The commerce sector has long been striving for the goals of increased competitiveness, sustainability, innovation, environmental protection and a skilled, mobile labour market.
Employment Commerce contributes significantly to social inclusion by bringing opportunities to those with limited qualifications who often find it difficult to find employment.
The sector invests heavily each year in training programmes to develop employees'skills and competences. 4 of 12 Skills More still needs to be done to ensure that further education qualifications produce skills that employers value.
Without undermining official recognitions of skills and diplomas, necessary measures should be taken to allow initiatives led by employers,
to be recognised by Member States as being of equivalent status. This is even more important given the lengthening of working lives
to have at least 75%of people aged 20-64 in employment; to invest 3%of GDP in research and development;
Labour and taxation policies are national, not EU competences. Some Member States have not yet carried out the necessary reforms
and is one of the priorities addressed in the European social dialogue for commerce. The Commission should continue to support the sector skills councils in commerce.
Flexibility of labour markets: The dynamic and rapidly changing nature of the sector, responds to consumers'changing shopping habits and professional clients'needs.
The EU needs to encourage Member States to reform their labour markets towards more flexibility so that retail and wholesale an create jobs and offer career development.
One in five young workers have an experience in retail or wholesale. Eurocommerce supports the aim to improve young people's education and employability,
to reduce high youth unemployment and to increase the youth employment rate, as pursued by the Youth on the move initiative.
The EU must implement even better than so far the Think Small First principle in its decision-making process
and introduce more coherence in the gathering of data about the impacts on SMES which are underestimated often
and the Member States to apply an impact test for commerce when considering measures, especially on employment, the Single Market and international trade:
In a globalised economy, open markets and a predictable trade policy are pivotal in furthering Europe's competitiveness and job creation.
The next five years will be critical in returning the European economy to growth and job creation. Retail and wholesale can contribute,
labour markets in some Member States are inflexible, preventing retail and wholesale from adapting to customers'needs;
Encourage energy efficiency through the promotion of voluntary practical support initiatives towards businesses in particular SMES, to accelerate the uptake of effective measures
The sectoral social dialogue in commerce works well and deserves continued support. Eurocommerce has provided detailed comments on impact assessment and stakeholder consultation in two recent position papers.
Encourage Member States to reform their labour markets towards more flexibility and continuous skills development, so that retail and wholesale can create jobs
Member States should be encouraged to reform their labour markets towards more flexibility and continuous skills development,
developed guidelines Labour reforms Tax simplification (VAT) Are targets useful? Please explain. Measurable targets are helpful;
For instance, 75%of the people aged 20-64 in employment seems a high target at first sight; de facto countries are still far below.
It is a dynamic and labour-intensive sector generating 11%of the EU's GDP.
The sector is a major source of employment creation: 29 million Europeans work in commerce, which is one of the few remaining job-creating activities in Europe.
It also supports millions of dependent jobs throughout the supply chain from small local suppliers to international businesses
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from a managerial perspective, aiming to reach a wide spectrum of executives, including those without an IT background.
which analyses and discusses the managerial challenges of technological trends focusing on governance models, the transformation of work and collaboration as a consequence of the digitization of the work environment,
while providing a useful summary of the state of the art for other non-IT executives. Part III discusses how companies have carried out‘‘innovation in practice,
As for the review objective, it is yet challenging to find a unified survey of current scientific work concerning relevant topics to digital business innovation,
topics of strategic interest for IT and Marketing executives, in order to enable an effective understanding of today's organizations as well as users behavior and needs.
and interviews to 80 European IT executives from different industries (finance, manufacturing, utilities, service, among others.
Subsequently, the Part II of this book considers Digital Management Trends, focusing on work practices, identity/brand digital transformation, and governance.
and interviews to 80 European IT Executives from different industries (finance, manufacturing, utilities, and service, among others), likewise.
Focusing on management evolution trends, the argumentation adopts a management pull perspective to consider how work
I am proud to work. I acknowledge also some colleagues from other universities with whom I've had the pleasure to work,
whose conversations, comments, and presentations provided precious insights for this book: among others, Prof. Anindya Ghose at New york University's Leonard N. Stern School of business, Prof.
and their ideas and competences have inspired my work: Silvio Fraternali, Paolo Cederle, Massimo Milanta, Massimo Schiattarella, Diego Donisi, Gianluca Pancaccini, Giovanni Damiani, Gianluigi Castelli, Salvatore Poloni, Milo Gusmeroli
Support Employee Owned Devices...97 5. 4 Business Scenarios for IT Consumerization...98 5. 4. 1 Work from Your Phone...
100 5. 4. 2 Bring Your Own Media Tablet...100 5. 4. 3 Bring Your Own Device for Vendors...
