Emerging Business Models

2011 ◽  
pp. 1-28
Author(s):  
Te Fu Chen
Keyword(s):  
Web 2.0 ◽  
Business Models ◽  
Added Value ◽  
Social Software ◽  
Enterprise 2.0 ◽  
Web 2.0 Technologies ◽  
Digital Platforms ◽  
External Focus ◽  
Collaboration Platforms

This chapter, therefore, develops in scientific literature, the concept of e-Business 2.0 where e-Business companies are actively using Web 2.0 to create and appropriate value from, for, and with stakeholders. This research also makes a distinction between an internal and external focus. This research looks at e-Business 2.0 and has an external focus. E-Business 2.0 pure players depend on Web 2.0 to create and appropriate value with a focus to external customers, instead of internal organisations. There is a new wave of business communication tools including blogs, wikis and group messaging. There are new digital platforms for generating, sharing and refining information that are already popular on the Internet. These platforms are collectively labeled Web 2.0 technologies. The term ‘Enterprise 2.0’ focuses only on those platforms in which companies can buy or build in order to make the practices and outputs of their knowledgeable workers visible. Enterprise 2.0 looks at Web 2.0 technologies and practices within organisations and businesses and is therefore, referred to as internal focus. Enterprise 2.0 is the term used to describe how a Web 2.0 approach can be used to work more collaboratively together in business. Enterprise 2.0 is the use of emergent social software platforms within companies or between companies and their partner or customers. However Enterprise 2.0 is much more than just ’Web 2.0 for business’. Moreover, the study proposed a case study of Enterprise 2.0 to demonstrate by a detailed KPI analysis, how collaboration platforms (and related HR management) can drastically improve the global performance of an international group. Furthermore, the study was to further propose another case study of e-gov 2.0. Enterprise 2.0 is an evolutionary step forward releasing employees from the constraints and limitations of the legacy communication and productivity tools. The study concludes the challenges of the Enterprise 2.0: ten facts and Six Enterprise 2.0 - Myths. Enterprise 2.0, being more a philosophy than a technology, can truly create huge added value for organizations in any sector and it is often remarkable to see in what way the Enterprise 2.0 methods are used to solve specific problems.

Emerging Business Models

2011 ◽  
pp. 2202-2228
Author(s):  
Te Fu Chen
Keyword(s):  
Web 2.0 ◽  
Business Models ◽  
Added Value ◽  
Social Software ◽  
Enterprise 2.0 ◽  
Web 2.0 Technologies ◽  
Digital Platforms ◽  
External Focus ◽  
Collaboration Platforms

This chapter, therefore, develops in scientific literature, the concept of e-Business 2.0 where e-Business companies are actively using Web 2.0 to create and appropriate value from, for, and with stakeholders. This research also makes a distinction between an internal and external focus. This research looks at e-Business 2.0 and has an external focus. E-Business 2.0 pure players depend on Web 2.0 to create and appropriate value with a focus to external customers, instead of internal organisations. There is a new wave of business communication tools including blogs, wikis and group messaging. There are new digital platforms for generating, sharing and refining information that are already popular on the Internet. These platforms are collectively labeled Web 2.0 technologies. The term ‘Enterprise 2.0’ focuses only on those platforms in which companies can buy or build in order to make the practices and outputs of their knowledgeable workers visible. Enterprise 2.0 looks at Web 2.0 technologies and practices within organisations and businesses and is therefore, referred to as internal focus. Enterprise 2.0 is the term used to describe how a Web 2.0 approach can be used to work more collaboratively together in business. Enterprise 2.0 is the use of emergent social software platforms within companies or between companies and their partner or customers. However Enterprise 2.0 is much more than just ’Web 2.0 for business’. Moreover, the study proposed a case study of Enterprise 2.0 to demonstrate by a detailed KPI analysis, how collaboration platforms (and related HR management) can drastically improve the global performance of an international group. Furthermore, the study was to further propose another case study of e-gov 2.0. Enterprise 2.0 is an evolutionary step forward releasing employees from the constraints and limitations of the legacy communication and productivity tools. The study concludes the challenges of the Enterprise 2.0: ten facts and Six Enterprise 2.0 - Myths. Enterprise 2.0, being more a philosophy than a technology, can truly create huge added value for organizations in any sector and it is often remarkable to see in what way the Enterprise 2.0 methods are used to solve specific problems.

