The document discusses game mechanics and their use in gamification. It begins with the presenter earning badges for completing levels of the presentation. Game mechanics are defined as tools that game designers use to create engaging experiences based on human behavior. Examples of game mechanics discussed include check-ins, progress bars, community challenges, leaderboards, and narrative storytelling. Reasons for using game mechanics include influencing behavior by linking it to rewards, encouraging customer acquisition and engagement, making work feel like play, and appealing to human instincts for achievement and social standing.
Two related trends characterize the recent past: value propositions are migrating from the physical to the informational, and value creation is shifting from firms to consumers. These two trends meet in the phenomenon of “consumer-generated intellectual property” (CGIP). This article addresses the question: “How should firms manage the intellectual property that their customers create?” It explores how CGIP presents important dilemmas for managers and argues that consumers’ “intellectual property” should not be leveraged at the expense of their “emotional property.” It integrates these perspectives into a diagnostic framework and discusses eight strategies for firms to manage CGIP.
This article revisits and uses the so-called U-Commerce framework to challenge financial services marketing decision makers to consider reformulating market- ing objectives in an age of ubiquitous technological networks. It outlines the 4 U’s of U-Commerce – ubiquity, universality, unison and uniqueness, and revisits the original fra- mework used to conceptualize U-Commerce. Then it identifies and describes four broad marketing objectives that financial services marketers can strive for, including amplifica- tion, attenuation, contextualization and transcension. Four broad marketing strategies can be used to achieve these objectives, namely nexus marketing, sync marketing, immersion marketing and transcension marketing. Examples specific to financial services marketing are used to illustrate and discuss these strategies.
Although the protection of secrets is often vital to the survival of orga- nizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.
Purpose – The status of icewine as a luxury item is largely undisputed in popular perception. Despite this, icewine has received very little attention in the management literature. This paper aims to close this gap by developing a theoretical framework to segment the luxury wine and spirits market with a focus on icewine.
Design/methodology/approach – This paper is conceptual in nature. The authors adapt Berthon et al.’s (2009) aesthetics and ontology (AO) framework for luxury brands to provide a theoretical lens for segmenting the luxury wine and spirits market into four distinct segments.
Findings – The main contribution of this paper is a theoretical framework for segmenting the market for luxury wines and spirits into four distinct segments: cabinet collectors, cellar collectors, connoisseurs and carousers. The authors then apply their framework to the icewine category and outline considerations for the marketing mix of icewine producers.
Practical implications – The AO framework for luxury wines and spirits is bene cial for icewine producers to help differentiate their current and future market segments. In addition, this paper outlines practical implications for icewine maker’s marketing mix that could enhance their competitive position today and in the future.
Originality/value – This is the rst paper examining icewine in the context of luxury marketing.
Purpose – Sometimes consumers express their enthusiasm for a brand by creating brand extensions, products or services in new categories that are closely affiliated with the “parent” brand. This paper aims to examine the positive or negative impact that consumer-generated brand extensions (CGBEs) can have on brand image and revenue, and the options that companies have available to deal with them. Design/methodology/approach – The paper presents a case study of the collectible strategy card game – Magic: The Gathering – and discusses how the company responded to five different brand extensions that were created by players. This case study was used to develop a framework that allows managers to evaluate CGBEs based on their benefits and risks and to select an appropriate response.
Findings – Four possible responses were identified: challenge, criticize, commend and catalyze. Which of these responses is appropriate for companies depends on whether the CGBE has a positive or negative impact on the brand image and revenue and whether this impact is large enough to merit an active response.
Originality/value – This study shows that it is essential for managers to understand how to evaluate CGBEs. Managed properly, they can improve product usage, help generate new customers and have a positive impact on revenue and brand image. However, CGBEs can also have a negative effect, in particular if they are substitutes for the original product.
The verb “simulate,” from the Latin simulare, to copy, repre- sent, or feign, has three distinct meanings in English. First, it can refer to something that imitates the appearance or char- acter of something else, such as when an actor stoops or walks very slowly in order to portray an old person. Second, it can refer to the act of pretending, for example, in a child’s game of “playing house,” in which children pretend to be adults in a home situation. Its third, much more recent mean- ing refers directly to the act of producing a computer model of a complex phenomenon. Interestingly, tracking the use of the word simulate in written work and media over time (as well as its noun form “simulation” and its adjective forms “simulated” and “simulative”) shows a very rapid take-off in the 1950s and from then on. This is almost certainly due to the advent of computers, with their ability to rapidly calcu- late the interaction effects of the large numbers of complex variables that constitute a phenomenon. However, viewing simulation as something that can only be done by computers is, in our opinion, limiting. For the purposes of learning, the real world can indeed be copied, represented, imitated, and pretended, as well as pretended in the marketing classroom.
Wearing safe: Physical and informational security in the age of the wearable ...Simon Fraser University
Wearable computing devices promise to deliver countless benefits to users. Moreover, they are among the most personal and unique computing devices of all, more so than laptops and tablets and even more so than smartphones. However, this uniqueness also brings with it a risk of security issues not encountered previously in information systems: the potential to not only compromise data, but also to physically harm the wearer. This article considers wearable device security from three perspectives: whether the threat is to the device and/or the individual, the role that the wearable device plays, and how holistic wearable device security strategies can be developed and monitored.
Two related trends characterize the recent past: value propositions are migrating from the physical to the informational, and value creation is shifting from firms to consumers. These two trends meet in the phenomenon of “consumer-generated intellectual property” (CGIP). This article addresses the question: “How should firms manage the intellectual property that their customers create?” It explores how CGIP presents important dilemmas for managers and argues that consumers’ “intellectual property” should not be leveraged at the expense of their “emotional property.” It integrates these perspectives into a diagnostic framework and discusses eight strategies for firms to manage CGIP.
