Slide
Centre Interdisciplinaire
de Recherche et d’Innovation
en Cybersécurité et Société
de Recherche et d’Innovation
en Cybersécurité et Société
1.
Jazouli, A.; Koplyay, T. M.; Mitchell, B.; Motaghi, H.
Inferential evidence for complexity migration from markets to firms during the lifecycle Article d'actes
Dans: 2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017, American Society for Engineering Management, 2017.
Résumé | Liens | BibTeX | Étiquettes: Boundary layers, Commerce, Corporate vision, External funding, Life cycle, Life cycle stages, Management issues, Market structures, Strategic plan, Tipping point, Value chains
@inproceedings{jazouli_inferential_2017,
title = {Inferential evidence for complexity migration from markets to firms during the lifecycle},
author = {A. Jazouli and T. M. Koplyay and B. Mitchell and H. Motaghi},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85040076267&partnerID=40&md5=5e9882af9599bc298ec0bf2e6c2de568},
year = {2017},
date = {2017-01-01},
booktitle = {2017 International Annual Conference of the American Society for Engineering Management, ASEM 2017},
publisher = {American Society for Engineering Management},
abstract = {Markets evolve very quickly and companies form, grow, and then oftentimes fail in quick succession. The complexity of interactions change throughout the market and the firm's evolution, as companies navigate within their markets, manage their internal staffing and product development, and handle external funding imperatives. The inability or unwillingness to address complexity at any of the various life cycle stages, a firm could be forced into rapid decline and ultimately fail. Complexity is a collection of interacting objects: Human, technological, financial, or management issues; and these factors change along the high tech lifecycle as well. Complexity cannot be completely managed, but it can be often reasonably contained; this paper will provide inferential evidence for complexity migration from markets to firms, and the authors will examine factors that influence the nature of complexity in markets at various stages in the firm and market life cycle and discuss the boundary layers and tipping points that change the complexity landscape. The concept appears to be paramount because the literature on complex markets indicates that decisions can only be made on the margin when the future is made uncertain by high level of uncertainty due to complexity. And the firm will have to readjust its behavior without guidance from strategic plans and corporate vision, in some circumstances without the benefit of a stabilizing feedback generated through corporate learning under these circumstances of extreme decision pressures. © 2017 American Society for Engineering Management.},
keywords = {Boundary layers, Commerce, Corporate vision, External funding, Life cycle, Life cycle stages, Management issues, Market structures, Strategic plan, Tipping point, Value chains},
pubstate = {published},
tppubtype = {inproceedings}
}
Markets evolve very quickly and companies form, grow, and then oftentimes fail in quick succession. The complexity of interactions change throughout the market and the firm's evolution, as companies navigate within their markets, manage their internal staffing and product development, and handle external funding imperatives. The inability or unwillingness to address complexity at any of the various life cycle stages, a firm could be forced into rapid decline and ultimately fail. Complexity is a collection of interacting objects: Human, technological, financial, or management issues; and these factors change along the high tech lifecycle as well. Complexity cannot be completely managed, but it can be often reasonably contained; this paper will provide inferential evidence for complexity migration from markets to firms, and the authors will examine factors that influence the nature of complexity in markets at various stages in the firm and market life cycle and discuss the boundary layers and tipping points that change the complexity landscape. The concept appears to be paramount because the literature on complex markets indicates that decisions can only be made on the margin when the future is made uncertain by high level of uncertainty due to complexity. And the firm will have to readjust its behavior without guidance from strategic plans and corporate vision, in some circumstances without the benefit of a stabilizing feedback generated through corporate learning under these circumstances of extreme decision pressures. © 2017 American Society for Engineering Management.
2.
Passerini, K.; Gagnon, S.; Cakici, K.
Opportunities in the digital economy: a new value chain and services for mobile telecom operators Article d'actes
Dans: 10th Americas Conference on Information Systems, AMCIS 2004, p. 2530–2535, Association for Information Systems, 2004.
Résumé | Liens | BibTeX | Étiquettes: Business models, Chains, Digital economy, Mobile telecom, Mobile telecommunication operator, Mobile telecommunication systems, Mobile telecommunications, Technological factors, Telecom operators, Telecommunication industry, Telecommunication services, Telecommunications industry, Telecommunications operators, Value chains
@inproceedings{passerini_opportunities_2004,
title = {Opportunities in the digital economy: a new value chain and services for mobile telecom operators},
author = {K. Passerini and S. Gagnon and K. Cakici},
url = {https://www.scopus.com/inward/record.uri?eid=2-s2.0-85139064053&partnerID=40&md5=d410151fd810adf44b16f35e3a36106c},
year = {2004},
date = {2004-01-01},
booktitle = {10th Americas Conference on Information Systems, AMCIS 2004},
pages = {2530–2535},
publisher = {Association for Information Systems},
abstract = {The advent of the digital economy has brought about radical changes in traditional business channels and operations in several industries. This paper reviews opportunities and challenges that the digital economy has opened in the telecommunication industry in general, and more specifically for mobile telecom operators. It explores the key strategies and technological factors that are guiding the reshaping of the business models for mobile telecom operators, and discusses ongoing changes in the traditional mobile value chain. In addition to presenting a conceptual overview of emerging business models, the paper describes a methodological approach for determining the range of services, customers and product options that will be successful in the new mobile-business environment. The strength of this approach lies in its ability to closely meet the needs of the digital economy’s more sophisticated customers, and therefore increase the potential success of the new business models. © 2004, Association for Information Systems. All rights reserved.},
keywords = {Business models, Chains, Digital economy, Mobile telecom, Mobile telecommunication operator, Mobile telecommunication systems, Mobile telecommunications, Technological factors, Telecom operators, Telecommunication industry, Telecommunication services, Telecommunications industry, Telecommunications operators, Value chains},
pubstate = {published},
tppubtype = {inproceedings}
}
The advent of the digital economy has brought about radical changes in traditional business channels and operations in several industries. This paper reviews opportunities and challenges that the digital economy has opened in the telecommunication industry in general, and more specifically for mobile telecom operators. It explores the key strategies and technological factors that are guiding the reshaping of the business models for mobile telecom operators, and discusses ongoing changes in the traditional mobile value chain. In addition to presenting a conceptual overview of emerging business models, the paper describes a methodological approach for determining the range of services, customers and product options that will be successful in the new mobile-business environment. The strength of this approach lies in its ability to closely meet the needs of the digital economy’s more sophisticated customers, and therefore increase the potential success of the new business models. © 2004, Association for Information Systems. All rights reserved.