form which is used by the administrator to manage the company information, owner information, employee information, income and other financial information about the company.
entrepreneurial, productive, successful and aspiring employees who have a full belief in the vision II.
citizens & employees about health •Extra investments generated outside the UK to improve services
Supporting expanding the role of Local Enterprise Offices (LEOS) to include businesses with more than 10 employees
As it is not a separate corporate entity, it cannot be compared accurately in terms of turnover, overheads and employees to the other port companies.
Employees 15 38 **35 ***2000 was the first full financial year as a commercial port company
**2010 and 2011 employee figures include those employed in Waterford Container Terminal Ltd. a wholly owned subsidiary of the Company since 2001
Another proposal that emerged from the consultations in this area of enterprise development is that the remit for LEOS needs to be expanded to include businesses with more than 10 employees
Supporting expanding the role of Local Enterprise Offices (LEOS) to include businesses with more than 10 employees
•10th lowest in EU27 in terms of cooperative employees At a time when a significant number of industries and multinational corporations are moving to other countries
Typically cooperatives place more emphasis on job security for employee members; they pay competitive wages, promote additional income through profit-sharing, distribution of dividends and other benefits,
Employees (Number 10,007 Under 10 Active Enterprises (Number 2, 059 Persons Engaged (Number 4, 280
Employees (Number 2, 909 10-19 Active Enterprises (Number Persons Engaged (Number Employees (Number 20-49
Active Enterprises (Number 73 Persons Engaged (Number 2, 148 Employees (Number 2, 139 50-249
Active Enterprises (Number 31 Persons Engaged (Number 2, 820 Employees (Number 2, 819 250 and over
Active Enterprises (Number Persons Engaged (Number Employees (Number Kilkenny All persons engaged size classes Active Enterprises (Number
3, 491 Persons Engaged (Number 16,580 Employees (Number 14,272 Under 10 Active Enterprises (Number 3, 199
Persons Engaged (Number 6, 343 Employees (Number 4, 101 10-19 Active Enterprises (Number Persons Engaged (Number
Employees (Number 20-49 Active Enterprises (Number 87 Persons Engaged (Number 2, 615 Employees (Number
2, 606 50-249 Active Enterprises (Number 32 Persons Engaged (Number 2, 700 Employees (Number
2, 700 250 and over Active Enterprises (Number Persons Engaged (Number Employees (Number Waterford All persons engaged size classes
Active Enterprises (Number 4, 317 Persons Engaged (Number 27,417 Employees (Number 24,610 Under 10 Active Enterprises (Number
3, 904 Persons Engaged (Number 8, 213 Employees (Number 5, 507 10-19 Active Enterprises (Number
246 Persons Engaged (Number 3, 257 Employees (Number 3, 183 20-49 Active Enterprises (Number
104 Persons Engaged (Number 3, 046 Employees (Number 3, 023 50-249 Active Enterprises (Number
47 Persons Engaged (Number 4, 531 Employees (Number 4, 527 250 and over Active Enterprises (Number
16 Persons Engaged (Number 8, 370 Employees (Number 8, 370 Wexford All persons engaged size classes
Active Enterprises (Number 6, 035 Persons Engaged (Number 27,355 Employees (Number 23,451 Under 10 Active Enterprises (Number
5, 518 Persons Engaged (Number 11,177 Employees (Number 7, 395 10-19 Active Enterprises (Number
313 Persons Engaged (Number 4, 134 Employees (Number 4, 038 20-49 Active Enterprises (Number
143 Persons Engaged (Number 4, 186 Employees (Number 4, 163 50-249 Active Enterprises (Number
55 Persons Engaged (Number 5, 271 Employees (Number 5, 268 250 and over Active Enterprises (Number
6 Persons Engaged (Number 2, 587 Employees (Number 2, 587 Tipperary All persons engaged size classes
Active Enterprises (Number 6, 254 Persons Engaged (Number 29,480 Employees (Number 25,113 Under 10 Active Enterprises (Number
5, 714 Persons Engaged (Number 12,044 Employees (Number 7, 851 10-19 Active Enterprises (Number
338 Persons Engaged (Number 4, 409 Employees (Number 4, 259 20-49 Active Enterprises (Number
131 Persons Engaged (Number 3, 816 Employees (Number 3, 795 50-249 Active Enterprises (Number
60 Persons Engaged (Number 5, 249 Employees (Number 5, 248 250 and over Active Enterprises (Number
11 Persons Engaged (Number 3, 962 Employees (Number 3, 960 Source: CSO Business Demography. http://www. cso. ie/px/pxeirestat/Statire/Selectvarval/saveselections. asp
Note: North/South Tipperary not available separately Note: The geographical breakdown given is an approximation.
