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This book aims to both reflect and take forward current thinking on
comparative and cross-national and cross-cultural aspects of the
history of crime. Its content is wide-ranging: some chapters
discuss the value of comparative approaches in aiding understanding
of comparative history, and providing research directions for the
future; others address substantive issues and topics that will be
of interest to those with interests in both history and
criminology. Overall the book aims to broaden the focus of the
historical context of crime and policing to take fuller account of
cross-national and cross-cultural factors.
This book aims to both reflect and take forward current thinking on
comparative and cross-national and cross-cultural aspects of the
history of crime. Its content is wide-ranging: some chapters
discuss the value of comparative approaches in aiding understanding
of comparative history, and providing research directions for the
future; others address substantive issues and topics that will be
of interest to those with interests in both history and
criminology. Overall the book aims to broaden the focus of the
historical context of crime and policing to take fuller account of
cross-national and cross-cultural factors.
Martin Wiener develops a model that comprises 29 critical success
factors which are classified into four distinct groups: internal
suitability, internal management, external suitability, and
external management factors. He shows that the external management
factors are particularly relevant for the successful implementation
of an offshore software development project and that the perception
of the individual critical success factors greatly depends on the
company perspective.
This book presents a rich compilation of real-world cases on
digitalization, aiming to share first-hand insights from renowned
organizations and to make digitalization tangible. With all
economic and societal sectors being challenged by emerging
technologies, the digital economy is highly volatile, uncertain,
complex, and ambiguous. It confronts established organizations with
substantial challenges and opportunities. Against this backdrop,
this book reports on best practices and lessons learned from
organizations that succeeded in tackling the challenges and seizing
the opportunities of the digital economy. It illustrates how twenty
organizations leveraged their capabilities to create disruptive
innovation, to develop digital business models, and to digitally
transform themselves. These cases stem from various industries
(e.g. automotive, insurance, consulting, and public services) and
countries, covering the many facets that digitalization may have.
As all case descriptions follow a unified template, they are easily
accessible for readers and provide insightful examples for
practitioners as well as interesting cases for researchers,
teachers, and students. Almost every organization is trying to
figure out how best to respond to the opportunities and threats
posed by digitalization. This book provides valuable lessons from
those organizations that have already begun their digital
transformation journey. Michael D. Myers, Professor of Information
Systems, University of Auckland Digitalization Cases provides
firsthand insights into the efforts of renowned companies. The
presented actions, results, and lessons learned are a great
inspiration for managers, students, and academics. This book gives
real pointers on the how and where to start. Anna Kopp, Head of IT
Germany, Microsoft The cases compiled in the second volume of
Digitalization Cases show how disruption can actively be managed.
Further, long-term insights from extended success stories of the
first edition highlight that courage to change pays off well. This
book represents a motivation for organizations to drive their
digital transformation journeys actively. Markus Richter, State
Secretary at the Federal Ministry of the Interior, Building and
Community and Federal Government Commissioner for Information
Technology, Germany
This book presents a rich compilation of real-world cases on
digitalization, aiming to share first-hand insights from renowned
organizations and to make digitalization tangible. With all
economic and societal sectors being challenged by emerging
technologies, the digital economy is highly volatile, uncertain,
complex, and ambiguous. It confronts established organizations with
substantial challenges and opportunities. Against this backdrop,
this book reports on best practices and lessons learned from
organizations that succeeded in tackling the challenges and seizing
the opportunities of the digital economy. It illustrates how twenty
organizations leveraged their capabilities to create disruptive
innovation, to develop digital business models, and to digitally
transform themselves. These cases stem from various industries
(e.g. automotive, insurance, consulting, and public services) and
countries, covering the many facets that digitalization may have.
As all case descriptions follow a unified template, they are easily
accessible for readers and provide insightful examples for
practitioners as well as interesting cases for researchers,
teachers, and students. Almost every organization is trying to
figure out how best to respond to the opportunities and threats
posed by digitalization. This book provides valuable lessons from
those organizations that have already begun their digital
transformation journey. Michael D. Myers, Professor of Information
Systems, University of Auckland Digitalization Cases provides
firsthand insights into the efforts of renowned companies. The
presented actions, results, and lessons learned are a great
inspiration for managers, students, and academics. This book gives
real pointers on the how and where to start. Anna Kopp, Head of IT
Germany, Microsoft The cases compiled in the second volume of
Digitalization Cases show how disruption can actively be managed.
Further, long-term insights from extended success stories of the
first edition highlight that courage to change pays off well. This
book represents a motivation for organizations to drive their
digital transformation journeys actively. Markus Richter, State
Secretary at the Federal Ministry of the Interior, Building and
Community and Federal Government Commissioner for Information
Technology, Germany
Angesichts der Globalisierung suchen Unternehmen nach
Moglichkeiten, veranderten Marktanforderungen gerecht zu werden.
Eine Massnahme besteht in der Auslagerung von IT-Services in
Niedriglohnlander, dem "IT-Offshoring." Erste Erfahrungen deutscher
Firmen waren allerdings nicht durchweg positiv. Strukturelle
Rahmenbedingungen des deutschen IT-Service-Marktes, kulturelle und
sprachliche Unterschiede erfordern spezifische Herangehensweisen.
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