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The use of social media tools in the enterprise is expanding
rapidly and yet, firms are still unclear about the overall value of
this activity and how best to facilitate useful outcomes. The focus
of this book is, from a managerial standpoint, the control of
information, the extent to which such tools can enhance employee
satisfaction and how best to use social media tools to attain
specific outcomes including innovative collaboration. As companies
turn to IT solutions as substitutes for face-to-face engagements,
an understanding of the social dynamics - how employees can best
communicate, find and use information and generate motivation
through computer-mediated activities is fundamental. Lingering
questions relate to the strategic use of these tools; many large
companies are using Facebook-like applications due to employee
demand, but are not studying outcomes comprehensively or managing
processes to create desired outcomes. This book fills this
knowledge gap through examining the process and results of a
controlled study in two companies, one in the US and the other in
China. In each company "wiki challenges" were introduced to
employees who were provided guidelines to produce goal-oriented
outcomes. The book examine the results in each case and suggest
guidelines for firms to achieve "wiki-readiness" to support
innovation and co-creation.
This book disrupts the way practitioners and academic scholars
think about crowds, crowdsourcing, innovation, and new
organizational forms in this emerging period of ubiquitous access
to the internet. The authors argue that the current approach to
crowdsourcing unnecessarily limits the crowd to offering ideas,
locking out those of us with knowledge about a problem. They use
data from 25 case studies of flash crowds - anonymous strangers
answering online announcements to participate in a 7-10 day
innovation challenge - half of whom were unleashed from the
limitations of focusing on ideas. Yet, these crowds were able to
develop new business models, new product lines, and offer useful
solutions to global problems in fields as diverse as health care
insurance, software development, and societal change. This book,
which offers a theory of collective production of innovative
solutions explaining the practices that the crowds organically
followed, will revolutionize current assumptions about how
innovation and crowdsourcing should be managed for commercial as
well as societal purposes.
This book about responsible and evidence-based decision making is
written for those interested in improving the decisions that affect
people's lives. It describes how to define policy research
questions so that evidence can be applied to them, how to find and
synthesize existing evidence, how to generate new evidence if
needed, how to make acceptable recommendations that can solve
policy problems without negative side effects, and how to describe
evidence and recommendations in a manner that changes minds.
Policies are not just the decisions made by a country's rulers or
elected officials; policies are also set by corporate executives,
managers of department stores, and project leaders in non-profit
organizations pursuing environmental protection. The authors'
suggestion are based on the fundamental belief that evidence-based
decision making is superior to decisions based purely on opinion,
intuition, and emotion. Because much has happened since 1984 when
the first edition was published, this is a substantially different
book with a new co-author, new and updated examples, new chapters,
and new frameworks for understanding.
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Loot
Nadine Gordimer
Paperback
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R398
R330
Discovery Miles 3 300
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