elements of precursor works by Lowe (1982) and Sábato and Mackenzi (1982), interprets the
contributing to economic growth and job creation see, for example Startx, Stanford†s student start-up accelerator, which in less than a year
has changed their position, from a traditional source of human resources and knowledge to a new source of technology generation and transfer, with ever increasing internal
behaviour and specific contributions to a complex division of labour in the production and use of knowledge for innovation (see the analysis of MIT in the 1930s in Etzkowitz, 2002
work centralization, limited mobility of workers, rigid and inertial institutional boundaries, low interaction with entities of another institutional sphere, etc
work effectiveness. Subsequently, boundaries between the job categories involved in these hybrid structures become looser
financial capital, delocalisation and globalisation of production sites, labour and social relationships, etc. Elements like generation and internalization of new skills and abilities
required for integration into dynamic work environments, access to both information and knowledge, uneven development of scientific and technological (including organisational
entities, which have a higher potential for turning tension and conflict of interest into convergence and confluence of interest, compared to dyadic relationships,
transform tension and conflict of interest into converging interests around common objectives and win-win situations is all the more important as the very nature of conflicts
and Mark Makula, the experienced semiconductor executive, who gave the original duo credibility with suppliers and financers, were elided (Freiberger and Swaine 2000
changing in the Knowledge Society, in line with the changing nature of work, workplace and organizations (Heerwagen, Kelly and Kampschroer, 2010.
towards a vision of work that is defined as a lifelong process of education and cognitive
vocational training institutions take the lead over universities in engaging into joint initiatives with local firms (especially with low-tech, low/non-R&d small firms) that prefer the more
practical, shorter-term oriented opportunities of the vocational training institutions to the more complex, long-term programmes of the university (Ranga et al. 2008
inexpensive labour. It was in this context that MIT moved to the next stage of regional development, from supporting existing industries to playing a role in the
building upon family investment firms with a professional staff. They worked out a political strategy to make the venture capital firm a viable entity by lobbying to
raw materials and cheap labour. After initial attempts to attract branch plants and renew SMES in dying industries, the Council turned to the region†s unique resource and
Regional innovation policies have focused traditionally on the promotion of localized learning processes and capabilities to secure a competitive advantage of regions, by
and if a human resources attraction strategy is lacking 15 Endogenous knowledge-based regional development strategies recognise that local
factors, such as strong knowledge base, skilled labour services and proximity to sources of knowledge and expertise, are much more important than cost reductions, especially for high
better work conditions to attract distinguished researchers rather than develop young researchers 16 The Brazilian popular cooperative incubator model was invented bottom-up by a university incubator and a
Therefore, the promotion of measures that support the formation and consolidation of the spaces is essential in designing Triple Helix-based regional innovation
labour market and development policies Secondly, we also need to understand more about the growth of the spaces over time
importation of organisational innovations work and when do they impede development What methodology should be developed for such an analysis,
innovation focus particularly on the promotion of measures that support the formation and consolidation of the Knowledge, Innovation and Consensus spaces.
Policy initiatives may also be directed at developing human resources for R&d in sciences and arts at national/regional level, improving the labour market for
researchers, promoting better policies for employment, education and training, immigration to attract world-class researchers,
making research careers more available for various categories of the local population, especially women and minorities, reducing brain drain and
Work and Workplace (downloaded on 8 april from http://www. wbdg. org/resources/chngorgwork. php Hekkert, M.,Suurs, R. A a.,Negro, S.,Kuhlmann, S.,Smits, R.,2008.
http://andrewspittle. net/2010/02/18/the-changing nature-of-work /Steinmueller, W. E. 1994. Basic Research and Industrial Innovation.
on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive
alongside with the capability to provide workers with adequate training, also the firm†s ability to attract highly qualified labor force will become one of its core competencies
educational events, initiatives from employees, etc. is used as a measure of their importance as a source of innovation-related information (see Table I
Educational events for employees Initiatives from employees Organization of work (teamwork, job rotation, etc Organized communication in the firm
Spontaneous communication in the firm Social events and shared free time activities Five-point Likert-scale 1 Â Insignificant to
5 Â Very important NETWORKA Sum-variable measuring the importance of different network relations for innovation
Business service firms and consultants Accounting companies Banks Firms in the same industry Firms in other industries
Employment and Economic Development Center regional office Five-point Likert-scale 1 Â Insignificant to
ten employees (i e. micro-firms), and strongly dependent on the work contribution of the entrepreneur and that of his or her family.
