The Impact of ICT and Online Social Networks on Health and Social Services

2013 ◽  
pp. 1224-1243
Author(s):  
José Porfírio ◽  
Marc Jacquinet ◽  
Tiago Carrilho
Keyword(s):  
Social Networks ◽  
Social Services ◽  
Online Social Networks ◽  
Business Models ◽  
New Technologies ◽  
Healthcare Services ◽  
Healthcare Sector ◽  
Health And Social Services ◽  
New Business ◽  
New Phenomena

One of the domains where ICTs’ impact on healthcare and social services can be assessed is through the presence of healthcare interactions in virtual social networks, blogs, and portals. The emerging concept of e-health is covering part of this new phenomena, and the task is to make a clear statement of the problem: what are the relevant dimensions and the impacts of new technologies and practice in health and social services, and how this is changing the present business model in these industries? The present chapter deals with three main issues. The first is the Concept of E-health. The second issue is related to the Healthcare online social networks. In this domain, the authors consider that it is important to distinguish different types of networks, taking into consideration their aim, since they will have different implications both for business as usual and for strategic purposes of different healthcare services’ providers. Finally, the authors assess the ICTs’ impact on healthcare in the domain of e-business. By integrating these different concepts, they demonstrate how ICTs directed to healthcare are changing the underlying structure of healthcare businesses, supplying new business models, and becoming a driver for change and productivity gains, while contributing to infrastructure and skill development to healthcare. These changes are posing interesting strategic challenges to the healthcare sector that is worthwhile to consider and equate in light of the conditions required for success.

scholarly journals Adoption Of Social Networks In Business: Study Of Users And Potential Users In Oman

2014 ◽  
Vol 13 (2) ◽  
pp. 401 ◽  
Author(s):  
Ali H. Al-Badi ◽  
Wafa S. Al-Qayoudhi
Keyword(s):  
Social Networks ◽  
Web 2.0 ◽  
Social Networking ◽  
Online Social Networks ◽  
Business Models ◽  
New Technologies ◽  
Working Hours ◽  
Business World ◽  
Face To Face ◽  
The Impact

Web 2.0 technologies have become effective tools in recent years, being used by people everywhere for everything. One of the most effective types of Web 2.0 technology is online social networks. Social networks, like Facebook and Twitter, are being used in communication and for building social capital between people. However, they have become important tools in the business world, and business people have realized that social networks are applicable tools in their daily business tasks. There is a belief that social networking and social media are going to transform peoples live styles, change their cultures, revolutionize communication, and reform the existing business models. From this standpoint, this research investigates and attempts to understand the adoption of social networks in business. This research raises three main questions: 1) What is the impact of utilizing social networks in business?, 2) How does business increase opportunities by adopting social networks?, and 3) What are the obstacles that discourage certain organizations from utilizing social networks in their business? The main theoretical objectives of this research are to investigate and explore the opportunities and reasons behind adopting social networks in business, to investigate the impacts of social networks on business and what the consequences are for individual businesses, and to discover the reasons which are preventing certain businesses from adopting social networks. In order to achieve the researchs objectives about 130 questionnaires were distributed to different private organizations in Oman. Some of the initial findings of this exploratory study are that the majority of organizations that participated fall into the services category; 57% of the respondents have face-to-face meetings as well as online/email to communicate with their customers, and 81% of these organizations allow their employees to access/browse the Internet during working hours; 31% of the organizations said that the main gain from utilizing social networking is to encourage and empower employees to discuss ideas, post news, ask questions, and share links; 62% of the organizations agreed that one of the obstacles preventing them from adopting social networking is the lack of quantifiable business benefits. This study is expected to help businesses that are trying to gain competitive advantage by deploying these new technologies and ideas for the enhancement of their operations.

