We discuss how the standards emerge from an interaction between three main sources, the standards standard-setting organizations (SSOs), the competitive market forces, and the government. We present a framework (see Table I) that highlights how these sources differ and work together to shape the standardization in a digital and global context. Also, using this framework, we introduce the contribution of each article of this issue and their contribution to some of the major issues that the standardization is facing today in a digital and global world. We conclude with the suggestions of avenues for future research on this topic.
Big Data for Creating and Capturing Value in the Digitalized Environment: Unp...Ian McCarthy
Despite significant academic and managerial interest in big data, there is a dearth of research on how big data impacts
the long-term firm performance. Reasons for this gap include a lack of objective indices to measure big data
availability and its impact, and the tendency of studies to ignore the costs associated with collecting and analyzing
big data, assuming that big data automatically delivers benefits to firms. Focusing on how firms create and capture
value from big data about customers, we use the resource-based view and three dimensions of big data (i.e., volume,
variety, and veracity) to understand when the benefits outweigh the costs. Relying on the number of downloads of
mobile device applications, we find that volume of big data has a negative effect on firm performance. This result
suggests that the “bigness” of big data alone does not ensure value creation for a firm, and could even constitute a
“dark side” of big data. Because big data variety—measured as the number of types of information taken per each
application—moderates the negative effects of big data volume, simultaneous high values of volume and variety
allow firms to create value that positively affects their performance. In addition, high levels of veracity (i.e., a high
percentage of employees devoted to big data analysis), are linked to firms benefiting from big data via value capture.
These findings shed light on the circumstances in which big data can be beneficial for firms, contributing to a better
theoretical understanding of the opportunities and challenges and providing useful indications to managers.
Open branding: Managing the unauthorized use of brand-related intellectual pr...Ian McCarthy
Consumers often innovate with brand-related intellectual property (IP) without permission. Although firms often respond by exercising their legal right to stop such activity, there are a variety of situations in which consumers’ unauthorized use of brand-related IP can be desirable for a brand or in which enforcing IP rights can adversely affect a brand. This article illustrates situations in which managers may benefit from choosing to forgo exercising their IP rights. To assist managers, this article contributes a framework for understanding the managerial approaches to situations in which consumers use IP without permission.
Internet matters: The Net’s sweeping impact on growth,jobs, and prosperity ( ...Julius Trujillo
The Internet contributed 7 percent of growth over the past 15 years and 11 percent over the past five in the G8 as well as South Korea,Sweden, Brazil, China, and India.
Presentation of Dr. Ioannis Kopanakis in Conference: "Press the innovation button: the role of Research and innovation in entrepreneurship".
Presentation template: www.PresentationLoad.com
Big Data in Data-driven innovation: the impact in enterprises’ performancee-Bi Lab
Ioannis Kopanakis, Konstantinos Vassakis & George Mastorakis. "Big Data in Data-driven innovation: the impact in enterprises’ performance". Presentation at 11th Annual MIBES International Conference, 22nd of June - 24th of June 2016, Heraklion, Crete, Greece.
Presentation template: www.PresentationLoad.com
Big Data for Creating and Capturing Value in the Digitalized Environment: Unp...Ian McCarthy
Despite significant academic and managerial interest in big data, there is a dearth of research on how big data impacts
the long-term firm performance. Reasons for this gap include a lack of objective indices to measure big data
availability and its impact, and the tendency of studies to ignore the costs associated with collecting and analyzing
big data, assuming that big data automatically delivers benefits to firms. Focusing on how firms create and capture
value from big data about customers, we use the resource-based view and three dimensions of big data (i.e., volume,
variety, and veracity) to understand when the benefits outweigh the costs. Relying on the number of downloads of
mobile device applications, we find that volume of big data has a negative effect on firm performance. This result
suggests that the “bigness” of big data alone does not ensure value creation for a firm, and could even constitute a
“dark side” of big data. Because big data variety—measured as the number of types of information taken per each
application—moderates the negative effects of big data volume, simultaneous high values of volume and variety
allow firms to create value that positively affects their performance. In addition, high levels of veracity (i.e., a high
percentage of employees devoted to big data analysis), are linked to firms benefiting from big data via value capture.
These findings shed light on the circumstances in which big data can be beneficial for firms, contributing to a better
theoretical understanding of the opportunities and challenges and providing useful indications to managers.
Open branding: Managing the unauthorized use of brand-related intellectual pr...Ian McCarthy
Consumers often innovate with brand-related intellectual property (IP) without permission. Although firms often respond by exercising their legal right to stop such activity, there are a variety of situations in which consumers’ unauthorized use of brand-related IP can be desirable for a brand or in which enforcing IP rights can adversely affect a brand. This article illustrates situations in which managers may benefit from choosing to forgo exercising their IP rights. To assist managers, this article contributes a framework for understanding the managerial approaches to situations in which consumers use IP without permission.
Internet matters: The Net’s sweeping impact on growth,jobs, and prosperity ( ...Julius Trujillo
The Internet contributed 7 percent of growth over the past 15 years and 11 percent over the past five in the G8 as well as South Korea,Sweden, Brazil, China, and India.
Presentation of Dr. Ioannis Kopanakis in Conference: "Press the innovation button: the role of Research and innovation in entrepreneurship".
Presentation template: www.PresentationLoad.com
Big Data in Data-driven innovation: the impact in enterprises’ performancee-Bi Lab
Ioannis Kopanakis, Konstantinos Vassakis & George Mastorakis. "Big Data in Data-driven innovation: the impact in enterprises’ performance". Presentation at 11th Annual MIBES International Conference, 22nd of June - 24th of June 2016, Heraklion, Crete, Greece.
