Lauren Craton, Samuel E. Garrison, Muhammad Karim, J. Stokes
One night in 2014, Mike, the head manager of Mellow Mushroom Tampa, paused from his exhausting evening to stare at the paper schedule posted on the wall. The schedule was covered in a mess of writing from employees drawing arrows to swap shifts, or asking others to pick up shifts. He had always tried to accommodate people’s schedules, but the task was becoming stressful and exasperating. That night one of the employees scheduled to work had neglected to show up, and none of the other employees Mike called could cover the shift. This meant that Mike would spend the remainder of the evening filling in at the bar as well as covering a few tables. Meanwhile, he would still be dealing with customer questions and complaints. Mike wished this was a rare occasion, but at least once a month he would have no-shows, either due to a conflict with an employee’s schedule, or because they did not even know they had been scheduled to work. Mike knew there had to be a way to fix the scheduling issues.
{"title":"Mellow Mushroom: Stay Grounded or Schedulefly?","authors":"Lauren Craton, Samuel E. Garrison, Muhammad Karim, J. Stokes","doi":"10.28945/3653","DOIUrl":"https://doi.org/10.28945/3653","url":null,"abstract":"One night in 2014, Mike, the head manager of Mellow Mushroom Tampa, paused from his exhausting evening to stare at the paper schedule posted on the wall. The schedule was covered in a mess of writing from employees drawing arrows to swap shifts, or asking others to pick up shifts. He had always tried to accommodate people’s schedules, but the task was becoming stressful and exasperating. That night one of the employees scheduled to work had neglected to show up, and none of the other employees Mike called could cover the shift. This meant that Mike would spend the remainder of the evening filling in at the bar as well as covering a few tables. Meanwhile, he would still be dealing with customer questions and complaints. Mike wished this was a rare occasion, but at least once a month he would have no-shows, either due to a conflict with an employee’s schedule, or because they did not even know they had been scheduled to work. Mike knew there had to be a way to fix the scheduling issues.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"261 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123470379","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Grandon Gill, Professor and Academic Director of the Doctor of Business Administration program at the Muma College of Business (MCOB) of the University of South Florida, pondered the question. A few months before, he had volunteered to take on the creation of two open access journals, to be called the Muma Case Review (MCR) and the Muma Business Review (MBR). The first of these would publish business discussion case studies and technical notes intended for educational purposes and would exist entirely online. The second would publish research of interest to business practice and would initially publish online and would also provide printed volumes.
{"title":"Securing the Muma journals","authors":"T. Gill","doi":"10.28945/3553","DOIUrl":"https://doi.org/10.28945/3553","url":null,"abstract":"Grandon Gill, Professor and Academic Director of the Doctor of Business Administration program at the Muma College of Business (MCOB) of the University of South Florida, pondered the question. A few months before, he had volunteered to take on the creation of two open access journals, to be called the Muma Case Review (MCR) and the Muma Business Review (MBR). The first of these would publish business discussion case studies and technical notes intended for educational purposes and would exist entirely online. The second would publish research of interest to business practice and would initially publish online and would also provide printed volumes.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"139 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124260526","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Grandon Gill, Professor in the Information Systems and Decision Sciences (IS&DS) department at the University of South Florida’s College of Business, looked over his course syllabus for Ism4300 and sighed. The structure of the course was going to be radically different from anything his students had experienced before. Before the course got too far along, he needed to be sure that students understood the requirements and felt personally invested in the class. But was having them discuss a case about the class itself a reasonable way to accomplish this? He sure hoped so...
