"Dimensã es e Espaã§os da Inovaã§Ã£o Socialâ€, written by the Portuguese professors from Lisbon University-Isabel Andrã and
Playroom, Visual Arts Room and Workshop, Computer Rooms, Dental care Office Cafeteria, Kitchen and Pantry, in addition to a Multipurpose Sports Court within its facilities
The Pracatum website reports that the process of partnership with public and private institutions with the involvement of the population
either by using the internet, either by us, that this relationship enables production, especially in the media,
1. Andrã I, Abreu A. Dimensã es e espaã§os da inovaã§Ã£o social. Finisterra:
http://fundacaocafu. org. br/novo/index. php? n=1 4. Fundaã§Ã£o Gol de Letra.
Email: R. grimm@mmu. ac. uk Innovation: The European Journal of Social science Research, 2013 Vol. 26, No. 4, 436†455, http://dx. doi. org/10.1080/13511610.2013.848163
and even European core countries such as France and Italy have high rates of inactivity 10.4 and 10.6%respectively;
One important site for social innovation is the workplace. Workplace innovation has been defined as: a social, participatory process which shapes work organization and working
cultural tastes, aspirations and values were locked into local social networks or milieu of innovation. However, not all networks are creative and innovative.
Social networks have also been instrumental in creating new forms of local partnerships driving positive change.
where users shape services, make decisions and may indeed actually be the same people as providers (Needham 2007.
but, importantly, that social networks and processes themselves are important resources to anticipate change and to make societies more cohesive and resilient.
Rather, societies and individual users apply new and existing 440 R. Grimm et al technologies in innovative ways.
work of users in information technology refer to practical efforts to make technologies work. Innovation from this perspective is not about design or even about adoption but
which the user may accept, reject or repurpose the innovation Willis, Webb, and Wilsdon 2007.
The development of the Internet and more particularly social networking sites opened up vast opportunities for user-led innovation that ranges
from political activism (the Arab spring, and Student Protests in London 2011), to new user/public service provider interactions (Fix My Street, for instance;
http://www fixmystreet. com). The digital Open source movement is a driving force behind socially innovative cooperative co-production processes.
Numerous applications, including Mozilla, Open-office, Wikipedia, Linux (to name only a few), were developed collaboratively by Open source Community programmers and volunteers.
Open Data movements and innovative/transparent forms of governance go hand in hand (http://data gov. uk) with these new forms of coproduction.
The Open Data movement lobbies government institutions, international organizations and the private sector to make private
and public databases available to application developers. Therefore, the new technology co-creation community ethos of the Web 2. 0 social media dialog questions not only the
developer†user/producer†consumer dichotomy, but also the distinction between public and private ownership In the digital age, the dichotomies of innovator†producer and user†consumer are
blurring into each other. In short, recent technological and societal developments need new innovation models such as â€oeopen innovation†or â€oeuser innovation†in order to grasp
empirically and adequately theorize the complex interrelationship between technology developer and technology users (see, for instance, Chesbrough 2003.
Data is an important resource and output of these social media innovations. Opening up government data silos to developers and communities is
therefore potentially one way to support this growing social-digital economy. Yet to be of any use, the new superfluity of data needs to
be structured, analyzed and interpreted (Wilson et al. 2013. This is an increasingly pressing challenge, deeply imbued by often overlooked issues of provenance and trust
Cornford et al. 2013 One of the defining features of social innovation is that it provides insights and
develops capacity and soft infrastructure (intangible assets such as know-how, intellectual property, social capital, etc. that endure and can be utilized by other sectors and forms of
innovation. It may encompass, but go far beyond, technical innovations such as those supported under the Commission†s Information Society Transformation programs.
