Tennis Association) website on my phone, these are my priorities: 1) What channel is the current match on? (15 seconds on site) 2) When's the next match? (15 seconds on site) 3) What does the bracket look like now? (1 minute on site) If I'm at my laptop, these are my priorities: 1) Stream the match live. (potentially 3 hours) 2) See real-time stats. (as long as the match lasts) 3) Watch instructional videos. (5 minutes to 2 hours) So really it's the type of content that changes based on the platform, and therefore the IA of the site should be different based on the platform to accommodate what people want the most based on which platform they are on. My issue with responsive design is that almost all of the examples I've seen have nearly-identical IA. This is ignoring differences in usage behavior which, I feel, is detrimental to the overall satisfaction of users."
  • Irene V. on 04 Aug 12
     
    leyendo sobre responsive design, checando cual si jala y cual no...
Irene V.

Is Your Company Using Happiness To Drive Success? | Sustainable Brands - 0 views

www.sustainablebrands.com/...overlooking-key-driver-success

company using happiness success sustainable brands metrics business program

shared by Irene V. on 10 Aug 12 - No Cached
  • In the traditional, profit-driven model of business, money does, by definition, equal happiness. But as the focus for many organizations expands beyond profits to include a host of other factors (e.g., their environmental and social impacts), a satisfied workforce becomes a more reliable indicator of organizational well-being, and an important means to achieving true triple-bottom-line success. Employee happiness surveys have grown in popularity since the rise of such assessments on a larger scale; countries including Bhutan, France and the UK have adopted a “happiness index” as an alternative prosperity measure to GDP, using the findings to help inform future policy. Applying this methodology to business, more and more organizations - including companies such as Zappos and Nestlé Purina - are correlating employee well-being levels to productivity, which in turn informs profitability.
  • Irene V. on 10 Aug 12
     
    otro parrafo
Irene V.

The Rise of the New Economy Movement by Gar Alperovitz - YES! Magazine - 0 views

www.yesmagazine.org/...se-of-the-new-economy-movement

shared by Irene V. on 24 May 12 - No Cached
  • Public Banking
    • Irene V.
      Irene V. on 24 May 12
       
      tendencias
  • how to put an end to the most egregious social and economically destructive practices in the near term; how to lay foundations for a possible transformation in the longer term.
  • challenge
  • ...23 more annotations...
  • range of economic models that change both ownership and ecological outcomes. Co-ops, for instance,
  • system
  • The broad goal is democratized ownership of the economy for the “99 percent” in an ecologically sustainable and participatory community-building fashion. The name of the game is practical work in the here and now—and a hands-on process that is also informed by big picture theory and in-depth knowledge.
  • real world projects—from solar-powered businesses to worker-owned cooperatives and state-owned banks
  • Many are self-consciously understood as attempts to develop working prototypes in state and local “laboratories of democracy” that may be applied at regional and national scale when the right political moment occurs.
  • The “New Economy Movement” is a far-ranging coming together of organizations, projects, activists, theorists and ordinary citizens committed to rebuilding
  • participation and green concerns
  • Other models fit into what author Marjorie Kelly calls the “generative economy”—efforts that inherently nurture the community and respect the natural environment
  • socially responsible
  • corporation designed to benefit the public
  • responsible banking
  • social enterprises” use profits for social or community serving goals
  • new banking
  • credit union
  • What to do about large-scale enterprise in a “new economy”
  • A range of new theorists have also increasingly given intellectual muscle to the movement. Some, like Richard Heinberg, stress the radical implications of ending economic growth. Former presidential adviser James Gustav Speth calls for restructuring the entire system as the only way to deal with ecological problems in general and growth in particular. David Korten has offered an agenda for a new economy which stresses small Main Street business and building from the bottom up. (Korten also co-chairs a “New Economy Working Group” with John Cavanagh at the Institute of Policy Studies.) Juliet Schor has proposed a vision of “Plentitude” oriented in significant part around medium-scale, high tech industry. My own work on a Pluralist Commonwealth emphasizes a community-building system characterized by a mix of democratized forms of ownership ranging from small co-ops all the way up to public/worker-owned firms where large scale cannot be avoided. The movement obviously confronts the enormous entrenched power of an American political economic system dominated by very large banking and corporate interests. Writers like Herman Daly and David Bollier have also helped establish theoretical foundations for fundamental challenges to endless economic growth, on the one hand, and the need to transcend privatized economics in favor of a “commons” understanding, on the other. The awarding in 2009 of the Nobel Prize to Elinor Ostrom for work on commons-based development underlined recognition at still another level of some of the critical themes of the movement.
  • Social Venture Network
  • Worker Cooperatives
  • Consumer Cooperative Management
  • Business Alliance for Local Living Economies
  • Farmer Cooperatives
  • Community Land Trust Network
  • Sustainable Business Council
Irene V.