109 Part II Digital Management Trends 6 Digital Work and Collaboration...113 6. 1 Introduction...
-Supported Cooperative Work CSFS Critical Success Factors Cxo C-level Manager DDS Digital data stream DMS Document management system ECM Enterprise
content management HR Human resources ICT Information and Communication Technology IPO Initial public offering IT Information technology ITIL Information technology Infrastructure Library KPIS Key Performance Indicators Nosql
Thus, Big data call for a radical change to business models and human resources in terms of information orientation and a unique valorization of a company information asset for investments and support for strategic decisions.
and Twitter to identify potential threats or opportunities related to human resources, customers, competitors, etc. As a consequence, we believe that the distinction between DDSS
relying on evidence of (an unmatched amount of) facts rather than intuition by experts or individuals.
Accordingly, Big data change decision making and human resources with regard to capabilities satisfying it, integrating programming, mathematical, statistical skills along with business acumen, creativity in interpreting data and effective communication of the results 5
Here, the challenge concerns the fact that executives often argue that they have to make decisions based on information they do not trust
Volume of data Value of information BIG DATA Business Information systems Processes High High Technological perspective Business perspective Management Executives often have to make decisions based on information they do not trust,
The latter meaning to contextualize data sources, improving data access to customers, employees, and value-chain partners,
and analytics to get evidence of facts rather than intuition by experts or individuals. However, as shown by Lavalle et al. 28 in a research on more than 3, 000 business executives in 108 countries and more than 30 industries,
we believe that the actual lack of skills require, first, a change in human resources and talent management towards an information orientation of the overall organization capabilities,
and a consequent internal diffusion of data scientists among the employees 5. In addition, it is worth noting that data were considered not by interviewees among the main impediments to a full exploitation of Big data opportunities to business value.
Furthermore, organizations must commit human resources in recruiting and empowering data scientist skills and capabilities across business lines and management.
that we have proposed in a previous work to improve strategic information governance modeling and assessment 29,
helping managers decision making and employees perform their work. Thus, integration orientation is one of the determinants of organizational absorptive capacity,
and articulate a vision coherent with market opportunities, effectively engaging customers, employees and other relevant stakeholders Leadership Management Organization Investments in human resources with a mix of new analytical skills and business
The resulting infrastructure allows data access to Nokia's employees (more than 60,000), and efficiently moving of data from, for example, servers in Singapore to a Hadoop cluster in the UK data center.
on human resources to be focused on data scientist capabilities. Furthermore, talent management and employees retention have to be considered as a core target for the success of a Big data strategy.
As argued by Consultancy 34, GE envisions Big data as a $30 trillion opportunity by 2030,
Thus, human resources and talent management are key issues to GE Big data strategy. The center has a staff of about 300 employees (most of them
characterized as‘‘hardcore data scientists), ''located in San ramon and around the globe, as well (Bangalore, New york,
The center organizes employees into reference disciplines, such as, e g.,, machine learning, statistics, and operations research, among others.
Furthermore, centralization of the staff is motivated by three factors: an acute shortage of talent, having in depth data science and deep analytics capabilities;
a consequent need for employee retention; reusability in technology. 6 6‘‘The reason is you can't find the talent,
and focus on human resources for capabilities, suitable to support Big data-driven decision making and operational performance. References 1. Ahituv N (2001) The open information society.
by providing the ability for the employees to access work applications and files from everywhere. 4. Resources pooling and allocation,
and employing more experienced consultants in this field, which would have a better response time for the future emerging demands. 4. Professional and geographically dispersed service,
and support engineers in the implementing firm. 3. Increased satisfaction of the support engineers by focusing on more important IT issues. 28 2 Cloud computing 4. It gives the opportunity for the employees from different departments to develop their experiences about cloud computing support
because their knowledge about the cloud service is limited. 2. The staff responsible about the supporting the service may lose interest and satisfaction about their roles,
since the work may shift from hands-on technical experience to reporting and following up the service provider to solve the emergent problems. 3. The IT department would possibly lose some of its staff due to the fact that many of them are not necessary any more,
since the service provider will be in charge of their jobs of providing software and hardware support. 4. Based on the last point,
there will be a possibility of losing the expert employees, which would create a problem for the company
, how it grants employees access to physical and virtual assets, how it monitors these employees,
and reports on policy compliance and the little or lack of visibility into the hiring standards and practices for cloud employees.
Also it has to prepare better plans for its employees training and development in order for them to be able to cope with changes associated with the coming IT transformation.
since imposing changes would not have a good impact on employees performance; therefore, careful change management techniques should be applied in such a situation in order to ease the new changes.
The opposition of the employees needs to be addressed and carefully dealt with, which can be achieved by examining the reasons for the resistance and dealing with them such as the fear from more work and more responsibility 15.