The county breakdown is based on the address at which an enterprise is registered for Revenue purposes,
all its employees will be counted against the county where the head office is located. Enterprises with Unknown supplied generally have registered Revenue addresses outside of the Republic of ireland.
However, the employees registered with these addresses are working in the Republic of ireland For example, County Waterford has employers in a range of indigenous and FDI companies.
employees are being given general purpose tools that may be and often are useful for devising new ways to
equipment to which every employee is entitled From a business process or activity accounting viewpoint, however, the spread of personal information
-98.3%of Spanish companies with 10 or more employees have Internet access in the first quarter 2014.
-The percentage of companies with 10 or more employees using mobile broadband rises four points, standing at 78.3
%-91.1%of companies with 10 or more employees interact online with the Public Administrations in 2013
-The turnover created in companies with 10 or more employees due to electronic commerce reached 15.1%of the total sales in 2013, that is, 6. 7%higher than in
98.3%of Spanish companies with 10 or more employees had an Internet connection in the first quarter 2014.
250 or more employees, this percentage reached 95.7 %Percentage over the total number of companies with 10 or more employees
Number of employees TOTAL 10 to 49 50 to 249 250 or more %of companies with
-Computers 99.2 99.1 99.5 99.8 -Local area network 87.3 85.9 95.0 97.7 -Wireless Local area network 61.9 59.5 74.2 81.1
%of companies that provide their employees with portable devices that allow a mobile connection to the Internet for
54.6%of companies issued their employees with portable devices, enabling connection to the internet for company use. 36.4%of these were laptop computers,
more employees, this figure reached 59.8%,that is, six points over that of the last year
Evolution of ICT use in companies with more than 10 employees ICT use in companies with more than 10 employees had an uneven behaviour between the
first quarter 2013 and the same period of 2014 On the one hand, an increase of nearly four points in the use of mobile broadband and in the
Evolution of the use of ICT in companies larger than 10 employees 71.6%73.6 %90.4
99.9%of companies with 10 or more employees with an Internet connection accessed it via a broadband solution (fixed or mobile.
Percentage out of the total number of companies having 10 or more employees and an Internet connection
or more employees via their website were company introduction (90.5%),privacy policy statement or certification related to website
Percentage over the total number of companies with 10 or more employees and an Internet connection
%Use of social media by companies with 10 or more employees 36.9%of companies used any social media due to work issues
Use of Cloud computing solutions by companies with 10 or more employees At the beginning of 2014,15%of companies used Cloud computing solutions.
Companies with 10 or more employees whose headquarters are located in Cataluã a Comunidad de Madrid and Principado de Asturias presented the greatest intensities in their
Sales via e-commerce by companies with 10 or more employees 17.8%of companies with 10 or more employees carried out sales via electronic commerce in
the year 2013. Turnover generated by these sales reached 195,443 million euros, 6. 7%more than in 2012
more employees, as compared with 14.0%from the previous year 12.2%of companies carried out sales via electronic commerce on a website.
%Purchases via e-commerce by companies with 10 or more employees 28.5%of companies with 10 or more employees made purchases via e-commerce during the
year 2013. The total volume of orders of goods and services made via e-commerce reached
or more employees, as compared with 20.3%the previous year 26.9%of companies carried out purchases via electronic commerce on a website.
