) a group of experts from regions and universities with experience of cooperation in research and innovation debated the potential roles that universities could play to enhance their contribution in developing
This first EUA-JRC workshop gathered 40 experts from 18 European countries, across both EU 15 and EU 12 member states plus Norway,
EUA nominated university experts through consultations with its collective members the national rectors'conferences, who selected experts with experience of regional cooperation to advise on good practices and guidelines for the new Smart Specialisation agenda.
JRC identified their participants through consultation with the S3 Platform comprising over 130 national and regional authorities.
and methodological advice on how to develop RIS3 in collaboration with leading experts. This includes peer review activities where regions present their RIS3 strategies
Regional Development Commission of Algarve Miguel Angel Aguirre Spain Andalusia Adviser, Andalusian Regional Government, Ministry for the Economy, Innovation, Science and Employment Annex 1:
) Cornwall Adviser to Cornwall County Council Jo Banks England (UK) Cornwall Cornwall County Council Linda Stewart Scotland (UK) Highlands and Islands Chair
and Communication Manager Per Erik Sørås Norway Sør-Trøndelag County Senior Adviser Armin Mahr Austria Federal Ministry of Science and Research Head
and Innovation Unit Alexandre Almeida Portugal Norte Head Adviser, Regional Development Unit Borut Roncevic Slovenia National government Director-General for Higher education and Science
C. EXPERTS John Goddard UK North East S3p Mirror Group Louise Kempton UK North East Author of Universities Guide Artur Rosa
and cooperation themselves using external experts and consultancies, and cohesion funds are broadly spread and therefore not necessarily supporting the strongest strategic centres.
The report involved policy and business experts across the globe in exploring the changing nature of innovation within the private sector.
Challenges are also opportunities In 2006, the Independent Expert Group on R&d and Innovation chaired by Esko Aho,
which provides flexibility for employers and security for employees against labour market risks and holistic early years'provision in Reggio Emilia, Italy);
and could potentially allow public service employees, such as transport drivers, to avoid being responsible for cash amounts.
and a social work unit that cares for the personal needs of the employees who frequently have addiction or debt difficulties.
The law of 1999 also stipulated the make up of any Koispe at least 35%of the employees must be those with mental health problems;
There are plans to set up another 50 social cooperatives across Greece. lxxvi The largest Koispe is on the island of Leros, with 457 members and 54 employees.
marketing and business experts as well as those who have knowledge of specific areas of social need-to a two-and-a-half day weekend event.
politicians, experts and citizens. Participants raise their own questions, and by the end of the day, participants are expected to produce visualized scenarios and proposals.
and the idea that the expert knows best. Many of these methods have been helped greatly by the ability of the web to draw in a far wider range of people
South korea Idea banks have been used for some time within organisations as a place for employees to make suggestions about working conditions and practices.
Open source technology, such as wikis,‘can make government decision-making more expert and more democratic'.'cx Examples from the US and New zealand show how open
employees, service users and so on. This knowledge is crucial in improving services and making government more accountable.
and shortages in paid employees within the voluntary sector in England found that skills gaps are apparent across the 98 sector.
Small organisations are more likely to experience skills gaps within their employees, likely because staff have to be skilled multi to perform a variety of functions.
Having under-skilled staff has a detrimental impact on organisations-often leading to an increase in the workload of other employees-and many employers,
the tendency for professionally trained employees to see an NGO as a springboard to more prestigious posts outside of the NGO sector-move on to the public
not only benefits the employees, but also contributes to a better relationship between the organisation and the national government,
Report of the Independent Expert Group on R&d and Innovation Appointed Following The Hampton Court Summit, Available at:
how open-source democracy can make government decision-making more expert and more democratic'Democracy Journal 7 Available at:
With this emphasis on the individual has come an interest in their experience as well as in formal outcomes, in subjective feedback as well as the quantitative metrics of the late 20th century state and economy (hence the rise of innovations like the Expert Patients programmes, or Patient Opinion.
involving users at every stage as well as experts, bureaucrats and professionals; designing platforms which make it easy to assemble project teams or virtual organisations.