A Comparative Analysis of Online Social Networking Sites and Their Business Models

E-Marketing ◽  
2012 ◽  
pp. 803-813 ◽  
Author(s):  
T. Andrew Yang ◽  
Dan J. Kim
Keyword(s):  
Social Networks ◽  
Comparative Analysis ◽  
Social Networking ◽  
Web Sites ◽  
Online Social Networks ◽  
Social Networking Sites ◽  
Business Models ◽  
Online Social Networking ◽  
New Business ◽  
Revenue Models

In the world of e-marketing, new business models are introduced to accommodate changes caused by various factors, including the markets, the services, the customers, among others. One latest trend of e-marketing is social networking Web sites, many of which have attracted not only large number of users and visitors, but also business companies to place their online ads on the sites. As an important example of Web 2.0 applications, online social networks deserve comprehensive studying and analysis; they are not only employed as an effective vehicle of e-marketing, but may impact how future Web-based applications would be developed. In this chapter, we explore online social networking as a new trend of e-marketing, by conducting a comparative analysis of online social networking sites. We first discuss the various types of online social networks, based on the classification by Laudon & Traver (2008), and then analyze online social networks from a business strategy point of view, by discussing the primary revenue models for online social networking sites. The primary contribution of this chapter is a comparative analysis and discussions of representative online social networking sites and their respective revenue model(s). This chapter aims to provide the reader with a basic understanding of the emerging online social networking Web sites and their primary revenue models.

scholarly journals Preface: Special Issue of the 1st International Conference in Healthcare Management

2021 ◽  
Vol 16 (3) ◽  
pp. 4
Author(s):  
Prema Basargekar ◽  
Monica Khanna ◽  
Pramod Prabhakakran
Keyword(s):  
Coming Out ◽  
Business Models ◽  
New Technologies ◽  
Healthcare Management ◽  
Asia Pacific ◽  
Healthcare Sector ◽  
Special Issue ◽  
International Conference ◽  
New Business ◽  
Healthcare Marketing

We are very happy to present the special issue coming out of our 1st International Conference in Healthcare Management 2021in collaboration with Asia Pacific Journal of Healthcare Management. The theme of the conference was “Future of Healthcare Post COVID-19”. The conference intended to cover the challenges and issues posed by COVID 19 on economies, and particularly healthcare sector. It also focused on identifying and capturing the changes brought out by new technologies and new business models which emerged in post COVID scenario. The papers presented covered diverse topics such as digital healthcare, mental health, public health and health economics as well as healthcare marketing and health caregiving. Few selected papers are getting published in this special issue.

A Comparative Analysis of Online Social Networking Sites and Their Business Models

2010 ◽  
pp. 662-672 ◽  
Author(s):  
T. Andrew Yang ◽  
Dan J. Kim
Keyword(s):  
Social Networks ◽  
Comparative Analysis ◽  
Social Networking ◽  
Web Sites ◽  
Online Social Networks ◽  
Social Networking Sites ◽  
Business Models ◽  
Online Social Networking ◽  
New Business ◽  
Revenue Models

In the world of e-marketing, new business models are introduced to accommodate changes caused by various factors, including the markets, the services, the customers, among others. One latest trend of e-marketing is social networking Web sites, many of which have attracted not only large number of users and visitors, but also business companies to place their online ads on the sites. As an important example of Web 2.0 applications, online social networks deserve comprehensive studying and analysis; they are not only employed as an effective vehicle of e-marketing, but may impact how future Web-based applications would be developed. In this chapter, we explore online social networking as a new trend of e-marketing, by conducting a comparative analysis of online social networking sites. We first discuss the various types of online social networks, based on the classification by Laudon & Traver (2008), and then analyze online social networks from a business strategy point of view, by discussing the primary revenue models for online social networking sites. The primary contribution of this chapter is a comparative analysis and discussions of representative online social networking sites and their respective revenue model(s). This chapter aims to provide the reader with a basic understanding of the emerging online social networking Web sites and their primary revenue models.

Limitation of degree information for analyzing the interaction evolution in online social networks

2014 ◽  
Vol 25 (10) ◽  
pp. 1450056 ◽  
Author(s):  
Ke-Ke Shang ◽  
Wei-Sheng Yan ◽  
Xiao-Ke Xu
Keyword(s):  
Social Networks ◽  
Social Network ◽  
Social Services ◽  
Online Social Networks ◽  
Dynamic Network ◽  
Interaction Network ◽  
Strength Distribution ◽  
Customer Churn ◽  
Dynamic Social Network ◽  
Temporal Interactions

Previously many studies on online social networks simply analyze the static topology in which the friend relationship once established, then the links and nodes will not disappear, but this kind of static topology may not accurately reflect temporal interactions on online social services. In this study, we define four types of users and interactions in the interaction (dynamic) network. We found that active, disappeared, new and super nodes (users) have obviously different strength distribution properties and this result also can be revealed by the degree characteristics of the unweighted interaction and friendship (static) networks. However, the active, disappeared, new and super links (interactions) only can be reflected by the strength distribution in the weighted interaction network. This result indicates the limitation of the static topology data on analyzing social network evolutions. In addition, our study uncovers the approximately stable statistics for the dynamic social network in which there are a large variation for users and interaction intensity. Our findings not only verify the correctness of our definitions, but also helped to study the customer churn and evaluate the commercial value of valuable customers in online social networks.

scholarly journals Smart health cards or health smart cards?

