China
Africa
Explore chapters and articles related to this topic
The Democratization of Expertise
Published in Ron Fulbright, Democratization of Expertise, 2020
World-Wide-Web technology (the markup language, browsers and servers) became available in the early 1990s. Although the Internet had been in existence for 25 years at the time, the Internet was not the mass-market phenomenon as we know it today. Most people in the early 1990s did not use, or even know about, the Internet. Web technology, however, changed the game by making it possible for anyone, with only basic computer knowledge and skill, able to create and host Web pages. This led to the mass adoption of the Internet and the “dot com boom” of the mid to late 1990s. Mass adoption of the Web led to sweeping changes over the next 20 years such as: social media, social networking, online shopping, and streaming media. Many of today’s leading companies and services were spawned by the Web revolution: Google, Facebook, Amazon, YouTube, eBay, Twitter, Wikipedia, LinkedIn, Snapchat, Instagram, etc. Online shopping is transforming how we purchase goods and services. Apple’s iTunes and YouTube disrupted the music market. Most people today stream musical content rather than purchase physical media such as records, cassettes, and compact disks. Many major shopping store icons have recently closed because of pressure from online shopping. The entertainment industry is in transformation as well with movies and television shows being accessed by streaming services over the Internet rather than via broadcast services. Mass adoption of cognitive systems technology in the cog era will lead to similar disruptions. We foresee the emergence of several new mass-market products and services revolving around cognitive systems technology.
Development of Music Marketing on the internet
Published in Tom Hutchison, Paul Allen, Web Marketing for the Music Business, 2013
In 2001, the “dot-com” bubble started to burst as traditional companies began to pull back on their Internet advertising budgets. Massive layoffs followed as content providers sought less expensive ways to provide content for Internet users. This brought about the development of Web 2.0, a system in which users are the content providers and the Web 2.0 companies just provide the platform. The term Web 2.0 was coined by media writer and analyst Tim O’Reilly, the founder and CEO of O’Reilly Media. Web 2.0 is basically the current generation of popular web applications that are democratic in nature, that put the user in control, and that rely on the aggregate wisdom of the masses to provide content and feedback. One of the early examples is Wikipedia, launched in early 2001 as “harnessing the wisdom of crowds to build an online encyclopedia” (Information Week); it went live in 2005.
The Middleware Market
Published in Steven Morris, Anthony Smith-Chaigneau, Interactive TV Standards, 2012
Steven Morris, Anthony Smith-Chaigneau
Progress has not always been smooth, however. The dynamics of the industry changed in the late 1990s and on into the year 2000 as the dot-com bubble burst. All technology companies began to suffer in a very weak marketplace. For example, cash-strapped cable and satellite operators suffered tremendously and there were many casualties along the way. Many people assumed that the desire for the horizontal market would have become much stronger, given the cost savings that could be gained. Despite the crisis, however, vertical network operators have had a difficult time letting go of the control associated with vertical markets—not least because of the costs involved in writing off past investments. They have not fully embraced the opportunities put before them, and have looked at cheap solutions to drive receivers even cheaper.
The importance of information technology to organizational results within the Baldrige award
Published in Quality Management Journal, 2022
Yuchen Wang, Xianghui Peng, Victor Prybutok
Stepping into the new century, there is tremendous discussion about whether IT provides cutting-edge incentives and core competencies to companies as it did in the 1990s (Bharadwaj 2000). Many new information technologies have become available in the past decades, such as the dot-com bubble, e-commerce thieving, IT equipment revolution, cloud computing, virtual reality, data-booming, and AI. Approximately half of the capital expenditure of big companies is on information management (Karia 2018). Overall, these improvements rendered businesses the ability to mimic their IT capacities and even surpass them (Chae, Koh, and Prybutok 2014). Carr (2003) stated that IT is no longer a rigid demand and does not provide a competitive edge. Thus, investigating the role of IT in QM is the research objective of this study.
ICT-related Behavior of Greek Banks in the Economic Crisis
Published in Information Systems Management, 2021
Euripidis Loukis, Spyros Arvanitis, Dennis Myrtidis
At firm-level, quite interesting is the research of Leidner et al. (2003), who, based on interviews with 20 Chief Information Officers (CIOs) of large USA firms from various industries, identified four main ICT management approaches during the 2000 dot-com crisis, with respect to ICT planning concerning the adaptation of preexisting ICT plans to the new conditions and realities of the crisis. These four ICT management approaches differ in two dimensions: the attitude toward the preexisting ICT plan (retain vs. rethink) and the time horizon (short-term vs. long-term). However, this research on ICT management approaches during recession periods has a narrow perspective, as it is limited to only one (though important) aspect of ICT management: the ICT planning (i.e. definition of the ICT projects to be undertaken by the firm). In this study we extend the above perspective: we analyze ICT-related behavior/management of the core Greek banks during the economic crisis with respect to a wider range of ‘hard’ and ‘soft’ aspects of their ICT activity concerning their main ICT resources and capabilities (see following section 3.4) as well as their ICT plans. This wider perspective allows, on one hand, a broader understanding of the impact of the economic crisis on ICT activity, and, on the other hand, the identification of more comprehensive and multi-dimensional approaches to ICT behavior/management during the economic crisis, which concerns/involves a wider range of ICT resources and capabilities.
Open Source, Open Vision: The MakerPro Network and the Broadening of Participation in Setting Taiwan’s IT Vision Agenda
Published in Human–Computer Interaction, 2019
Guo Freeman, Jeffrey Bardzell, Shaowen Bardzell
Many members envisioned that free, open, and sharing would continue to rise as the core values for makers and manufacturers in the future. They often used keywords such as “information sharing, roundtable discussions,” “open access and open source,” “sharing tools and resources,” “co-working,” and “co-creation” in their posts. For example, a member mentioned that design and manufacturing in the future would be “intensely disorganized, but extremely democratic”—makers and manufacturers would share and use workspaces, tools, and resources for free; they exchange experiences of using and improving open source software and hardware; and the management of makerspaces, factories, and resources would be also open and transparent to everyone. MakerPro’s founder Owen Ou summarized how such a vision would not only transform Taiwan’s economic model but also shape people’s social values in the future: There have been two waves of innovation in the past 20 years. The first was dot com, and the second was mobile applications. The third one, and the most current one, is IoT and smart hardware. But what’s the difference between the current one and the first two? It is the nature of open source. We are using the open hardware Raspberry Pi that is driven by open software Linux. We are also learning all the technologies using open educational resources and tutorials provided by people all over the world for free. I think this will be the main trend in the future world, too. The spirit behind open source is an open mindset. This mindset is not born but needs to be learned and practiced. This learning process is also to establish such a belief: I’m not external to the society. Only when I contribute to a better society can I become a better person.