{"title":"Ism4300 and the Case method","authors":"T. Gill","doi":"10.28945/1701","DOIUrl":"https://doi.org/10.28945/1701","url":null,"abstract":"Grandon Gill, Professor in the Information Systems and Decision Sciences (IS&DS) department at the University of South Florida’s College of Business, looked over his course syllabus for Ism4300 and sighed. The structure of the course was going to be radically different from anything his students had experienced before. Before the course got too far along, he needed to be sure that students understood the requirements and felt personally invested in the class. But was having them discuss a case about the class itself a reasonable way to accomplish this? He sure hoped so...","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122781889","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Geoffrey K. Gill, Chief Financial Officer/Vice President, Strategy for Innerscope Research Inc. (ISR), addressed the question “What should be our next step?” daily while sitting in his office, not far from Boston's North Station. During the three years he had been with the company, ISR had established itself as a leading competitor in the emerging efforts to apply biometrics to predict consumer behavior. Using algorithms and techniques developed by its founders—Dr. Carl Marci, Director of Social Neuroscience for the Psychotherapy Research Program at the Massachusetts General Hospital, and Brian Levine, whose project involving the use of multiplatform sensing technology at the MIT Media Lab was a major source of inspiration for ISR’s products—the company had demonstrated how biometric signals (e.g., pulse, respiration, galvanic skin response) could be combined to produce important insights into individual reactions to advertisements, web pages, new products, and print media. Its client list looked like a “who’s who” of major advertisers (see Exhibit 1 for some examples). The company had recently established a strategic relationship with Ipsos, one of the largest market research firms in the world (and the market leader in TV advertisement research). Leveraging that relationship, the ISR’s proprietary technologies could potentially be employed in the evaluation of tens of thousands of TV advertisements each year. It was hard to imagine how a small business, with fewer than 40 employees and less than 5 years old, could have experienced a more promising start.
内窥镜研究公司(ISR)首席财务官兼战略副总裁Geoffrey K. Gill回答了“我们下一步应该做什么?”，他坐在离波士顿北站不远的办公室里。在他任职的三年里，ISR在应用生物识别技术预测消费者行为的新兴领域已经确立了自己的领先地位。利用其创始人开发的算法和技术。麻省总医院心理治疗研究项目的社会神经科学主任Carl Marci和Brian Levine，他们的项目涉及在麻省理工学院媒体实验室使用多平台传感技术，这是ISR产品的主要灵感来源——该公司展示了如何将生物特征信号(如脉搏、呼吸、皮肤电反应)结合起来，产生对个人对广告、网页、新产品，印刷媒体。它的客户名单看起来像一个主要广告商的“名人录”(见图1中的一些例子)。该公司最近与世界上最大的市场研究公司之一(也是电视广告研究的市场领导者)Ipsos建立了战略关系。利用这种关系，ISR的专有技术可能会被用于评估每年数以万计的电视广告。很难想象，一个不到40名员工、成立不到5年的小企业，会有一个更有希望的开端。
{"title":"Innerscope Research Inc","authors":"T. Gill","doi":"10.28945/1705","DOIUrl":"https://doi.org/10.28945/1705","url":null,"abstract":"Geoffrey K. Gill, Chief Financial Officer/Vice President, Strategy for Innerscope Research Inc. (ISR), addressed the question “What should be our next step?” daily while sitting in his office, not far from Boston's North Station. During the three years he had been with the company, ISR had established itself as a leading competitor in the emerging efforts to apply biometrics to predict consumer behavior. Using algorithms and techniques developed by its founders—Dr. Carl Marci, Director of Social Neuroscience for the Psychotherapy Research Program at the Massachusetts General Hospital, and Brian Levine, whose project involving the use of multiplatform sensing technology at the MIT Media Lab was a major source of inspiration for ISR’s products—the company had demonstrated how biometric signals (e.g., pulse, respiration, galvanic skin response) could be combined to produce important insights into individual reactions to advertisements, web pages, new products, and print media. Its client list looked like a “who’s who” of major advertisers (see Exhibit 1 for some examples). The company had recently established a strategic relationship with Ipsos, one of the largest market research firms in the world (and the market leader in TV advertisement research). Leveraging that relationship, the ISR’s proprietary technologies could potentially be employed in the evaluation of tens of thousands of TV advertisements each year. It was hard to imagine how a small business, with fewer than 40 employees and less than 5 years old, could have experienced a more promising start.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"57 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126688161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Usf Web Content Management System","authors":"T. Gill, K. Long, Dennis A. Walpole","doi":"10.28945/1708","DOIUrl":"https://doi.org/10.28945/1708","url":null,"abstract":"","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"208 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124669183","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jon Lund, a mechanical engineer with a hobby building mobile applications for the mobile device community on the new Apple App Store, had just hung up the phone with his brother-in-law after discussing what to do next. His company, started in his spare time, was now two companies with several different partnering relationships all bootstrapped from the early successes his apps had had in the marketplace.