Presentation template: www.PresentationLoad.com
TrendsSpotting's 2010 Consumer Trends Influencers: Predictions in 140 CharactersTaly Weiss
"2010 Consumer Trends Influencers" is the second report from the series "2010 Influencers Series: Trend Predictions in 140 Characters".
TrendsSpotting Market Research is now running its third annual prediction reports following major trends in six categories. We will be featuring the predictions of digital and marketing experts on the big changes awaiting us in the coming year.
This year we are adopting a new “tweet style” format, easier for you to focus on, comprehend and forward.
"SMEs in data-driven era: the role of data to firm performance" e-Bi Lab
Ioannis Kopanakis, Konstantinos Vassakis & George Mastorakis. "Big Data in Data-driven innovation: the impact in enterprises’ performance". Presentation at 9th Annual EUROMED ACADEMY OF BUSINESS (ΕΜΑΒ) CONFERENCE
"Innovation, Entrepreneurship and Digital Ecosystems", 14-16 September 2016, Warsaw, Poland.
Big Data in Data-driven innovation: applications, prospects and limitations ...e-Bi Lab
Ioannis Kopanakis, Konstantinos Vassakis & George Mastorakis. "Big Data in Data-driven innovation: Applications, Prospects and Limitations in Marketing".
Presentation at 4th International Conference on Contemporary Marketing Issues, 22-24 June 2016, Heraklion, Greece.
Presentation template: www.PresentationLoad.com
News and Newspaper Industry: Towards a New Leadership in Innovation. Manifesto for an International Alliance for Media Research and Innovation.
Looking ahead, the newspapers and news publishers global community should become more open and integrate more players into research, development and innovation: public and private research centres and labs, start-ups and innovative technology providers, VC, business angles, and research funding partners in order to create an overall ecosystem of innovation to serve the fast moving media value chain. This ecosystem of innovation will develop around four pillars: 1) a shared strategic vision presented in this manifesto, 2) Training and coaching, 3) the co-production of innovative services and technologies in partnership with the world of research, 4) Technology transfer with specific interface between startups, tech providers and publishers.
Intrigued ? Contact Stephen Fozard, Wan-Ifra Media Innovation Hub Project Director, stephen.fozard@wan-ifra.org
The Evolution and Future of Retailing and Retailing Education de Dhruv Grewal...eraser Juan José Calderón
The Evolution and Future of Retailing and Retailing Education de Dhruv Grewal , Scott Motyka , and Michael Levy. Journal of Marketing Education 2018, Vol. 40(1) 85–93
Abstract
The pace of retail evolution has increased dramatically, with the spread of the Internet and as consumers have become more empowered by mobile phones and smart devices. This article outlines significant retail innovations that reveal how retailers and retailing have evolved in the past several decades. In the same spirit, the authors discuss how the topics covered in retail education have shifted. This article further details the roles of current technologies, including social media and retailing analytics, and emerging areas, such as the Internet of things, machine learning, artificial intelligence, blockchain technology, and robotics, all of which are likely to change the retail landscape in the future. Educators thus should incorporate these technologies into their classroom discussions through various means, from experiential exercises to interactive discussions to the reviews of recent articles.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
TrendsSpotting's 2010 Consumer Trends Influencers: Predictions in 140 CharactersTaly Weiss
"2010 Consumer Trends Influencers" is the second report from the series "2010 Influencers Series: Trend Predictions in 140 Characters".
TrendsSpotting Market Research is now running its third annual prediction reports following major trends in six categories. We will be featuring the predictions of digital and marketing experts on the big changes awaiting us in the coming year.
This year we are adopting a new “tweet style” format, easier for you to focus on, comprehend and forward.
"SMEs in data-driven era: the role of data to firm performance" e-Bi Lab
Ioannis Kopanakis, Konstantinos Vassakis & George Mastorakis. "Big Data in Data-driven innovation: the impact in enterprises’ performance". Presentation at 9th Annual EUROMED ACADEMY OF BUSINESS (ΕΜΑΒ) CONFERENCE
"Innovation, Entrepreneurship and Digital Ecosystems", 14-16 September 2016, Warsaw, Poland.
Big Data in Data-driven innovation: applications, prospects and limitations ...e-Bi Lab
Ioannis Kopanakis, Konstantinos Vassakis & George Mastorakis. "Big Data in Data-driven innovation: Applications, Prospects and Limitations in Marketing".
Presentation at 4th International Conference on Contemporary Marketing Issues, 22-24 June 2016, Heraklion, Greece.
Presentation template: www.PresentationLoad.com
News and Newspaper Industry: Towards a New Leadership in Innovation. Manifesto for an International Alliance for Media Research and Innovation.
Looking ahead, the newspapers and news publishers global community should become more open and integrate more players into research, development and innovation: public and private research centres and labs, start-ups and innovative technology providers, VC, business angles, and research funding partners in order to create an overall ecosystem of innovation to serve the fast moving media value chain. This ecosystem of innovation will develop around four pillars: 1) a shared strategic vision presented in this manifesto, 2) Training and coaching, 3) the co-production of innovative services and technologies in partnership with the world of research, 4) Technology transfer with specific interface between startups, tech providers and publishers.