This article revisits and uses the so-called U-Commerce framework to challenge financial services marketing decision makers to consider reformulating market- ing objectives in an age of ubiquitous technological networks. It outlines the 4 U’s of U-Commerce – ubiquity, universality, unison and uniqueness, and revisits the original fra- mework used to conceptualize U-Commerce. Then it identifies and describes four broad marketing objectives that financial services marketers can strive for, including amplifica- tion, attenuation, contextualization and transcension. Four broad marketing strategies can be used to achieve these objectives, namely nexus marketing, sync marketing, immersion marketing and transcension marketing. Examples specific to financial services marketing are used to illustrate and discuss these strategies.
Although the protection of secrets is often vital to the survival of orga- nizations, at other times organizations can benefit by deliberately leaking secrets to outsiders. We explore how and why this is the case. We identify two dimensions of leaks: (1) whether the information in the leak is factual or concocted and (2) whether leaks are conducted overtly or covertly. Using these two dimensions, we identify four types of leaks: informing, dissembling, misdirecting, and provoking. We also provide a framework to help managers decide whether or not they should leak secrets.
Purpose – The status of icewine as a luxury item is largely undisputed in popular perception. Despite this, icewine has received very little attention in the management literature. This paper aims to close this gap by developing a theoretical framework to segment the luxury wine and spirits market with a focus on icewine.
Design/methodology/approach – This paper is conceptual in nature. The authors adapt Berthon et al.’s (2009) aesthetics and ontology (AO) framework for luxury brands to provide a theoretical lens for segmenting the luxury wine and spirits market into four distinct segments.
Findings – The main contribution of this paper is a theoretical framework for segmenting the market for luxury wines and spirits into four distinct segments: cabinet collectors, cellar collectors, connoisseurs and carousers. The authors then apply their framework to the icewine category and outline considerations for the marketing mix of icewine producers.
Practical implications – The AO framework for luxury wines and spirits is bene cial for icewine producers to help differentiate their current and future market segments. In addition, this paper outlines practical implications for icewine maker’s marketing mix that could enhance their competitive position today and in the future.
Originality/value – This is the rst paper examining icewine in the context of luxury marketing.
Purpose – Sometimes consumers express their enthusiasm for a brand by creating brand extensions, products or services in new categories that are closely affiliated with the “parent” brand. This paper aims to examine the positive or negative impact that consumer-generated brand extensions (CGBEs) can have on brand image and revenue, and the options that companies have available to deal with them. Design/methodology/approach – The paper presents a case study of the collectible strategy card game – Magic: The Gathering – and discusses how the company responded to five different brand extensions that were created by players. This case study was used to develop a framework that allows managers to evaluate CGBEs based on their benefits and risks and to select an appropriate response.
Findings – Four possible responses were identified: challenge, criticize, commend and catalyze. Which of these responses is appropriate for companies depends on whether the CGBE has a positive or negative impact on the brand image and revenue and whether this impact is large enough to merit an active response.
Originality/value – This study shows that it is essential for managers to understand how to evaluate CGBEs. Managed properly, they can improve product usage, help generate new customers and have a positive impact on revenue and brand image. However, CGBEs can also have a negative effect, in particular if they are substitutes for the original product.
The verb “simulate,” from the Latin simulare, to copy, repre- sent, or feign, has three distinct meanings in English. First, it can refer to something that imitates the appearance or char- acter of something else, such as when an actor stoops or walks very slowly in order to portray an old person. Second, it can refer to the act of pretending, for example, in a child’s game of “playing house,” in which children pretend to be adults in a home situation. Its third, much more recent mean- ing refers directly to the act of producing a computer model of a complex phenomenon. Interestingly, tracking the use of the word simulate in written work and media over time (as well as its noun form “simulation” and its adjective forms “simulated” and “simulative”) shows a very rapid take-off in the 1950s and from then on. This is almost certainly due to the advent of computers, with their ability to rapidly calcu- late the interaction effects of the large numbers of complex variables that constitute a phenomenon. However, viewing simulation as something that can only be done by computers is, in our opinion, limiting. For the purposes of learning, the real world can indeed be copied, represented, imitated, and pretended, as well as pretended in the marketing classroom.
Wearing safe: Physical and informational security in the age of the wearable ...Simon Fraser University
Wearable computing devices promise to deliver countless benefits to users. Moreover, they are among the most personal and unique computing devices of all, more so than laptops and tablets and even more so than smartphones. However, this uniqueness also brings with it a risk of security issues not encountered previously in information systems: the potential to not only compromise data, but also to physically harm the wearer. This article considers wearable device security from three perspectives: whether the threat is to the device and/or the individual, the role that the wearable device plays, and how holistic wearable device security strategies can be developed and monitored.
There is growing interest in how gamification–—defined as the application of game design principles in non-gaming contexts–—can be used in business. However, academic research and management practice have paid little attention to the challenges of how best to design, implement, manage, and optimize gamification strategies. To advance understanding of gamification, this article defines what it is and explains how it prompts managers to think about business practice in new and innovative ways. Drawing upon the game design literature, we present a framework of three gamification principles–—mechanics, dynamics, and emotions (MDE)–—to explain how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportu- nities.
