Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191006
B. M. Howell
As far as technologies the only thing that anyone can say definitively is that technology will change and that those changes will accelerate. Given that information, the best that any practitioner can do is write programming logic that uses robust, clean baseline technology that follows an existing pattern or standard, and then hope that the next piece of sliced bread builds on the premise of the previous loaf. The way people interface with technology is shifting with the advent of smartphones and tablets. The engineers of the future must understand and apply very sound logic in setting up new systems. The systems of the future are likely continuously deployed and a large portion of the programming logic will auto-generated based on the inputs coming into the system.
{"title":"Chapter 6 Managing Emerging Technology and Organizations with Agility","authors":"B. M. Howell","doi":"10.1108/978-1-78973-073-920191006","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191006","url":null,"abstract":"As far as technologies the only thing that anyone can say definitively is that technology will change and that those changes will accelerate. Given that information, the best that any practitioner can do is write programming logic that uses robust, clean baseline technology that follows an existing pattern or standard, and then hope that the next piece of sliced bread builds on the premise of the previous loaf. The way people interface with technology is shifting with the advent of smartphones and tablets. The engineers of the future must understand and apply very sound logic in setting up new systems. The systems of the future are likely continuously deployed and a large portion of the programming logic will auto-generated based on the inputs coming into the system.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126524800","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}
Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191013
Torres L. Brown
Although there are equipment and devices that offer a singular approach of being convenient and hands-free, there exist common misconceptions and unassuming annoyances that are in place as inherent issues. Once the work environment impedes productivity or natural flow of movement, we realize something is different. These differences align to the surrounding tangible and intangible cues. The information presented in this chapter will disclose the underlying issues at a practical level.
{"title":"Chapter 13 Ambient Intelligence Changes the Office Environment","authors":"Torres L. Brown","doi":"10.1108/978-1-78973-073-920191013","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191013","url":null,"abstract":"Although there are equipment and devices that offer a singular approach of being convenient and hands-free, there exist common misconceptions and unassuming annoyances that are in place as inherent issues. Once the work environment impedes productivity or natural flow of movement, we realize something is different. These differences align to the surrounding tangible and intangible cues. The information presented in this chapter will disclose the underlying issues at a practical level.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"48 2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128528848","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}
Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191001
Irina A. Weisblat
There is no lack of information on technology. This topic seems to prevail in a variety of publications and media channels. The subject of globalization is equally popular and widely discussed. Scarce resources reaffirm the idea that globalization, as the socio-economic reality, became possible only because of the astounding advances in technology. Consistent developments in technology contributed to the intensified globalization of the modern world, as we know it today. The role of technology in shaping the world’s history, trade, people’s wellbeing, social interactions, and other valuable exchanges of economic, social, and cultural capital is undoubtedly beyond compare. This chapter illuminates the impact of technology on the progress made in business and workplace practices, competitiveness of organizations, and management innovations.
{"title":"Chapter 1 Technology and Globalization: The Evolution of Human Interactions, Values, and Management Practices","authors":"Irina A. Weisblat","doi":"10.1108/978-1-78973-073-920191001","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191001","url":null,"abstract":"There is no lack of information on technology. This topic seems to prevail in a variety of publications and media channels. The subject of globalization is equally popular and widely discussed. Scarce resources reaffirm the idea that globalization, as the socio-economic reality, became possible only because of the astounding advances in technology. Consistent developments in technology contributed to the intensified globalization of the modern world, as we know it today. The role of technology in shaping the world’s history, trade, people’s wellbeing, social interactions, and other valuable exchanges of economic, social, and cultural capital is undoubtedly beyond compare. This chapter illuminates the impact of technology on the progress made in business and workplace practices, competitiveness of organizations, and management innovations.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128966006","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}
Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191010
Carol Belle-Hallsworth, P. Gordon
This study sought to gain an understanding of employee perspectives during technology implementations in a Caribbean bureaucratic organization. Twenty-three case study participants expressed their perceptions of their environment. There were 18 participants involved in answering the semi-structured open-ended interview questions, and five participants contributed responses, and emotional states, which control how employees view their work identity. Insights into how employees react during technology implementation might improve future success outcomes when used to determine management actions undertaken during these projects. This could have a positive effect on the adoption rate of newly implemented technology. The data supported the assertion that employees’ emotions are rooted in their environment as well as how they perceived themselves at work. This study evaluated the effect of the technology change on the employees both emotionally and how the change impacted their jobs; framing the findings by combining theories that currently stand alone. The study results described the connectedness between models that explain how and why employees accept technology changes within their environment.