She decided to shake the hands of every one of the 8, 500 employees of the Department, across 59 districts,
Each year, up to four internationally renowned experts spend between two and six months helping the government to identify problems
and thus constantly decrease costs. 3 44) Quality circles are a group of employees who volunteer to meet up to identify,
and the idea that‘the expert knows best'.'Many of these methods have been helped greatly by the ability of the internet to draw in a far wider range of people
Visits from external experts can be an aid to training and formation or, as in the case of SEKEM, they can keep an organisation open to new ideas and models.
as well as see the work of the employees and staff. It is always a useful exercise for a venture 4 76 THE OPEN BOOK OF SOCIAL INNOVATION to consider how it could best present its work
and how innovations can be diffused among service providers through experts, intermediaries, and collaboration. However, we argue that the design of services should start from the user,
One new initiative by Open Business is the creation of a database of open business models. 199) Barefoot consultants.
There is an important role for consultants and those with specialist knowledge who can act as knowledge brokers and advisers in the new systems.
It is best if they seek to diffuse information, acting as educators, rather than protecting their knowledge through intellectual property
The Expert Patients Programme (NHS/EPP) is an example of this trend, where citizens with particular medical conditions provide advice and training sessions to others with similar conditions.
experts, and local citizens. Together they formulated and implemented a series of community-based interventions intended to prevent the incidence of cardiovascular disease.
and academic journals which sit alongside consultants adept at looking at companies'IP, or their R&d pipelines, spotting patterns
or replicated. 277) Innovation champions are individual consultants who produce ideas, network to find what else is being tried,
when you One of the São Paolo Hub members Taís Carolina Lucílio da Silva Sales Consultant for companies that develop eco products and designer of a line of eco-clothing.
all of them leaders and experts in their respective fields. 138 THE OPEN BOOK OF SOCIAL INNOVATION Innovation platforms There are different types and forms of platforms, but in the main,
including civil servants from the Regions, politicians, experts, and citizens. Participants raise their own questions, and by the end of the day, are expected to produce visualized scenarios and proposals.
or freeing up time for public sector workers to volunteer for socially innovative projects. 394) Secondments of public sector employees into‘skunk works',innovation teams,
The Neighbourhood Renewal advisers in the UK are one example. 1 166 THE OPEN BOOK OF SOCIAL INNOVATION Inside-outside collaboration An important area of public sector innovation has been to encourage collaboration
000 volunteers contribute to the UK NHS. 401) Secondments of public sector employees to community organisations and private enterprises,
how open-source democracy can make government decision-making more expert and more democratic.‘‘Democracy Journal.''No. 7, Winter 2008.1 SUPPORT IN THE GRANT ECONOMY 167 2 SUPPORT IN THE GRANT ECONOMY Civil society and the grant economy are the most common sites of social innovation in campaigns
Image courtesy of Mike Russell. 4 SUPPORT IN THE INFORMAL OR HOUSEHOLD ECONOMY 205 517) Users as producers such as the Expert Patients Programme,
117 Expert Patients Programme 116 Extremes 36 Fabian society 48 Facebook 75; 138; 207 Fair Trade 119;
In a recent report on risk and innovation 1 the UK Government scientific adviser, Mark Walport, states that debates about risk are also debates about values, ethics and choices and fairness,
References 1. Annual Report of the Government Chief Scientific Adviser (2014) Innovation: Managing Risk, Not Avoiding It The Government office for Science, London. 2. Ayres, C. J. 2012.
lack of resources, lack of skilled employees, lack of easy to use technology adapted to SMES, and also lack of awareness of the potential benefits for them.
and e-business adoption at the EU level. 2 1 This major survey covered SMES with 10-249 employees,
Some Member States have taken action to attract ICT experts from third countries. Bringing in outside expertise is costly,
and use consultants to help prepare for the organisational changes required by e-business. Complexity of regulations Although today's regulatory environment seems to accommodate ebusiness satisfactorily at national level,
Unlike larger companies, with their teams of lawyers and consultants, SMES tend to avoid the legal risks of engaging in cross-border commerce.