Ads are no longer unidirectional or one-dimensional but a blend of offline and online techniques designed to directly interact with the community. For many companies, advertising via online platforms such as YouTube and Vimeo has replaced commercials on television altogether. Recently, branded flash mobs have emerged as a popular form of viral advertising. While many branded flash mobs have experienced millions of YouTube views a metric such as view count does not fully indicate the effectiveness of the ad. This netnographic study evaluates viewers’ attitude toward the ad to better understand the effects of branded flash mobs. After examining 2,882 YouTube comments from three virally successful branded flash mob ads, a typology is developed, referred to as the archetype of consumer attitude matrix, to enable academics to formulate research questions regarding branded flash mobs. These archetypes of consumer attitudes to the online ad, in this case branded flash mobs, aid in the assessment of consumer response based on processing (cognitive versus emotive) and stance (supportive versus antagonistic). This typology also serves as a guide to marketing managers in the use of branded flash mobs in their viral campaigns. The article concludes with recommendations for future research.
Until recently, most manufacturing processes have been ‘subtractive’ in that matter is removed (e.g., scraped, dissolved, turned, machined) from a substance in order to produce the desired product. 3-D printing turns traditional manufacturing on its head in that it uses an ‘additive’ process. Similar to laser and inkjet printers, 3-D (three-dimensional) printers produce pieces by depositing, or adding, layers of material–—plastic, polymer filaments, metals, and even foodstuffs–—until the desired product is realized. This means that the creation and production of ‘one-offs’ is not only easy, it is also economically viable. 3-D printers are becoming ever more affordable, and it is not hard to envision them being as common in most homes in the near future as their two-dimensional counterparts are today. This article presents a 3-D printing primer for non-technical managers. It then considers the profound impact that 3-D printing will have on firms of all kinds as well as on individual consumers. In addition, it raises the substantial questions that 3-D printing will pose to policy makers from both intellectual property and ethical standpoints.
Generation-C - Innovation, UGC, IP laws, Social Media, Hacking, iPhone, DRM, ...Simon Fraser University
Generation-C is a generational movement consisting of creative consumers, those who increasingly modify proprietary offerings, and of members of society who in turn use the developments of these creative consumers. It is argued that their respective activities, creating and using modified products, are carried out by an increasing number of people, everyday, without any moral and legal considerations. The resulting controversies associated with existing intellectual property rights are discussed, and suggestions put forward that the future can only bring conflict if such legislation is not changed so that derivative innovations are allowed to flourish. The article concludes with important messages to organisations, intellectual property rights lawyers, owners of property rights, governments and politicians, suggesting they reconsider their respective stances for the good of society.
Organizations use a variety of labels to refer to their customers — the individuals who use their products and services. These labels (e.g., guests, students, clients, members, patients, users, etc.) suggest different meanings and connotations than being a simple customer. In this paper, we explore traditional labeling theory, and its roots in categorization and semiotic theories, to aid in the understanding of the customer- firm relationship. We then extend and formalize this to a customer labeling theory, in which we posit that a firm’s labels for its customers may shape consumer and organizational attitudes. Therefore, if customers become what marketers call them, then these labels shape the dialog between organizations and their customers. Thus, customer labels indirectly impact the success of firms’ customer relationship management efforts. We discuss customer labeling implications for firms and make suggestions for future academic research.
This conceptual paper discusses eWoM as a coping response dependent on positive, neutral, or negative experiences made by potential, actual, or former consumers of products, services, and brands. We combine existing lenses and propose an integrative model for unpacking eWoM to examine how different consumption experiences motivate consumers to share eWoM online. The paper further presents an eWoM Attentionscape as an appropriate tool for examining the amount of attention the resulting different types of eWoM receive from brand managers. We discuss how eWoM priorities can differ between public affairs professionals and consumers, and what the implications are for the management of eWoM in the context of public affairs and viral marketing.
Innovations in mobile technology shape how mobile workers share knowledge and collaborate on the go. We introduce mobile communities of practice (MCOPs) as a lens for under- standing how these workers self-organize, and present three MCOP case studies. Working from contextual ambidexterity, we develop a typology of bureaucratic, anarchic, idiosyncratic and adhocratic MCOPs. We discuss how variations in the degree of organizational alignment and individual discretion shape the extent to which these types explore and exploit mobile work practices and approach organizational ambidexterity. This article concludes with important strategic implications for managing mobile work and practical considerations for identifying, creating, and supporting MCOPs.
In this paper, we highlight some of the challenges and opportunities that social media presents to researchers, and offer relevant theoretical avenues to be explored. To do this, we present a model that unpacks social media by using a honeycomb of seven functional building blocks. We then examine each of the seven building blocks and, through appropriate social and socio-technical theories, raise questions that warrant further in-depth research to advance the conceptualization of social media in public affairs research. Finally, we combine the individual research questions for each building block back into the honeycomb model to illustrate how the theories in combination provide a powerful macro-lens for research on social media dynamics.
Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and services. Increasingly, however, consumers are utilizing platforms–—such as content sharing sites, blogs, social networking, and wikis–—to create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a firm’s reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they don’t understand what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities.
Minding the gap: Bridging Computing Science and Business Studies with an Inte...Simon Fraser University
For today’s information technology organization, working in teams across functional and even organizational boundaries has become an integral part of every project. When asked about these projects, practitioners regularly report on how grave differences between business professionals and tech- nology teams have negatively affected project performance. The serious gap between how the two sides think, talk and work is systemic already in the training and education of both Business and Computer Science students at the univer- sity level. This paper describes the design of a competitive SFU Innovation Challenge which aims to bridge that gap by tasking interdisciplinary groups to create iPhone application prototypes and related business innovation roadmaps. This document then summarizes the objectives of the SFU Inno- vation Challenge, and reports on the difficulties and posi- tive results that materialized when students combined their technological problem- solving techniques and managerial strategies for effectively confronting real-world problems.