These reasons can be alleviated by clearly explaining all the issues are related to the coming change. In other words, managing changes requires more effective communications and employee development
which can be achieved by additional training 16. Moreover and most importantly, top management support should be guaranteed at all time during the change process 17.32 2 Cloud computing Khajeh-hosseini et al. 8 also suggests that the organization implementing cloud computing has to consider the socio-technical factors that concern with interaction between the people and technology
in the work environment, and that affect its intention behind this transformation. Some examples of these factors are, organization climate,
the usage of electronic storage devices, team workers performance and the policies that govern the way the business work 18.
Finally, as for infrastructure accessibility and consumption issues, trusted consumers of service are those who are considered part of an organization's legal/contractual/policy umbrella including employees, contractors and business partners.
with several rounds of anonymous written questionnaire surveys conducted to ask for experts'opinion 21. FDM has the following properties:
The experts involved with the prediction process do not see each other, remain anonymous and don't know how many experts are involved.
This helps to prevent them from influencing and encourages objectivity. 2. Feedback: The survey feedback gives the participants an idea about the main ideas in the group.
The top is the majority consensus (50%experts) representing the prediction team's opinion. The top and bottom quarter percentile (each representing 25%of the experts) represent the prediction deviation. 4. Convergence:
Through multiple reverse feedback make the final prediction results converge. The purpose of the Delphi Method is to achieve a consensus among the experts on the subject being evaluated.
When used with one-to-many objectives, multiprinciple, multi-proposal and multi-participant decision-making problems,
the method not only serves to draw on a large body of opinion but also meets the requirement for independence in the experts'judgment 21.
and investigating the impact with the concerned users and IT department employees, whose jobs will be altered
and providers Validate with cloud subject matter experts Documented understanding of what will be achieved by comparing the strategic requirements with the available services and providers Table 2. 3 Phase 1,
the assigned project team will accomplish some important tasks such as the transition of the service, the management of the staff impacted, the management of the communication to all stakeholders,
and achieving a smooth transition in the IT department from managing their own internal staff to managing the cloud supplier and the interfaces.
and publish acceptance criteria A signed acceptance document Carry out the transition Communicate progress Conduct knowledge transfer Manage staff (directly and indirectly) impacted Table 2. 9 Phase 3,
the role of internal communication and employee development. Corp Commun An Int J 8: 268 277. doi:
Then the Chapter focuses on how IT managers and executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:
but rather a radical transformation having impact on lifestyle, work, as well as on markets structures, business strategy and customer experience.
or facilitating conditions Intrinsic motivation Computer playfulness Emotion Computer anxiety 6 With a‘‘feedback''effect also on the internal portfolio of technologies, due to the adoption of personal devices by employees for work,
In particular, it is worth mentioning the work by Ghose et al. 28 which explores the difference in economics between the two settings,
However, IT managers and executives interested in digital innovation of services through mobile have to face challenges related to the lifecycle of such initiatives from development and integration with enterprise information system, to a secure supply to the final users, through a constant
dedicated to the employees of a company and/or business partners This type of store aims to deploy applications for specific internal users based on their business role (executives, middle management, sellers, maintainers, retailers,
and other mobile workers) These stores are managed generally as a repository of enterprise applications 58 3 Mobile Services services has an impact as well on the efficiency and effectiveness of their management, use and updating.
and configuration for all mobile devices (company-owned as well as employee-owned) in the network of a given company.
,‘‘rugged''devices results in a reduction of errors and processing times, optimizing the operating performance of workers,
the investment in this solution has covered also a set of training activities by the staff. Indeed, the operators have to be able to scan the barcode using the optical drive of the tablet supplied,
including advertising as well as mobile marketing experts. 9 For further details on the impacts of sensor technologies on business innovation,
rough handling, providing ergonomics that reduce operator effort. They can meet military standards, e g.,, for dust, rain, humidity, strong shocks, repetitive tumbles and temperature extremes. 62 3 Mobile Services POINT OF ATTENTION:
and executives on the options they have when facing challenges related to the lifecycle of mobile initiatives, from development and integration with enterprise information system, to a secure supply to the final users,
,‘‘rugged''devices, results in a reduction of errors and processing times, leading improved performance of workers.
involving in an integrated way IT, Marketing and Human resources functions, is necessary to have a set of technologies able to monitor a highly dynamic and complex system,
or a limited set of applications, may lack redundancy, aiming to maximize the raw storage space
and transmit valuable information about both external signals and internal signals (i e. from employees). With this scope, the team built up tools able to increase the participation, involvement and cooperation of end users in general (decision makers as well as other internal users.
Nokia works in the international telecomm market, producing mobile devices, providing services and solution for worldwide dynamics
on the one hand, enhancing collaborative relationships among employees, creating new spaces for knowledge and information sharing; on the other hand, opening the boundary of a company through the involvement of external stakeholders and users, likewise.
As a consequence, Nokia's employees were able to enhance their capabilities in sharing and finding useful information through social media, opening new conversations about strategically or relevant arguments.
and priorities for IT executives as well as for other Cxos (as also early emphasized in Chap. 1 on Big data).
