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Irene V.

Innovation Adoption Curve Software Tool 2.0 download free - Innovation Adoption Curve S... - 0 views

www.filecluster.com/...ption-Curve-Software-Tool.html

innovation adoption curve software

shared by Irene V. on 11 Jul 12 - No Cached
  • 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).
  • Irene V. on 11 Jul 12
     
    tomado la adopcion de tecnologia como una innovacion, estos son modelos de adopcion y curvas de adopcion
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.

Brian Burke - A Member of The Gartner Blog Network - 0 views

blogs.gartner.com/brian_burke

gamification trends burke

shared by Irene V. on 25 May 12 - No Cached
  • The gamification of social networking and location based services as exemplified by Foursquare, Gowalla and SCVNGR are probably the most recognizable with badges, mayorships and rewards offered for check-ins.  Game mechanics has also been applied to engage people, change behaviours and innovate in many different fields including innovation management, health, training, employee performance, and even social issues.
  • engage stakeholders, improve performance and drive innovation
  • The gamification of innovation and enterprise architecture is a natural extension of design thinking as it is a human-centric and engaging means of harnessing the power of the collective to drive innovation and change.  I believe that game mechanics are going to have a huge impact on the way organizations engage stakeholders, innovate and evolve, and we are just now on the leading edge of that trend
Irene V.

Gartner Says By 2015, More Than 50 Percent of Organizations That Manage Innovation Proc... - 0 views

www.gartner.com/...page.jsp

gamification trends predictions research 2011

shared by Irene V. on 25 May 12 - No Cached
  • By 2015, more than 50 percent of organizations that manage innovation processes will gamify those processes
  • By 2014, a gamified service for consumer goods marketing and customer retention will become as important as Facebook, eBay or Amazon, and more than 70 percent of Global 2000 organizations will have at least one gamified application
  • Gamification describes the broad trend of employing game mechanics to non-game environments such as innovation, marketing, training, employee performance, health and social change
  • ...3 more annotations...
  • The goals of gamification are to achieve higher levels of engagement, change behaviors and stimulate innovation. The opportunities for businesses are great – from having more engaged customers, to crowdsourcing innovation or improving employee performance.
  • four principal means of driving engagement using gamification: 1. Accelerated feedback cycles. In the real world, feedback loops are slow (e.g., annual performance appraisals) with long periods between milestones. Gamification increases the velocity of feedback loops to maintain engagement. 2. Clear goals and rules of play. In the real world, where goals are fuzzy and rules selectively applied, gamification provides clear goals and well-defined rules of play to ensure players feel empowered to achieve goals. 3. A compelling narrative. While real-world activities are rarely compelling, gamification builds a narrative that engages players to participate and achieve the goals of the activity. 4. Tasks that are challenging but achievable. While there is no shortage of challenges in the real world, they tend to be large and long-term. Gamification provides many short-term, achievable goals to maintain engagement.
  • Where games traditionally model the real world, organizations must now take the opportunity for their real world to emulate games," said Mr. Burke. "Enterprise architects must be ready to contribute to gamification strategy formulation and should try at least one gaming exercise as part of their enterprise context planning efforts this year
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.

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.

New Economy, New Ways to Work - YES! Magazine - 0 views

www.yesmagazine.org/...new-economy-new-ways-to-work

economy future new work

shared by Irene V. on 24 May 12 - Cached
  • Well-run businesses require a hierarchy of highly paid executives. Worker co-ops are efficient and democratic, and workers keep the profits. The freedom to do ecological damage improves the business climate. If we destroy the environment, there is no business … or climate. Large corporations are efficient, innovative, and create jobs. Locally rooted small- and medium-sized businesses create the jobs and innovations we need.
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.

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.

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.

Resilience toolkit - 0 views

learningforsustainability.net/..._Rural_Communities_Toolkit.pdf

resilience toolkit concept elements

shared by Irene V. on 09 Aug 12 - No Cached
  • Irene V. on 09 Aug 12
     
    Conceps of resilience as toolkits: 1. Social Networks and Support 5 2. Positive Outlook 9 3. Learning 13 4. Early Experience 17 5. Environment and Lifestyle 21 6. Infrastructure and Support Services 25 7. Sense of Purpose 29 8. Diverse and Innovative Economy 33 9. Embracing Differences 37 10. Beliefs 41 11. Leadership
Irene V.

State of the Future - Collaborative Innovation and the Knowledge Economy - 0 views

www.entovation.com/...future.htm

collaborative innovation knowledge economy future

shared by Irene V. on 12 Jun 12 - No Cached
  • "Economic theory has a problem with knowledge: it seems to defy the basic economic principle of scarcity... the more you use it and pass it on, the more it proliferates... infinitely expansible... What is scarce in the new economy is the ability to understand and use knowledge." (The Economist, 28 September 1996)
  • Irene V. on 12 Jun 12
     
    no esta el articulo completo pero da lineamientos, aunque creo que la economia del conocimiento "era" lo actual y ahora ya evoluciono..., no?
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.

Harvard Business Review:The Future of Work & Social Business Leadership Gamification | ... - 0 views

webtechman.com/...siness-leadership-gamification

harvard business future social leadership gamification social media media web 2.0

shared by Irene V. on 25 May 12 - No Cached
  • This progressive path of innovation in the Enterprise is leading us to the next level of deeper Engagement through Gamification to support real Social Business.
  • how games will transform work, from repetitive call-center jobs to high-level teams who must collaborate with members dispersed around the globe. The authors show why you must begin building a game strategy now
  • strategy that includes a focus on engagement in the process of accomplishing business objectives will help achieve higher levels of success
  • ...10 more annotations...
  • exponential value
  • game theory
  • game mechanics
  • unlock deeper meaning
  • is easier though collaboration
  • will reduce risk and increase the return on investment
  • Game Elements can make Leadership easier today.
  • gamifying” their work environments in order to improve the quality of leadership — not in the future but right away
  • e benefits of network effects
  • beyond supporting internal collaboration, to include external partners and customers
Irene V.

Rethinking 'Crossing The Chasm' - 0 views

www.readwriteweb.com/...hinking_crossing_the_chasm.php

technology innovation chasm adoption web2.0 strategy startup user

shared by Irene V. on 19 Aug 12 - Cached
  • Irene V. on 19 Aug 12
     
    la curva de adopcion explicada de mas maneras y con mas graficos
Irene V.

ribot - Services - interface innovation for mobile and small screen devices - 0 views

ribot.co.uk/services

services interface

shared by Irene V. on 26 Aug 12 - No Cached
  • Irene V. on 26 Aug 12
     
    ejemplo de dibujos de servicio este dise;o la verdad no me gusta pero la idea base....
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