{"title":"To Grow or Not to Grow, That is SloPro","authors":"Matthew T. Mullarkey, Jonathan Lund, T. Gill","doi":"10.28945/2060","DOIUrl":"https://doi.org/10.28945/2060","url":null,"abstract":"Jon Lund, a mechanical engineer with a hobby building mobile applications for the mobile device community on the new Apple App Store, had just hung up the phone with his brother-in-law after discussing what to do next. His company, started in his spare time, was now two companies with several different partnering relationships all bootstrapped from the early successes his apps had had in the marketplace.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124136161","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
FireTag Laser Marking Technology was a revolutionary approach to the problem of ensuring that produce could be traced back to its point of origin. The system, which combined information technology, robotics, and a high powered laser, made it possible to burn identifying bar codes on to specially treated boxes. Using this technology, a pallet holding dozens of boxes of freshly picked fruits of vegetables could be marked to identify both the crop and when/where it was picked in well under a minute. In the event that a problem—such as an E. coli outbreak—was subsequently detected, it would then become possible to localize the original source of the contamination at a degree of specificity that had never before been possible. Such detailed labeling of point of origin would soon become virtually mandatory as a consequence of the Produce Traceability Initiative (PTI) that was being championed by the Produce Marketing Association and other industry groups.
{"title":"Wish farms: financing Firetag","authors":"T. Gill","doi":"10.28945/1706","DOIUrl":"https://doi.org/10.28945/1706","url":null,"abstract":"FireTag Laser Marking Technology was a revolutionary approach to the problem of ensuring that produce could be traced back to its point of origin. The system, which combined information technology, robotics, and a high powered laser, made it possible to burn identifying bar codes on to specially treated boxes. Using this technology, a pallet holding dozens of boxes of freshly picked fruits of vegetables could be marked to identify both the crop and when/where it was picked in well under a minute. In the event that a problem—such as an E. coli outbreak—was subsequently detected, it would then become possible to localize the original source of the contamination at a degree of specificity that had never before been possible. Such detailed labeling of point of origin would soon become virtually mandatory as a consequence of the Produce Traceability Initiative (PTI) that was being championed by the Produce Marketing Association and other industry groups.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129689910","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In the past few years, the number of daily deals/couponing businesses in Vietnam had grown very fast. This type of business only took its first step into the Vietnamese market in the second quarter of 2010 but there were 97 companies competing in the voucher and coupon business by the end of 2011. While some still survived in this fierce competition, today, Mox Deals Vietnam, a couponing business website established in late 2012, had to find a way to be unique and different. On top of the fact that Vietnamese consumers had a negative impression of couponing businesses because of circulation of fake products in the market, there was also the perception that discounted products were not high quality.
{"title":"Mox Deals Vietnam: The Fight of Daily Deal Sites","authors":"N. Sriratanaviriyakul, M. Nkhoma, Hung Xuan Vo","doi":"10.28945/2056","DOIUrl":"https://doi.org/10.28945/2056","url":null,"abstract":"In the past few years, the number of daily deals/couponing businesses in Vietnam had grown very fast. This type of business only took its first step into the Vietnamese market in the second quarter of 2010 but there were 97 companies competing in the voucher and coupon business by the end of 2011. While some still survived in this fierce competition, today, Mox Deals Vietnam, a couponing business website established in late 2012, had to find a way to be unique and different. On top of the fact that Vietnamese consumers had a negative impression of couponing businesses because of circulation of fake products in the market, there was also the perception that discounted products were not high quality.","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128359416","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Vo Thi Trung Trinh, N. Sriratanaviriyakul, M. Nkhoma, H. Pham
What would be technical issues and human resource management challenges for this software park when it was planned for expansion?
当这个软件园计划扩建时，会遇到哪些技术问题和人力资源管理方面的挑战?
{"title":"Quang Trung Software City - The Largest Vietnamese Software Park","authors":"Vo Thi Trung Trinh, N. Sriratanaviriyakul, M. Nkhoma, H. Pham","doi":"10.28945/1877","DOIUrl":"https://doi.org/10.28945/1877","url":null,"abstract":"What would be technical issues and human resource management challenges for this software park when it was planned for expansion?","PeriodicalId":202502,"journal":{"name":"J. Inf. Technol. Educ. Discuss. Cases","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125476722","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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