Enhancing the Portal Experience

2010 ◽  
Vol 2 (2) ◽  
pp. 12-25 ◽  
Author(s):  
Joe Lamantia
Keyword(s):  
Best Practices ◽  
User Experience ◽  
Building Blocks ◽  
Business Practices ◽  
Design Framework ◽  
Enterprise 2.0 ◽  
Social Business ◽  
The Third ◽  
User Value

This article presents strategies for enhancing the long-term business and user value of portals as the third in a series of articles describing a Portal Design Framework. This article identifies essential Enterprise 2.0 functionality for collaboration and dialog—capabilities that support emerging Social Business practices—included in the Building Blocks Design Framework. The author discusses portal management and governance best practices and describes strategies for maintaining and enhancing the user experience of portals designed using the Building Blocks Framework.

Enhancing the Portal Experience

2012 ◽  
pp. 245-258 ◽  
Author(s):  
Joe Lamantia
Keyword(s):  
Best Practices ◽  
User Experience ◽  
Building Blocks ◽  
Business Practices ◽  
Design Framework ◽  
Enterprise 2.0 ◽  
Social Business ◽  
The Third ◽  
User Value

This article presents strategies for enhancing the long-term business and user value of portals as the third in a series of articles describing a Portal Design Framework. This article identifies essential Enterprise 2.0 functionality for collaboration and dialog—capabilities that support emerging Social Business practices—included in the Building Blocks Design Framework. The author discusses portal management and governance best practices and describes strategies for maintaining and enhancing the user experience of portals designed using the Building Blocks Framework.

Containers and Connectors as Elements in a Portal Design Framework

2012 ◽  
pp. 223-244
Author(s):  
Joe Lamantia
Keyword(s):  
Best Practices ◽  
Building Blocks ◽  
Design Framework ◽  
Simple Rules

This article defines the standardized elements used in the building blocks portal design framework in detail, as the second in a series of articles on a Portal Design Framework. This article explains the (simple) rules and relationships for combining Containers and Connectors into portal structures. This article shares best practices, examples, and guidelines for effectively using the building blocks framework during portal design efforts.

scholarly journals Designing for Temporal Harmony: Exploring the Well-Being Concept for Designing the Temporal Dimension of User Experience

2020 ◽  
Vol 4 (3) ◽  
pp. 66
Author(s):  
Cristina Hermosa Perrino ◽  
Michael Burmester
Keyword(s):  
User Experience ◽  
Time Perspective ◽  
Well Being ◽  
Design Framework ◽  
Temporal Dimension ◽  
Perspective Theory ◽  
Research Gap ◽  
Time Perspective Theory

User Experience (UX) is characterized by its temporal dimension, dynamic nature, and variability. Although descriptive models about the temporal dimension and related aspects exist, an understanding of the design possibilities and a design approach that ensures the design of the temporal dimension promoting a positive UX and well-being are still lacking. This paper addresses this research gap and builds on Zimbardo and Boyd’s Time Perspective Theory (TPT). TPT presents five time perspectives (TPs)—Past-Negative, Past-Positive, Present-Fatalistic, Present-Hedonistic, and Future—to reveal that people have individual attitudes toward time that influence their thoughts, actions, and feelings. Studies conclude that a balance between the positive TPs (Past-Positive, Present-Hedonistic, and Future), i.e., temporal harmony, contributes to long-term well-being. We present our design framework and approach “designing for temporal harmony,” which incorporates the theory into the practice to highlight the temporal design possibilities and to offer guidance for designers. We applied the design framework and approach to a case study, developed an app concept, and evaluated it with users. The results demonstrate that it is possible to systematically develop temporal UX concepts that evoke positive anticipations, experiences, and retrospections, and that these promote a positive UX as well as contribute to users’ long-term well-being.

scholarly journals The Use of Receivables as Collateral in Business Practices in Indonesia

Yuridika ◽  
2021 ◽  
Vol 36 (2) ◽  
pp. 427
Author(s):  
Rio Christiawan
Keyword(s):  
United Kingdom ◽  
Civil Law ◽  
Third Party ◽  
Business Practices ◽  
The Third ◽  
The United Kingdom ◽  
Article 9 ◽  
The Third Party ◽  
To Receive