Thus Mulgan et al. 2007,35) note that â€oesocial innovations, unlike most technological ones leave behind compelling new social relationships between previously separate individuals
and organizationsâ€. In this sense social innovation provides a double benefit: not only can it help in finding solutions to pressing social needs,
dynamic relationships between user and provider Let us now move on to the creative and cultural industries.
production with initiatives such as affordable workspace, information technology -infrastructure and business start-up advice (Landry 2007; Mommaas 2004;
72%of social enterprises reported a negative trading outlook; 24%of all anticipated redundancies will fall within the most disadvantaged communities compared with 9%in
-siveness or a global outlook, and also due to there being developed few channels for spreading skills, knowledge and experience.
and mobilize service users and developing through distinct, but sometimes nonlinear stages (generating, developing scaling up and disseminating ideas) means that a wide range of potential factors will be
innovation in the digital age where the once distinct roles of innovator, producer and user
/Culture of innovation100610. pdf Innovation: The European Journal of Social science Research 451 Barrett, R. 2010. â€oedisadvantaged Groups in the Labour market. †Economic and Labour market
//www. innovation. cc/scholarly-style/bhatta-risks. pdf Borzaga, C, . and R. Bodini. 2012. â€oewhat to make of Social Innovation?
PDF European commission. 2010. This is European Social Innovation. Brussels: European union European commission. 2011. Horizon 2020 †The Framework Programme for Resaerch and
World Economic Outlook October 2012; Coping with High Debt and Sluggish Growth www. imf. org Jalonen, H. 2011. â€oethe Uncertainty of Innovation:
transform-eu. org/publications/documents/Differences%20in%20innovation%20culture. pdf Vienna Declaration. 2011. The Most Relevant Topics in Social Innovation Research. http://www
socialinnovation2011. eu/wp-content/uploads/2011/09/Vienna-Declaration final 10nov2011. pdf Vlaamse Raad voor Wetenschap en Innovatie. 2011.
/library/documents/Report%20-%20the%20disrupters%20web. pdf Wilson, R.,S. Baines, M. Fergusson, and I. Hardill. 2013. â€oeeditorial †Information for Local
Data Is the Solution! What was the Question Again? Public Money & Management 33 (3:
or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission.
However, users may print download, or email articles for individual use Abstract Introduction Conceptualizing social innovation
Social innovation and policy Setting out an agenda for academia Conclusion Acknowledgments Notes References
Social network Digital City Management Journal of International Technology and Information management 1 Social network Enhanced Digital City Management and Innovation
Success: A Prototype Design Bih-Ru Lea Wen-Bin Yu Prashanth Kannan University of Missouri †Rolla
ABSTRACT Innovation is the process by which knowledge is transformed into products and services which in turn
the advance of technology, social networks that play a fundamental role as a medium for the spread of
This study investigates how social network theories can be used to design and manage a web-based digital city that connects entrepreneurs to influential factors of innovation (e g.,
, supply factor demand factor, industrial support activities, business strategies and structures) and consequently enhances the innovation process.
A social network can be defined as a set of people, organizations or other social entities, connected by a set of
Social networks provide participants with opportunities of finding social support, establishing new social or business contacts (Hogg & Adamic, 2004), starting collaboration (O†Murchu, et al.
With the advancements in communication technology, social networking model can be applied in developing a digital city.
Starting from the conception of building social network based web sites in 1999 the focus on this area has increased significantly
Although both digital cities and social networks could carry out major social and economic advancements (Ishida 2002a & 2002b), limited research exists to apply social network concepts to design
and construct a digital city to enhance innovation success. Therefore, the objective of this study is to apply theories from social network and
digital city in designing a web-based digital city as a means of connecting individuals to influential factors of
innovation and, consequently, improve probabilities of innovation success The structure of the paper is as follows:
social networks and digital cities is provided followed by the research methodology. Subsequently, a case study is used to provide insights on designing
and managing a social network based digital city. This case study presents different means and designs to strengthen an individual†s social network,
to connect individuals to influential factors of innovation, and to obtain support needed during the innovation process.
