Enabling Technologies in an Ambient Intelligence (AmI) System

This chapter introduces the concept of Ambient Intelligence (AmI) with regard to the enabling technologies and how they are combined to assist e-entrepreneurs. AmI is a new paradigm in the area of Information and Communication Technology (ICT). AmI allows for seamless interaction between the human and technology. The AmI system provides the human user with information and decision support tailored to their specific needs. To achieve seamless interaction between the human and technology requires the environment that surrounds the human to be embedded with technology in everyday objects. These technologies gather information that the AmI system uses to adapt its responses to the human user. The aim of the chapter is to provide a better understanding of the AmI process and knowledge of the AmI system and tools. To this end three of the enabling technologies are discussed: semantic web, multi-modal services, and radio frequency identification tags. These technologies are then examined within the AmI reference model. The reference model provides an understanding of how the technologies can be combined to achieve different AmI features for the human users. This toolkit can be used by a new venture in the area of e-entrepreneurship to provide AmI to service providers, new businesses and traditional industries.

OpenSocial

Building on the OpenSocial API suite, developers can create applications that are interoperable within the context of different social networks. Because social applications have access to a network’s social graph, messaging systems and update feeds, the OpenSocial standard enables Internet-based businesses to create new kinds of value-creating partnerships without extending themselves beyond their own means or competencies. This chapter argues that by entering structured partnerships, e-ventures and social networks can gain sustainable competitive advantage by integrating their highly complementary resources and capabilities. Building on the Resource-based View (RBV) of the firm and the concept of core competencies, it is shown that both partners can significantly benefit from the technology-induced possibilities that arise from the OpenSocial standard.

Web 1.0, Web 2.0 and Web 3.0

Both Web 1.0 and Web 2.0 were linked directly to new stages in the development of e-business. Whereas the distinction between Web 1.0 and Web 2.0 became widely accepted in literature and practice, we are merely at the beginning of the possibilities arising from current trends culminating in our information society. Information emerges increasingly as a major factor of production, allowing the activation of innovative business opportunities. However, over the past years, a sheer explosion of supplies has taken place. This development is both a blessing and a curse as it leads to an oversupply of information within the World Wide Web. Thus, the time needed for finding required information may take longer eventually. Therefore, a next generation technology is needed being capable to cope with these challenges. Due to the logic of this chain of ideas, Web 3.0 technologies are characterized particularly by demand-orientated systems, i.e. demand for objects and services are at the centre. Starting point are demand-driven registration and specification systems. The consumer is at the centre of these processes and will gain individual help, comparable to an information desk. Not only information but also individual products and services may be released (customized products). Against the background of an increasing information overload, the question to be asked is how technological and market-oriented future developments will cope with these challenges. This chapter aims at clarifying this overall development with the objective of giving impulses for the 3rd generation of e-business. For this purpose, the characteristics of each generation (Web 1.0, Web 2.0, and Web 3.0) are clearly highlighted.

Internationalization Strategy in New E-Ventures

Recent literature highlights the fact that research in the fields of internationalization and entrepreneurship appears to overlook the internal and external context in which the international strategies are conceived. That oversight occurs even though the international activity of new ventures needs to be understood within the context and requirements of the respective industry. That gap is accentuated when we focus our interest on the electronic business industry since the literature contains no models conceived to explain the advantage and the process of the internationalization of new e-ventures. This work contributes to filling that gap by answering two basic questions: (1) what is it about e-ventures that allows them to compete globally? and (2) what is it about e-ventures that makes it a specific mix of strategy shaping processes necessary to formulate a born global strategy?

Creating Value Through Entrepreneurship

The present case study describes the creation and development process of ARTIFICIAL INTELLIGENT AGENTS, S.L. (AIA), a company spun-off from the University of Girona (Spain). It describes all phases, from concept to implementation, and the problems and challenges faced by the entrepreneurial team composed of academics and professionals. AIA provides living proof of how a research group can become a company. It lays out the path from developing a technology in the field of human automation attempting to sell a user-friendly technology that would help customer intelligence and management. AIA targeted at Internet companies in general, as well as traditional businesses that used customer relationship management (CRM) extensively in their daily operations. After having developed their main product and survived financial difficulty, the company stood at crossroads and a decision regarding its strategic future had to be taken.