The recent evolution of mobile auto-identification technologies invites firms to connect to mobile work in altogether new ways. By strategically embedding “smart” devices, organizations involve individual subjects and real objects in their corporate information flows, and execute more and more business pro- cesses through such technologies as mobile Radio-Frequency Identification (RFID). The imminent path from mobility to pervasiveness focuses entirely on improving organizational performance measures and metrics of success. Work itself, and the dramatic changes these technologies introduce to the organiza- tion and to the role of the mobile worker are by and large ignored. The aim of this chapter is to unveil the key changes and challenges that emerge when mobile landscapes are “tagged”, and when mobile workers and mobile auto-identification technologies work side-by-side. The motivation for this chapter is to encourage thoughts that appreciate auto-identification technologies and their socio-technical impact on specific mobile work practices and on the nature of mobile work in general.
Despite the increasing popularity of mobile information systems, the actual processes leading to the innovation of mobile technologies remain largely unexplored. This study uses Action Research to examine the innovation of a mobile RFID technology. Working from Activity Theory, it departs from the prevalent product-oriented view of innovation and treats technology-in-the- making as a complex activity, made possible through the interaction of manufacturers, their organisational clients and their respective mobile workers. The lens of a normative Interactive Innovation Framework reveals distinctive interaction problems that bear on the innovation activity. In addition to difficulties emerging from dissimilar motivations for the innovation project, the mobile setting presents unique contradictions based on the geographical distribution of its participants, the diverse role of mobile technology, the complexity of interacting through representations and the importance of the discretion with which mobile work activities are carried out today.
The mobile phone has received global attention primarily as a personal consumer technology. However, we believe that mobile information technology in general will play a significant role in organisational efforts to innovate current practices and have significant economic impact. Enterprise mobility signals new ways of managing how people work together using mobile information technology and will form an integral part of the efforts to improve the efficiency and effectiveness of information work. This belief is, however, not reflected in the current selection of books and collections exploring the issue of enterprise mobility. The aim of this paper is to highlight some of the key challenges in the application of mobile information technology to improve organisational efficiency. This is accomplished through comparing and contrasting findings from a selection of 11 empirical studies of enterprise mobility with information technology conducted between 2001 and 2007. The paper argues that the debate so far has largely failed to embed glowing accounts for technological potential in a sound discussion of organisational realities. In particular, there has been a lack of balanced accounts of the implicit and explicit trade-offs involved in mobilising the interaction between members of the workforce.
Studies about mobility and mobile interaction help researchers and practitioners in the social sciences to make sense of emergent working and living practices in an increasingly mobilised world. This paper aims to present a reflective analysis of the recommended methodological approaches for mobile studies based on three case studies. Following mobile workers across the different dimensions of time and space is a major challenge researchers have to face. The paper discusses these challenges, and highlights areas of interest for researchers interested in the study of mobility and mobile interaction.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
There is growing interest in how gamification–—defined as the application of game design principles in non-gaming contexts–—can be used in business. However, academic research and management practice have paid little attention to the challenges of how best to design, implement, manage, and optimize gamification strategies. To advance understanding of gamification, this article defines what it is and explains how it prompts managers to think about business practice in new and innovative ways. Drawing upon the game design literature, we present a framework of three gamification principles–—mechanics, dynamics, and emotions (MDE)–—to explain how gamified experiences can be created. We then provide an extended illustration of gamification and conclude with ideas for future research and application opportu- nities.
Ads are no longer unidirectional or one-dimensional but a blend of offline and online techniques designed to directly interact with the community. For many companies, advertising via online platforms such as YouTube and Vimeo has replaced commercials on television altogether. Recently, branded flash mobs have emerged as a popular form of viral advertising. While many branded flash mobs have experienced millions of YouTube views a metric such as view count does not fully indicate the effectiveness of the ad. This netnographic study evaluates viewers’ attitude toward the ad to better understand the effects of branded flash mobs. After examining 2,882 YouTube comments from three virally successful branded flash mob ads, a typology is developed, referred to as the archetype of consumer attitude matrix, to enable academics to formulate research questions regarding branded flash mobs. These archetypes of consumer attitudes to the online ad, in this case branded flash mobs, aid in the assessment of consumer response based on processing (cognitive versus emotive) and stance (supportive versus antagonistic). This typology also serves as a guide to marketing managers in the use of branded flash mobs in their viral campaigns. The article concludes with recommendations for future research.
Until recently, most manufacturing processes have been ‘subtractive’ in that matter is removed (e.g., scraped, dissolved, turned, machined) from a substance in order to produce the desired product. 3-D printing turns traditional manufacturing on its head in that it uses an ‘additive’ process. Similar to laser and inkjet printers, 3-D (three-dimensional) printers produce pieces by depositing, or adding, layers of material–—plastic, polymer filaments, metals, and even foodstuffs–—until the desired product is realized. This means that the creation and production of ‘one-offs’ is not only easy, it is also economically viable. 3-D printers are becoming ever more affordable, and it is not hard to envision them being as common in most homes in the near future as their two-dimensional counterparts are today. This article presents a 3-D printing primer for non-technical managers. It then considers the profound impact that 3-D printing will have on firms of all kinds as well as on individual consumers. In addition, it raises the substantial questions that 3-D printing will pose to policy makers from both intellectual property and ethical standpoints.
