The Information and Communications for Development report takes an in-depth look at how information and communication technologies (ICT) are affecting economic growth in developing countries. The 2018 report, the fourth in the series, examines the topic of data-driven development, or how better information makes for better policies. The objective is to assist developing-country firms and governments in unlocking the value of the data they hold for better service delivery and decision making and to empower individuals to take more control of their personal data. The chapters explore different themes associated with the supply of data, the technology underlying it, and the demand for it. The concluding chapter considers government policies for data, including data protection and privacy.

Even after six decades of India's independence, caste identity continues to be a major social marker for most Indians. Therefore, and as the author argues, questions about the role of caste in Indian society, particularly in the new and burgeoning Information and Technology (IT) industry, remain worthy of renewed and continued exploration. This book addresses pertinent issues around the role and status of caste in this new private occupational sector that boasts of merit as the ultimate equalizer. The author finds that in spite of the narrative of equality and justice, caste status continues to influence access to IT education and in the new IT occupations in India. The IT sector remains closed as a level playing ground to lower castes groups, particularly the Dalits or the most marginalized caste groups in the country while favouring upper caste members. The author addresses and analyses how at multiple levels of the IT organizational structure, existing inequalities on the basis of caste are reinforced and its deep interplay with class and gender are manifested. Locating intricate patterns of articulation of caste identity in rapidly urbanising India, the author offers valuable insights into the study of inequality and social mobility in developing societies.

"Featuring a foreword by George Gilder

If you're a Qualcomm customer or stockholder, or in fact if you have a stake in almost any cellular service or even just use a mobile phone, you're no doubt aware of the enormous impact on the development of cellular technology by actress and sex symbol Hedy LaMarr.

All right, perhaps you're surprised. The telecom industry has never been short on surprises, and the above example is no exception. Nor is it an exaggeration. Read the book.

Similarly, it is not an exaggeration to say that Qualcomm, through a combination of technological superiority, cunning business acumen, and sheer tenacity, has become the undisputed standard by which telecom companies now measure themselves. In short order, they have also become a model of substantial and sustained growth that businesses in all industries should emulate.

Qualcomm's rise mirrors that of the cell phone itself. Both are ubiquitous, both continue to evolve rapidly, and both turned the status quo on its head. The Qualcomm Equation reveals crucial but little-known information on the history of cellular and wireless technology -- some of which dates back to World War II -- and shows how the company grabbed the wave just as it began to rise.

How did they do it?

Even while most competitors were using an essential technology, Qualcomm believed in an alternative they had developed, and continued to refine and promote it until at last it caught on. The Qualcomm Equation details how the fledgling company, while their rivals simply duked it out for more customers, made a killing not only by offering great service, but also by leasing their superior standard technology to other telecom companies. While Qualcomm grew its own customer base, they had also, in essence, found a way to make more money the bigger their competitors got.

How can you apply the Qualcomm model in your industry, and in your company?

Following Qualcomm's example, your company can:

* attract investors by presenting even complex products and technologies in customer- and market-focused language

* prove that its product is essential not only to customers but also to competitors -- so that they come to depend on you rather than trying to defeat you

* make its product and its operations compatible with those competitors, turning rivalries into profitable strategic alliances

* learn from setbacks, and leverage the knowledge and strengths of your partners to overcome obstacles

You'll also learn crucial strategies to help you define and develop your core business; identify and maximize your company's role and position in the value chain for customers and shareholders; strike a balance between sharing and protecting proprietary information; and handle regulatory and political concerns both domestically and globally.

In the last decade, Qualcomm has come to define dominance not only in the telecommunications industry, but throughout the global business landscape. The Qualcomm Equation presents their story, and the keys to their unparalleled success.

Not to mention the most important role of Hedy LaMarr's career..."