8 SMES10=enterprises with between 10 and 249 employees 9 large enterprises are considered by Eurosta the enterprises with more than 249 employees e-mail webpresence phases FN, September 2002 Digital
Elements, like the employees resistance to the change, the non-support from the 10 20.2.02 Eurostat Statistics In focus newsletter ISSN 1561-4840 KS-NP-02-012-EN
The entrepreneur's assessment of the importance of different internal factors of the firm (know-how, educational events, initiatives from employees, etc.
for innovation Know-how of the firm Educational events for employees Initiatives from employees Organization of work (
Sum-variable measuring the importance of different network relations for innovation Customers Suppliers and subcontractors Competitors Sales and delivery organizations Business service firms and consultants Accounting companies
about 62 percent with fewer than ten employees (i e. micro-firms), and strongly dependent on the work contribution of the entrepreneur and that of his or her family.
are, in fact, as much experts in innovation and technological development as they are potential sources of finance and funding.
2. 2 Patent databases 82 4. 2. 3 Data availability according to EUMIDA 83 4. 2. 4 Expert view on data availability in non
Availability of U multirank data elements in countries'national databases according to experts in 6 countries (Argentina/AR, Australia/AU, Canada/CA, Saudi arabia/SA, South africa/ZA
Education and Culture but other experts drawn from student organisations, employer organisations, the OECD, the Bologna Follow-up Group and a number of Associations of Universities.
An international expert panel composed of six international experts in the field of mapping, ranking and transparency instruments in higher education and research.
The consortium members benefitted from a strong network of national higher education experts in over 50 countries who were invaluable in suggesting a diverse group of institutions from their countries to be invited to participate in the pilot study.
and underlying database to produce authoritative expert institutional and field based rankings for particular groups of comparable institutions on dimensions particularly relevant to their activity profiles.
Recent reports on rankings such as the report of the Assessment of University-Based Research Expert Group (AUBR Expert Group, 2009) which defined a number of principles for sustainable collection of research data,
rankings and indicator experts, field experts (for the field-based rankings) and regional/national experts.
The design choices made here are in accordance with both the Berlin Principles and the recommendations by the Expert Group on the Assessment of University-based Research.
The AUBR Expert Group5 (a o.)underlines the importance of stakeholders'needs and involvement, as well as the principles of purposefulness, contextuality,
Based on our design context, in the following chapters we report on the construction of U multirank. 5 Expert Group on Assessment of University-Based Research (2010),
This first list was exposed for feedback to stakeholders as well as to groups of specialist experts. Stakeholders were asked to give their views on the relative relevance of various indicators
we invited feedback from international experts in higher education and research and from the Advisory board of the U multirank project.
To facilitate the consultation process we showed an expert view on the 50 indicators (making use of the feedback from the expert group consultation) in
Literature review Review of existing rankings Review of existing databases First selection Stakeholder consultation Expert advice Second selection Pre-test Revision Selection
Based on the various stakeholders'and experts'assessments of the indicators as well as on our analyses using the four additional criteria,
The Expert Group on Assessment of University Based Research12 defines research output as referring to individual journal articles, conference publications, book chapters, artistic performances, films, etc.
and experts) against the criteria discussed in the first section of this chapter. The indicators in the table are used in the pilot test (chapters 5 and 6). The majority of the indicators are normalized by taking into account measures of an institution's (or a department's) size that is:
awards and scholarships won by employees for research work and in (international cultural competitions, including awards granted by academies of science.
together with in the right hand column some of the pros and cons of the indicators expressed by experts and stakeholders during the indicator selection process.
An important reference is published the report in 2009 by the Expert Group on Knowledge Transfer Metrics (EGKTM) set up by DG Research of the European commission. 17 Table 3-4:
Data are available from secondary (identical) data sources. 5 Size of Technology Transfer Office Number of employees (FTE) at Technology Transfer Office related to the number of FTE
Our analysis on data availability was completed with a brief online consultation with the group of international experts connected to U multirank (see section 4. 2. 5). The international experts were asked to give their assessment of the 21 The U multirank project was granted access to the preliminary
) Expert view on data availability in non-European countries 4. 2. 5the Expert Board of the U multirank project was consulted to assess for their six countries all from outside Europe the availability of data
Availability of U multirank data elements in countries'national databases according to experts in 6 countries (Argentina/AR, Australia/AU, Canada/CA, Saudi arabia/SA, South africa/ZA
According to the experts consulted, more data can probably be found in institutional databases. However, if that is the case, there is always a risk that different institutions may use different definitions
or other), our experts stressed that it is not always easy to obtain that information (for instance in case of data relating to the dimension Regional Engagement).