{"title":"Chapter 10 Managing Technology Implementation Change in a Caribbean Organization","authors":"Carol Belle-Hallsworth, P. Gordon","doi":"10.1108/978-1-78973-073-920191010","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191010","url":null,"abstract":"This study sought to gain an understanding of employee perspectives during technology implementations in a Caribbean bureaucratic organization. Twenty-three case study participants expressed their perceptions of their environment. There were 18 participants involved in answering the semi-structured open-ended interview questions, and five participants contributed responses, and emotional states, which control how employees view their work identity. Insights into how employees react during technology implementation might improve future success outcomes when used to determine management actions undertaken during these projects. This could have a positive effect on the adoption rate of newly implemented technology. The data supported the assertion that employees’ emotions are rooted in their environment as well as how they perceived themselves at work. This study evaluated the effect of the technology change on the employees both emotionally and how the change impacted their jobs; framing the findings by combining theories that currently stand alone. The study results described the connectedness between models that explain how and why employees accept technology changes within their environment.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129398882","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}
Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191014
M. Richards
Blockchain is creating many opportunities for business as it is transforming the way sustaining technologies operate in organizations. In blockchain, transactions are recorded as digital blocks and contain immutable properties to preserve data validation, encryption, and algorithms. The goal is to provide uniqueness and resistant to fraud. For example, digital currencies use a shared network to permanently record transactions but operate in decentralized mode to secure independence among participants. The potential applications of blockchain are unlimited and proliferating although several initiatives are still in development. Many industries are already capitalizing on experimental blockchain projects. Leaders in those industries are partnering with R&D and start-up companies to determine opportunities. Also, research universities have dedicated labs to focus on new theoretical concepts or improvements that can be leveraged in healthcare, global rights management, and decentralized publishing to name a few. Blockchain is called as “trustless system” because it can disrupt entire industries. This chapter explores the blockchain origins and its underlying technologies to understand concepts and become familiar with the latest development. A crypto-digital currency like Bitcoin will be introduced in some detail to bring awareness to the benefits, risks, and ethical concerns. A discussion on regulations will be included to investigate how government policy affects cryptocurrencies and related security. In the interest of blockchain inspired projects, the chapter will also introduce a broader discussion on new ventures adopting blockchain attributes and the trends of gradual technology implementation among early adapters.
{"title":"Chapter 14 Disruptive Innovations: Blockchain and Spinoffs","authors":"M. Richards","doi":"10.1108/978-1-78973-073-920191014","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191014","url":null,"abstract":"Blockchain is creating many opportunities for business as it is transforming the way sustaining technologies operate in organizations. In blockchain, transactions are recorded as digital blocks and contain immutable properties to preserve data validation, encryption, and algorithms. The goal is to provide uniqueness and resistant to fraud. For example, digital currencies use a shared network to permanently record transactions but operate in decentralized mode to secure independence among participants. The potential applications of blockchain are unlimited and proliferating although several initiatives are still in development. Many industries are already capitalizing on experimental blockchain projects. Leaders in those industries are partnering with R&D and start-up companies to determine opportunities. Also, research universities have dedicated labs to focus on new theoretical concepts or improvements that can be leveraged in healthcare, global rights management, and decentralized publishing to name a few. Blockchain is called as “trustless system” because it can disrupt entire industries. This chapter explores the blockchain origins and its underlying technologies to understand concepts and become familiar with the latest development. A crypto-digital currency like Bitcoin will be introduced in some detail to bring awareness to the benefits, risks, and ethical concerns. A discussion on regulations will be included to investigate how government policy affects cryptocurrencies and related security. In the interest of blockchain inspired projects, the chapter will also introduce a broader discussion on new ventures adopting blockchain attributes and the trends of gradual technology implementation among early adapters.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133895302","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}
Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191007
A. Wheatley, Lillie M. Hibbler-Britt
The alphabet is running out of letters to tag new generations of young people who are entering the workforce. Gen Xers are now executive managers as Gen Ys settles into corporate careers. But what happens when Gen Z moves into the workplace? It seems oddly appropriate that these true digital natives will close out the alphabet because they are poised to reinvent the very nature of what we think of as work and business. Globalization and automation are both decisive factors in the creation of goods and services, often with less and less human oversight. At the same time, technology is creating a new, decentralized and digitized workforce that work more as free agents than company employees. This article will examine how companies can manage the transition of a workforce that is automated and can work from anywhere.