Generation-C - Innovation, UGC, IP laws, Social Media, Hacking, iPhone, DRM, ...Simon Fraser University
Generation-C is a generational movement consisting of creative consumers, those who increasingly modify proprietary offerings, and of members of society who in turn use the developments of these creative consumers. It is argued that their respective activities, creating and using modified products, are carried out by an increasing number of people, everyday, without any moral and legal considerations. The resulting controversies associated with existing intellectual property rights are discussed, and suggestions put forward that the future can only bring conflict if such legislation is not changed so that derivative innovations are allowed to flourish. The article concludes with important messages to organisations, intellectual property rights lawyers, owners of property rights, governments and politicians, suggesting they reconsider their respective stances for the good of society.
Organizations use a variety of labels to refer to their customers — the individuals who use their products and services. These labels (e.g., guests, students, clients, members, patients, users, etc.) suggest different meanings and connotations than being a simple customer. In this paper, we explore traditional labeling theory, and its roots in categorization and semiotic theories, to aid in the understanding of the customer- firm relationship. We then extend and formalize this to a customer labeling theory, in which we posit that a firm’s labels for its customers may shape consumer and organizational attitudes. Therefore, if customers become what marketers call them, then these labels shape the dialog between organizations and their customers. Thus, customer labels indirectly impact the success of firms’ customer relationship management efforts. We discuss customer labeling implications for firms and make suggestions for future academic research.
This conceptual paper discusses eWoM as a coping response dependent on positive, neutral, or negative experiences made by potential, actual, or former consumers of products, services, and brands. We combine existing lenses and propose an integrative model for unpacking eWoM to examine how different consumption experiences motivate consumers to share eWoM online. The paper further presents an eWoM Attentionscape as an appropriate tool for examining the amount of attention the resulting different types of eWoM receive from brand managers. We discuss how eWoM priorities can differ between public affairs professionals and consumers, and what the implications are for the management of eWoM in the context of public affairs and viral marketing.
Innovations in mobile technology shape how mobile workers share knowledge and collaborate on the go. We introduce mobile communities of practice (MCOPs) as a lens for under- standing how these workers self-organize, and present three MCOP case studies. Working from contextual ambidexterity, we develop a typology of bureaucratic, anarchic, idiosyncratic and adhocratic MCOPs. We discuss how variations in the degree of organizational alignment and individual discretion shape the extent to which these types explore and exploit mobile work practices and approach organizational ambidexterity. This article concludes with important strategic implications for managing mobile work and practical considerations for identifying, creating, and supporting MCOPs.
In this paper, we highlight some of the challenges and opportunities that social media presents to researchers, and offer relevant theoretical avenues to be explored. To do this, we present a model that unpacks social media by using a honeycomb of seven functional building blocks. We then examine each of the seven building blocks and, through appropriate social and socio-technical theories, raise questions that warrant further in-depth research to advance the conceptualization of social media in public affairs research. Finally, we combine the individual research questions for each building block back into the honeycomb model to illustrate how the theories in combination provide a powerful macro-lens for research on social media dynamics.
Traditionally, consumers used the Internet to simply expend content: they read it, they watched it, and they used it to buy products and services. Increasingly, however, consumers are utilizing platforms–—such as content sharing sites, blogs, social networking, and wikis–—to create, modify, share, and discuss Internet content. This represents the social media phenomenon, which can now significantly impact a firm’s reputation, sales, and even survival. Yet, many executives eschew or ignore this form of media because they don’t understand what it is, the various forms it can take, and how to engage with it and learn. In response, we present a framework that defines social media by using seven functional building blocks: identity, conversations, sharing, presence, relationships, reputation, and groups. As different social media activities are defined by the extent to which they focus on some or all of these blocks, we explain the implications that each block can have for how firms should engage with social media. To conclude, we present a number of recommendations regarding how firms should develop strategies for monitoring, understanding, and responding to different social media activities.
Minding the gap: Bridging Computing Science and Business Studies with an Inte...Simon Fraser University
For today’s information technology organization, working in teams across functional and even organizational boundaries has become an integral part of every project. When asked about these projects, practitioners regularly report on how grave differences between business professionals and tech- nology teams have negatively affected project performance. The serious gap between how the two sides think, talk and work is systemic already in the training and education of both Business and Computer Science students at the univer- sity level. This paper describes the design of a competitive SFU Innovation Challenge which aims to bridge that gap by tasking interdisciplinary groups to create iPhone application prototypes and related business innovation roadmaps. This document then summarizes the objectives of the SFU Inno- vation Challenge, and reports on the difficulties and posi- tive results that materialized when students combined their technological problem- solving techniques and managerial strategies for effectively confronting real-world problems.
The recent evolution of mobile auto-identification technologies invites firms to connect to mobile work in altogether new ways. By strategically embedding “smart” devices, organizations involve individual subjects and real objects in their corporate information flows, and execute more and more business pro- cesses through such technologies as mobile Radio-Frequency Identification (RFID). The imminent path from mobility to pervasiveness focuses entirely on improving organizational performance measures and metrics of success. Work itself, and the dramatic changes these technologies introduce to the organiza- tion and to the role of the mobile worker are by and large ignored. The aim of this chapter is to unveil the key changes and challenges that emerge when mobile landscapes are “tagged”, and when mobile workers and mobile auto-identification technologies work side-by-side. The motivation for this chapter is to encourage thoughts that appreciate auto-identification technologies and their socio-technical impact on specific mobile work practices and on the nature of mobile work in general.