2009 ◽  
Vol 33 (1) ◽  
pp. 3
Keyword(s):  
Social Services ◽  
Smart Card ◽  
Credit Card ◽  
New Technologies ◽  
Business Case ◽  
Smart Cards ◽  
Easy Access ◽  
Health And Social Services ◽  
Other Information ◽  
The Government

THERE IS PLENTY OF ACTIVITY throughout the world focusing on encrypting personal health (and other) information on credit card-sized plastic ?smart? cards. These cards are embedded with a computer chip and could provide easy access to essential health information. As with many new technologies, there is debate about smart cards in health. In July 2004 the Federal Minister for Health and Ageing at that time, the Hon Tony Abbott, announced that ?Australians will have access to a new Medicare smart card as part of the government?s electronic health agenda to improve the quality and accessibility of patient information across the health system?.1 This led to the introduction of the Health and Social Services smart card initiative. The business case for this initiative suggested that this card could replace around 17 government issued ?health? cards, while improving proof of identify arrangements.2 While in opposition, the Labor Party opposed the notion of the smart card, claiming it was an identity card by stealth,3 and at the time of writing, it appears that the health smart card has been put on the backburner while the Government sorts out the priorities. In this issue, Mohd Rosli and his Melbourne colleagues report on a study of patient and staff perceptions about health smart cards (page 136). In this study, 270 emergency department patients and 92 staff completed self-administered questionnaires. The findings among patients and staff generally supported the introduction of smart cards with the majority reporting that the advantages outweighed the disadvantages. The majority of the respondents indicated that the cards should be brought into use, and that they would use one if offered. However, the study did find that a large proportion of staff and patients were not aware of health smart cards at all. A fundamental change in the structure of our relationship with the government had been proposed through the Health and Social Services smart card initiative, and yet the findings of this study suggest that the Australian public was ill prepared to discuss the implications. Where is the information sharing, the discussion and the debate that can help shape our health care system for the future? In our last issue of 2008 we included a call for student papers. I would like to remind all readers of this important initiative, reproduced overleaf, as I believe this is an effective way to begin to encourage the necessary discussion and debate.

scholarly journals THE WORLD DEVELOPMENT OF THE DIGITAL ECONOMY: THE MAIN DEVELOPMENT STRATAGEMS

2021 ◽  
Vol 2 (1) ◽  
pp. 91-96
Author(s):  
Olena Taranukha
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Technology Development ◽  
Well Being ◽  
Digital Economy ◽  
The Other ◽  
Innovative Solutions ◽  
The World ◽  
New Business