{"title":"Chapter 7 The Long Tail of Generation Z and the Future of a Freelance Economy","authors":"A. Wheatley, Lillie M. Hibbler-Britt","doi":"10.1108/978-1-78973-073-920191007","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191007","url":null,"abstract":"The alphabet is running out of letters to tag new generations of young people who are entering the workforce. Gen Xers are now executive managers as Gen Ys settles into corporate careers. But what happens when Gen Z moves into the workplace? It seems oddly appropriate that these true digital natives will close out the alphabet because they are poised to reinvent the very nature of what we think of as work and business. Globalization and automation are both decisive factors in the creation of goods and services, often with less and less human oversight. At the same time, technology is creating a new, decentralized and digitized workforce that work more as free agents than company employees. This article will examine how companies can manage the transition of a workforce that is automated and can work from anywhere.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"155 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132365032","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}
Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191004
Laura-Ann Migliore, Kevin Bottomley, Bridget Arena
Technology is changing more rapidly than most companies can implement it. This chapter presents a digitized Human Resource Development (dHRD) Framework Model that organizational leaders can use to meet the needs of current and future workforces via avatar-mediated learning in 3D virtual learning environments (VLEs). The dHRD Framework Model leverages 3D VLE technology as a tool to engage employees and achieve strategic objectives in an efficient and cost-effective manner for managing people. The dHRD Framework Model can inform practice and advance employee engagement outcomes for effective HR decision-making, which includes legal and ethical considerations for mitigating risks in the 3D VLE. The Theory of Gamification, including psychological theories, provides the lens to explain dynamic learning and relationship building using the dHRD Framework Model to engage employees in the 3D VLE.
{"title":"Chapter 4 Employee Engagement in 3D Virtual Learning Environments: A Digitized HRD Framework Model for Leadership and Learning","authors":"Laura-Ann Migliore, Kevin Bottomley, Bridget Arena","doi":"10.1108/978-1-78973-073-920191004","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191004","url":null,"abstract":"Technology is changing more rapidly than most companies can implement it. This chapter presents a digitized Human Resource Development (dHRD) Framework Model that organizational leaders can use to meet the needs of current and future workforces via avatar-mediated learning in 3D virtual learning environments (VLEs). The dHRD Framework Model leverages 3D VLE technology as a tool to engage employees and achieve strategic objectives in an efficient and cost-effective manner for managing people. The dHRD Framework Model can inform practice and advance employee engagement outcomes for effective HR decision-making, which includes legal and ethical considerations for mitigating risks in the 3D VLE. The Theory of Gamification, including psychological theories, provides the lens to explain dynamic learning and relationship building using the dHRD Framework Model to engage employees in the 3D VLE.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"111 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116613691","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}
Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191011
Christa Banton
The public relies upon the government for many areas of their lives such as: obtaining a driver’s license, applying for a job, licensing pets, applying for a business license, paying taxes, buying a home, or even applying for college admission. Starting from humble beginnings the invention of the computer system opened pathways for the community to interact with government agencies. In the early years of the computer and internet the federal government was known for their advances and for being at the forefront of technology. However, the same was not true for state and local governments who found themselves left behind the technological race. Somewhere in the early 2000’s even the federal government found themselves behind the private sector as integration and innovation became stagnate within government agencies. The workforce of these agencies did not change into a highly technical workforce until the costs of technology lowered and access and availability were more widely distributed to conduct business (Moon, 2002). Once technology started to trickle down to state and local governments it began to expand to all avenues of public service. In addition, the processes were streamlined for the public. However, issues such as lack of access, lack of computer skills, lack of government trust, and the risk to safety of personal information still hinder technological use at this level.