AbstractThis article discusses the enforceability of Article 9 of Law No. 42 of 1999 on Fiduciary Guarantee that allows the use of receivables as debt collateral in business practices in Indonesia. Receivables bound by fiduciary collateral is deemed as a special collateral— in the context of civil law, a special collateral will be prioritized in case the debtor does not voluntarily make when due. In business practices, long-term receivables will be established following an agreement between a debtor and a third party, and the receivables that the debtor is entitled to receive from the third party will be provided as collateral to secure the debtor’s obligations under his loan agreement with the creditor. The issue discussed in this paper is the fact that although theoretically special collateral in the form of receivables should be able to increase the creditor’s assurance of getting repaid, in practice long-term receivables put higher risk on the creditor instead. As comparison, this paper uses the accounts receivables fiduciary in the United Kingdom. The Writing Method used in this paper is the normative juridical approach with a focus on conducting juridical studies regarding the creditors' risk in the use of receivables, specifically long-term debt collateral. This paper shows that receivables that are used as collateral in fiduciary agreements actually put the greatest risk on the creditor; especially if the agreement between the debtor and the third party stipulates that in case the debtor fails to fulfil his obligations, all receivables that he is supposed to receive from the third party will be aborted and become non-existent. 

Different Approaches to Design Management - comparative study among Swedish and Polish furniture companies

2016 ◽  
Vol 8 ◽  
pp. 46-52 ◽  
Author(s):  
Justyna Starostka
Keyword(s):  
Best Practices ◽  
Marketing Strategy ◽  
Development Process ◽  
Product Development Process ◽  
Design Management ◽  
Brand Name ◽  
The Third ◽  
Design Activities ◽  
Effective Product ◽  
A Company

There are many roles that design can play in organisations. It can be source of good marketing strategy, and designer by himself can be a promotional tool for a company. Thanks to those actions companies can gain publicity, media attention and good PR.On the second level, design can be perceived as ‘process of making things better’. In this case companies can achieve more effective product development process, new tools and technologies.On the third level we have the situation when designer work alongside with company managers with the whole business concept. At this level, designers’ work looks more like a brand consultant, a strategist. In this approach design should be reflecting certain brand name and brand values.As our study presented, Swedish companies operate on those two, higher levels, while Polish still limit the scope of design. We strongly believe, that Polish companies, as they gain more experience with design activities, will be more likely to perceive design in this more mature approach. In the meantime, presenting best practices from companies from other, more mature countries could be a good way of promoting design as a strategic asset rather than promotional tool. We believe that in order to fasten this process, Polish companies should as follows:1. Work more often with external and foreign designers;2. Expand the area of designer responsibilities in companies;3. Place the responsibility for design in hands of professional design managers.

Consumer Awareness, Consumer Protection, Service Quality and Loyalty: The Case of Long-term Insurance Consumers in Namibia

2019 ◽  
Vol 118 (8) ◽  
pp. 172-189
Author(s):  
Magreth B Tjizumaue ◽  
Krishna Govender
Keyword(s):  
Service Quality ◽  
Consumer Protection ◽  
Structural Equation ◽  
Insurance Industry ◽  
Business Practices ◽  
Consumer Awareness ◽  
Growth And Survival ◽  
Term Insurance ◽  
Protection Legislation

Due to the absence of appropriate Consumer Protection legislation in Namibia, there seems to be a lack of consumer protection, which may result in consumers being exploited. Since the literature reveals that Consumer Awareness, Consumer Protection, Service Quality and Customer Satisfaction influence Customer Loyalty, the aforementioned relationship was explored among consumers of long-term insurance products in Namibia. The researcher embedded the study in the Services Marketing and User’s Satisfaction/Dissatisfaction theory and developed a framework for creating a more aware consumer and thus contribute to the growth and survival of the long-term insurance industry in Namibia.  A survey was conducted using a questionnaire, among a judgmental sample of 407 long-term insurance consumers in Namibia and Structural Equation Modelling was used to analyse (eight) hypothesized relationships among the research constructs alluded to in the title of this study. In summary, it was ascertained that if the customers are fully aware (have sufficient knowledge of the products and their consumer rights), they will feel protected against unfair business practices. Furthermore, if they perceive having received quality services, they are more likely to be satisfied with the service provider and will therefore, remain loyal.

