Figure 2. The main sources of resistance to change by employees Without specifically insist further explained briefly what is each potential source of resistance to change:
Organizational change always causes changes in different proportions in employee tasks and how to do. In situations where employees do not have the knowledge to achieve them
it is likely that these changes seek to avoid or to reduce as much. disrputions on networking system Disruption of the person within the organization.
Each employee is integrated in a micro office in the organization, being in some work and personal relationships with other people.
When the employee is satisfied with it, and the change will affect the relational context and position within it,
The employees who develop different perceptions of the objectives content, implications and effects of change,
Employees who fall into this category-Quantitative Methods Inquires 109 and they are not few-will always tend to block change,
perceived by employees and other stakeholders, their resistance to change will be more intense. lack of leadership.
employees will manifest insufficient responsiveness, passivity and even resistance to expected changes. The leader is a driving force for successful change. organisational culture.
team spirit, obtaining performance from employees will induce a favorable attitude change, thus diminishing the explicit and implicit resistance to change.
and therefore it is likely that employees feel vulnerable in several respects (risk taking, committing mistakes,
i e. employees must be shown opportunities and threats in a convincing manner and particularly the EU would achieve it aware of the need for change
defined as enterprises with 1-249 employees, and also large companies and was implemented by means of computer-assisted telephone interviewing.
and disproportionally stratified across four size classes (0 9, 10-49,50-249 employees)( official EU classification of SMES) and>250 employees.
Enterprises with less than 10 employees (micro-enterprises) were excluded not since they generally have limited identifiable innovation activities
in order to simulate accurately the conditions of Romanian economy. 0-9 employees 10-249 employees 50-249 employees over 250 employees 223 408 154 34 27%50
1. 2%-0-9 employees 27%10-249 employees 50%50-249 employees 19%over 250 employees 4%Dimension of analyzed companies
(employee criteria) 0-9 employees 10-249 employees 50-249 employees over 250 employees Private limited by shares 99%Public limited company 1%Sample
Measuring resistance to change the categories of employees 72,28%of mid-level and high level managers have positive reactions to change,
the remaining 39,82%saw the change as a threat Manifestations of resistance to change Unfortunately 74,72%of employees show an active resistance to change Frequency of using tactics to reduce resistance to change-actions of senior managers on change Reducing resistance
to change was obtained negotiation with employees reluctant to change (21,5%Staff training (21,2), %Providing information needed for the adaptation of change (12,85%),Managers personal involvement in change management (18,8),
Preparatory measures (changing organizational culture and conducting training with employees) are vital Success is the approach;
The main indicators, namely R&d investment, net sales, capital expenditures, operating profits and number of employees are collected following the same methodologies
%7. 1 One-year change,%9. 6 Number of employees, million One-year change,%48.471 1. 5 Note:
%9. 8 11.7 13.9 5. 7 Employees, million 18.357 11.138 8. 206 10.770 One year change,%1. 1 3. 0
. 4 2. 2 1. 4 2. 2 2. 2 Profitability 15.4 6. 6 6. 6 3. 4 10 6 Employees
%5. 1-77.3*-0. 4-1. 8 1. 0*Many South korean companies do not report number of employees.
The distribution of employees by region was 18.357 million in the 527 companies based in the EU, 11.138 million in the 658 US companies, 8. 206 million in the 353 Japanese companies and 10.770
million in the 462 companies from other countries (1827 out of the 2000 companies reported number of employees.
The figures refer to a set of companies that reported number of employees over the whole period 2004-2012
and are broken down into groups of industrial sectors with characteristic R&d intensities (see definition in Box 1. 1). The following points can be observed regarding the changes in number of employees in the period 2004-2012 (figure
It is important to remember that data reported by the Scoreboard companies do not inform about the actual geographic distribution of the number of employees.