A University of Greenwich Case Study of Cloud Computing

2015 ◽  
pp. 1140-1161 ◽  
Author(s):  
Victor Chang ◽  
Gary Wills
Keyword(s):  
Cloud Computing ◽  
Supply Chain ◽  
Business Model ◽  
Business Models ◽  
The Other ◽  
Added Value ◽  
It Services ◽  
Success Criteria ◽  
The University

This chapter proposes a new Supply Chain Business Model in the Education domain and demonstrates how Education as a Service (EaaS) can be delivered. The implementation at the University of Greenwich (UoG) is used as a case study. Cloud computing business models are classified into eight Business Models; this classification is essential to the development of EaaS. A pair of the Hexagon Models are used to review Cloud projects against success criteria; one Hexagon Model focuses on Business Model and the other on IT Services. The UoG case study demonstrates the added value offered by Supply Chain software deployed by private Cloud, where an Oracle suite and SAP supply chain can demonstrate supply chain distribution and is useful for teaching. The evaluation shows that students feel more motivated and can understand their coursework better.

“You Can Lead the Horse to Water, but … ”

2012 ◽  
pp. 182-199
Author(s):  
Henk Huijser ◽  
Michael Sankey
Keyword(s):  
Higher Education ◽  
Distance Education ◽  
Web 2.0 ◽  
Learning Management Systems ◽  
Web 2.0 Technologies ◽  
Learning And Teaching ◽  
Potential Benefits ◽  
The University

This chapter outlines the potential benefits of incorporating Web 2.0 technologies in a contemporary higher education context, and identifies possible ways of doing this, as well as expected challenges. It uses the University of Southern Queensland (USQ), primarily a distance education provider, as the context for many of its case study examples. In particular, it addresses the important role of the allowances of particular learning management systems (LMSs) in pedagogical applications of Web 2.0 technologies. Overall, this chapter argues that the goals and ideals of Web 2.0/Pedagogy 2.0 can be achieved, or at least stimulated, within an institutional LMS environment, as long as the LMS environment is in alignment with such goals and ideals. It uses the implementation of Moodle at USQ as a case study to reinforce this argument and explore which factors potentially influence a shift in thinking about learning and teaching in a Web 2.0 context.

Catering to the Needs of the “Digital Natives” or Educating the “Net Generation”?

2013 ◽  
pp. 1134-1151
Author(s):  
Thomas Ryberg ◽  
Lone Dirckinck-Holmfeld ◽  
Chris Jones
Keyword(s):  
Young People ◽  
Learning Environment ◽  
Web 2.0 ◽  
Digital Natives ◽  
Social Software ◽  
Net Generation ◽  
Web 2.0 Technologies ◽  
Online Web

In this chapter, the authors explore perspectives on the notion of “digital natives” and present a case in which Web 2.0 technologies were introduced to students. They discuss studies critical of the generational metaphor, and argue that it should not be uncritically assumed that there is a generation of digital natives, but that young people may need to develop skills often associated with the digital natives. The authors present a case reflecting these pedagogical aims, involving an online Web 2.0 learning environment called Ekademia. The findings of the case reflect a gap between the researchers’ intentions and the actual outcomes. In particular, the learning environment failed to provide sufficient scaffolding for the students, who needed more support than was assumed. It is therefore suggested that educational use of social software technologies should have stronger connections to curricular activities, involve a more concerted pedagogical effort, and be supported by a higher degree of institutionalization.