Intrigued ? Contact Stephen Fozard, Wan-Ifra Media Innovation Hub Project Director, stephen.fozard@wan-ifra.org
The Evolution and Future of Retailing and Retailing Education de Dhruv Grewal...eraser Juan José Calderón
The Evolution and Future of Retailing and Retailing Education de Dhruv Grewal , Scott Motyka , and Michael Levy. Journal of Marketing Education 2018, Vol. 40(1) 85–93
Abstract
The pace of retail evolution has increased dramatically, with the spread of the Internet and as consumers have become more empowered by mobile phones and smart devices. This article outlines significant retail innovations that reveal how retailers and retailing have evolved in the past several decades. In the same spirit, the authors discuss how the topics covered in retail education have shifted. This article further details the roles of current technologies, including social media and retailing analytics, and emerging areas, such as the Internet of things, machine learning, artificial intelligence, blockchain technology, and robotics, all of which are likely to change the retail landscape in the future. Educators thus should incorporate these technologies into their classroom discussions through various means, from experiential exercises to interactive discussions to the reviews of recent articles.
The world is being transformed by new technologies, which are redefining customer expectations, enabling businesses to meet these new expectations, and changing
the way people live and work. Digital transformation, as this is commonly called, has immense potential to change consumer lives, create value for business and unlock
broader societal benefits.
The World Economic Forum launched the Digital Transformation Initiative in 2015, in collaboration with Accenture, to serve as the focal point for new opportunities and
themes arising from the latest developments in the digitalization of business and society. It supports the Forum’s broader activity around the theme of the Fourth
Industrial Revolution. Since its inception, the Initiative has analysed the impact of digital transformation across 13 industries and five cross-industry topics, to identify the
key themes that enable the value generated by digitalization to be captured for business and wider society. Drawing on these themes, we have developed a series of
imperatives for business and policy leaders that look to maximize the benefits of digitalization. We have engaged with more than 300 executives (both from leading
global firms and newer technology disruptors), government and policy leaders, and academics.
Every industry has its nuances and contextual differences, but they all share certain inhibitors to change. These include the innovator’s dilemma (the fear of
cannibalizing existing revenue models), low technology adoption rates across organizations, conservative organizational cultures, and regulatory issues. Business and
government leaders should continue to work towards addressing these challenges.
A notable outcome of this work is the development of our distinctive economic framework, which quantifies the impact of digitalization on industry and society. It can be
applied consistently at all levels of business and government to help unlock the estimated $100 trillion of value that digitalization could create over the next decade. We
have already started to leverage this framework for region-specific discussions with some governments.
We are confident that the findings from the Initiative will contribute to improving the state of the world through digital transformation, both for business and wider society.
The Momentum of Open Standards - a Pragmatic Approach to Software Interoperab...ePractice.eu
Authors: Trond Arne Undheim, Jochen Friedrich.
Software is increasingly embedded in society. Fewer and fewer solutions are stand-alone, hence interoperability amongst software from different vendors is crucial to governments, industry and the third sector.
Reference : Schilling, Melissa A. 2017. Strategic Management Of Technological Innovation. New York : McGraw-Hill Education.
http://sif.uin-suska.ac.id/
http://uin-suska.ac.id/
In this article, we examined strategic issues in technology and innovation as they impact environmental scanning, strategy formulation, and strategy implementation. It also examines issues in creating new businesses by properly managing new technology and innovative concepts. It hopes to illuminate issues for Nigerian businesses as to be competitive in today‘s modern world.
By 2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones, similar to how they would perform those transactions using personal computers. However, in 2015, there was no dominant mobile payment system, and a battle among competing mobile payment mechanisms and standards was unfolding. In the United States, several large players, including Apple, Samsung, and a joint venture called Softcard between Google, AT&T, T-Mobile, and Verizon Wireless, had
developed systems based on Near Field Communication (NFC) chips in smartphones. NFC chips enable communication between a mobile device and a point-of-sale system just by having the devices in close proximity.b The systems being developed by Apple, Samsung, and Softcard transferred the customer’s information wirelessly and then used merchant banks and credit card systems such as Visa or MasterCard to complete the transaction. These systems were thus very much like existing ways of
using credit cards but enabled completion of the purchase without contact.
Today, we take it for granted that our mobile devices and applications just work out of the box — smartphones can roam virtually anywhere in the world, laptops can seamlessly connect to any Wi-Fi access point & Bluetooth peripheral, and the videos recorded on one device can be played back perfectly on any other device.
The magic behind all this? Technology standards. Not only do they power a wide range of systems and devices but also bring many benefits to the broader technology ecosystem. At Qualcomm Technologies, we are leading the standardization of many key technologies that will move the world forward.
Download this presentation to learn:
- The value of technology standards, specifically in the areas of cellular, Wi-Fi, Bluetooth, and video codecs
- Why standardized technologies are essential for industry growth and ecosystem development
- How standard bodies operate in a complex, challenging, and ever changing environment
- How Qualcomm is driving innovation in different technology standards
,
strategic and organizational requirements for competitive advantage
,
the context of strategic hrm
,
strategic and organizational requirements for comp
,
jr.
Paper I produced for the SIIT 2011. Published in the conference proceedings and available on the IEEE website: http://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=6083609&tag=1
By 2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones, similar to how they would perform those transactions using personal computers. However, in 2015, there was no dominant mobile payment system, and a battle among competing mobile payment mechanisms and standards was unfolding. In the United States, several large players, including Apple, Samsung, and a joint venture called Softcard between Google, AT&T, T-Mobile, and Verizon Wireless, had
developed systems based on Near Field Communication (NFC) chips in smartphones. NFC chips enable communication between a mobile device and a point-of-sale system just by having the devices in close proximity.b The systems being developed by Apple, Samsung, and Softcard transferred the customer’s information wirelessly and then used merchant banks and credit card systems such as Visa or MasterCard to complete the transaction. These systems were thus very much like existing ways of
using credit cards but enabled completion of the purchase without contact.