Social network Digital City Management Journal of International Technology and Information management LITERATURE REVIEW Influential Factors of Innovation Success
Social networks It is believed that innovation success is correlated positively with the opportunity to mobilize and direct
and direct resources is a function of the strength of his/her social network Therefore, it is important for an individual to have a strong social network
in order to establish and maintain connectivity to resources needed for innovation success. Consequently, strengthening an individual†s social network
leads to higher probability for innovation success A social network is a graph of relationships and interactions within a group of individuals (often called
actors in social network literature) and plays a fundamental role as a medium for the spread of information, ideas
and influence among its members (Churchill et al. 2004; Wellman, 1997. Figure 4 is an illustration of relationships
in a social network. In the figure, elliptical items represent individuals in a social network. For ease of
understanding, only 3 levels of relationships have been depicted in the diagram and only individual 1 (ellipse 1) at
The social network starts at individual 1 who has a direct social relationship with individuals 2, 3 and 4 (depicted as ellipse 1 that is linked to ellipses 2, 3 and 4 by solid
A social network can exist if an individual has an acquaintance that can form a social relationship and take
are still part of a social network. Though there is a link, it is not strong. These types of links will be considered as
Just as individuals can link to each other through a social relationship and form a social network, network
and C are social network groups and ellipse 13 represents an individual who is not a part of any group.
and is part of this social network. Each social group has a set of individuals who have social links among them
membership in these two networks links the two social networks by forming a path between computer technology
A Social network Illustration 1 2 3 4 5 6 7 8 9 10 11 12
A Social network Consisting Groups and Individuals The basic properties of social networks include size, density, degree, reachability (Hanneman, 2001), connectivity
Stocker, 2001), and multiplexity (Emirbayer & Goodwin, 1994). Size of the network is indexed by counting the
Social network Digital City Management Journal of International Technology and Information management 5 individuals who are work associates may also be linked by family ties, political affiliations, or club memberships
A social network provides a venue for storytelling or showcasing projects and best practices and could be leveraged
to create new knowledge resources as social networks also allow interpersonal relations to cut across boundaries i e.,
technology, social networks become flexible and can be sustained over distance and are hence helpful in maintaining
Benefits of having a strong social network include opportunities of finding social support, establishing new social
A digital city applies information technologies and virtual spaces to urban functions and activities (Caves &
) is based a large Internet site offering a range of online services, including access to social environments, community services, municipal
The construction of a digital city is built often upon social network concepts including common interests or shared
users and computer programs. Therefore, a social network based digital city is more flexible (Ishida, 2002b), has
more multidimensional means for dissemination activities (GÃ tzl et al. 2002), and provides more effective and
efficient information integration than a traditional social network. Digital cities often apply technology to encourage public participation more effectively and efficiently than traditional forms of social network.
As a result, the network growth rate of digital cities is much higher than traditional social networks.
Without the physical boundaries, digital cities impart and enhance benefits of traditional social networks across time and space and
accelerate and globalize the networking process (Lea et al. 2006). ) Furthermore, a digital city can easily support and
maintain bigger networks more securely than conventional social networks RESEARCH OBJECTIVES AND METHODOLGY Successful innovation is an important factor for economic development.
Ishida, 2002a) and both digital cities and social networks could carry out major social and economic advancements (Ishida, 2002a;
However, limited research exists to address applying social network concepts to design and construct a digital city to support innovation process and, consequently,
innovation success. Therefore, the objective of this research is to address how social network theories can be used to
design and manage a web-based digital city that connects entrepreneurs to influential factors of innovation and
This study provides sample designs that apply social network concepts to promote and structure social interactions among the users of a digital city
and to stimulate commerce and collaboration activities needed for innovation success through initial deployment of a project called Innovation
The I3 is built a social network on an electronic medium to form a digital city that consists of an aggregation of
people and computer programs. Because the process of establishing and maintaining a strong social network is time
consuming and effort intensive, the objectives of the I3 project are to manage the network of users and resources in
the system and to provide its users with opportunities for social support, business collaboration, communication with
users having similar interests, resource sharing, information/knowledge exchange, and resources needed for innovation success without being presented physically in a social exchange process.
