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Digital probes as opening possibilities of generativity(Association for Information Systems, 2018)The information systems research on generativity promises unprompted, innovative inputs from uncoordinated audiences, whose participation with heterogeneous technological resources generates diverse outputs and opens new possibilities. The question is how to perpetuate the openness on which the outputs of generativity rely. We advance, as a potential mechanism of generativity, the concept of digital probes, which leverage human and technological resources in hybrid digital and physical environments. The aesthetically rich probes challenge values, identities, and practices, cultivating emotional tensions that can reveal previously unexplored and unimagined possibilities, resulting in novel ideas, thoughts, and expressions. The new possibilities reveal what is hidden; reconfigure practices; cross-appropriate technological and social resources; and thereby further expand what can be experienced, viewed, and imagined. Further, the new possibilities draw new actors that again view things differently and seek different experiences, thus fueling emotional tensions that in turn open new possibilities, without settling them. We illustrate digital probes and their effects at Formula E. Formula E is a new motorsports venture that leveraged eSports, social media, crowdsourcing, and driverless cars in digital probes to reveal and examine previously unimagined possibilities of what the world of motorsport could be in the digital era. We end by exploring future research directions.
Relocation to get venture capital: a Resource dependence perspective (Published Online)(Sage, 2017)Using a resource dependence perspective, we theorize and show that non-venture-capital-backed ventures founded in U.S. states with a lower availability of venture capital (VC) are more likely to relocate to California (CA) or Massachusetts (MA)—the two VC-richest states—compared to ventures founded in states with a greater availability of VC. Moreover, controlling for self-selection, ventures that relocate to CA or MA subsequently have a greater probability of attracting initial VC compared to ventures that stay in their home state. We discuss the implications for theory, future research, and practice.
Combining EDM and EVM a proposal simplification for project time and cost management(Mundo Press, 2017)Earned value management (EVM), a technique mainly used to manage project cost, was developed during the second half of the twentieth century by an agency of the USA government. It was enriched, at the beginning of the current century, with an extension named earned schedule (ES) (Lipke, 2003), which added to EVM the capability to manage the project schedule. In 2014, earned duration management (EDM), a novel, and monetary value free technique for project schedule management, was proposed by Khamooshi and Golafshani (2014). Earned duration (ED), the project schedule indicator from EDM uses only activity dates and durations from EVM, and aims at replacing ES. By not using cost as a proxy for time, ED overcomes one of the most criticized aspect of ES. This paper intends to (i) compare ED with ES to learn some fundamental lessons, (ii) propose the combination of ED and planned value (PV) from EVM to produce an EDM-based project-level earned value (EVd), and (iii) assess the adequacy of EVd as an alternative to earned value (EV) from EVM in project time and cost management. The comparison between the project real cost and both EVM and EDM-based independent estimates at completion, on a set of real projects, was the vehicle for assessing the adequacy of EVd as a viable alternative to EV. Workload avoidance by replacing activities earned value calculations with the simpler and more consistent determination of the activities earned durations, and the enhanced visibility of potential schedule problems caused by lower cost/duration ratio activities, are benefits that EVd offers to project managers.
Retail. De digitale hysterie voorbij. Ontwikkel en implementeer een winnende strategie als retailer of merkfabrikant(LannooCampus, 2018)De digitale revolutie heeft de klant veeleisender dan ooit gemaakt. Snelheid, transparantie en hyperpersonalisatie zijn de norm. Steeds meer merkfabrikanten verkopen in eigen winkels en webshops rechtstreeks aan de consument. Ondertussen kondigen nieuwe technologieën een volgende schokgolf aan. In dit boek introduceert Gino Van Ossel het concept optichannel, waarmee hij retailers, merkfabrikanten en dienstenbedrijven voorbij de digitale hysterie leidt. Met herkenbare voorbeelden is het een realistische kijk op retail en een praktisch kader om een succesvolle strategie uit te zetten die winst, competitiviteit en klantgerichtheid combineert.