Open Scientific Entrepreneurship

The objective of this article is to conceptually transfer the concept of open source software (OSS) development to scientific entrepreneurship and to hypothetically discuss the support potentials of this rather new development philosophy for what we than call open scientific entrepreneurship. Therefore, at first the authors will go into conceptual details of scientific entrepreneurship and than of OSS development. Following, the main thrust of the article presents open scientific entrepreneurship from two points of origin: first of all, OSS development as a specific form of scientific e-entrepreneurship and further on potential benefits of opening “traditional” scientific entrepreneurship up by looking at specific action fields. These action fields are theoretically based on the process and competence perspective of scientific entrepreneurship. Finally, the general benefits as well as downsides of the concept of openness are discussed on a generic level. It becomes obvious that there is need for balancing the tensions between an open and closed design pattern for scientific entrepreneurship with a general emphasis on the open design perspective.

E-Social Entrepreneurship and Social Innovation

In this paper the authors mainly aim at describing some organizational features of a particular kind of social enterprises that have emerged since the development of web 2.0: peer to peer charities and e-social banking. They will define first the traditional social enterprise and how this phenomenon has evolved in recent years. Then they will explain how the philosophy of Web 2.0 offers new opportunities for the development and growth of these social initiatives. Thirdly, they will detail their main features obtained from the study of twelve inititatives – the most relevant at present – which they have called 2.0 social enterprises (peer to peer charities and e-social banking). The authors will finally offer some reflection on main dilemmas and challenges that could be faced in a short term future.

Internet Portals in Rural Areas

This paper investigates the ownership structure, operating characteristics and sustainability of six rural internet portals located in Scotland. It builds upon a previous study conducted by Deakins et al. (2003), which examined the characteristics of internet portals. In-depth interviews were conducted with six owners or the operators responsible for maintaining and developing the internet portal. The study discovered that two distinct forms of ownership structure existed. The first form of ownership structure involved dedicated private individuals who self-funded their internet portal activities, while the second form were managed by not-for-profit organisations, such as charitable trusts, that either hired part-time staff or employed volunteer staff to operate their internet portal. The privately owned portals were most effective because they demonstrated a higher degree of commitment via content richness, fullness of the services offered, and the extent of community and local business usage. In contrast, the not-for profit owned internet portals suffered from limited content, a narrow selection of services, some political infighting, low employee commitment, and modest community and business usage. Despite the differences both forms of ownership structure struggled to achieve commercial viability.

Legitimizing Innovative Ventures Strategically – The Case of Europe's First Online Pharmacy

Organizational legitimacy is a key resource that is necessary for every venture to acquire other crucial resources, which will subsequently stimulate growth. The authors illustrate this legitimacy-growth relationship by analyzing the case of Europe’s first online pharmacy DocMorris. Given that this ICT venture started as extremely illegitimate, this case provides a rich background to identify various strategies that are potentially helpful to enhance a venture’s level of legitimacy. Building on interview data collected from the firm’s key actors, the authors are able to show how the perception of a firm’s legitimacy from the viewpoint of various internal and external stakeholders can be managed strategically.

An Integrated Business Model Innovation Approach

This chapter will foster the understanding of business model innovation with a focus on the Information and Communication Technology (ICT) industry and e-entrepreneurship. A general overview of business models and their elements as well as an introduction to innovation alternatives will provide the necessary background for business model innovation. On the basis of Schumpeterian innovation, this chapter will pioneer in describing business model innovation as addendum to Abernathy’s and Utterback’s dynamic model of process and product innovation. Thereby an integrated business model innovation approach will be initiated overcoming the drawbacks of unilateral innovation. The integrated business model innovation approach proposes a framework for long-term differentiation and competitive advantages. Different examples, in particular ICT-ventures, will clarify the effect of integrated business model innovation.