MIT Cent Coord Sci Work Pap 226 5. Bonabeau E (2009) Decision 2. 0: the power of collective intelligence.
Work Paper 001 4. 7 Summary 85 7. Gregg DG (2010) Designing for collective intelligence.
Proceeding 2nd ACM Work. Soc. web search Min. ACM, Hong kong, pp 65 68 16. Li Y, Ma S, Zhang Y, Huang R, Kinshuk (2013) An improved mix framework for opinion leader identification in online learning communities.
Proceedings 7th Alberto Mendelzon International Work Foundation Data Management Puebla/Cholula, Mex May 21 23 30.
IEEE International Conference Pervasive Computer Communication Work PERCOM Work, pp 525 530 36. Aggarwal C, Abdelzaher T (2013) Social Sensing.
and strategies that concern this trend as well as to understand its implications on the businesses. 5. 1 Introduction It is very common nowadays to see workers from different levels in different companies bring their own laptops to the work environment to use them to do
Also, it is normal to see employees using their own technological devices at work, and blurring the lines between personal machines and work-focused ones.
Moreover they are using social media to reach and communicate with companies'customers. As a result,
consumer technologies have been steadily entering the workplace and increasingly deleting the barriers between home and work technologies 1. This trend,
since employees can take them anywhere and access any variety of content, e g.,, from the‘‘cloud''they subscribe to. 1 Based on the previous examples and explanations,
increasing numbers of employees have become more selfsufficient and creative in meeting their IT needs.
'where individual employees can choose their own type of device to do their work, are beginning to flourish in the business world 3. Now,
and support the type of device their employee wants to use, not what they want to provide.
A major driver of mobile device usage in the work environments has been the emergence of cloud computing. As mentioned before
Instead of IT being seen as a roadblock on how users want to work, it can provide a more subtle level of service.
Employees can be more productive due to permanent access to business data and transactions, and communication facilities.
as employees will be more mobile and will use own devices and services. This can lead to a better customer satisfaction as well as its corresponding financial benefits 8. Organizations that see IT consumerization as an opportunity to create a comprehensive strategy
and clear governance model will be more likely to capitalize on the financial benefits of this trend 7. Human resources benefits:
since that consumerization of IT has been started originally by having employees bringing their own devices to the business,
in order to increase motivation of staff, support them in becoming more literate in current technologies and use them also in business life.
and achieve a better retention of employees by offering them job satisfaction and the freedom to unfold their creativity for the benefit of the business and their customers.
Moreover, Human resources (HR) departments can discover advantages related to better collaboration and communications among the enterprise's employees as well as better recruitment process by using social media platforms 9. Operational opportunities:
urgent issues can be better coordinated and resolved through the increased availability of staff that can be accomplished by having the employees using their own devices.
Adding to that, more flexibility and mobility will have positive effect on working from remote locations, like homeworking and working on the move.
and collaboration initiative at the staff, enhance the employees ability to work in virtual teams,
which would help employees to increase online interaction and online data access, while using approved applications deployed via the company's own app server.
and Risks of the Consumerization of IT The increasing number of employees'private devices used in workplace is presenting a challenge for the managers 10.
according to this analysis, many of the issues that are related 2 Chapter 7 discusses these issues as challenges to digital business identity. 92 5 IT Consumerization to this topic are based on the fact that the devices that the employees are using are not suitable
to be used at the work environment; hence, it is difficult to apply the same security standards and policies on those personal devices.
Second part is about users and employees'awareness and acceptable use policies. Third section is about the technical issues concerned with mobile devices
only one third of the employees at those companies were aware of such rules. Moreover, the guidelines that are currently in use within those businesses are inadequate to deal with situations
when the employees tend to keep passwords, PINS and credit card details on their personal devices.
Furthermore, other survey results show that 63%of mobile devices that connect to enterprise networks regularly are used for both work and private purposes
which results in a blurring of the distinction between work and personal life of the worker.
1. Increased risk of loss of value in cases when employees bring bad reputation to the organization's name
1. Corporate governance and compliance control over employee-owned devices will not be optimal. 2 . Since the consumerized personal devices may be owned
which may result in risks related to the intervention of businesses in the private life and property of employees.
1. the possibility of losing corporate data because of unauthorized sharing and usage of information on employees'devices by the services running on them;
especially when the device is owned by the employee; 4. increased risk of the corporate data being hacked due to external attack.
and help employees do their jobs better. Therefore, many authors have provided their perspectives about how to take the advantage of IT Table 5. 1 Primary
and Adopt the User Perspective Today's employees are more technically capable to find their own ways to use their own devices in order for them to be more productive at work environment such as downloading,
so that they can have better communication and work more efficiently. However, such procedures can conflict with the enterprise's IT SECURITY policies 13.
if an employee knows he she may later need access to a file created on his her work computer,
he she can upload his her work documents and then access them from any device 14.5.3.2 Step 2:
Rethink User Computing Change Focus from Platform to User The traditional approaches and practices of users'profiles management are not suitable any more in nowadays work environments because of today's complex computing landscape
and the countless number of employees using consumerized devices. These devices form IT challenges for the IT departments
Support Employee Owned Devices In its report about IT consumerization 14, Intel has provided a set of best practices (see Fig. 5. 2) for supporting employee-owned devices in the enterprise.