Performance of the percentage of companies with 10 or more employees that carried out electronic commerce (2008-2013
-commerce by companies with 10 or more employees (2008-2013 Millions of euros 163,739 156,607
with 10 or more employees (2009-2013 -4. 4 %11.1 %5. 4 %-0. 2 %6. 8
employees (2008-2013 13.8 %15.5%15.6 %19.1 %20.3 %21.7 %9. 6 %11.5%11.5 %13.7%14.0
ICT use in companies with fewer than 10 employees 72.3%of companies with fewer than 10 employees had computers,
and 24.4%had a Local Area Network (LAN) installed, according to the data from the first quarter 2014
Regarding communications, 76.5%of companies with fewer than 10 employees used mobile phones, compared to the 74.6%of the previous year,
%ICT infrastructures in companies with less than 10 employees Percentage over the total number of companies with less than 10 employees
First Quarter 2013 First Quarter 2014 %companies having -Computers 71.6 72.3 -Local area network 24.0 24.4 -Wireless Local area network 16.4 17.6
1) Percentage over the total number of companies with less than 10 employees and an Internet connection
Evolution of ICT use in companies with fewer than 10 employees ICT use also had an uneven behaviour in companies with fewer than 10 employees between
the first quarter 2013 and the same period of 2014 Mobile broadband access experienced the most significant increase, from 56.8%to 66.4
This study has targeted 15,043 companies with 10 or more employees, and 10,618 companies with fewer than 10 employees, located in Spain and belonging to sections C, D
E, F, G h i, J, L, M, N and group 95.1, according to the National Classification of Economic
Figure 2. The main sources of resistance to change by employees Without specifically insist further explained briefly what is each potential source of
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 ï disrputions on networking system Disruption of the person within the
Each employee is integrated in a micro office in the organization being in some work and personal relationships with other people.
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, is likely not generate the same motivation for change sometimes occur
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 ï lack of leadership.
employees will manifest insufficient responsiveness passivity and even resistance to expected changes. The leader is a driving force for
effort, team spirit, obtaining performance from employees will induce a favorable attitude change, thus diminishing the explicit and implicit resistance to change
therefore it is likely that employees feel vulnerable in several respects (risk taking committing mistakes, s. a
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
defined as enterprises with 1-249 employees, and also large companies and was implemented by means of computer-assisted telephone
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 and this population usually contains many start-ups who are very
innovative in order to survive on the market. Interviewers explicitly asked for those who were responsible for implementation of change,
0-9 employees 10-249 employees 50-249 employees over 250 employees 223 408 154 34
%-0†9â employees 27 %10†249â employees 50 %50†249â employees 19 %overâ 250â employees
4 %Dimensionâ ofâ analyzedâ companiesâ (employeeâ criteria 0†9â employees 10†249â employees 50†249â employees overâ 250â employees
Privateâ companyâ limitedâ byâ shares 99 %Publicâ limitedâ company 1 %Sampleâ delimitedâ byâ typeâ ofâ
business Quantitative Methods Inquires 114 NACE 6203 (management activities (administration and operation) of calculation), 9. 9
%-NACE code 6209 (Other information technology service activities), 10,9%-NACE 6311 data processing, hosting and related activities), 1, 2%-NACE 6312 (activities of web portals
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
Unfortunately 74,72%of employees show an active resistance to change Frequency of using tactics to reduce resistance to
Reducing resistance to change was obtained negotiation with employees reluctant to change (21,5), %Staff training (21,2%),Providing information
with employees) are vital Success is the approach References 1. Ansoff, I. and Mcdonell, E. Strategic Management, Palgrave Macmillan Publishing
regarding the education level of employees and managers Keizer et al. 2002) ï nd in their study of mechanical and
manager nor the percentage of employees with high education is signiï cant in explaining innovative efforts
age, share of highly educated employees, and share of full -time equivalent employees engaged in intramural R&d
Table 2). We did not consider ï rm ownership because almost all the ï rms in our sample are owned privately.