Standards Battles and Design DominanceFadli Luthfi
2014, there were 6.6 billion mobile phone subscriptions in the world, and of those, 2.3 billion had active mobile broadband subscriptions that would enable users to access the mobile web.a Mobile payment systems offered the potential of enabling all of these users to perform financial transactions on their phones
The open academic: Why and how business academics should use social media to ...Ian McCarthy
Abstract: The mission of many business schools and their researchers is to produce research that that impacts how business leaders, entrepreneurs, managers, and innovators, think and act. However, this mission remains an elusive ideal for many business school academics because they struggle to design and produce research capable of overcoming the "research-practice gap." To help those scholars address this gap, we explain why and how they should use social media to be more 'open' to connecting with, learning from, and working with academics and other stakeholders outside of their field. We describe how social media can be used as a boundary-spanning technology to help bridge the research-practice gap. To do this, we present a process model of five research activities: networking, framing, investigating, dissemination, and assessment. Using recently published research as an illustrative example, we describe how social media was used to make each activity more open. We conclude with a framework of different social media-enabled open academic approaches (connector, observer, promoter, and influencer) and some dos and don'ts for engaging in each approach. This paper aims to help business academics rethink and change their practices so that our profession is more widely regarded for how its research positively impacts practice and societal well-being more generally.
Does getting along matter? Tourist-tourist rapport in guided group activitiesIan McCarthy
Guided group activities, where tourists consume with other tourists, are common and important. Although the
tourism and services literature suggests customer-employee rapport impacts customer satisfaction, the composition
and impact of tourist-tourist rapport in guided group activities have received minimal attention. We use a
three-study mixed method approach to conceptualize and examine tourist-tourist rapport in guided group activities.
Study 1 identifies two recognized dyadic dimensions of tourist-tourist rapport (enjoyable interaction and
personal connection) and two new group-based dimensions (group attentiveness and service congruity). Study 2
(video experiment) and Study 3 (field experiment) find that enjoyable interaction and personal connection
mediate the relationship between group attentiveness and service congruity with satisfaction. Thus, touristtourist
rapport in a group context is more multidimensional and complex than previously conceptualized for
customer-employee rapport and non-group contexts. Further, we find tourist-tourist rapport is a critical service
factor such that high levels satisfy, while low levels dissatisfy.
Social media? It's serious! Understanding the dark side of social mediaIan McCarthy
Research and practice have mostly focused on the “bright side” of social media, aiming to understand and help in leveraging the manifold opportunities afforded by this technology. However, it is increasingly observable that social media present enormous risks for individuals, communities, firms, and even for society as a whole. Examples for this “dark side” of social media include cyberbullying, addictive use, trolling, online witch hunts, fake news, and privacy abuse. In this article, we aim to illustrate the multidimensionality of the dark side of social media and describe the related various undesirable outcomes. To do this, we adapt the established social media honeycomb framework to explain the dark side implications of each of the seven functional building blocks: conversations, sharing, presence, relationships, reputation, groups, and identity. On the basis of these reflections, we present a number of avenues for future research, so as to facilitate a better understanding and use of social media.
Leveraging social capital in university-industry knowledge transfer strategie...Ian McCarthy
University-industry partnerships emphasise the transformation of knowledge into products and processes which can be commercially exploited. This paper presents a framework for understanding how social capital in university-industry partnerships affect knowledge transfer strategies, which impacts on collaborative innovation developments. University-industry partnerships in three different countries, all from regions at varying stages of development, are compared using the proposed framework. These include a developed region (Canada), a transition region (Malta), and a developing region (South Africa). Structural, relational and cognitive social capital dimensions are mapped against the knowledge transfer strategy that the university-industry partnership employed: leveraging existing knowledge or appropriating new knowledge. Exploring the comparative presence of social capital in knowledge transfer strategies assists in better understanding how university-industry partnerships can position themselves to facilitate innovation. The paper proposes a link between social capital and knowledge transfer strategy by illustrating how it impacts the competitive positioning of the university-industry partners involved.
Do your employees think your slogan is “fake news?” A framework for understan...Ian McCarthy
Purpose – This article explores how employees can perceive and be impacted by the fakeness of their company slogans.
Design/methodology/approach – This conceptual study draws on the established literature on company slogans, employee audiences, and fake news to create a framework through which to understand fake company slogans.
Findings – Employees attend to two important dimensions of slogans: whether they accurately reflect a company’s (1) values and (2) value proposition. These dimensions combine to form a typology of four ways in which employees can perceive their company’s slogans: namely, authentic, narcissistic, foreign, or corrupt.
Research limitations/implications – This paper outlines how the typology provides a theoretical basis for more refined empirical research on how company slogans influence a key stakeholder: their employees. Future research could test the arguments about how certain characteristics of slogans are more or less likely to cause employees to conclude that slogans are fake news. Those conclusions will, in turn, have implications for the
morale and engagement of employees. The ideas herein can also enable a more comprehensive assessment of the impact of slogans.
Practical implications – Employees can view three types of slogans as fake news (narcissistic, foreign, and corrupt slogans). This paper identifies the implications of each type and explains how companies can go about developing authentic slogans.
Originality/value – This paper explores the impact of slogan fakeness on employees: an important audience that has been neglected by studies to
date. Thus, the insights and implications specific to this internal stakeholder are novel.
Making sense of text: artificial intelligence-enabled content analysisIan McCarthy
Purpose – The purpose of this paper is to introduce, apply and compare how artificial intelligence (AI), and specifically the IBM Watson system, can be used for content analysis in marketing research relative to manual and computer-aided (non-AI) approaches to content analysis.
Design/methodology/approach – To illustrate the use of AI enabled content analysis, this paper examines the text of leadership speeches, content related to organizational brand. The process and results of using AI are compared to manual and computer-aided approaches by using three performance factors for content analysis: reliability, validity and efficiency.