This book is a case study in industrial economics, using the computing industry as a base at a time when it was undergoing drastic changes. The objective was to identify and analyze those major forces and mechanisms which account for the evolution of an industry. The approach is to recognize the diversity of enterprises and to explore the interplay between products, production processes and the characteristics of enterprises, including their organization and management systems, which business experience indeed shows can be decisive competitive advantages or disadvantages. One might expect the analysis of competitive processes to be readily available in the economic literature, but most economists treat firms as black boxes, ignoring their differences. Beyond providing the basic concepts and mechanisms, mainstream economics are of little help here, since their fundamental paradigms of competition and equilibrium all but ignore the real-world notions of enterprise, differentiation and competition. To understand the internal working of enterprises, one has to turn to the so-called "management" literature, which unfortunately most often stops at the border of the enterprise and seldom tackles the interplay between internal choices and the workings of the market. The separation of those two disciplines is an essential weakness when considering the subject of this book. Economic theory uses too schematic a view of the firm, and organizational theory has too little concern for the market environment. This book attempts to combine those two strands of thought into one theory of industrial structure. Its subject, one particular industry, is limited enough for theory to be always confronted with the experience of the business professional. At the same time, that subject is comprehensive enough to allow moving beyond a pure monograph and to support the beginnings of new conceptual developments. The same approach and concepts could prove useful in the analysis of other complex industries, and perhaps form a starting point for more general contributions to research into industry structures. This book was originally written in French and published in 1996, based on research done in 1994/1995 and on the statistics available at that time. The author translated it into English, but the French publisher could not find an English-language counterpart. The French version is now out of print and the publisher has renounced the rights. New publishing techniques, including print on demand, now allow an independent publisher to make a book available in printed form with a minimal investment. The world has changed since the book was written, most notably computers and the computing industry. There have been giant advances in microelectronics and in their applications to all walks of life. Many firms and products have disappeared, and many new have emerged. Many catch-phrases are now obsolete; new ones are now popular. Also, the easily accessible industry statistics that I used have been discontinued. Updating the book to 2013 would involve a complete rewrite and extensive additional research. But I happen to believe that the approach and concepts put forward in 1996 are still worth publishing in their original state. Concerning the analytical approach and the conclusions, I leave it to the reader to evaluate which are obsolete and which are still valid today. Concerning the predictions that I ventured at the time on the basis of that analysis, it turns out that they did materialize to a large extent. At any rate, the factual part, i. e. the history and the industry statistics in the period 1950-1995, may still be of interest as far as it goes. Be that as it may, I urge the reader to constantly keep in mind that the book was written in 1995, using data available at that time, relying on the technologies of the time and on whatever literature I was able to lay my hands on. In the context of this book, "today" must always be understood as "in 1995."

The "Top 25 Telecommunications KPIs of 2011-2012" report provides insights into the state of telecommunications performance measurement today by listing and analyzing the most visited KPIs for this industry on smartKPIs.com in 2011. In addition to KPI names, it contains a detailed description of each KPI, in the standard smartKPIs.com KPI documentation format, that includes fields such as: definition, purpose, calculation, limitation, overall notes and additional resources. This product is part of the "Top KPIs of 2011-2012" series of reports and a result of the research program conducted by the analysts of smartKPIs.com in the area of integrated performance management and measurement. SmartKPIs.com hosts the largest catalogue of thoroughly documented KPI examples, representing an excellent platform for research and dissemination of insights on KPIs and related topics. The hundreds of thousands of visits to smartKPIs.com and the thousands of KPIs visited, bookmarked and rated by members of this online community in 2011 provided a rich data set, which combined with further analysis from the editorial team, formed the basis of these research reports.

New communication technologies have reshaped media and politics. But who are the new power players? The Hybrid Media System is a sweeping new theory of how political communication now works. Politics is increasingly defined by organizations, groups, and individuals who are best able to blend older and newer media logics, in what Andrew Chadwick terms a hybrid system. Power is wielded by those who create, tap, and steer information flows to suit their goals and in ways that modify, enable, and disable the power of others, across and between a range of older and newer media. By examining this system in flow, Chadwick reveals its complex balance of power. From American presidential campaigns to WikiLeaks, from live prime ministerial debates to hotly-contested political scandals, from the daily practices of journalists, campaign workers, and bloggers to the struggles of new activist organizations, the clash of media logics causes chaos and disintegration but also surprising new patterns of order and integration. With a new preface and chapter, the fully updated second edition applies the conceptual framework of the hybrid system to the 2016 U.S. presidential election and the rise of Donald Trump, illustrating the ways individuals blend new and old media systems to obtain political power.