and making use of the advice of external experts and national correspondents in the testing and further execution of the survey is yet another part of the provision that needs to be part of the data collection strategy. 5 Testing UTESTING U Testing U
which are classified in turn by Thomson Reuters experts into one or more Journal Categories. The Journal Categories, sometimes referred to as Subject Categories,
and/or experts have expressed some doubts regarding one or two selection criteria. The‘relevance'criterion has been the major reason to keep these indicators on the list for the pilot study.
At the same time they are a link to potential future employees and in many non-metropolitan regions they play an important role in the recruitment of higher education graduates. 6. 3 Feasibility of data collection As explained in section 5. 3 data collection during the pilot
'International Ranking Expert Group 2006; principle 15. U multirank, as any ranking, will have to find a balance between the need to reduce the complexity of information on the one hand and, at the same time,
therefore that rankings would be operated (initially) on a project basis by existing professional organizations with a strong involvement of both stakeholder and expert advisory bodies.
Stakeholder and expert advisory councils should be installed in a form that could continue to operate after the two years'project Phase in order to support the development of a viable business plan a partnership with professional
and expert advisory structure remaining in place. This structure also allows the commercial unit to operate as a joint venture with for-profit partners.
Methods for Regionalisation, Sector Allocation and Name Harmonisation',Methodologies & Working papers, Publications Office of the European union, Luxembourg, 2011, ISBN 978-92-79-20237-7. Expert
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.
Support Employee Owned Devices...97 5. 4 Business Scenarios for IT Consumerization...98 5. 4. 1 Work from Your Phone...
relying on evidence of (an unmatched amount of) facts rather than intuition by experts or individuals.
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,
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.
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.
Furthermore, talent management and employees retention have to be considered as a core target for the success of a Big data strategy.
The center has a staff of about 300 employees (most of them characterized as‘‘hardcore data scientists),
The center organizes employees into reference disciplines, such as, e g.,, machine learning, statistics, and operations research, among others.
a consequent need for employee retention; reusability in technology. 6 6‘‘The reason is you can't find the talent,
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
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.
In other words, managing changes requires more effective communications and employee development which can be achieved by additional training 16.
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 role of internal communication and employee development. Corp Commun An Int J 8: 268 277. doi:
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,
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 configuration for all mobile devices (company-owned as well as employee-owned) in the network of a given company.
including advertising as well as mobile marketing experts. 9 For further details on the impacts of sensor technologies on business innovation,
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.
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.
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.
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.
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
since that consumerization of IT has been started originally by having employees bringing their own devices to the business,
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.
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.
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
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.
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,
if an employee knows he she may later need access to a file created on his her work computer,
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.
5. 2 Best practices for supporting employees'owned devices. Adapted from 14 98 5 IT Consumerization According to 15 the All-star, Road warrior,
By providing communication and social platforms capabilities through web-based apps, employees can be productive regardless of
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
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,
IT employees will be relieved when the retail channels and users become responsible for obtaining and supporting their own mobile devices.
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,
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.
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.
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.
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.
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.
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.
and support employees own devices. References 1. Nunziata S (2011) The consumerization of IT. CIO Insight
IT leaders can address those challenges by encouraging and supporting employees who work for them to move beyond institutional boundaries,
or employees, these organizations use social collaboration tools to improve efficiency, solve problems, create opportunities, boost productivity,
Also, contributors can also achieve some benefits for themselves by interacting with experts, since they can practice their unprofessional skills
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
managing employees and reputation in social media. J Mark Manag 1 26. doi: 10.1080/0267257x.2013.813577 25.
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.
and a serious security issue as various consultants and subcontractors were working with highly confidential citizens'data.
consultants and managers 8. In fact, the business model was established as the independent unit of analysis of business
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;
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.
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