The proposed system will include features to address following issues •Engaging individuals, groups, and communities to participate in social network activities (e g. exchange of
information, resources, or knowledge •Enabling users to learn best practices or propose new projects
•Generating, collecting and correlating social network data (e g. degree, density, etc.)for innovation success •Providing a framework for timely communication and distribution of experiences, contextual information
and expert insight to stimulate knowledge creation Researchers (Reagans & Mcevily, 2003) stress the importance of having good user interfaces (Carthy et al.
2004 mechanisms for ensuring trust and security (Kippert & Swiercz, 2007; Garrison & Posey, 2006), easy-to-use
environments, social computing, and services for collaboration and communication and how all these aspects of
and displaying data and is used as the front-end tool for the application in conjunction with Oracle 9i database as the backend.
Oracle 9i Reports Builder DS Release 9. 0. 2. 0. 3) was considered in the implementation for generating reports.
Through data-driven tables of contents, Oracle Forms provides users with an easy interface to the information that is required.
The application was tested and run on standard Intel Pentium 4 CPU 1. 70 GHZ Machines with 512 MB RAM, WINDOWS XP professional OS
PROJECT DESIGN AND DEPLOYMENT Conceptual Model Design The conceptual design for I3 system provides a useful setting for collaboration and information exchange, the
The Entity Relationship diagram (ERD) in Figure 6 represents the data modeling of I3. The figure represents the organization of data into entities and the relationships between the entities in I3
Although the actual system includes both user modules and administrator modules, only the administrator modules
that focus on the management of a social network based digital city is discussed in this study The ERD is segmented into four regions,
as shown in Figure 6, with each region broadly categorizing the entities based on the four management tasks in I3.
User Management region (the top left corner of the figure) provides the administrator with complete control over the management of users in the system.
The Company Management region located on top right corner of the figure includes detailed company information.
human resource which is part of the user management scheme) and facilitates collaboration. The Request Management region (bottom left corner of the figure) is tied with the Resource Management segment as resource
as the administrator is responsible for updating the database to ensure that the data in the system is updated and true at all times,
the main menu also provides administrators with tools to enter and manage all meta-data
and other pre-conditional data required for the system. These include metadata pertaining to user, company, resource or request management like Education level, Occupation list, Ethnic group, Expertise
areas, NAICS code, Nonprofit type, Occupation type, Session type, Milestone, Counties, zipcodes, regions, contact method etc.
The subsequent sections will discuss how the ERD for the various management tasks has been designed and how it has been implemented operationalized and
Social network Digital City Management Journal of International Technology and Information management Figure 6: Entity Relationship Diagram
User Management Identity and social interaction foster cooperation and should be supported via social, technical, and socio-technical
User profiles and preferences must be captured to facilitate collaborative and cooperative environments and to give the user a sense of belongingness in the community (Ferguson et al.
2004). ) User registration and profiles are created through an initial registration process and data (e g.,, occupation, education
information, college teaching, highest education level, privacy level, etc. for the user management entities are
captured during this registration process The human resource entity is subdivided into four sub-entities-USERS, MEMBER, INDIVIDUAL, and
BUSINESS OWNER. The USERS entity forms the bounding box for all other entities. Every participant in I3 is
defined as a user, which forms the outermost layer of the entity diagram. The MEMBERS entity inherits attributes
from the USERS entity and defines additional attributes for an authorized member (AM. An authorized member
will have a profile once the user completes the registration process and can own businesses (the
BUSINESS OWNER entity) or can operate as an individual (the INDIVIDUAL entity. The INDIVIDAUL and BUSINESS OWNER entities inherit attributes from MEMBERS entity
and have additional attributes. A business owner will have an additional business profile as part of company management
a user (e g.,, annual income, education information, occupation, expertise areas, ethnics, etc..The information for
search capabilities that allow the administrator to retrieve specific user information for modification or deletion
Social network Digital City Management Journal of International Technology and Information management Figure 8: Sample of User Management Screen †User Profile
It is important to track social network evolution for every user at all times (Hanneman, 2001) as social interaction
can form influential circles that transform innovation into a successful business plan. The survey statement entity
manages the †who knows who†data collated from a survey deployed during the registration process and information
user†s initial social network information is maintained by four entities including communication group, social group influential group,
All communication among users after joining the system are tracked and used to monitor changes in social network parameters and network evolution of users.