Findings – Relative to manual and computer-aided approaches, AI-enabled content analysis provides clear advantages with high reliability, high validity and moderate efficiency.
Research limitations/implications – This paper offers three contributions. First, it highlights the continued importance of the content analysis research method, particularly with the explosive growth of natural language-based user-generated content. Second, it provides a road map of how to use AI-enabled content analysis. Third, it applies and compares AI-enabled content analysis to manual and computer-aided, using leadership speeches.
Practical implications – For each of the three approaches, nine steps are outlined and described to allow for replicability of this study. The advantages and disadvantages of using AI for content analysis are discussed. Together these are intended to motivate and guide researchers to apply and develop AI-enabled content analysis for research in marketing and other disciplines.
Originality/value – To the best of the authors’ knowledge, this paper is among the first to introduce, apply and compare how AI can be used for content analysis.
Confronting indifference toward truth: Dealing with workplace bullshitIan McCarthy
Abstract Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
The Promise of Digitalization: Unpacking the Effects of Big Data Volume, Vari...Ian McCarthy
Despite significant academic and managerial interest in big data, there is a dearth of research on how big data impacts long-term firm performance. Reasons for this gap include a lack of objective indices to measure big data availability and its impact, and the tendency of studies to ignore the costs associated with collecting and analyzing big data, assuming that big data automatically delivers benefits to firms. Focusing on how firms create and capture value from big data about customers, we use the resource-based view (RBV) and three dimensions of big data (i.e., volume, variety and veracity) to understand when the benefits outweigh the costs. Relying on the number of downloads of mobile device applications, we find that volume of big data has a negative effect on firm performance. This result suggests that the ‘bigness’ of big data alone does not ensure value creation for a firm, and could even constitute a ‘dark side’ of big data. Because big data variety – measured as the number of types of information taken per each application – moderates the negative effects of big data volume, simultaneous high values of volume and variety allow firms to create value that positively affects their performance. In addition, high levels of veracity (i.e., a high percentage of employees devoted to big data analysis), are linked to firms benefiting from big data via value capture. These findings shed light on the circumstances in which big data can be beneficial for firms, contributing to a better theoretical understanding of the opportunities and challenges and providing useful indications to managers.
Masterclass: Confronting indifference to truthIan McCarthy
Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
Confronting indifference toward truth: Dealing with workplace bullshitIan McCarthy
Many organizations are drowning in a flood of corporate bullshit, and this is particularly true of organizations in trouble, whose managers tend to make up stuff on the fly and with little regard for future consequences. Bullshitting and lying are not synonymous. While the liar knows the truth and wittingly bends it to suit their purpose, the bullshitter simply does not care about the truth. Managers can actually do something about organizational bullshit, and this Executive Digest provides a sequential framework that enables them to do so. They can comprehend it, they can recognize it for what it is, they can act against it, and they can take steps to prevent it from happening in the future. While it is unlikely that any organization will ever be able to rid itself of bullshit entirely, this article argues that by taking these steps, astute managers can work toward stemming its flood.
Although manipulations of visual and auditory media are as old as the media themselves, the recent entrance of deepfakes has marked a turning point in the creation of fake content. Powered by latest technological advances in AI and machine learning, they offer automated procedures to create fake content that is harder and harder to detect to human observers. The possibilities to deceive are endless, including manipulated pictures, videos and audio, that will have large societal impact. Because of this, organizations need to understand the inner workings of the underlying techniques, as well as their strengths and limitations. This article provides a working definition of deepfakes together with an overview of the underlying technology. We classify different deepfake types: photo (face- and body-swapping), audio (voice-swapping, text to speech), video (face-swapping, face-morphing, full body puppetry) and audio & video (lip-synching), and identify risks and opportunities to help organizations think about the future of deepfakes. Finally, we propose the R.E.A.L. framework to manage deepfake risks: Record original content to assure deniability, Expose deepfakes early, Advocate for legal protection and Leverage trust to counter credulity. Following these principles, we hope that our society can be more prepared to counter the deepfake tricks as we appreciate its treats.
Social media? It’s serious! Understanding the dark side of social mediaIan McCarthy
Research and practice have mostly focused on the “bright side” of social media, aiming to understand and help in leveraging the manifold opportunities afforded by this technology. However, it is increasingly observable that social media present enormous risks for individuals, communities, firms, and even the whole of society. Examples for this “dark side” of social media include cyberbullying, addictive use, trolling, online witch hunts, fake news, and privacy abuse. In this article, we aim to illustrate the multidimensionality of the dark side of social media and describe the related various undesirable outcomes. To do this, we adapt the established social media honeycomb framework to explain the dark side implications of each of the seven functional building blocks: conversations, sharing, presence, relationships, reputation, groups, and identity. On the basis of these reflections, we present a number of avenues for future research, so as to facilitate a better understanding and use of social media.
The propensity and speed of technology licensing: at LUISS Guido Carli Univer...Ian McCarthy
Licensing speed: There has been much research interest in the speed of innovation, although few consistent findings have emerged. In this study, we unpack the innovation process and focus on the commercialization stage to examine two questions: Which licensor and patent characteristics determine the speed of licensing? How does the speed of licensing impact the royalties and lumpsum payments to licensors? We addressed these questions by proposing that licensing speed is influenced by variables for licensor prominence (size and experience), licensor knowledge structuration (technological depth, technological breadth and experience), and patent appeal (forward citations, scope and complexity). We predict and find that these variables work to increase the size, complexity and duration of the licensing-out task, while also allowing licensors to take their time to review, negotiate and select agreements with higher royalty rates. These findings are counter to arguments for a fast-paced innovation strategy, as it suggests that for the commercialization stage of the innovation process the relationship between licensing speed and licensor royalty
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2. 12 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 68, NO. 1, FEBRUARY 2021
bureaucratic process steps [15]. Official SDOs endorse de jure
standards, while consortia promote ad hoc standards.