up to 10 employees) are more innovative than older small ï rms. Namely, small businesses become less innovative
Proportion of highly educated employees in the ï rm Number compute Proportion of full time equivalent employees engaged in
intramural R&d Number employee S. Radas, L. Bozë icâ'/Tech442 are entrenched more and experienced, but they also may be
organized in an old fashioned way, lacking in entrepre -neurial spirit and necessary skills. Thus, we may expect that
Proportion of highly educated employees: As we discussed in the previous section, one of the internal factors shown to
employees (Hoffman et al. 1998). ) These highly qualiï ed employees represent the knowledge base of the company
which is a source of ideas for new product and process development. In support of that claim, Mohnen and Roâ ller
emphasizes importance of knowledgeable employees in all business functions, not just in R&d (Leiponen, 2005), as
educated employees. Literature shows that highly educated employees positively affect ï rm†s innovative capability, so
we also expect to ï nd that for a transition economy the proportion of highly qualiï ed employees in SMES has
positive inï uence on innovative capability Proportion of full-time equivalent employees engaged in intramural R&d:
Although for innovation in SMES, it is important to have educated highly employees across all Factor deï nition
1 if such a change was implemented in 2001†2003,0 otherwise 1 if such a strategy was implemented in 2001†2003,0 otherwise
TE employees employed in the R&d divided by total number of we compute this ratio for 2001 and 2003
that issue, we consider proportion of FTE employees in R&d. We expect that indeed the stronger the R&d
main activity and number of employees The data were collected by mail survey followed up by two
are on average somewhat larger in number of employees care should be taken when generalizing the results of this
ï rm age and proportion of full-time equivalent employees engaged in intramural R&d. Although other authors
-lent employees engaged in intramural R&d are omitted from further analysis. The remaining factors are used as
Proportion of highly educated employees in the ï rm 1. 42 0. 89 Implementation of new or signiï cantly changed corporate 0. 59
employees). ) It is more surprising that proportion of highly educated staff is not a signiï cant predictor in process
require high employee skills Interestingly, proportion of full-time equivalent employ -ees engaged in intramural R&d was not found to have any
with attracting qualiï ed employees, as well as with having skills and knowledge are documented well in other studies
factor is followed by lack of qualiï ed employees and information about technology and markets, which is also
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
employee has held what privileges at any given point in time. Furthermore for each privilege, the system documents for what task these privileges were
of trusted employees for each customer through implementing a rigorous least privilege approach as well as corresponding controls to validate employee behav
-ior. Furthermore, a practical scheme needs to support overseas management to reduce cost while still enabling compliance with privacy and other regulations
providers and their employees Acknowledgments. We thank Ninja Marnau and Eva Schlehahn from the Independent Centre for Privacy Protection Schleswig-Holstein for substantial
number of employees. SME activity is confined not to any country to production in the strict sense;
-significant implications for family owners and managers, the SME employees, and the Price et al. Journal of Innovation and Entrepreneurship 2013,2: 14
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 re -spondents could be included in the sample.
number of employees in 2007, the last full year prior to the survey being administered Firm Performance
Family firms included 15.6%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 re -Real estate 9 7 2. 4 6 4. 4 Professional and technical 10 31 10.6 16 11.7
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
in years and size (SIZE) as number of employees. The results are shown in Tables 4
can often be achieved through employees, by encouraging them to sustain their appli -cation, distribution, and creation of knowledge (Hauschild et al. 2001).
employees, and medium-sized is under 500 employees (Headd and Saade 2008 However, due to the convenience sampling procedure implemented in this research
measured using the number of employees and firm age using years in business. The scales were subjected to reliability and validity testing,
employees, and revenues. Each measure has strengths and weaknesses (Brush a Wanderwerf 1992; Mcgee et al. 1995.
economic-and relationship-based employee governance mechanisms. Strategic Management Journal, 30, 1265†1285 West, GP, & Noel, TW.
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.
balanced mix of companies in terms of years in business, the number of employees that have helped directly these organizations gather resources,
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
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
provides flexibility for employers and security for employees against labour market risks and holistic early years†provision in Reggio
public service employees, such as transport drivers, to avoid being responsible for cash amounts After the success of the pilot, the service was implemented permanently, and
personal needs of the employees who frequently have addiction or debt difficulties. The centre is also becoming a community hub in which local
the make up of any Koispe †at least 35%of the employees must be those with mental health problems;
employees. Previously, the island had been economically dependent on the island†s mental health institution. When the institution closed down, the new
employees to make suggestions about working conditions and practices. The kinds of suggestions elicited may include, for example, the introduction of
possess both tacit and explicit knowledge †as citizens, employees, service users and so on. This knowledge is crucial in improving services and making
A report exploring skills gaps and shortages in paid employees within the voluntary sector in England found that skills gaps are apparent across the
their employees, likely because staff have to be skilled multi to perform a variety of functions.