The information maintained by the entities is used to calculate the network†s key parameters like effective size of the network
as shown in Figure 9. These social network measures are calculated dynamically and will change when new users are added to the system
Company Management I3†s Company management fosters collaboration by providing company information to registered users.
For example, if a company†s objective matches that of a user†s, a collaborative business could be in the process
and verified by a panel of experts include human, financial, physical equipment and space), and intangible/intellectual resources and are offered as part of the content services to
registered users to improve innovations success (Lea et al. 2006). ) User management and resource management function in tandem in I3.
If a registered user (also human resource) requests a resource, the request is assigned to a
case manager and the linkage between user management and resource management is established 9 B. R. Lea, W. B. Yu & P. Kannan 2007 Volume 16, Number 3
If the resources provided are all-encompassing, it is expected that more users would join the system and as a result
of which, the general connectedness of the network will increase. Obtaining and maintaining information on the
various resources available in the system and providing them to users are the objectives of resource management
database, software, copyright materials or literature. The equipment entity manages equipment information like the type of equipment resource, restrictions, beginning
Similar data is collected and managed for all resource types. Each resource is tagged to its owner (a registered user) and is
classified into a resource type Figure 9: Partial User Social network information Survey †Who Knows Who
10 Social network Digital City Management Journal of International Technology and Information management Figure 10: Company Profile (Partial
The conceptual design of resource management is operationalized as the resource management in the administrator
Therefore, having a strong social network is beneficial in finding social support, establishing new social or business
person-to-person social networking is laborious, time consuming, and often unfruitful and is not efficient or effective because of geographic distance, topical distance, concept communication, potential advantage recognition
2006) indicated that a virtual community should provide advanced content service for users, have advanced navigational/search capabilities for information retrieval,
both administrators and users can view and search for esources. r Figure 11 is a sample resource screen designed based on the ERD.
In all the resource screens, the administrator can search for resources on a combination of different search criterions-City state, Zip code, Privacy level, Innovation
Stage name of the resource owner (First name, Last name), Name of the Resource, User ID, or Resource ID. The
and view resources posted by other users and can contact them for directing resources of
interests to other users who may need it, as illustrated in 11 B. R. Lea, W. B. Yu & P. Kannan 2007 Volume 16, Number 3
with other users and communicate with them to exchange viable information that could serve as a seed to
Human Resource Screen Contact User Other functions provided to the administrator include maintenance functions like addition,
modification, deleting and updating user†s resource entries. However a registered user will be allowed to manipulate only his/her own
resource entries. All changes are processed in an on line real time manner and to improve usability, all data entry
fields are enabled with smart tips to provide information (e g.,, type, length, restrictions, or meanings of data) or
helpful tips when a user moves mouse over a field, as shown in Figure 12
Resource management promotes social and collaboration activities and enables users having similar business objectives to connect
and work together towards developing a collaborative business. Millen and Patterson (2002 indicate that interesting content drives interaction based on their analysis in message board messages.