This covers employees from human resources and legal to IT, corporate services, and most importantly, end users. This is an ideal opportunity to define all the components of the BYOD program 14.2.
the decision makers in the business need to develop a security model for employee-owned devices.
this is an important procedure in order not to ensure that the technology choices wouldn't 5. 3 Steps for IT Consumerization 97 overwhelm the IT staff;
and connectivity support users'work styles. Planning teams involve users categorization into segments and the identification of the various scenarios of IT consumerization that correspond to those sectors,
and work styles according to 15 as well as some typical scenarios for the different segments of users who belong to those segments and types,
According to 15, Microsoft has used qualitative and quantitative research in several countries to understand the different types of information workers,
and work location flexibility. Figure 5. 3 illustrates users'segmentation along these three dimensions. The three dimensions described previously help identify
and describe work style segments, such as those listed in Table 5. 2. 1 Engage Stakeholders 2 Update Security Model 3 Decide on OS and devices 4 Plan Deployment 5 Stay current with Technology Fig
. 5. 2 Best practices for supporting employees'owned devices. Adapted from 14 98 5 IT Consumerization According to 15 the All-star, Road warrior,
and Tech realist work styles are the most applicable scenarios because of the average high level of technology engagement and requirement for location flexibility.
The personas that represent these work styles in the scenarios in this section are corporate attorney, business manager, contractor, executive, high-end salesperson,
Adapted from 15 Table 5. 2 Consumerization of IT work styles and attributes Non-PC worker Generalist Road warrior Deskbound contributor Techrealist All star Technology engagement Low Low Medium Medium Medium High Need
for collaboration Low Low Low Medium Medium High Working location flexibility Low Low High low Medium High Adapted from 15 Table 5. 3 Consumerization of IT personas
and work styles Business scenario Role Work style Work from your phone Corporate attorney Tech realist Bring your own media tablet Business manager All star
Bring your own device for contractors Contractor Road warrior The boardroom Executive All star High-end sales High-end salesperson Tech realist Retail sales Retail sales
1 Work from Your Phone A corporate attorney brings his own devices, such as, e g.,, a smartphone into the enterprise environment and uses it to obtain immediate access to corporate email and calendar, communication facilities,
By providing communication and social platforms capabilities through web-based apps, employees can be productive regardless of
and write work email messages, schedule appointments, and send and receive instant messages. However, only some of them are able to access work files from their phone
while in their offices because of security restrictions. 5. 4. 2 Bring Your Own Media Tablet A business manager handles hectic schedules and endless lists of tasks and responsibilities.
and can be used to answer all the emails that are related to work and to solve the bending issues by conducting Instant messaging IM discussions
while sharing documents on the screen with other employees at the company. 5. 4. 3 Bring Your Own Device for Vendors An independent contractor for several construction companies can controls his her own schedule while working
to check work progress and status, to connect to the corporate network through smartphone to review the latest construction documents,
and family 16.100 5 IT Consumerization 5. 4. 4 The Boardroom Executive decision makers are more and more adopting tablet computers for decision support.
and can enable executives to attend meetings or conference calls with all the supporting documents they need,
The key concerns about these strategies as well as the technologies that address the raised issues are explained in the following sub-sections. 5. 5. 1 Going Mobile Strategy Many of the nowadays employees are exploring this strategy.
This approach brings in popular user choices in scenario-driven ways to provide employees with the fashionable devices they seek that also enhance their productivity.
and resources 16.5.5.4 Bring Your Own Device BYOD Strategy This strategy encourages talented employees and contractors,
attracting and retaining valuable employees 16. These motivational reasons are explained in the following points, according to 16:
When employees are away from their desks, devices that provide access to information related to work can increase their collaboration and productivity 9,
since that mobile devices can access email and provide instant messaging service, calendar, voice, and other capabilities at any time and place 8. Refocusing IT on strategic initiatives.
IT employees will be relieved when the retail channels and users become responsible for obtaining and supporting their own mobile devices.
which would enable IT staff to focus on strategic initiatives and projects 16. Attracting and retaining valuable employees.