Multitude Project: Why I don't like crowdsourcing - 0 views

multitudeproject.blogspot.mx/...i-dont-like-crowdsourcing.html

crowdsourcing economy future

shared by Irene V. on 23 May 12 - No Cached
  • Crowdsourcing came from the realization that companies (i.e. closed and hierarchical (feudal) organizations) can use the new technology to coordinate input from a very large number of entities, including a mass of individuals. The relation remains asymmetrical between the outsourceR, a closed, intrinsically individualistic organization and the outsourceE. The only thing that changes is the nature of the outsourceE. Instead of being one entity (individual or organization) executing a particular set of tasks, it is now an informal group of individuals, the crowd. In the eyes of the outsourceR the role of the outsourceE is the same. Although the different nature of the outsourceE forces the outsourceR to slightly modify its practices. There are two important patterns of crowdsourcing A company creating and maintaining it's own crowd for harvesting - the case of FIAT and its Mio project.  A web-based company offering a matchmaking service between companies' needs and the crowd - http://www.ideaken.com/   
  • over the crowd
  • which has some advantage
  • ...4 more annotations...
  • The multitude movement we are observing is a movement that empowers the individual. We are all waking up realizing that we have power as individuals AND as groups. We are also realizing that power relations are not necessary anymore to organize ourselves in large and productive/efficient groups, if we have at our disposal effective means of communication and coordination. Hence the growing tendency to form decentralized networks rather than hierarchies. In fact, it is possible for a decentralized value network to self-structure and to produce very complex output. We don't need that powerful entity to analyse and coordinate action. That entity has lost its power, because it doesn't play a necessary and irreplaceable role anymore. That entity is still strong today, because it still has under its control important assets and capacity of production. But these things are now being transferred to the crowd. So we don't need a corporation to milk the crowd anymore. The crowd can deliver by itself.
  • Structurally speaking, a crowdsourcing network is highly centralized.
  • powerful entity
  • SENSORICA, the open value network I am setting up is an example of a system centered around the individual and its capacity to work in collaboration. SENSORICA is not an entity exploiting the crowd, it is the crowd creating solutions for its own problems. It's mode of production is commons-based peer production (Yochai Benkler).
Irene V.

An Open Badge System Framework: A foundational piece on assessment and badges for open,... - 0 views

dmlcentral.net/4440

badges badge framework doc

shared by Irene V. on 26 May 12 - No Cached
  • Irene V. on 26 May 12
     
    working paper
Irene V.

Knowledge Cartography - 0 views

www.knowledgecartography.org

visualization knowledge maps research cartography information mapping interface

shared by Irene V. on 30 Jun 12 - Cached
  • Irene V. on 30 Jun 12
     
    teoria detras de hacer una visualizacion en un mapa cartografico
Irene V.

SSRN Author Page for James Y.L. Thong - 0 views

papers.ssrn.com/...AbsByAuth.cfm

author thong information technology analysis studies

shared by Irene V. on 11 Jul 12 - No Cached
  • Irene V. on 11 Jul 12
     
    viene la lista de papers de este señor, algunos podrian servir pa referencia o lectura
Irene V.

Technology-organization-environment framework - IS Theory - 0 views

istheory.byu.edu/...nization-environment_framework

framework theory technology organization environment information systems

shared by Irene V. on 13 Jul 12 - No Cached
  • The process by which a firm adopts and implements technological innovations is influenced by the technological context, the organizational context, and the environmental context (Tornatzky and Fleisher 1990). The technological context includes the internal and external technologies that are relevant to the firm. Technologies may include both equipment as well as processes. The organizational context refers to the characteristics and resources of the firm, including the firm’s size, degree of centralization, degree of formalization, managerial structure, human resources, amount of slack resources, and linkages among employees. The environmental context includes the size and structure of the industry, the firm’s competitors, the macroeconomic context, and the regulatory environment (Tornatzky and Fleisher 1990). These three elements present “both constraints and opportunities for technological innovation” (Tornatzky and Fleisher 1990, p. 154). Thus, these three elements influence the way a firm sees the need for, searches for, and adopts new technology.
Irene V.

All My Faves | My Homepage - 0 views

www.allmyfaves.com

web2.0 search directory reference favorites tools information l

shared by Irene V. on 28 Aug 12 - Cached
  • Irene V. on 28 Aug 12
     
    istas de los mejores lugares en la web x temas para steaming, para news, para maps, para search, etc...
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