This kind of a starting point was of great importance for the study since, as we aspired, the affiliation between the entrepreneur
entrepreneurs had no vocational training at all 3. 2 Variables and measures 3. 2. 1 Dependent variable. The dependent variable used in this study is the introduction
are, in fact, as much experts in innovation and technological development as they are potential sources of finance and
factors in their firms (competencies and know-how of the entrepreneur and his staff personnel initiatives, personnel training, organized and spontaneous communication
sustainability, innovation, environmental protection and a skilled, mobile labour market Eurocommerce has welcomed therefore the EU 2020 strategy right from the outset
ï 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 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 given even more important the lengthening of working lives and the need to keep
ï to have at least 75%of people aged 20-64 in employment ï 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,
Flexibility of labour markets: The dynamic and rapidly changing nature of the sector responds to consumers†changing shopping habits and professional clients†needs.
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 â€oeyouth
on the Move†initiative The EU must implement even better than so far the â€oethink Small First†principle in its
employment, the Single Market and international trade: A â€oethink-of-commerce reflex†in policy making when considering new legislation or changes to existing legislation, echoing
furthering Europe†s competitiveness and job creation. It is essential that we further dismantle market access barriers,
growth and job creation. Retail and wholesale can contribute, given the right economic and policy conditions
ï labour markets in some Member States are inflexible, preventing retail and wholesale from adapting to customers†needs
ï Encourage energy efficiency through the promotion of voluntary practical support initiatives towards businesses, in particular SMES, to accelerate the uptake of
social dialogue in commerce works well and deserves continued support Eurocommerce has provided detailed comments on impact assessment and stakeholder
ï Encourage Member States to reform their labour markets towards more flexibility and continuous skills development,
Member States should be encouraged to reform their labour markets towards more flexibility and continuous skills development,
ï Labour reforms ï 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.
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
This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of
reach a wide spectrum of executives, including those without an IT background These last two Chapters shift the perspective of Part
trends focusing on governance models, the transformation of work and collabo -ration as a consequence of the digitization of the work environment, and finally
dealing with what may be considered the real challenge to digital business: how to manage, control, and exploit a company†s identity and brand in a competitive
the state of the art for other non-IT executives. Part III discusses how companies have carried out ††innovation in practice†â€,
current scientific work concerning relevant topics to digital business innovation such as, for example, the different perspectives of Information systems research
Information systems, Management of Information systems Quarterly Executive MISQE), Information systems Research, European Journal of Information vii Systems, Journal of Information technology, Information systems Journal, and
IT Consumerization, topics of strategic interest for IT and Marketing executives, in order to enable an effective understanding of today†s organizations as well as users
and interviews to 80 European IT executives from different industries (finance, manufacturing, utilities, service, among others
focusing on work practices, identity/brand digital transformation, and governance In this Part, the analysis will focus on the main managerial trends, actually
and interviews to 80 European IT Executives from different industries (finance, manufacturing, utilities, and service, among others), likewise
-ment pull perspective to consider how work and collaboration may be reconfig -ured or adapted to the new digital opportunities and constraints emerging from
rich and rigorous research environment where 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:
their ideas and competences have inspired my work: Silvio Fraternali, Paolo Cederle, Massimo Milanta, Massimo Schiattarella, Diego Donisi, Gianluca Pan
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...