social interaction among users and improve the general connectedness of the system, I3 provides an internal email
system that allows users to inquire resource or exchange ideas. As Kollock (1996) recommended, a system should
not limit the length of a member†s posting and should encourage users to read what has been said in the past about
the subject at hand. Therefore, I3†s email system is desgined to allow users to post messages on their needs or
communicate a new innovative idea to another member without restricting the length or number of messages that
Once the user logs into the system, the user can view new messages or all the messages
received in the mail box. The user can reply to selected messages, retrieve the complete information on selected
messages, or view all messages related to a particular message For the prototype, administrators focus on the threads of messages (chain of related messages),
It is in the plan to utilize software agents to read and analyze contents of more
For instance, a user may require 1000 sq ft. space resource and has emailed many users regarding the resource requirement, for
which he has received many replies but the user is not sure who to contact. To provide the right resource at the right time,
the software agent could 12 Social network Digital City Management Journal of International Technology and Information management
review all resources available that match the requester†s requirements and can direct the resource to the user (this
process is done currently by the human administrator), so the user does need not to wait for a reply.
Some room for error exists in the thread analysis because topic drift can occur and thread continuations are started occasionally over
in a new root message. Nonetheless, the thread structures provide a reasonable approximation for the kinds of
extended discussions that took place within the group of users involved in the discussion Smart tips are enabled
for all data fields Figure 12: Resource Management †Smart tips enables Figure 13: Viewing Related Messages
and key social network statistics, serves as a systematic mechanism to record and evaluate social network performance and knowledge,
and provides leverage to the administrator in making important managerial decisions Six types of reports in I3 are provided to track resource usage in the system.
reporting screens A user friendly graphical representation offers several advantages including providing a much richer picture and can
provide equitable decision-making opportunities to the user. In I3 several graphical representations are provided with many reports to give the administrator a different direction for analyzing data.
The graphs can be accessed from all the reporting screens. Figure 15 presents availability of human resources and intangible resource for every
region. In a quick glance, the administrator can understand the resource spread across regions and can take proper
action for resource allocation. Other graphs provided include resource availability by region and by type, resource
Social network Digital City Management Journal of International Technology and Information management Figure 15: Graphical Representation of Region wide resource availability
Request management is presented in the bottom left corner of the Figure 6 ERD and forms a link between the user
Both the user and administrator can view the request details (Request Information Service Session, Milestones) in a hierarchical tree format,
However, a user can view, search delete, or modify his/her own request status while system administrators can view,
requests from different users Administrators and case managers monitor service requests to ensure that resources required by users are provided
in a timely fashion. To improve efficiency of request management, a ticket status form is designed to displays status
of a request for service (a ticket) managed by case managers, as shown in Figure 19.
Social network Digital City Management Journal of International Technology and Information management A as a User (user 1020 in this example)( b) As a System Administrator
Figure 18: Viewing Status of Tickets in Hierarchy Tree Form 17 B. R. Lea, W. B. Yu & P. Kannan 2007 Volume 16, Number 3
Social networks and digital cities go hand in hand and can positively improve the probability of innovation success
I3) †based on social network concepts to enhance success of innovation through promoting and structuring social
interaction among the users of the network, stimulating commerce and collaboration activities, and creating the
groups of participants over computer networks and to encourage the participation of the key players of the digital
and collaboration in digital cities and provides an internal email system and resource management that allows
interactions among users and opportunities to access critical resources to support the innovation process. The
communication and collaboration services in I3 enable users to develop their direct or indirect connectedness to
improve his or her social network. Table 5. 1 summarizes the key functionalities implemented in I3 and its effect in
advancing Social networking and innovation Although major functions needed to establish and maintain one†s social network are in place, several essential
functions are yet to be developed to improve efficiency and effectiveness of the proposed social network based
digital city prototype. Personalization and intelligent interaction between digital cities and their users based on user
18 Social network Digital City Management Journal of International Technology and Information management profiles are still challenges.
Forums, chat rooms, and other discussion places need to be developed to provide better participation and collaboration for users.
Business and transaction services are yet to be provided. Also as part of future enhancements, software agents can be developed
and used to survey the threads of messages (in I3†s email system) periodically to help the administrator in understanding the requirements of the users in the system and
provide help (resource information or advice) whenever needed. For improving the connectedness in the virtual
community, data mining techniques can be employed as part of future enhancements to provide credibility and integration of information as suggested by Lo and Hsieh (2003.