Despite the increasing popularity of mobile information systems, the actual processes leading to the innovation of mobile technologies remain largely unexplored. This study uses Action Research to examine the innovation of a mobile RFID technology. Working from Activity Theory, it departs from the prevalent product-oriented view of innovation and treats technology-in-the- making as a complex activity, made possible through the interaction of manufacturers, their organisational clients and their respective mobile workers. The lens of a normative Interactive Innovation Framework reveals distinctive interaction problems that bear on the innovation activity. In addition to difficulties emerging from dissimilar motivations for the innovation project, the mobile setting presents unique contradictions based on the geographical distribution of its participants, the diverse role of mobile technology, the complexity of interacting through representations and the importance of the discretion with which mobile work activities are carried out today.
The mobile phone has received global attention primarily as a personal consumer technology. However, we believe that mobile information technology in general will play a significant role in organisational efforts to innovate current practices and have significant economic impact. Enterprise mobility signals new ways of managing how people work together using mobile information technology and will form an integral part of the efforts to improve the efficiency and effectiveness of information work. This belief is, however, not reflected in the current selection of books and collections exploring the issue of enterprise mobility. The aim of this paper is to highlight some of the key challenges in the application of mobile information technology to improve organisational efficiency. This is accomplished through comparing and contrasting findings from a selection of 11 empirical studies of enterprise mobility with information technology conducted between 2001 and 2007. The paper argues that the debate so far has largely failed to embed glowing accounts for technological potential in a sound discussion of organisational realities. In particular, there has been a lack of balanced accounts of the implicit and explicit trade-offs involved in mobilising the interaction between members of the workforce.
Studies about mobility and mobile interaction help researchers and practitioners in the social sciences to make sense of emergent working and living practices in an increasingly mobilised world. This paper aims to present a reflective analysis of the recommended methodological approaches for mobile studies based on three case studies. Following mobile workers across the different dimensions of time and space is a major challenge researchers have to face. The paper discusses these challenges, and highlights areas of interest for researchers interested in the study of mobility and mobile interaction.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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3. Agenda
Level 0
Level 1 – What are game
mechanics?
Level 2 – Why game
mechanics?
Level 3 – Can you find a
game?
Level 4 –You’ve won the
game. Now what? 6/26 required to get to the meat
3% of presentation complete
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9. Yet another process
Instead of transforming, building a game
from the ground up
Also uses game mechanics
Example: Vancouver Tourism Industry
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10. The tools that game designers use to achieve an engaging
experience based on human behaviour
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11. Yeah, but what are these tools?
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17. Where players need to regularly check in or
participate at a predetermined time in order
to make a gain
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18. Presentation - Presently Present Badge
Real Life – Happy hour
Game – Farmville, Restaurant City
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20. Where success is gradual and broken down
into various tasks that are visually displayed
upon completion
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21. Presentation - Progress bar at bottom
Real Life -Your University Degree
Social Media - LinkedIn
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30. When information is released little by little in
order to maximize understanding in stages in
a narrative
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31. Presentation –More information as PPT slides
progress
Real Life – Sex Ed
Social Media – Fuck Cancer
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35. no
video
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36. The game layer on top of the world
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37. B = f(P,E)
Behaviour is a function of a person and the
person’s environment
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38. Good game Productive
mechanic and positive
environment behaviour
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39. “By 2014, a gamified service for consumer goods marketing and customer
retention will become as important as Facebook, eBay or Amazon, and more
than 70% of Global 2000 organizations will have at least one gamified
application.”
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40. Influencing social through the use of game
mechanics
new rewards ecosystem
Consumer
Gamification
incentives
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41. Focus on customer acquisition and engagement
→ positive feeling
Encourages additional interaction with brand
Gamers learn through games
influence choice and consequences
Work Environment:system that tracks employees'
behaviours in order to quantify work completed
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42. Compared to relaxing, you’re happier when you’re
playing a game – even when you’re working hard
Jane McGonical’s Ted Talk, “Gaming can make a
better world”
WOW players play avg of 22 hrs/wk
“optimized as human beings... doing meaningful
and rewarding work”
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43. Google’s work environment
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44. Success based on understanding of human
behaviour and social dynamics
Social media often involves creating
communities
Encourages engagement
Platforms (eg//4sq) already all based off GM
incorporation of business functions, such as 4sq deals
86% of presentation complete
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45. Define achievement and translate • Twitter followers
into social standing
Primal instinct to collect and display • Instagram
Response from the system itself. • Foursquare mayorship
Successful interactions • “Likes”, “RTs”
Customization and personalization. • Profile pages
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46. Where multiple people are required to play
and an increase in players garners a more
positive result
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49. What are your game mechanics?
93% of presentation complete
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50. Identify game dynamics in your Community
Building projects
Group that can identify the most game
dynamics wins
95% of presentation complete
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Welcome to Game Mechanics. First off, congratulations on unlocking the achievement, ‘Presently present’ for being here for this presentation in the first place.
Agenda/Level Progression? Or get right to it (meat)?Now we have two paths for you right now, we could go over our agenda/level progression in depth or skim over it and get right into the meat of our presentation. What do you guys want to do? Show of hands? Who wants us to skim? [Note that we should put up our hands too]
Quick update : You’ve unlocked another achievement upon reaching level 1, the Quick Climber achievement since you’ve gotten through level 0 faster than it took us to make it, that’s for sure.
So yes, what are game mechanics. It might be easier to start with what it isn’t.
It might be easier to start with what it isn’t. A lot of people tend to confuse Game Mechanics with “Gamification” and “Game Design”. While both of these things relate to Game Mechanics, they are different things. So yes, what are game mechanics.
It isn’t gameification. That refers to turning something that originally wasn’t a game, into a game, it’s a process, and it uses game mechanics, but yeah, there’s a difference.
One example is this new Starbucks Rewards system where something as mundane as buying coffee is transformed into a game.