6 Digital Work and Collaboration...113 6. 1 Introduction...113 6. 2 Collaboration Types...115
CSCW Computer-Supported Cooperative Work CSFS Critical Success Factors Cxo C-level Manager DDS Digital data stream
HR Human resources ICT Information and Communication Technology IPO Initial public offering IT Information technology ITIL Information technology Infrastructure Library
-works to sensor data, click streams, e g.,, from internet of things Accessibility: the fourth dimension concerns the unmatched availability of chan
identify potential threats or opportunities related to human resources, customers competitors, etc As a consequence, we believe that the distinction between DDSS and Big data
amount of) facts rather than intuition by experts or individuals. Nevertheless, we believe that management challenges and opportunities of Big data need for further
Data change decision making and human resources with regard to capabilities satisfying it, integrating programming, mathematical, statistical skills along with
concerns the fact that executives often argue that they have to make decisions based on information they do not trust
Executives often have to make decisions based on information they do not trust or they do not have
data access to customers, employees, and value-chain partners, further cultivating emotional connections 27. An example, is described the case by Awargal and
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
a change in human resources and talent management towards an information orientation of the overall organization capabilities,
diffusion of data scientists among the employees 5 In addition, it is worth noting that data were considered not by interviewees
Furthermore, organizations must commit human resources in recruiting and empowering data scientist skills and capabilities across business
previous work to improve strategic information governance modeling and assessment 29, we argue that integration orientation refers to IS integration and is
-ing managers decision making and employees perform their work Thus, integration orientation is one of the determinants of organizational
customers, employees and other relevant stakeholders Leadership Management Organization Investments in human resources with a mix of new analytical skills and
business Talent management Management Organization Implement a decentralized approach, and diffuse collaborative and transparent use of information
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
and investments, in particular, on human resources to be focused on data scientist capabilities. Furthermore, talent management and employees reten
-tion have to be considered as a core target for the success of a Big data strategy
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†â€), located in San ramon and around the globe, as well Bangalore, New york,
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,
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.
3. Improved accessibility, by providing the ability for the employees to access work applications and files from everywhere
and employing more experienced consultants in this field, which would have a better response time for the future emerging
4. It gives the opportunity for the employees from different departments to develop their experiences about cloud computing support and management
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
3. The IT department would possibly lose some of its staff due to the fact that
4. Based on the last point, there will be a possibility of losing the expert employees, which would create a problem for the company
in case it wanted to bring the old systems back due to the insufficient performance by the cloud
, how it grants employees access to physical and virtual assets, how it monitors these employees,
or how it analyses and reports on policy compliance and the little or lack of visibility into the hiring standards and
practices for cloud employees. This risk can lead to situations like financial impact, brand damage and productivity loss
Also it has to prepare better plans for its employees training and development in order for them to be able to cope with changes
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
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
communications and employee development which can be achieved by additional training 16. Moreover, and most importantly, top management support should be
interaction between the people and technology in the work environment, and that affect its intention behind this transformation.
of electronic storage devices, team workers performance and the policies that govern the way the business work 18.
/contractual/policy umbrella including employees, contractors and business part -ners. Whereas, untrusted consumers are those that may be authorized to consume
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
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
The purpose of the Delphi Method is to achieve a consensus among the experts on the subject being evaluated.
the concerned users and IT department employees, whose jobs will be altered or removed 3. Implementation strategy.
Validate with cloud subject matter experts Documented understanding of what will be achieved by comparing the strategic
such as the transition of the service, the management of the staff impacted, the management of the communication to all stakeholders, knowledge retention
IT department from managing their own internal staff to managing the cloud supplier and the interfaces
the company†s Business Information systems (BIS), which includes Executive Information system (EIS), a Management Information system (MIS), a Decision
employee development. Corp Commun An Int J 8: 268†277. doi: 10.1108 /13563280310506430 17. Maurer R (2005) Taking stock of change management.
executives interested in digital innovation of services through mobile can face challenges related to the lifecycle of such initiatives:
transformation having impact on lifestyle, work, as well as on markets structures business strategy and customer experience
personal devices by employees for work, as we are going to see in Chap. 5 on the IT Consu
In particular, it is worth mentioning the work by Ghose et al. 28 which explores the difference in economics between the two
the IT organization, 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
-pany-owned as well as employee-owned) in the network of a given company. In summary, they focus on risks and challenges for company data privacy and
-work of authorized dealers and repair shops by Renault/Dacia. Before 2012, the acquisition and processing of the orders were carried out on paper forms or by
workers, also offering real-time production data with a higher precision To solve these issues, Habasit has implemented a solution based on the
also a set of training activities by the staff. Indeed, the operators have to be able to
including advertising as well as mobile marketing experts 9 For further details on the impacts of sensor technologies on business innovation, we refer the
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
Furthermore, we have provided insights to IT managers and executives on the options they have when facing challenges related to the lifecycle of mobile ini
performance of workers. As for social listening, the considered case study has shown that mobile services and applications need for a continuous and appropriate listening
millions of users with often one or a limited set of applications, may lack redundancy,
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
Nokia works in the international telecomm market, producing mobile devices, providing services and solution for worldwide dynamics and
-tionships among employees, creating new spaces for knowledge and infor -mation sharing; on the other hand, opening the boundary of a company
As a consequence, Nokia†s employees were able to enhance their capabilities in sharing and finding useful information through social media, opening new con
factors 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
International Work Foundation Data Management Puebla/Cholula, Mex May 21†23 30. Jones R, Kumar R, Pang B, Tomkins A (2007) I know what you did last summer:
Pervasive Computer Communication Work PERCOM Work, pp 525†530 36. Aggarwal C, Abdelzaher T (2013) Social Sensing.