Providing employees with a controlled freedom of information access would encourage best employees to stay at the firm
and would attract and retain valuable employees as important assets of the enterprise. As a result, enterprise human resources departments are moving toward rich consumerization of IT environments to improve workplace satisfaction 16.5.7 Considerations Related to IT Consumerization The consumerization of IT is unrestricted not an strategy,
nor appropriate in all environments, because many devices are not secure enough. Also, legal considerations with regard to licensing, security,
and privacy exist. Moreover, the ability of the users for being self-supporting and tech-savvy is under question.
indeed IT departments frequently underestimate the number of workers who already use their own devices.
Appropriate practice of privately owned devices usage in the workplace must be defined and communicated to all staff within organization.
That is because people are often unaware of the privacy and security risks involved in using certain software applications.
shown in Table 5. 5 is an example of who is responsible for specific types of issues with different categories. 5. 8 Social Platforms Social media has a huge impact on not only the work environment,
as a consequence, employees expect and demand more freedom at work environment. They want to have instant access to the types of applications that would help them to be more communicative in their personal life.
Also, on the work side, they consider that having the ability to access consumer social networks through their personal devices,
would allow them to build conductive work relationships that would result in better business performance.
However, at work places, 56%of employers do not allow access to non-work related resources or websites and 63%ban their employees from saving personal data and files on company's computers.
a recent research claim that nearly half of all the workers (46%)surveyed have graded their employers with extremely low marks for applying IT consumerization strategy 5. Table 5. 5 Sample IT support policy Devices Operating systems Files
Such circumstances can be applied particularly to the case of young employees since this category of workers expects to have access to the same technologies at work that they are familiar with in their life as consumers.
For example, Microsoft's $1. 2bn acquisition of Yammer has positioned the software giant to introduce enterprise social networking capabilities to its existing business collaboration systems such as Sharepoint, Exchange, Lync and Office 365 17.
This acquisition by Microsoft is a clear example of the importance of social networking within work environments.
Yammer can enable companies to offer their employees functionalities that are similar to Facebook and Twitter and at the same time to work in accordance to the security standards of the enterprise firewall and can be integrated with other systems at the enterprise that are managed by a company's own IT department.
It is accepted well and regarded by the experts who follow the enterprise social networking market. The employees who use Yammer can set up user profiles,
send and receive‘‘tweets''like messages, participate in discussion forums and receive information about what their colleagues are doing.
Yammer will accompany Skype software, which is a communication product that Microsoft acquired last year for $8. 5bn
without facing the complexities associated with traditional videoconferencing 4 The case studies introduce some of the topics further discussed in Chap. 6 on Digital Work and Collaboration. 5. 8 Social Platforms 107 systems.
Avaya's strategy for mobility within the enterprise is to take advantage of the consumer gadgets that executives
and employees are already bringing to work such as tablets and smartphones. Moreover, with its one-X software for smart phones, Avaya also allows its employees to make the mobile phone acts as an extension of the corporate network.
That means employees can transfer calls from their desk to their mobile phones as they are leaving their offices
or take a call on their mobile while they are on their way into the office
since the company has realized that the employees will use their own devices at the workplace,
including its contractors and employees in joint ventures, likewise. Shell's Airwatch MDM platform supports around 6, 000 individual devices.
It provides support to any employee-owned Apple and Android phones, and tablets that meet its minimum operating system requirements.
the project required significant nontechnical collaborated work with other stakeholders in the business to ensure the company was ready for a new way of working.
and support employees own devices. References 1. Nunziata S (2011) The consumerization of IT. CIO Insight
Financial times 110 5 IT Consumerization Part II Digital Management Trends Chapter 6 Digital Work and Collaboration Abstract The fast evolution of the Information systems (IS) during the last decade
Computer-Supported cooperative work (CSCW) is concerned centrally with teamwork, learning, problem solving, knowledge building, task accomplishment and other cognitive achievements by small groups of people.
There are many theories useful for framing the cognitive work that groups undertake in CSCW settings,
This Chapter will look in details into the origin of the digital collaboration, its importance for work environments and its types.
Another term that can be considered as the synonym for digital work collaboration Is supported Computer Cooperative Work (CSCW) 1
and increase workforce interaction and productivity. 114 6 Digital Work and Collaboration Have people who are not in the same geographical location to work together on a project.
blogs and workflow management system to have done the work. Different Time (asynchronous) and Same Place (collocated
Adapted from 5 116 6 Digital Work and Collaboration contexts in which COC can happen Such cases result in various conceptualizations that can be overlapping
and staff resources create several challenges for information technology (IT) departments. One way to tackle such an issue is the collaboration.
and all except one respondent (who 118 6 Digital Work and Collaboration disagreed), agreed or strongly agreed with the idea that increased collaboration could help their staff improvement processes 10.