It also isn’t game design, despite the word game being in it. Game design is again, another process. This time around, the process is simply to build a game from the ground up, rather than attempting to transform something. In any case, gameification, game design; they both use game mechanics.In any case, gameification, game design; they both use game mechanics.An example would be with Vancouver Tourism Industry’s game for employees, in which they go to different tourist destinations around Vancouver and are rewarded with a prize after. This is game design because it was a game built from the ground up, with the full intention of rewarding employees with this game.
Game mechanics are used for both gamification and game design because game mechanics are the clever and engaging tools that game designers use to achieve a desired end.
So I know what you’re thinking, it’s most likely, ok, game mechanics, that’s cool. You’ve told me that they’re used to make something happen, but still, what are they? Specifically.
Ta-dah!Don’t worry though, it’s not as complicated as it looks. What you’re looking at is a series of flash cards that each have a game mechanic and description shown on them. What we could do is go through every single one, but honestly, that would be way too much information all at once. What we’re going to do is show you a few key ones that are commonly used, and what effect they’re intended to have.
It’s time to choose your own presentation again! Would you like us to go over all 47 or just 5? Show of hands?
Hurrah! You have all just earned the Quick and Dirty badge because you want to go over only 5 instead of 47!
So here are five game mechanics that we’ve applied so far in our presentation.
The first is appointment dynamic. This is a dynamic in which to succeed, players have to do something at a predefined time, generally at a predefined place for positive results.
An example of this in our presentation is with our presently present badge. Since you have all arrived in class, at a predetermined time and place, you deserve a gain.A famous real life example would be happy hour, where you’re told to “come here at this time... And you get 50% of drinks”. Basically, to win all you have to do is show up here at the right place, at the right time”.Examples of appointment dynamic in gaming can be seen in Farmville and Restaurant City.
Restaurant city is a game where you can interact with friends by going to each other’s restaurants.Here, Christopher has a restaurant in his game and he’s cooking a homestyle pot roast. and by cook, we mean he has clicked a few buttons to have that thing on his stove, which in turn after 1 day and 23 hours, he will have to take off the stove. Otherwise, it spoils. In return for serving the pot roast, he gets money from customers! The interesting thing is that people are willing to go out of their way to accommodate this appointment dynamic. they’ll adjust their schedules that they’ve already set in their lives to take that pot roast off the stove.
Progressions is basically where success is gradual and broken down into various tasks that are visually displayed upon completion. All these steps are broken granularly so you can see your progress move. As you complete a part of a task that is significant, you get rewarded with a bar moving towards being “complete”.
In our presentation, we’ve added a progress bar to show you how much progress you’ve made with our presentation. Right now, everyone has finished 25% of the presentation... Still a ways to go, but we’re getting their! You can see it visually as our presentation goes on. We’ve applied progression to our presentation through the use of the progress bar at the bottom of our slides. This visual representation of progression gives your experience with the presentation both a sense of direction and accomplishment. In real life, an example would be your university degree. The credits act as a progression game mechanic since you know that you need 120 credits to graduate.In social media, there’s linkedin....
Linkedin is a great example. I’m pretty sure no one really like filling these things. By incorporating game dynamics, I’m more inclined to push that bar that was originally only a quarter full at the start (after you create your profile you automatically get a little bit) to entirely full at 100%. As a result, I’ve added my picture, industry, skills/expertise, added connections etc. They’ve even broken it into those granular steps so I know how to make that bar fill up all the way. All I have to do is confirm my position and describe it.
Communal Discovery or “community collaboration” is where a community works together to meet a challenge or solve a riddle. This is very powerful because society works together to solve a problem and their membership in a community helps to fuel that competitive drive to meet a challenge.
In our presentation, we’ve placed you back in your community building groups.... But we’ll tell you in a bit why. However, we’ll let you know right now that it’s to complete a challenge!A real life example would be Family Feud, where families work together to play the game. By design, this game can’t be played alone, and each member of a team relies on each other’s answers from before to think of even better answers.An example in social media would be Urbanspoon....
Urbanspoon is an online database the is entirely community run. It lets people write reviews, blog posts, add photos, and vote whether they like it or not. The main challenge here is to provide all the locals a place to check for not only the address, but other people’s opinions as well.
One of the biggest challenge that is community driven is adding new restaurants so it has the most up to date content. Rather than having staff do all the work of searching and hunting down new restaurant openings, users of the site work together to add them. Urbanspoon staff then confirms by calling these businesses after the fact. It helps that they show how many restaurants each user has added to the database too – that’s not my profile count, but I wish I added 93 restaurants since that makes me more reputable on urbanspoon.... And that leads us to our next game mechanic:
Status. Status is the rank or level of a player. Players are often motivated by trying to reach a higher level or status. Also relates to envy, which is another game mechanic.
In our presentation, we’ve incorporated a leaderboard, and clearly, this is an effective tool since everyone is envious of each other and there for trying to get on to the top of that leaderboard.In school, we have valedictorians. They are basically the prestige of the graduating class and we are all kind of envious of them because they are “higher in status” than us. For top achievers, we want to be the valedictorian.In the social media world, Foursquare relies quite heavily on status, and Klout incorporates it into their ranking system as well.
ForKlout, the leaderboard is a bit untraditional in the sense that it isn’t in a ranking of 1-100, but instead, it’s in a matrix. Usually, top celebrity tweeters (such as Justin Bieber) find themselves in the “celebrity” cell at the top right, where they are creating with a broad number of topics. Local tweeters with high Klout scores are usually at the bottom right as “specialists”, producing focused and consistent content. Still, this is a leaderboard in the sense that it ranks people and induces envy in others. For example, newcomers to Klout may be in the “conversationalist” category (bottom left), and thus want to move to the “specialist” rank. As a result, they want to boost up their Klout score to do so.