20 2012 2004 2012 2004 2012 2004 2012 2004 Row-181 Japan-320 US-433 EU-361 employees (millions) world
And Chemistry World reported last July that Eli lilly is freezing the pay of its employees in 2014 to save money ahead of the expiry of two key patents
Table 5. 1 Overview of the Scoreboard companies in the Pharmaceuticals & Biotechnology sector EU US Others World Biotechnology No. companies 18 66 5 89 Employees
400 R&d intensity(*)17%25%9%23%Profitability(*)13%28%24%26%Pharmaceuticals No. companies 40 33 52 125 Employees 596,006
It is disclosed in accounts as additions to tangible fixed assets. 8. Number of employees is consolidated the total average employees
or year end employees if average not stated. 82 The 2013 EU Industrial R&d Scoreboard The 2013 EU Industrial R&d Investment Scoreboard 83 Annex 3 Composition of the top
R&d investment Net sales Capital expenditure Operating profit or loss Total number of employees Main company indicators (R&d intensity, Capex intensity, Profitability) Growth rates of main
European commission JRC-IPTS (2013) Similar to our previous surveys, the companies in the sample were on average very large, with an average turnover of €16 billion, 33,000 employees,
and 1, 800 employees in R&d. Among the respondents, there are 8 medium-sized companies mainly in the high R&d intensity sectors.
Out of the large companies in the sample, 56 had between 251 and 5, 000 employees, 64 between 5, 000 and 30,000 employees and 44 more than 30,000 employees.
Average turnover and employee numbers for the responding companies, by sector group Note: The figure refers to 153 out of the 172 companies in the sample.
European commission JRC-IPTS (2013) The average net sales and employee numbers in the figure are inversely proportional to the R&d intensity of the sector group.
The average number of R&d employees is considerably larger in the high and medium than in the low R&d intensity sector.
This is the result of the high share of R&d employees in large companies that responded from technology, hardware & equipment and pharmaceuticals & biotechnology (high R&d intensity), automobiles & parts, industrial engineering,
33,000 employees, and 1, 800 employees in R&d. Among the 172 respondents there were 8 medium-sized companies mainly in the high R&d intensity sectors (according to the European commission's SME definition,
see: http://ec. europa. eu/enterprise/enterprise policy/sme definition/index en. htm). Among the large companies in the sample, 56 had between 251 and 5, 000 employees, 64 between 5,
000 and 30,000 employees and 44 more than 30,000 employees. 01 000 2 000 3 000 4 000 0 10 000 20 000 30
000 40 000 50 000 high R&d intensity medium R&d intensity low R&d intensity number of R&d employees net sales (in million €
) or number of employees sector group average net sales (left scale) average number of employees (left scale) average number of R&d employees (right scale) 38 The 2013 EU SURVEY on R&d Investment Business
Trends 3838 39 39 3939 The 2013 EU SURVEY on R&d Investment Business Trends 8 Annex B:
+34.95.448.83.80 51 See the Privacy Statement on the last page 40 The 2013 EU SURVEY on R&d Investment Business Trends 4040 A. Corporate background 1. How many employees in total
Around. 2. How many employees work on R&d in the company? About. B. R&d investment levels and trends 3
Aswediscussed in theprevioussection, oneoftheinternalfactorsshownto be amongthemostimportantdeterminantsofinnovative activityforsmesisahighincidenceofhighlyqualified employees (Hoffmanetal. 1998). ) Thesehighlyqualified employeesrepresenttheknowledgebaseofthecompany, which isasourceofideasfornewproductandprocess development.
2002) also considertheproportionof all highly educated employees. Literatureshowsthathighlyeducated employeespositivelyaffectfirm'sinnovativecapability, so we alsoexpecttofindthatforatransitioneconomythe proportionofhighlyqualifiedemployeesinsmeshas positive influenceoninnovativecapability.
employees wecomputethisratiofor2001and2003andthentaketheaveragenumber S. Radas, L. Boz ic'/Technovation29 (2009) 438 450 442 (Hadjimanolis, 1999), weincludevariable implementation of neworsignificantlychangedcorporatestrategy (Table 3). We considermanagement'sstrategiesbecauseaspointed out in Freel (2000) innovation, beingacomplexand inclusiveprocess, requiresaneclecticbaseofmanagerial competency, andmanagerialdeficienciescanpresenta seriousobstacleforinnovation.
Thisisunderstandablesinceradicalinnova-tions requiresubstantivecreativeeffort, whileintroducing productsthataresimilartothosealreadyexistingonthe market doesnotrequireasmuchoriginalinputfromfirm's own staff (i e. theworkcanbecompletedbyless-skilled employees. Itismoresurprisingthatproportionofhighly educated staffisnotasignificantpredictorinprocess innovation.
For instance, an employee (Alice) changing group membership at the command of her manager (Peter) can be formalized as:
Customer employees can access their respective data and systems (or parts thereof) but cannot access infrastructure
Due to the corresponding logging, the security auditors can later determine which employee has held what privileges at any given point in time.