Thus, technology is an essential part of the educational experience. Nevertheless, because of shrinking resources and increasing demand for services, the IT specialists who support that kind of technology experience constant pressure to do more activities
IT leaders can address those challenges by encouraging and supporting employees who work for them to move beyond institutional boundaries,
Electronic meeting systems form a class of applications for computer supported cooperative work. Based on their features, they can help to find solutions for many harmful
The idea behind the electronic meeting 120 6 Digital Work and Collaboration systems is to improve group efficiency
since that the worker can contribute from anywhere, as long as there is access to the conference or the forum through the internet.
This feature may be considered as an advantage for those who work from home or other geographical locations.
standards that govern the way these systems work, user compatibility, and the way the workflow is configured pre in such software applications.
Examples of such 122 6 Digital Work and Collaboration industries include accounting, food safety, medical device manufacturing, Healthcare,
or employees, these organizations use social collaboration tools to improve efficiency, solve problems, create opportunities, boost productivity,
and it applies to systems used outside the work environment or workplace. Software products such as email
The use of such software at the work place stimulates a Collaborative Working environment (CWE) that supports individuals as well as those who work as a team regardless of their geographical locations by providing them with the necessary equipment that aids communication, collaboration
Google Calendar for scheduling meeting at times that works for everyone with features such as reminders, Google Drive for storing, sharing
These tools have the ability to promote collaboration among people in general and within work team members in particular.
124 6 Digital Work and Collaboration storing and backing up any kind of file; immediate synchronization and sharing of files across computers and among users who are located in different geographical locations;
Online communities have also become a way for work collaboration among team members at the work environments
and thinking. 126 6 Digital Work and Collaboration 6. 4. 7 Crowdsourcing Hammon and Hippner 19 define Crowdsourcing as‘‘the act of outsourcing tasks originally performed inside an organization,
Also, contributors can also achieve some benefits for themselves by interacting with experts, since they can practice their unprofessional skills
Dividing work into short and simple subtasks may be more suitable for some areas, while chunking work to avoid the switching costs of people choosing another task to do could be more appropriate to some other markets.
Therefore, it can be concluded that matching the format of the work to the characteristics of the market could possibly lead to a faster outcome with better quality 22.
In conclusion Crowdsourcing is a powerful method to solve a variety of problems in faster and less expensive ways in comparison with traditional ones;
not only to treat crowd workers as simple sensors or processors, but also to join their human intelligence and creativity.
The creators of this project hope that recaptcha continues to have a positive impact on modern society by helping to digitize human knowledge 24.128 6 Digital Work
Moreover, despite the size of the work that needs to be accomplished, crowdsourcing provides an effective way of humans'collaboration that can participate positively in the project success. The second case study discusses the digital collaboration in educational webinars.
Digital work and collaboration is basically about using digital devices, open source data and cloud technology to share knowledge, manage information
However, despite its potential benefits, the challenges associated with the adoption of the digital work
benefits and issues associated with digital work and collaboration. These case studies show many considerations that have to be well-thought-out before introducing the tools that represent this new technological enhancement.
Comput Support Coop Work 22: 345 372. doi: 10.1007/s10606-013-9193-7 2. Grudin J (1994) Computer-supported cooperative work:
history and focus (Long beach Calif) 27:19 26 3. Kay R (2004) Roots of digital collaboration.
Decis Support Syst 8: 141 158 130 6 Digital Work and Collaboration 12. Nunamaker JF, Dennis AR, Valacich J, Vogel DR, George J (1991) Electronic meeting systems to support group work.
Commun ACM 34:40 61 13. Schrire S (2004) Interaction and cognition in asynchronous computer conferencing.
In particular, the Chapter has shown that the decision makers need to develop security models for employee-owned devices
Hyman pointed out also that the following identity-related motivations security experts see as constraints and causes for a limited accuracy of costs estimations 8: 134 7 Digital Business Identity
The framework, resulting from a comprehensive literature review and findings from a qualitative expert interview study, uses Balanced Scorecard (BSC) 16,17 concept as a basis for a decision support approach
''and understood by employees in order to be transmitted effectively to people in the outer context of the organization,
when employees are in charge of a given touch point, or as indirect‘‘testimonial''of the brand in their everyday life,
Indeed, in recent years, we have assisted to a specific interest by researchers in investigating the role of employees about the management of reputation by businesses in social media 24.7.4 Case studies In this Section we discuss case studies illustrating issues related to digital business identity
providing insights on how IT executives as well as other Cxos can manage digital business identity initiatives through a focus also on narrower aspects of the inner context,
Annu Work Econ Inf Secur (WEIS12), Berlin, DE, June 25 26 10. Anderson R How much does cybercrime cost?
Topalian A (2003) Executive perspective: 1 The development of corporate identity in the digital era.
managing employees and reputation in social media. J Mark Manag 1 26. doi: 10.1080/0267257x.2013.813577 25.
communicate, and work, likewise. The developing of these technologies is rapid, thus mechanisms that can help to manage
and apply frameworks to their work environment 1. Also, the increasing use of ICT in different facets of human life is leading to multidimensional and often unpredictable changes.
top-level executives traditionally relegate important IT related resolutions to the IT professionals in the company,
board members, top management, staff and customers. It establishes a set of policies and practices used by the organization to enhance a transparent accountability of individual decisions.
and apply IT governance frameworks to their work environment, despite the prefigured potential benefits for the performance and profitability aspects.