The theory that information should be released in the minimum possible snippets to gain the appropriate level of understanding at each point during a game narrative.
Our presentation is an example of cascading information. As the slides progress, you are getting more information on game emchanics step by step, level by level. At each level, our gradual manner of progression assures that you understand what is happening at each stage. A real life example would be Sex Ed. The information is usually not give to you all at once. It’s disclosed at you step by step, stemming from something that you can understand. For example, your parents will usually go , “When a mommy and a daddy love each other….” because a mommy and daddy’s love may be something that you can begin to comprehend. In social media, the Defcon/Demhikov project is an example of cascading information in terms of divulging more information step by step and levely level about Cancer prevention. Each information related task aids in the player’s education.
So back to the slew of flash cards. We’ve prepared and printed out the other game mechanic flash cards. Don’t get too absorbed with their content now, but keep in mind that you and your teams will be using them near the end of this presentation.
So now that we’ve briefed you on what game mechanics are…what is their significance in business and social media and why should we be aware of them?
Congratulations! Continuing with our cascading info theory, you’ve just unlocked the knowledge badge!
All right, time for another game of “choose your own presentation”. Let’s take another vote from the class. Who would like to see an awesome snippet of a TED talk? Who would prefer not to see a video in class today?
0:00 to 4:10Great! Let’s watch a bit of what Seth Priesbatch has to say about the shift in social media technology and interaction…
Game Mechanics are important because it is a framework for tracing human behaviour. Psychologist Kurt Lewin’s equation on human behaviour dictates that behaviour is affected by a person’s environment.
Lewin’s equation can be applied to the way in which game mechanics works. If you think about how Game mechanics can fuel and affect behaviour, a good use of game mechanics in an environment can generate positive and producive behaviour.
So what about game mechanics and business? Well one of the blogs that we read makes the following prediction about the conscious application of game mechanics to consumer drive…http://www.inc.com/guides/201105/use-game-design-to-reward-your-customers_pagen_3.html
Game Mechanics has changed the ways in which we study our consumers. What was once called “consumer incentives” is now known as “gamification”The new rewards ecosystem
What was once called “consumer incentives” is now known as “gamification”The new rewards ecosystemIt’s not just about customer relations but the employees within a company. Game mechanics in the workplace and within the company is new way to encourage productivity and track performance.
Al: The idea that playing in a game makes you happier working hard, than you would be relaxing. Essentially, we’re optimized as human beings by working hard, and doing meaningful and rewarding work.Janice:From Jane McGonical’s Ted Talk wherein she discusses how World of Warcraft players play on average 22 hours / week (a part time job), often after a full days work. They’re willing to work hard, perhaps harder than in real life, because of their blissful productivity in the game world.
An example of a company that strives for blissful productivity is Google. What have you guys heard about the Google offices? From what we’ve all collectively heard, Google tries to create a relaxed and fun environment for its workers so that productivity occurs in a blissful setting.
So now, what of Game Mechanics and the world of Social Media? Well,as we’re learning in this class, both game mechanics and social media are based on an understanding of human behaviour and social dynamics. Social media often involves creating communities. Game happen in communities. Without a community to interact and compete with, there is no game. Both encourage engagement. As we’ve been discussing in this presenation, a lot of social media out there are already based off of game mech and it is through the game mechanics in these various social media that we become engaged.
http://www.dachisgroup.com/2011/04/game-mechanics/Another one of the blogs that we looked at, identified 5 social elements of game mechanics that clearly drive and play out in social media. We thought of some examples in social media that these game mechanic social instincts show up on. Your number of Twitter followers are a way to identify and display achievements and represent a sort of social standing.Instagram, a photo application based solely on pictures is a game of collecting and displaying. People interact with each other through a collection of cool photos that they wish to display.A response from the system itself that identifies achievement and success such as 4sq’s granting of a mayorship. This is the system responding to you.We look for successful interactions on social media like Facebook likes and Twitter RT’s. We measure our success through some form of interaction.And finally, customization and personalization is something that “profile pages” on social media allows us to do and it is something that we all enjoy doing. Your customization and personalization is a communication to others and on social media, we are constantly playing this game of personalization and interaction.
Hao:A game element that requires multiple people to play (or that can be played better with multiple people)A basic example of this is the virality of videos where success can be measured by the amount of people that participate
An example of a really new game is “Draw Something”. It is a game that requires the increasing participation of others in order to make the game more successful and enjoyable.
Congrats! Since you are becoming more familiar with the different types of game mechanics out there and how they can be applied and identified, you get your Mechanic badge!
Now we are at level three, which is the class activity portion of our presentation. You all appear to already be sitting in your community building groups which is great because now the game mechanic of Communal Discovery will hopefully encourage your to participate.
In your groups, try to use the flashcards we’ve given you to identify and discuss what game mechanics you can incorporate in your community building projects.We’ll give you guys __ minutes to discuss and we’ll talk about them after.The team that can identify the most game mechanics wins bragging rights!So basically, open the envelopes that we’ve given you and inside, you will find flashcards for each and every one of the 47 game mechanics. Your task is to identify as many game mechanics are you can in your community building project. The object here is to show you that Game mechanics are something that really resonates in our social endeavors including social media and business.
Thanks for playing the presentation with us! You’ve earned your completion and Presenation badge!
Now that you’ve gone through every level and managed to stay awake with us, you’ve won. Now what? Time for question, discussion, and comments!
Again, thanks for playing with us! Here are the results of our leaderboard