The involvement in the development within SSOs facilitates
the implementation of the standard and creates a competitive ad-
vantage compared with the firms not active in the standardization
process [16]. The companies can also influence the upcoming
standards in the standardization process in order to get the best
position to diffuse their technologies; consequently, they can
get a higher market share while raising the entry barriers for
competitors.
In the information and communications technology (ICT)
sector, some SDOs have been in place for a long time. The
International Telegraph Union was created in 1865, the Inter-
national Electrotechnical Commission (IEC) was inaugurated
in 1906, and the International Organization for Standardization
(ISO) was founded in 1947. However, besides these three major
accredited SDOs, the swift development of digital technologies
has generated an explosion of more than 250 private standards
setting consortia working on the ICT standards development and
sometimes challenging the traditional SDOs [17]. The resulting
problem is that each consortium can have different coverage
(both topical and geographical), intellectual property rights
(IPR) rules, processes, voting procedures, or membership bases,
for instance.
In parallel, globalization is redefining the role of the SDOs.
For instance, in the telecommunication industry, the develop-
ment of the fifth-generation (5G) technology is expanding into
new areas. TV, automotive, and many new IoT services now
have to adhere to the global standards for 5G (e.g., [18]).
Consequently, the 3rd Generation Partnership Project (3GPP),
the SDO in charge of developing telecommunication standards
at a worldwide level, such as the Global System for Mobile
(GSM) communications and fourth-generation (4G) systems in
the past, has now to incorporate more members of new industries
and geographies.
B. Market Standards
The second source of the standards comes from the com-
petitive battle of various companies seeking to benefit from a
technology that becomes a de facto standard [19].
In fact, the most successful digital companies of today have
a dominant market share, often driven by success at standard-
ization. For instance, at a global level, Amazon is a leader in
e-commerce with a 69% market share and an almost 35% share
in the cloud services market [20]. Google, with Android, has
more than 85% share of the mobile operating system market,
more than 71% of the video platform market with YouTube, and
with Chrome 65% of the web browsing market. It has a duopoly
dominance of the digital advertising market with Facebook,
which still owns more than 65% of the social media market.
Facebook, with WhatsApp, is also a leading player of the
mobile messenger market with a 44% share. Microsoft has a
dominant 77% share of the desktop operating system with Win-
dows. Microsoft is also the second biggest company in the video
games’ consoles, with the Xbox having 41% of the market with
its duopoly partner Sony, which has 57% with the PlayStation
[21]. These are just a few of the many examples where one or two
digital companies use the platform standardization to achieve a
“winner-takes-all” strategy [22].
Most digital companies, both in consumer and professional
markets, use the de facto standards to build their own plat-
form ecosystem of suppliers, customers, and other stakeholders
(e.g., [23]). The standards allow such firms to maximize their
network effect in order to scale up their customer base at a
stratospheric speed and with a worldwide scope. Digital firms
also use the standardization to reinforce their regulatory capture
of the market in order to achieve dominant positions in their
specific activity.
Furthermore, globalization has reinforced the battle for the de
facto standards as new global champions emerge rapidly from
different parts of the world, as illustrated by the recent rivalry
between Alibaba and Amazon or between Samsung and Apple.
Because of their size and market clout, Chinese firms have an
increasing role in the definition of standards [24]. For instance,
Alibaba is actively pushing the brand owners using its platform
to adopt the international Global Standards One standards for
barcode and global trade item number for the product identifi-
cation as well as the global data synchronization network for
the online exchange of information. Another large and powerful
global smartphone maker, Huawei, is now developing and using
its own operating software, Harmony, to replace Android. This
innovationwas triggeredbyGoogle’s decisiontosuspendlicens-
ing Android to Huawei because the U.S. government banned
Huawei from the American telecommunication infrastructure
market. This new operating software could quickly become an
alternative to Android.
C. Governments
Governments are a third source of standards. Governments
can try to impose the standards or to influence the results of the
committee-based standardization bodies for political reasons,
suchascontrollingthesocialconsequencesofatechnology(e.g.,
[25]) or defending long-term national interests for the security
or economic development.
Governments may introduce powerful actors, such as
government-controlled enterprises (GCEs) into the committee-
based mode SSOs. Actually, GCEs have always played a leading
role in standardization for information technology and com-
munication in various countries. For example, in the U.K.,
the state-owned broadcaster British Broadcasting Corporation
(BBC) controlled the setting of key U.K. tv standards, while
in Japan, the government-controlled Association of Radio In-
dustries organized the standardization for the second-generation
(2G) systems [26]. Similarly, in Korea, a government affili-
ate, the Telecommunications Technology Association, headed
the development of the wireless Internet platform for inter-
operability (WIPI), a wireless platform standard for the local
market [27].
Governments can also set the agenda by identifying problems
and selecting solutions. They then may build consensus among
participants and ensure that different players work effectively
together, even mediate in cases of conflict between the parties
involved in the standardization process [28]. For example, co-
ordination at the EU level on the complex cooperation process
3. IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 68, NO. 1, FEBRUARY 2021 13
among an array of the private and public actors was critical for
the success of GSM in Europe [29].
In some cases, a government may contribute to the emergence
of a new standard because it seeks advantages for its national
firms in the international competition. Just recently, the Chinese
government actively promoted the development of the technical
standards to facilitate the development of innovation in China.
In its five year plan for 2016–2020, the goal for innovation
is to develop more than 200 international standards, through
promoting the conversion of more than 1000 Chinese standards
as reference for use in the foreign engineering construction or
product manufacturing [30].