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 their
jobs. 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,
and as the technology becomes more central in people†s lives, consumer technologies have been steadily entering the workplace and
increasingly deleting the barriers between home and work technologies 1. This trend, known as the consumerization of IT,
since employees can take them anywhere and access any variety of content, e g.,, from the ††cloud††they subscribe to. 1
However, increasing numbers of employees have become more self -sufficient and creative in meeting their IT needs.
individual employees can choose their own type of device to do their work, are beginning to flourish in the business world 3. Now, organizations in general and
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, both personal and business data can reside in the cloud on large servers run by giant technology firms such as
being seen as a roadblock on how users want to work, it can provide a more subtle
Employees can be more productive due to permanent access to business data and transactions, and communication facilities.
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
•Human resources benefits: since that consumerization of IT has been originally started by having employees bringing their own devices to the business, thus, it
Limited connectivity Email or IM Communications IT Department Chooses the PC Primary device is fixed IT department has the
individuals and achieve a better retention of employees by offering them job satisfaction and the freedom to unfold their creativity for the benefit of the
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 home
collaboration initiative at the staff, enhance the employees ability to work in virtual teams, and increase peer influence
which would help employees to increase online interaction and online data access, while using approved applications deployed via the
The increasing number of employees†private devices used in workplace is pre -senting a challenge for the managers 10.
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.
and tablets, only one third of the employees at those companies were aware of such
when the employees tend to keep passwords PINS and credit card details on their personal devices
-nect 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. Although, there are concerns raised about the possibility of harmful software being introduced into the enterprise network by poorly protected
smartphones, the Mcafee study concludes that theft or loss of the devices is considered as a bigger security threat,
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
3. It is hard to discriminate between user and company data on the employee -owned devices,
-nesses in the private life and property of employees Category 3: Risks Affecting Data (Confidentiality, Integrity and Privacy
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
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
social media so that they can have better communication and work more effi -ciently. However, such procedures can conflict with the enterprise†s IT SECURITY
For example, if an employee knows heshe may later need access to a file created on hisher work computer,
heshe can easily store the document using his personal cloud service. Although heshe may be relying on that service
primarily for personal use, heshe can upload hisher work documents and then access them from any device 14
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 because they run different operating systems that may occasionally connect to the corporate net
-work or not. A centralized management approach could be the one that can provide the flexibility and visibility that the company needs to securely deliver the right
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 They may help organization to develop a stronger user-centered strategy and
This covers employees from human resources and legal to IT, corporate services, and most impor -tantly, end users.
This is an ideal opportunity to define all the components of the BYOD program 14 2. To update security model:
security model for employee-owned devices. This means shifting focus into a broader vision. In other words, instead of focusing solely on securing hardware
overwhelm the IT staff; this process included a holistic assessment of the following components such as:
connectivity support users†work styles. Planning teams involve users categori -zation into segments and the identification of the various scenarios of IT consu
and work styles according to 15 as well as some typical scenarios for the different segments of users who belong to those segments
several countries to understand the different types of information workers, which can be segmented according to three factors:
and work location flexibility. Figure 5. 3 illus -trates users†segmentation along these three dimensions
and describe work style segments, such as those listed in Table 5. 2 1 Engage Stakeholders
and Tech realist work styles are the most applicable scenarios because of the average high level of technology
The personas that represent these work styles in the scenarios in this section are corporate attorney, business manager, contractor, executive, high-end salesperson
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
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
The boardroom Executive All star High-end sales High-end salesperson Tech realist Retail sales Retail sales person Deskbound contributor
5. 4. 1 Work from Your Phone A corporate attorney brings his own devices, such as, e g.,
and social platforms capabilities through web-based apps, employees can be productive regardless of whether they work at the office or remotely.
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
are related to work and to solve the bending issues by conducting Instant mes -saging 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 hisher
and can enable executives to attend meetings or conference calls with all the supporting documents they need,
Many of the nowadays employees are exploring this strategy. They are interested in achieving productivity gains by using their own mobile devices, such as
in popular user choices in scenario-driven ways to provide employees with the fashionable devices they seek that also enhance their productivity.