The Enterprise 2.0 Organization

2010 ◽  
pp. 44-56 ◽  
Author(s):  
Nadira Ali
Keyword(s):  
Web 2.0 ◽  
Information Exchange ◽  
Enterprise 2.0 ◽  
Web 2.0 Technologies ◽  
Global Business ◽  
New Era ◽  
Current Trends ◽  
Collaboration And Communication ◽  
Internet Revolution ◽  
Over Time

The implementation of Web 2.0 technologies in organizations ushers in a new era of collaboration and communication for enterprises. Enterprise 2.0 is the term that has emerged to describe the organization’s embrace of Web 2.0 technologies. This chapter examines the current trends and impact of Web 2.0 on organizations, managers, the workforce, and information exchange within and across companies. This phenomenon is expected to bring another wave of change to organizations that some believe could be on the magnitude of that experienced during the Internet revolution. These technological advancements do not come without challenges. Security, privacy, ethics, and legal considerations all play a major role in how these technologies develop over time. The time has come, however, for companies to begin to determine strategies for utilizing these technologies in order to remain competitive in the global business arena.

Digital platforms in Russia: competition between national and foreign multi-sided platforms stimulates growth and innovation

2019 ◽  
Vol 21 (2) ◽  
pp. 129-145 ◽  
Author(s):  
Yaroslav Eferin ◽  
Yuri Hohlov ◽  
Carlo Rossotto
Keyword(s):  
Emerging Markets ◽  
Business Models ◽  
Emerging Market ◽  
Policy Framework ◽  
Policy Objective ◽  
Content Type ◽  
Digital Platforms ◽  
Digital Platform ◽  
Winner Takes All

Purpose This paper aims to test the “winner-takes-all” vs the “winner-takes-some” scenarios in digital platform competition dynamics in emerging markets. Design/methodology/approach This paper uses an analytical reference framework to assess the emergence of digital platforms in Russia, including four elements: definition of multi-sided platforms (MSPs), platform enablers, business models and competitive dynamics. Findings This paper concludes that Russia shows that a healthy competition between national and foreign MSPs led to the emergence of a shared equilibrium, where local platforms were able to retain a significant, often majority, share vis-à-vis foreign and global platforms. Research limitations/implications This paper stands as a counterpoint to the widespread conviction that digital platform dynamics will result into a “winner-takes-all” scenario and dominance of global platforms. Practical implications This case study offers practical data and analysis that can be used to create a baseline and evaluate the dynamics of digital platforms in emerging markets. It offers data, trends and evidence on Russia’s digital economy. Social implications This research provides a logical framework to help policymakers take decisions on a policy framework to regulate platforms in emerging markets. The good outcome of competition between local and foreign platforms should emerge as a policy objective to achieve in most emerging markets. Originality/value This case study is the first baseline to assess the dynamics of competition between national and foreign digital platforms in the Russian market. It is one of the first papers to tackle the market of digital platforms in an emerging and developing economy. It tries to address the debate between “winner-takes-all” and “winner-takes some” competition equilibrium through a concrete case study in an important G20 emerging market economy.

Web 2.0 Technologies

2011 ◽  
pp. 208-218
Author(s):  
Teresa Torres-Coronas ◽  
Ricard Monclús-Guitart ◽  
Araceli Rodríguez-Merayo ◽  
M. Arántzazu Vidal-Blasco ◽  
M. José Simón-Olmos
Keyword(s):  
Higher Education ◽  
Social Capital ◽  
Adult Learning ◽  
Web 2.0 ◽  
Social Software ◽  
Web 2.0 Technologies ◽  
New Learning ◽  
Human Capacity

Web 2.0 technologies are playing an important role in building social capital through increasing flows of information, and building on knowledge and human capacity of learning. The purpose of this chapter is to show the role that social software, a component of Web 2.0 technologies, can play in higher education and adult learning. This chapter focuses on the role of Web 2.0 technologies in promoting learning. New learning paradigms and pedagogical applications are also discussed.