Formulating Industry-Academic Collaborations That Work: Best Practices to Ensure a Strong Relationship After the Agreements are Signed

2020 ◽  
Vol 21 (2) ◽  
pp. 169-177
Author(s):  
Michael B. Dilling ◽  
Anne C. DiSante ◽  
Ross Durland ◽  
Christine E. Flynn ◽  
Leonid Metelitsa ◽  
...  
Keyword(s):  
Decision Making ◽  
Best Practices ◽  
Product Development ◽  
Strong Relationship ◽  
Governance Structure ◽  
Collaborative Relationships ◽  
Skill Sets ◽  
Pragmatic Aspects

Collaborations between academia and industry are growing in scope, duration, and sophistication. The best collaborations recognize the unique strengths and skill sets of both parties and are structured to leverage what each party does best. In many cases, these collaborations develop into long-term relationships, and it is important to develop the systems and structures needed to support these relationships to ensure that they meet the needs of both sides. Successful collaborations require the formulation of a governance structure to facilitate communication, decision-making, assessment of progress, and the inevitable changes of direction that accompany product development. This panel explored the pragmatic aspects of successfully structuring collaborations and managing the relationships after the deal is done. Several dominant themes associated with successful collaborative relationships emerged from the discussion, and these will be explored in this article.

Trying to Professionalize Expert Knowledge (Part I): The Short Life of the Municipal Administration Service, 1926-1933

Public Voices ◽  
2017 ◽  
Vol 15 (1) ◽  
pp. 9 ◽  
Author(s):  
Mordecai Lee
Keyword(s):  
Best Practices ◽  
Public Administration ◽  
Expert Knowledge ◽  
Building Blocks ◽  
Early History ◽  
Short Life ◽  
Organizational History ◽  
Municipal Administration ◽  
History Of ◽  
Wide Dissemination

One of the building blocks of the professionalization of American public administration was the recognition of the need for expert knowledge and the wide dissemination of that information to practitioners. Municipal civil servants could adopt and adapt these best practices in their localities. Such was the purpose of the Municipal Administration Service (1926-1933), initially founded by the National Municipal League and funded by the Rockefeller philanthropies. This article is an organizational history of the Service. It presents the life cycle of the agency, including its operations, funding, problems, and the behind-the-scenes public administration politics which led to its demise. In all, the Municipal Administration Service captures the early history of American public administration, its attempt to demonstrate that it was a full-fledged profession with recognized experts and managerial advice that ultimately proved unable to perpetuate itself.

Laura’s Students One and Seven Years Later

2018 ◽  
Author(s):  
Marilyn Watson
Keyword(s):  
School District ◽  
Life Skills ◽  
Adopted Child ◽  
The Third

In the third year, Laura took a leave through November to help settle her newly adopted child. Her students missed her and, when she returned, some seemed to have reverted to their original untrusting selves. Soon, their trust in Laura and in themselves was restored. Would that trust remain? Seven years later, I interviewed 9 of the 14 students still in the school district. All remembered Laura and the class fondly. Eight had detailed memories of their interactions with Laura, and the life skills and attitudes they learned in her class. Of the six students who were judged insecurely attached when they entered Laura’s class, four appeared successful and confident and two were currently failing most of their courses. Possible causes for the long-term success of some students and failure of others are discussed.

GA: Armani’s Giorgio Armani

2018 ◽  
Author(s):  
Paul Brooker ◽  
Margaret Hayward
Keyword(s):  
Final Section ◽  
The Body ◽  
Body Shop ◽  
The Third ◽  
Haute Couture ◽  
Fashion Designer ◽  
The Body Shop ◽  
The Uk ◽  
Career Woman

The Armani high-fashion example illustrates the importance of adaptive rational methods in his founding and developing of an iconic high-fashion firm. Armani adapted stylistically to fashion’s new times in the 1970–80s by creating a new style catering for the career woman. His stylistic adaptation is compared with that of another famous Italian fashion designer, Versace, who instead modernized haute couture fashion and created a succession of glamourous styles. Both leaders exploited the same opportunity but in different ways. The third section compares these leaders’ legacies in the 1990s–2000s and assesses from a long-term perspective how capably they had used adaptive rational methods. The final section shifts the focus from fashion to the cosmetics industry and from Italy to the UK. Anita Roddick used adaptive rational methods to establish The Body Shop corporation in the 1970s–80s. However, she then abandoned rational methods with dire results for her corporation in the 1990s.

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