The goal is to minimize the set of trusted employees for each customer through implementing a rigorous least privilege approach as well as corresponding controls to validate employee behavior.
and to limit the risks imposed by misbehaving cloud providers and their employees. Acknowledgments. We thank Ninja Marnau and Eva Schlehahn from the Independent Centre for Privacy Protection Schleswig-Holstein for substantial and very helpful input to our chapter on privacy risks.
along with the number of employees. SME activity is confined not to any country to production in the strict sense;
in order to impact society has significant implications for family owners and managers, the SME employees, and the economies in which the family SME operates.
such as lowering overall costs and developing and increasing employees (Skyrme and Arnindon 1997). Knowledge has been described as contextspecific,
for Australia, this is less than 100 employees. As the USA defines an SME as a firm that has less than 500 employees,
this definition was used as a guiding principle and all respondents could be included in the sample.
The results are shown to indicate the total number of employees in 2007, the last full year prior to the survey being administered.
%of respondents with 0 employees and most firms in the family sample had between 1 and 10 employees (68.3%)as compared to the 10 to 20 category (11.6%).
%)Only 2%of firms had over 50 employees. For non-family, 40.8%of firms had employees in the 1 to 10 category and 34.3%in the 10 to 20 group.
These results are shown in Table 2. Firm age The findings regarding firm age between the two samples largely mirrored each other.
Family firms aged between 1 and 3 years totaled 19.8%and 17.5%for non-family.
4 2. 9 Total 293 100.00 137 100.00 Table 2 Firm characteristics-size (number of employees) Characteristic Range Family businesses Non-family businesses%%(n=293
)( n=137) Number of employees 0 46 4 From 1 to 10 200 56 From 10 to 20 34 47 From 21 to 50 7 20 More than 50
age (AGE) in years and size (SIZE) as number of employees. The results are shown in Tables 4 and 5. Hierarchical regression results-family firms Model 1 in the family sample was regressed on one control variable, AGE, against PERF.
which can often be achieved through employees, by encouraging them to sustain their application, distribution, and creation of knowledge (Hauschild et al. 2001).
Managers are challenged to provide an organizational culture that encourages employees to actively participate in learning and effective knowledge sharing.
Generally,‘small'in the USA is considered to be fewer than 100 employees, and medium-sized is under 500 employees (Headd and Saade 2008).
Sample The population of interest in this study was family and non-family SMES, with 430 useable surveys returned.
ROI, number of employees, and revenues. Each measure has strengths and weaknesses (Brush and Wanderwerf 1992;
Firm size was measured using the number of employees and firm age using years in business.
the roles of economic-and relationship-based employee governance mechanisms. Strategic Management Journal, 30,1265 1285.
Year of establishment (Figure 1), numbers of employees (Figure 2), and industry breakdown (Figure 3). Figure 1 provides an overview of the sample of SMES in terms of age.
the number of employees that have helped directly these organizations gather resources, battle uncertainty (including political instability
Under 10 employees, between 11-50 employees, between 51-100 employees, and over 100 employees Approximately half of the organizations surveyed employ fewer than ten employees
while about a quarter of the SMES in our sample employ between eleven and fifty people.
The least represented category in the sample is the‘51-100 employees'bracket. Finally, over one hundred members of staff powered fewer than 10 companies'innovation engines.
In terms of number of employees, our sample is representative for the larger Hungarian and Romanian population of SMES (EC, 2014.
employ fewer than ten employees, and have introduced fewer than five new products/services on the market since their establishment.
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.
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.
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,
She decided to shake the hands of every one of the 8, 500 employees of the Department, across 59 districts,
and thus constantly decrease costs. 3 44) Quality circles are a group of employees who volunteer to meet up to identify,
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
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,
000 volunteers contribute to the UK NHS. 401) Secondments of public sector employees to community organisations and private enterprises,
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,
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 (
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.
awards and scholarships won by employees for research work and in (international cultural competitions, including awards granted by academies of science.
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
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
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...
The latter meaning to contextualize data sources, improving data access to customers, employees, and value-chain partners,
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 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.
and investigating the impact with the concerned users and IT department employees, whose jobs will be altered
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.
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.
The employees who use Yammer can set up user profiles, send and receive‘‘tweets''like messages,
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,
In particular, the Chapter has shown that the decision makers need to develop security models for employee-owned devices
''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
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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