employees-and many employers, particularly smaller ones, resort to volunteers to cover the work. While a majority of employers formally assess
employees to see an NGO as a springboard to more prestigious posts outside of the NGO sector-move on to the public or private sector or into prestigious
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
44) Quality circles are a group of employees who volunteer to meet up to identify, analyse and solve work-related problems.
of the employees and staff. It is always a useful exercise for a venture 4
394) Secondments of public sector employees into †skunk worksâ€, innovation teams, and projects to develop service innovation
401) Secondments of public sector employees to community organisations and private enterprises, and vice versa 402) Collaborative structures for more innovative service design
lack of resources, lack of skilled employees, lack of easy to use technology adapted to SMES,
1 This major survey covered SMES with 10-249 employees, in 13 EU Member States plus Norway (the gross
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 web -presence phases FN, September 2002 Digital Business Ecosystems page 8 6%of Spanish SMES10, 9%of Italian SMES10,
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-N
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
ten employees (i e. micro-firms), and strongly dependent on the work contribution of the entrepreneur and that of his or her family.
Support Employee Owned Devices...97 5. 4 Business Scenarios for IT Consumerization...98 5. 4. 1 Work from Your Phone...
data access to customers, employees, and value-chain partners, further cultivating emotional connections 27. An example, is described the case by Awargal and
diffusion of data scientists among the employees 5 In addition, it is worth noting that data were considered not by interviewees
-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
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 reten -tion 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†â€), located in San ramon and around the globe, as well
organizes employees into reference disciplines, such as, e g.,, machine learning statistics, and operations research, among others. Furthermore, centralization of
a consequent need for employee retention; reusability in technology. 6 6 ††The reason is you can†t find the talent,
3. Improved accessibility, by providing the ability for the employees to access work applications and files from everywhere
4. It gives the opportunity for the employees from different departments to develop their experiences about cloud computing support and management
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
communications and employee development which can be achieved by additional training 16. Moreover, and most importantly, top management support should be
/contractual/policy umbrella including employees, contractors and business part -ners. Whereas, untrusted consumers are those that may be authorized to consume
the concerned users and IT department employees, whose jobs will be altered or removed 3. Implementation strategy.
employee development. Corp Commun An Int J 8: 268†277. doi: 10.1108 /13563280310506430 17. Maurer R (2005) Taking stock of change management.
personal devices by employees for work, as we are going to see in Chap. 5 on the IT Consu
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
-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
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
-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
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
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
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
started by having employees bringing their own devices to the business, thus, it Limited connectivity
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
among the enterprise†s employees as well as better recruitment process by using social media platforms 9 •Operational opportunities:
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
to this topic are based on the fact that the devices that the employees are using are
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
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
For example, if an employee knows heshe may later need access to a file created on hisher work computer,
computing landscape and the countless number of employees using consumerized devices. These devices form IT challenges for the IT departments
Support Employee Owned Devices In its report about IT consumerization 14, Intel has provided a set of best
practices (see Fig. 5. 2) for supporting employee-owned devices in the enterprise 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.
security model for employee-owned devices. This means shifting focus into a broader vision. In other words, instead of focusing solely on securing hardware
and social platforms capabilities through web-based apps, employees can be productive regardless of whether they work at the office or remotely.
employees at the company 5. 4. 3 Bring Your Own Device for Vendors An independent contractor for several construction companies can controls hisher
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
IT employees will be relieved when the retail channels and users become responsible for obtaining and supporting their
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
Nowadays, as a consequence, employees expect and demand more freedom at work environment. They want to have instant access to the types of applications
websites and 63%ban their employees from saving personal data and files on company†s computers.
-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
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
The employees who use Yammer can set up user profiles, send and receive ††tweets††like messages,
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,
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:
and support employees own devices References 1. Nunziata S (2011) The consumerization of IT. CIO Insight, p 8
and supporting employees who work for them to move beyond institutional boundaries, they can find new resources and solutions to their problems.
or employees, these organiza -tions use social collaboration tools to improve efficiency, solve problems, create
that the decision makers need to develop security models for employee-owned devices, addressing key concerns such as, e g.,
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
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
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;
individual employees can choose their own type of device to do their work, and this can be their own private personal one
Support Employee Owned Devices 5. 4†Business Scenarios for IT Consumerization 5. 4. 1 Work from Your Phone
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