This strategy encourages talented employees and contractors, especially those in creative roles to stay at the organization.
management, 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,
IT employees will be relieved when the retail channels and users become responsible for obtaining and supporting their
which would enable IT staff to focus on strategic initiatives and projects 16 Attracting and retaining valuable employees.
Providing employees with a con -trolled 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 consid -erations with regard to licensing, security,
and privacy exist. Moreover, the ability of the users for being self-supporting and tech-savvy is under question.
the number of workers who already use their own devices Organizational policies and acceptable device use.
privately owned devices usage in the workplace must be defined and communi -cated to all staff within organization.
That is because people are often unaware of the privacy and security risks involved in using certain software applications
Social media has a huge impact on not only the work environment, but also on the society in general,
Nowadays, 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
through their personal devices, would allow them to build conductive work rela -tionships that would result in better business performance.
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. Moreover, 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 & settings Apps
-ticularly applied 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
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
4 The case studies introduce some of the topics further discussed in Chap. 6 on Digital Work and
consumer gadgets that executives and employees are already bringing to work such as tablets and smartphones.
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,
strategy, since the company has realized that the employees will use their own devices at the workplace,
whether authorized or not 19. The hoped potential benefits of this strategy include increased flexibility, choice and a more engaged
contractors and employees in joint ventures, likewise. Shell†s Airwatch MDM platform supports around 6, 000 individual devices.
employee-owned Apple and Android phones, and tablets that meet its minimum operating system requirements POINT OF ATTENTION:
project required significant nontechnical collaborated work with other stake -holders in the business to ensure the company was ready for a new way of
and support employees own devices References 1. Nunziata S (2011) The consumerization of IT. CIO Insight, p 8
Digital Work and Collaboration Abstract The fast evolution of the Information systems (IS) during the last
work (CSCW) is concerned centrally with teamwork, learning, problem solving knowledge building, task accomplishment and other cognitive achievements by
digital collaboration, its importance for work environments and its types. Also it will explain the different digital collaboration tools
work collaboration Is supported Computer Cooperative Work (CSCW) 1, which V. Morabito, Trends and Challenges in Digital Business Innovation
114 6 Digital Work and Collaboration •Have people who are not in the same geographical location to work together on
116 6 Digital Work and Collaboration contexts in which COC can happen. Such cases result in various conceptualiza
and staff resources create several challenges for information technology (IT) departments. One way to tackle such
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.
and supporting employees who work for them to move beyond institutional boundaries, they can find new resources and solutions to their problems.
cooperative work. Based on their features, they can help to find solutions for many harmful and inhibitive features
120 6 Digital Work and Collaboration systems is to improve group efficiency, and satisfaction. EMS supported meetings
since that the worker can contribute from anywhere, as long as there is access to the conference or the forum through the internet.
as an advantage for those who work from home or other geographical locations. It also provides the advantage that the subject under investigation can be reached at
integrity and quality, standards that govern the way these systems work, user compatibility, and the way the workflow is configured pre in such software
122 6 Digital Work and Collaboration industries include accounting, food safety, medical device manufacturing Healthcare, and Information technology 4
or employees, these organiza -tions use social collaboration tools to improve efficiency, solve problems, create
work environment or workplace. Software products such as email, calendaring text chatting, wiki, and bookmarking belong to social software category.
The use of such software at the work place stimulates a Col -laborative 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 and the
members, Google Calendar for scheduling meeting at times that works for everyone with features such as reminders, Google Drive for storing, sharing and
among people in general and within work team members in particular. The ideal criteria that the collaboration tools have to meet are to foster collaboration,
124 6 Digital Work and Collaboration •storing and backing up any kind of file •immediate synchronization and sharing of files across computers and among
communities have also become a way for work collaboration among team mem -bers at the work environments, especially when they are located in different
geographical places in the global organizations. However, noteworthy socio -technical change may have arisen from the fast spread of such Internet-based
126 6 Digital Work and Collaboration 6. 4. 7 Crowdsourcing Hammon and Hippner 19 define Crowdsourcing as ††the act of outsourcing tasks
interacting with experts, since they can practice their unprofessional skills while practicing their hobby 20
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
not only to treat crowd workers as simple sensors or processors, but also to join their human intelligence and creativity.