The digital economy allows to compose the new business models, digital platforms and services, which create new types of economic activity, as well as the transformation of traditional industries. Due to the industries transformation to the digital economy there is the transformation of the world economy, or rather the economy itself is being digitized The purpose of the paper is to reveal the essence and features of the digital economy formation and to consider what significant transformations will take place in the world by the analysis of major trends in the near future. Accumulating all the concepts, we can say that the digital economy is the rather complex term, but we can assume that its development is based on the key components According to forecast estimates, the most advanced retail companies will begin implementing the service of virtual and voice search of goods by 2022. This will require from the company the better understanding of the consumers wishes, their interests and intentions. Consider the main technological development trends for 2020-2025 based on the data of the major consulting agencies and the consulting company "Cartner" Figure 2 shows the forecast curve of the new technologies development. Innovative development triggers that will actively influence the technology development include the following: the Authenticated Provenance, Low-Cost Single Board Computers at the Edge, Self-Supervised Learning, BMI (Brain Machine Interface), active development of "Packaged Business Capabilities" services, Digital Twin of the Person and Composible Enterprises. The peak of disappointments will be Social Distancing Technologies and Secure Access Service. The source of expectations will be the development of Carbon-Based transistors technology and Human digital Ontologies. The formation of a productivity platform will be based on trends in Self-Development and Self-Education. Digital IT trends grow, evolve and acquire new properties of social technologies that can influence the structure of the community, form dependencies and demand. Therefore, companies, large corporations and government need to move to more flexible composite business architectures. The modular business model is based on four basic principles: modularity, efficiency, continuous improvement and adaptive innovation. This business model allows to move from rigid traditional planning to a flexible response to rapidly changing business needs. In general, it creates opportunities for innovative approaches, reduces costs and improves partnerships. It is important to pay attention to the other technologies in the new business model such as bundled business services, data factories, private 5G networks and embedded artificial intelligence. Thus, as a result of the research it is proved that the digital world is a completely new order of life, which requires to change our thinking. The person should be always focused on the new technologies and methods in order the enterprises remain competitive and constantly developed, it will promote the economy development and the growth of well-being of the society. So, taking into account the global trends in technology development, Ukraine has to adapt to the new standards quickly and implement innovative solutions for the economic development. The digitalization of the economy, on the one hand, is the key to economic success, on the other hand, it is the driving force in the conditions of the conceptual understanding of the digital economy essence. The growth of the quality and innovation level of domestic goods and services should provide not only sustainable economic growth, but also competitive advantages with further integration into the EU. At the same time, there is the relevant need of the scientific and technological research, the formation of a certain business ("digital") culture, the implementation of smart city ideas in Ukraine based on the development of local communities and the emergence of new initiatives and proposals for innovative solutions.

Sustainable Competitive Advantage Through Business Model Innovation

2020 ◽  
pp. 191-213
Author(s):  
Purna Prabhakar Nandamuri ◽  
K. S. Venu Gopala Rao ◽  
Mukesh Kumar Mishra
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Business Environment ◽  
Business Model Innovation ◽  
Sustainable Competitive Advantage ◽  
Term Survival ◽  
New Business ◽  
Indian Perspective

Conventionally, businesses focus on their offerings for growth. But the increasingly unpredictable business environment is making them irrelevant in the market. So, businesses should resort to a system of dynamic management by innovating on the business models rather than a single aspect of the business. Business model innovation demands neither new technologies nor creation of new markets, but cares about delivering the existing products produced by existing technologies to the existing markets, through a unique model. Hence, defining, innovating, and evolving new business models have become the new basis of competition. A differentiated, hard-to-imitate, effective, and efficient business model is more likely to ensure higher profits and long-term survival. In this context, the present chapter attempts to furnish multiple global evidences and discuss the Indian perspective of business model innovation.

Intelligent Agents for E-Commerce

2001 ◽  
pp. 101-120 ◽  
Author(s):  
Merrill Warkentin ◽  
Vijayan Sugumaran ◽  
Ravi Bapna
Keyword(s):  
Information Exchange ◽  
Business Models ◽  
New Technologies ◽  
Intelligent Agent ◽  
Data Representation ◽  
Decision Criteria ◽  
Return Policies ◽  
New Business ◽  
The Creation ◽  
Price Comparisons

A characteristic feature of the explosive growth in electronic commerce is the rapid innovation and adoption of new technologies, which results in the creation of new business relationships between consumers, firms, and markets. One such technology that is profoundly changing the dynamics of the electronic marketplace is ‘intelligent agent’ technology. Agents have the ability to autonomously carry out various activities on behalf of their principals. At a micro-economic level, agents can help buyers and sellers achieve greater efficiencies of information exchange in the electronic business-to-consumer and business-to-business domains. Additionally, they facilitate the creation of vertically integrated portals that have a significant impact on the macroeconomic landscape. Using many real-world examples, we characterize the different roles that software agents play in the various e-commerce business models and also touch upon their impact on creation of new market structures. We address price-matching versus price-comparison agents. We highlight the various purchase decision criteria evident in various vertical markets and suggest the need for a cross-industry product (and service) attribute data representation model, based on the expanded capabilities of XML. We contrast the autonomous price comparisons enabled by agents with the expanded criteria comparisons facilitated by the e-commerce rating sites. We discuss the public policy implications of these second-generation e-commerce agents with regard to data representation standardization and consumer information privacy. We present future directions for intelligent agent functions that encompass standard representation of decision criteria such as delivery and payment options, return policies, service, quality, trust, and reputation.

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