III. CONTRIBUTION OF EACH ARTICLE OF THIS ISSUE AND
THEIR CONTRIBUTION TO SOME OF THE MAJOR ISSUES
The first article we introduce from this special issue is titled “A
system dynamics model of standards competition.” It provides
a fascinating model that helps understand why some digital
platforms outsmart their competitors to become the dominant
standard, as in the case of the Facebook, Apple, Amazon, Alpha-
bet/Google, and Microsoft (FAAM), for instance. Additionally,
the article explores under which conditions the competition
outcomes could have been different. Thus, it offers interesting
and original insights about how a standard could have been re-
versed, giving way to another one. At a time where the dominant
position of the FAAAM has become an element of discussion
not only economic but also political [31], the article casts a new
light on what could be the future for some platforms and other
digital technologies if their “de facto” dominance was broken by
the law.
As the standardization is a definitive way to achieve a strong
competitive advantage, the second article focuses more on the
potential benefit of SSOs. It is titled “Drivers for companies
entry into SSOs” and it studies the reasons for the innovative
technology companies to join the technical committees at SSO.
One prominent reason is the introduction of new products or
services in the market as well as the protection of innovations by
patents. The company’s size is also a significant driver: growing
medium-size companies enjoy a clear benefit from participating
in SSOs, while very large players will engage less since they
already have the necessary market power to make their innova-
tive products successful. Interestingly, the “absorptive capacity”
of a company to take in, implement, and apply the knowledge
discussed in SSOs is shown as not having a significant positive
influence to join a standardization committee.
The third article considers the role of government vis-à-vis the
SSOs. It is titled “Government-controlled enterprises in stan-
dardization in the catching-up Context: Case of TD-SCDMA
in China.” It offers a detailed analysis of the implication and
the role of the Chinese government in the development and
diffusion of the 3G of mobile systems in China, time division
synchronous code division multiple access (TD-SCDMA), that
not only dominated the Chinese market but also was accepted
as an international standard. Additionally, the TD-SCDMA
standardization is not only the starting point of China’s suc-
cess of the indigenous innovation but it also establishes the
foundation for the 4G system standardization and even the
incoming 5G.
The article casts a new light on the role of GCEs or organi-
zations in the standardization process. The author shows how,
in China, the government fostered GCEs to take the lead in the
standardization process and to defend the Chinese government´s
interests. For instance, the government pushed for the time-
division synchronous code division multiple access standard
against the opinion of some GCEs, which wanted to move with
anotherstandard,widebandcodedivisionmultipleaccess,which
looked more appealing to the market. But the authors clearly
show that the government had the national security considera-
tions in mind and wanted to have full control of the 3G tech-
nology in China. Finally, this absorbing article illustrates how a
latecomer country can create its own path-breaking standard for
the digital technology infrastructure with the strong backing of
the government. The article concludes that GCEs are not always
mandatory once a country has achieved enough experience in
setting up a new digital standard. Actually, the private Chinese
telecom hardware and service vendors were the forces behind
the building of the 4G standard and they are now leading in the
standardization of the incoming technology 5G.
The emerging standards have been tested by the designers
and developers for many years. Information technology (IT)
standardization organizations, such as the world wide web con-
sortium (W3C) or the Internet engineering task force, have been
using the agile test-driven standardization methodologies for the
early stage of a 5G development to demonstrate the feasibility
of technologies and to test the possibilities of meeting the stan-
dards’ requirements defined by the 3GPP and the International
Telecommunication Union. But recent developments in digital
innovations, such as the Internet of Things and smart systems,
demand faster and more responsive approaches for the standard-
ization. Two of them are analyzed in the following articles.
The first research focuses on the building of standards for
the Industrial Internet of Things (IIoT), i.e., a system of interre-
lated computing devices, mechanical and digital machines that
can communicate and transfer data over the Internet without
the human interference, applied to industrial businesses. The
article is entitled “Towards agile standardization: Testbeds in
support of standardization for the IIoT.” The testbeds are test and
experimentation platforms. The article analyzes how a testbed
plays an important role in the standardization of innovation
for the emerging IIoT, sometimes called smart manufacturing.
IIoT implies the combination of multiple devices, machines, and
applications across value chains, domains, and countries.
The standards are needed to guarantee that this interoperabil-
ity will function smoothly and reliably. However, IIoT presents
numerous challenges to the traditional standardization due to
the complexity, dynamics, and accelerating speed of technolog-
ical progress. Consequently, traditional engineering disciplines,
automation, and IT cannot be considered separately. Instead,
they have to be integrated, as must meet their standards. Thus,
the standardization of the IIoT requires cross-sectoral systems
reasoning, and multidisciplinary and inclusive processes as well
as new tools. Among those new tools are the testbeds. They
are made in the spatially confined environments outside the
4. 14 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 68, NO. 1, FEBRUARY 2021
real production environment for experimentation, prototyping,
and testing new applications, processes, products, services, and
business models to ascertain their usefulness and viability before
taking them to the market.
The article also analyzes how the testbeds can play a key
role in the standardization process for IIoT for different reasons.
First, the insights gained from the testbeds can contribute to
defining requirements for a technology standard. Second, the
testbeds can help to identify and address the issues early on
and validate the proposals swiftly, to meet the challenges of fast
changing and complex systems. Third, many stakeholders in the
testbeds are also members of relevant SDOs and consortia and
use their testbed activities to directly benefit from them in the
work of the technical committees. The article concludes that the
testbeds can contribute to accelerating the standardization and
technology diffusion processes.
