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TIIN - artikler af Mind Map: TIIN - artikler

1. Strategy

1.1. Dyer and Singh: The relational view

1.1.1. Sources of relational rents: Non-specifc assets investment miniman informetion exchange separable technological and functional systems within each firm that are characterized by low levels of interdependence low transaction costs and minimal investment in governance mechanisms

1.1.2. Determinants of relational rents relation-specific assets duration of safeguards volume of interfirm transactions Complementary resources and capabilities Ability to identify and evaluate potential complementaries Role of orgazational complementaries to access benefits of strategy resource complementary knowledge sharing routines partner specfic absorptive capacity incentives to encourage transparency and discourage free riding Effective governance abilty to emply self enforcement rather than third party enforcement governance mechanisms Ability to employ informal versus formal self-enforcement governance mechanisms

1.2. Ressource based view

1.3. Industry view

1.3.1. Porters five forces

2. Social media

2.1. Honeycomb of social media: Functionality and Implications

2.1.1. Presence FU: The extent to which users know if others are avaliable IM: Creating and managing the reality intimacy and immediacy of the context

2.1.2. Relationships FU: The extent to which users relate to each other IM: Managing the structural and flow properties in a network of relationships

2.1.3. Reputation FU: The extent to which users know the social standing of others and content IM: Monitoring the strength, passion, sentiment and reach of users brands

2.1.4. Groups FU: The extent to which users are ordered or form communities IM: Memberships rules and protocols

2.1.5. Identity FU: The extent to which users reveal themselves IM: data privacy controls and tools for user self-promotion

2.1.6. Conversations FU: The extent to which users communicate with each other IM: Conversation velocity and the risks of starting and joining

2.1.7. Sharing FU: The extent to which users exchange distribute and recieve content IM: Content management systems and social graph

3. Innovation

3.1. The innovators dilemma

3.2. Service innovation

3.3. Incumbent organization

3.3.1. Hill and Rothaermel Creative Destruction Incumbent in flexibility economic explanations organization theory explanations (Hannan and Freeman) Strategy explanation The attackers advantage Propositions

4. Value creation and value capturing

4.1. 8 rules of value creation (IBM Value creation 2.0)

4.1.1. Crab the long tail of demand

4.1.2. Get ready - your customers value digital content

4.1.3. Jump in - virtual words are real business

4.1.4. Embrace your customers

4.1.5. Trust the network - it really does know more than you

4.1.6. Use social networks to create solutions

4.1.7. Embeded flexibility in business models and information systemss

4.1.8. Foster rapid, collaborative innovation in the enterprise

5. Ecosystems

6. Platform

7. Crowd

7.1. Type

7.1.1. Hives

7.1.2. Swarms

7.1.3. Crowds

7.1.4. Mobs

7.2. Crowd

7.2.1. Crowdworking

7.2.2. Crowdfunding

7.2.3. Crowdvoting

7.2.4. Crowdsourcing

8. Context awareness

8.1. Bisgaard, Heise, Steffensen: Categories

8.1.1. Location

8.1.2. Identity

8.1.3. activity

8.1.4. Time

8.1.5. (Environment)

8.2. Features

8.2.1. Proximate Selection

8.2.2. Contextual Commands

8.2.3. Automatix Contextual Reconfiguration

8.2.4. Context-triggered actions

9. Design

9.1. Lee and Benbasat - Interface design for mobile Commerce

9.1.1. 7 C's Context Content Community Communication Collaboration Connection Commerce

9.1.2. 2 M's Mobile Setting Mobile device constraints

10. Big data

10.1. Viral marketing

10.1.1. Kaplan and Haenlein groups of social media marketing campaigns Strokes of luck Thriumphs Nightmares Homemade issues Conditions to create an epidemic The messenger The message The environment

11. Return on investment

11.1. Nidumolu, Prahalad and Rangaswane: Sustainability

11.1.1. Viewing compliance as opportunity

11.1.2. Making value chains sustianable

11.1.3. Designing sustainable products and services

11.1.4. Developing new business models

11.1.5. Creating next-practice platforms

11.2. Kandybin, Kihn: Raising ROI

11.2.1. Understand your innovation effectiveness curve

11.2.2. Master the entire innovation value chain Ideation Project selection Development Commercialization

11.2.3. Don't do it all yourself

12. Ambidextrous organisations

12.1. O'really and Tushman

12.1.1. Exploitative

12.1.2. Exploratory

13. Privacy

13.1. Barnes: A privacy paradox