Corporate Added Value in the Context of Web 2.0

2010 ◽  
pp. 91-100
Author(s):  
Oliver Bohl ◽  
Shakib Manouchehri
Keyword(s):  
Web 2.0 ◽  
Capital Market ◽  
Business Models ◽  
Added Value ◽  
Market Model ◽  
Negative Effects ◽  
Activity Model ◽  
Corporate Actions ◽  
The Relationship

Firms have faced and explored the increased use of Web 2.0. Driven mainly by private users, Web 2.0 may also have significant implications for corporate actions and business models. By systematically scanning and verifying possible positive and negative effects on the value of their creation, firms might be able to formulate and establish well-grounded strategies for corporate Web 2.0 applications and services. To establish such a process in an effective and adequate manner, it is necessary to analyze the relationship between Web 2.0 and corporate added value. This chapter contributes to these efforts by demonstrating that the corporate use of Web 2.0 applications is reinforced by fundamental and long-term business trends. The discussion pertains to the possibilities emerging from the application of Web 2.0 paradigms to business models; the market model, the activity model, and the capital market model. The potentials, risks, mainsprings, and restrictions associated with the corporate use of Web 2.0 are evaluated.

‘The fate of Shenmue is in your hands now!’: Kickstarter, video games and the financialization of crowdfunding

2018 ◽  
Vol 25 (5-6) ◽  
pp. 985-999
Author(s):  
Dario Lolli
Keyword(s):  
Web 2.0 ◽  
Video Game ◽  
Effective Capacity ◽  
Digital Platforms ◽  
Digital Ecosystem ◽  
Digital Convergence ◽  
History Of ◽  
Game Industry ◽  
Funding Mechanisms

In July 2015, a crowdfunding campaign launched to revive the notoriously unprofitable video game series Shenmue closed with the record figure of above US$6 million, to date the highest amount ever raised on Kickstarter for video game funding. This article takes this campaign as an endemic case study of the changing funding mechanisms concerning video game production in the digital ecosystem of Web 2.0. Although the campaign displays some of the participatory elements often attributed to crowdfunding and digital convergence, it also sheds doubts on accountability and the effective capacity of crowdfunding to substantially challenge and de-hierarchize power relations in the video game industry. In particular, the Shenmue III campaign illustrates how the crowdfunding initiative was instrumentally mobilized by its organizers to attract further corporate sponsorships and stakeholders outside crowdfunding. This controversial episode shows how commercial platforms like Kickstarter are increasingly facilitating a process of financialization of crowdfunding, whose main effect is not so much the equal coming together of media consumers and producers as the minimization of risks for large video game corporations. By mapping the history of the Shenmue franchise from its original failure in the era of physical distribution to its recent crowdfunded success, this article argues that the empowering potentials of crowdfunding cannot be readily assumed without a contingent analysis of the cultural and political economy underlying Web 2.0 and its digital platforms.

Old habits, new dynamics: a case study of Web 2.0 in collaborative humanities and arts research

2011 ◽  
Vol 5 (2) ◽  
pp. 147-157
Author(s):  
Dan Goren
Keyword(s):  
Web 2.0 ◽  
Digital Technology ◽  
Large Scale ◽  
Web 2.0 Technologies ◽  
Research Project ◽  
Research Practices ◽  
Research Environment ◽  
Arts And Humanities ◽  
Virtual Research Environment

Whilst the application of online multimedia digital technology within arts and humanities research has burgeoned over the last decade, the practice of openly conducting collaborative and in particular discursive research publicly online remains one of the most unfamiliar and conceptually problematic areas for many academics in the field. Based on user surveys, blog posts, and forum discussions, this article provides both an account and assessment of Web 2.0 technologies in use on a large-scale arts and humanities research project. Examining usage by and impressions of both the project team and the wider community of users, it investigates both the advantages gained and problems faced through the use of a virtual research environment (VRE). It also pays special attention to the use of video and its implications for research practices.

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