The next article is titled “Standards development for smart
systems—A potential way forward.” Smart systems are born
from the integration of ICT and cognitive application areas,
such as sensing, actuation, data communication, or energy
management. They include intelligent transport systems, smart
manufacturing, smart buildings, and smart cities. The multi-
disciplinary nature of smart systems requires the cooperation
between the standardization entities (and individuals) with very
different cultures and from equally different backgrounds. The
author notices that multidisciplinarity is not an entirely a new
phenomenon in the ICT domain since ICT itself is the result of
the fusion of the IT and telecommunication sector.
But the multitude of SSOs for digital technologies has often
led to the domain-specific solutions with few considerations
for the cross-domain interoperability. It happens to be a real
challenge for the development of the standards for smart systems
where the interoperability is essential. The article offers some
possible solutions based notably on the study of the case of the
geospatial data, which are crucial for a number of smart appli-
cations, such as smart cities and intelligent transport systems.
For this article, the spatial data on the web working group
is a successful example of the multidisciplinary cooperation
between the geospatial domain, whose focus is on the standards
for geospatial data and services, and the web domain (W3C),
which works on the standards for the world wide web. The article
details the lessons from that fruitful collaboration that could
be applied to other domains. It also suggests another solution,
which is the creation of a dedicated smart system SSO runs
according to some functioning principles and process, which
have been successfully implemented for developing semantic
web technologies standards.
At the core of digital technologies are the data, which can be
created, manipulated, transferred, and applied. Consequently,
data security is of the primary importance especially because
the growing connectivity contributes to security breaches. This
is the context for the last article in the special issue that we
introduce. It considers how the standardization can contribute
to help organizations in protecting their information and is
titled “Exploring the adoption data creation of the International
Information Security Management Standard ISO/IEC 27001:
A web mining-based analysis.” More specifically, it examines
why the ISO/IEC 27001 has not been as successful as the
other reference standards even if it has been accepted by many
ICT companies and backed by the EU. The article offers
fascinating insights about the adoption of the ISO/IEC 27001,
which is actually a metastandard, i.e., a management system
standard.
The article shows that the moderate attraction for this stan-
dard is due to the direct competition with other standards,
usually more specialized, as well as the indirect competi-
tion of certified partners or IT certified personal. Another
barrier to adoption is the cost of certification, especially
for small and medium-sized enterprises (SMEs). Finally, the
certification for ISO/IEC 27001 is voluntary, contrary to the
other standards where legal forces make their adoption prac-
tically mandatory. Thus, many companies have no reason to
embrace it. However, this attitude could change soon at least in
Europe because of the latest EU cybersecurity act adopted in
June 2019.
Table I summarizes the key points of the framework regarding
the various sources of standardization as well as the contribu-
tions of all the articles in the special issue.
IV. AVENUES FOR FUTURE RESEARCH
We believe that the articles in this special issue collectively
highlight and individually examine different issues concerning
the significance of standardization in a digital and global world.
They actualize a number of theoretical frameworks to handle and
understand the increasing complexity of the role of the standards
in the innovation process and success. They also stimulate the
discussion and thinking about the future of standardization from
a multicountry and multilevel perspective, and this opens a
number of interesting avenues for more research in the future.
For instance, in the case of the SSOs, researchers could exam-
ine if digitalization and globalization drive more homogeneity or
heterogeneityinthepoliticsofstandards’committees,especially
withtheriseoftheChinesecompaniesinthelastfewyears.Other
interesting research questions relate to the fact that digitalization
and globalization are increasing market uncertainty. Does this
imply that the institutional regulation always leads to a lower
innovation efficiency, while the committee standards have the
opposite result, as it is the case in Germany [6]? Could it be
different in other jurisdictions with different regulations and
innovation policies?
Regarding the market standards, the open-source software is
now a major approach in the context of digitalization (e.g., [32]).
Consider, for example, how Android or Linux among others has
used this approach to become global standards. More research
could help to better understand the impact of globalization on
such digital open standards.
Concerning the role and place of the governments, future
research could examine if digitalization and globalization are
pushing for a convergence between the national and multi-
national standards or, conversely, is this proliferation of na-
tional standards moving to a fragmentation and a reduction of
international standards. Another interesting area for research
would be to examine if and how the increasing contribution of
the emergent countries contributes to an intensification of the
number of national standards.
5. IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 68, NO. 1, FEBRUARY 2021 15
TABLE I
MAPPING OF THE VARIOUS SOURCES OF GLOBAL AND DIGITAL STANDARDS
6. 16 IEEE TRANSACTIONS ON ENGINEERING MANAGEMENT, VOL. 68, NO. 1, FEBRUARY 2021
TABLE I
CONTINUED
The current coronavirus crisis is just illustrating the power
of standardization, digitalization, and globalization. The World
Health Organization (WHO) secretariat reviewed and published
a list of guidance documents to be adopted by the WHO expert
committee on biological standardization. The listing explains
howWHOwrittenstandardscanguidethedevelopment,produc-
tion, and evaluation of candidate COVID-19 vaccines [33]. Fur-
thermore, with the billions of people confined at home all over
the globe, the digitalization and accompanying standards govern
the online social communication and teleworking. S. Nadella,
the current CEO of Microsoft, has estimated that with the
coronavirus two years’ worth of digital transformation occurred
in two months [34]. All the major global digital companies see
their revenues growing in 2020. We can safely predict that the
global digital world is going to be a new reality for many and
standardization will have a fundamental role in it.
ERIC VIARDOT
EADA Business School
08011 Barcelona, Spain
IAN MCCARTHY
Simon Fraser University
Burnaby, BC V5A 1S6, Canada
Luiss Guido Carli
00197 Rome, Italy
JIN CHEN
School of Economics and Management
Tsinghua University
Beijing 100084, China
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