128 6 Digital Work and Collaboration POINT OF ATTENTION: There are tasks that cannot be accomplished by
Moreover, despite the size of the work that needs to be accomplished, crowdsourcing provides an effective way of
Digital work and collab -oration is basically about using digital devices, open source data and cloud
associated with the adoption of the digital work and collaboration systems need to be well addressed in order to know how to utilize these systems in an optimal way
benefits and issues associated with digital work and collaboration. These case studies show many considerations that have to be well-thought-out before intro
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.
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.
that the decision makers need to develop security models for employee-owned devices, addressing key concerns such as, e g.,
identity-related motivations security experts see as constraints and causes for a limited accuracy of costs estimations 8
from a qualitative expert interview study, uses Balanced Scorecard (BSC) 16,17 concept as a basis for a decision support approach, resulting in an Enterprise
and understood by employees in order to be transmitted effectively to people in the outer context of the organization,
activities, when employees are in charge of a given touch point, or as indirect ††testimonial††of the brand in their everyday life, reinforcing its reputation, like
in investigating the role of employees about the management of reputation by businesses in social media 24
executives as well as other Cxos can manage digital business identity initiatives through a focus also on narrower aspects of the inner context, such as telephone
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
-quences of the decisions made by top management, top-level executives tradi -tionally relegate important IT related resolutions to the IT professionals in the
-agement, staff and customers. It establishes a set of policies and practices used by the organization to enhance a transparent accountability of individual decisions
implement and apply IT governance frameworks to their work environment despite the prefigured potential benefits for the performance and profitability
Similarly, business managers and employees think Table 8. 1 Governance benefits for risks associated to key decision making areas
can include legal department, business experts and ICT specialists as well as external vendors. Most importantly, those team members need to realize that they
endeavour because what works for one case does not necessarily work for another This means that different organizations may need a combination of different
IT executives and a diversity of IT committees. Also, processes refer to strategic decision-making and monitoring practices,
organization, with active senior management involvement and support. At this level of maturity implemented, the IT steering committee has started already to
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
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, and consequent better chances for success Communication and change management Enabling diffused and cross units conversations and
Manpower and Public Authority for Social insurance is necessary for e-govern -ment system to verify employment history and social security status seamlessly
22 However, after completing preliminary interviews, it became clear that the selected enterprise had significant gaps in its security policies and programs
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
and involvement of additional groups such as the board of directors, executives and IT management In conclusion, this Chapter has offered some insights into digital governance
topic of research that underwent a very wide spread among academics, consultants and managers 8. In fact, the business model was established as the independent
4 See also for these topics the discussion about digital work and collaboration in Chap. 6
Work Pap IESE Bus Sch 3: 1†28 14. Hammer M (2004) Deep change: How operational innovation can transform your company
team is composed of data scientists, mathematicians, security experts and industry specialist, supported by the investments of some of the founders and CEOS of
made up of financial experts, kids entertainment professionals, software devel -opers, 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
The advantages, compared with traditional expert recognition of emotions, lay in a higher objectivity, the ability to capture all the micro-expressions, even when
to conduct with employees and customers As an example, it can be used to test whether a given set of information affects
emotions 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
innovation practices we have found also a coverage of digital work and collab -oration (Mezzanine) as well as digital business identity (Tycoon) issues
this phenomenon has important consequences also for workplace habits and routines, due to the increasing relevance of another connected phenomenon
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 and the other Cxos1 interested in initiatives for digital business innovation.
††open††work practices, blurring the boundary between the inner and the outer
thus, effectively exploiting digital work and collaboration 3. Promote business agility, not only efficiency; thus, constructing dynamically
Collaborative working environment (CWE 123 Collective Intelligence, 68 Column-oriented databases, 6 Community cloud, 34 Community coordinator (CC), 118
Computer-supported cooperative work CSCW), 113 Computing interfaces, 194 Confidentiality, 28 Consumerization, 89, 90†92,95, 98,99, 102
Support Employee Owned Devices 5. 4†Business Scenarios for IT Consumerization 5. 4. 1 Work from Your Phone
5. 4. 2 Bring Your Own Media Tablet 5. 4. 3 Bring Your Own Device for Vendors
6 Digital Work and Collaboration Abstract 6. 1†Introduction 6. 2†Collaboration Types 6. 3†Cross-Organizational and Cross-Border IS/IT Collaboration
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