In the entirety, I3 has been successful in implementing social networks but analyzing the data and building a knowledge base would help build a stronger
digital community Table 1: Summary of Functionalities in I3 Objective Features How it Helps Function
Capture user profiles and preferences Add, Modify, Delete, and Search User profiles Facilitates collaborative environments and gives the
user a sense of belongingness in the Information City User Management Manage user's business
information and provide the information to all the registered users in the system, as needed Add, Modify, Delete, and
Search Company Profile Fosters collaboration, as the company information is publicly available Company Management Obtain and maintain
information on the various resources available in the system and provide them to users whenever needed
Add, Modify and Delete Resource information for users Contact feature, Email System Helps make successful
business innovations as successful innovations in business are possible by mobilizing and directing resources Resource
Management Maintain requests for resource and to keep the resource request-to -procure process going by
providing the users with resources on time Add, Modify, Delete Case Manager, Milestone, Service Session, Case, View ticket
status and history Serves as a systematic method to record, evaluate and respond to social
Present key network (users and resources) statistics in Forms and Graphs Resource usage report by
Collect user perspectives on different issues of Social network ing and forming influential circles through social interaction
Questionnaire/Survey, Who Knows Who Data Presents the user†s social connectedness in the network and can help
identify important nodes in the network Social network Analysis ACKNOWLEDGMENTS This project is funded by National Science Foundation Award#0332378, Partnerships for Innovation Program, Dr
John hurt Program Director, September 2003 to September 2006 19 B. R. Lea, W. B. Yu & P. Kannan 2007 Volume 16, Number 3
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Social network Enhanced Digital City Management and Innovation Success: A Prototype Design Bih-Ru Lea is an Assistant professor of Business Administration at the University of Missouri at
Software Intelligent Agents. Dr Lea has published in numerous journals including International Journal of Production Research, International Journal of Production Economics, Industrial
Management and Information systems, University of Missouri at Rolla. Dr. Yu received his Phd in Computer science and Engineering from University of Louisville.
His research interests are in the fields of data/text mining, business process simulation, software agent applications, and
demand forecasting especially in a supply-chain environment Prashanth Kannan conducted research in the area of Social networking/Digital Cities and
business innovations and received his MS degree in Computer sciences from University of Missouri at Rolla
An Examination of Internet Effectiveness for Non-work Activities Pruthikrai Mahatanankoon is an Assistant professor of Information systems at the School of
Information technology at Illinois State university. He received his Ph d. in Management Information systems from the Claremont Graduate University.
He holds a Bachelor's degree in Computer engineering from King Mongkut's University of Technology Thonburi, Thailand, a
M. S in Management Information systems, and A m. S. in Computer science from Fairleigh Dickinson University. He has published various articles in academic book chapters, journals, and
conference proceedings. His current research interests focus upon Internet behaviors in the workplace, mobile commerce,
and management of IT professionals Tim Klaus is an Assistant professor of Management Information systems at Texas A&m
University †Corpus christi. He earned his Phd (Management Information systems) from University of South Florida and his MBA (Finance) and MS (Computer science) from Illinois
State university. His research interests include User Resistance, ERP implementations, IT personnel, and Web Usage. He has published papers in journals such as Communications of the
ACM and Human Systems Management Reproduced with permission of the copyright owner. Further reproduction prohibited without permission
ADM 104111 20070103 00009. pdf ABSTRACT INTRODUCTION LITERATURE REVIEW RESEARCH OBJECTIVES AND METHODOLGY PROJECT DESIGN AND DEPLOYMENT SUMMARY AND FUTURE DIRECTIONS
ACKNOWLEDGMENTS REFERENCES CONTRIBUTORS. pdf An Examination of Internet Effectiveness for Non-work Activities Internet Entrepreneurship and Economic growth
Overtext Web Module V3.0 Alpha
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