Similarly, business managers and employees think Table 8. 1 Governance benefits for risks associated to key decision making areas Key decision making areas Risks Governance benefits Identifying the relevant decisions Misdirected effort
and business stakeholders but also the web managers within the organization and deep and rich support infrastructure that can include legal department, business experts and ICT specialists as well as external vendors.
what works for one case does not necessarily work for another. This means that different organizations may need a combination of different structures, processes and relational mechanisms.
processes and relational mechanisms in a comprehensible relationship to each other (see Table 8. 2). Structures involve the existence of responsible functions such as IT executives and a diversity of IT committees.
mechanisms Tactics IT executives and accounts Committees and councils Strategic IT decision-making Strategic IT monitoring Stakeholder participation Business/IT partnerships Strategic dialog
and incentives Cross functional business/IT training IT strategy committee COBIT and ITIL Business/IT colocation Cross functional business/IT job rotation IT steering committee (s) IT
However, IT governance activities are becoming established within the organization, with active senior management involvement and support.
and IT contribution and bring it to executives attention 2. Involve and get support of senior management 3. Encourage
and support IT/Business communication and partnership 4. Engage key stakeholders 5. Define and align IT strategies to corporate strategies
Description Senior management commitment and vision The commitment of senior management through continuous support, regular follow-up, provides adequate resources and sustenance for IT governance during conflicts,
if rights and responsibilities are distributed well among the appropriate Table 8. 5 Key minimum baseline of seven IT governance practices Best practice#Best practice description 1. IT steering committee (IT investment evaluation/prioritisation at executive/senior management
For example, the system integration of Ministry of Education with Ministry of Manpower and Public Authority for Social insurance is necessary for e-government system to verify employment history and social security status seamlessly 22.
and a serious security issue as various consultants and subcontractors were working with highly confidential citizens'data.
and especially from the senior executives. Thus, companies must be able to better understand the complex playing field of their competitive environment as well as to put together a reliable set of governance techniques that are shared simple,
IT governance also requires the commitment and involvement of additional groups such as the board of directors, executives,
consultants and managers 8. In fact, the business model was established as the independent unit of analysis of business
and industries Relation between research and the adopted business model The results of research are tied necessarily to the company's internal operational model 4 See also for these topics the discussion about digital work and collaboration in Chap. 6. 9
Work Pap IESE Bus Sch 3: 1 28 14. Hammer M (2004) Deep change: How operational innovation can transform your company.
The management team is composed of data scientists, mathematicians, security experts and industry specialist, supported by the investments of some of the founders and CEOS of Google, Paypal, Verisign and Sun microsystems.
The management team is made up of financial experts kids entertainment professionals, software developers, startup experts and creative.
The idea of a financial education tool for children has been developed also by other companies, but with a somewhat lower level of user experience.
compared with traditional expert recognition of emotions, lay in a higher objectivity, the ability to capture all the micro-expressions,
by means of many different experimental activities to conduct with employees and customers. As an example, it can be used to test
or not-whether in customers or in employees-while executing a process or interacting with a tool;
It works on the analysis of speech pattern, tone of voice, semantic analysis, body language, facial recognition. Cogito's systems continuously collect
It works like a regular Visa card both on-line and off-line, but it's linked to a control system that allows to prevent purchases from specific stores and types of merchants,
However, among the discussed digital innovation practices we have found also a coverage of digital work and collaboration (Mezzanine) as well as digital business identity (Tycoon) issues.
Likewise, this phenomenon has important consequences also for workplace habits and routines, due to the increasing relevance of another connected phenomenon, V. Morabito, Trends and Challenges in Digital Business Innovation, DOI:
individual employees can choose their own type of device to do their work, and this can be their own private personal one, with consequences ON IT policies as for security, disclosure of data, and privacy.
Taking the digital trends challenges into account, Fig. 11.1 summarizes the areas for digital management intervention by IT executives
Besides the benefits, collaboration contributed to‘‘open''work practices, blurring the boundary between the inner and the outer context of a company.
thus, effectively exploiting digital work and collaboration. 3. Promote business agility, not only efficiency; thus, constructing dynamically your digital business identity through innovative business models and an effective digital governance.
, 51 Collaboration, 194 Collaborative management tools, 113,114 Collaborative software, 123 Collaborative working environment (CWE), 123 Collective Intelligence, 68 Column-oriented databases, 6
Community cloud, 34 Community coordinator (CC), 118 Community of practice, 117 Comparative sentiment analysis, 70 Computer-supported cooperative work (CSCW), 113
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