{"title":"Chapter 11 Technological Work Environments: Issues in the Government Sector","authors":"Christa Banton","doi":"10.1108/978-1-78973-073-920191011","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191011","url":null,"abstract":"The public relies upon the government for many areas of their lives such as: obtaining a driver’s license, applying for a job, licensing pets, applying for a business license, paying taxes, buying a home, or even applying for college admission. Starting from humble beginnings the invention of the computer system opened pathways for the community to interact with government agencies. In the early years of the computer and internet the federal government was known for their advances and for being at the forefront of technology. However, the same was not true for state and local governments who found themselves left behind the technological race. Somewhere in the early 2000’s even the federal government found themselves behind the private sector as integration and innovation became stagnate within government agencies. The workforce of these agencies did not change into a highly technical workforce until the costs of technology lowered and access and availability were more widely distributed to conduct business (Moon, 2002). Once technology started to trickle down to state and local governments it began to expand to all avenues of public service. In addition, the processes were streamlined for the public. However, issues such as lack of access, lack of computer skills, lack of government trust, and the risk to safety of personal information still hinder technological use at this level.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131161590","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}
Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191008
Luciana Crawford-Starks
Many of today’s top organizations have implemented formal mentoring programs as a vital strategy to attract, develop, and retain talent. Human resource professionals have long recognized mentoring programs as an effective method to grow their organization’s intellectual capital and remain competitive. Both qualitative and quantitative research found that mentored employees experience job satisfaction, productivity and career advancement, which in turn creates profitability and cost savings for organizations. Historically, formal workplace mentoring programs were for a select number of employees. Due to time and geography constraints, face-to-face meetings between mentor and protege were difficult to coordinate. While traditional mentoring programs provide benefit, logistics prohibit these relationships from taking full progression, giving rise to a new alternative: E-Mentoring. E-Mentoring lowers hurdles to participation using synchronous and asynchronous computer-mediated means. Technological advances and forms of computer-mediated communication such as emails, chat groups, and video conferencing offer the potential for enhancing the E-Mentoring process. These new methods help to transcend functional, sectoral, and hierarchical barriers of formal mentoring relationships. Also, the non-face-to-face nature of the E-Mentoring relationship overcomes traditional barriers of age, race, gender, and status, which might negatively affect a traditional mentoring relationship. This chapter defines and compares traditional mentoring with E-Mentoring. It discusses the benefits and challenges of using technology or computer-mediated communication (CMC) for mentoring purposes. The chapter concludes with a discussion of how organizations can implement E-Mentoring as a professional development tool in the age of technology.
{"title":"Chapter 8 E-Mentoring 2.0: Changing the Workplace Through Technology","authors":"Luciana Crawford-Starks","doi":"10.1108/978-1-78973-073-920191008","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191008","url":null,"abstract":"Many of today’s top organizations have implemented formal mentoring programs as a vital strategy to attract, develop, and retain talent. Human resource professionals have long recognized mentoring programs as an effective method to grow their organization’s intellectual capital and remain competitive. Both qualitative and quantitative research found that mentored employees experience job satisfaction, productivity and career advancement, which in turn creates profitability and cost savings for organizations. Historically, formal workplace mentoring programs were for a select number of employees. Due to time and geography constraints, face-to-face meetings between mentor and protege were difficult to coordinate. While traditional mentoring programs provide benefit, logistics prohibit these relationships from taking full progression, giving rise to a new alternative: E-Mentoring. E-Mentoring lowers hurdles to participation using synchronous and asynchronous computer-mediated means. Technological advances and forms of computer-mediated communication such as emails, chat groups, and video conferencing offer the potential for enhancing the E-Mentoring process. These new methods help to transcend functional, sectoral, and hierarchical barriers of formal mentoring relationships. Also, the non-face-to-face nature of the E-Mentoring relationship overcomes traditional barriers of age, race, gender, and status, which might negatively affect a traditional mentoring relationship. This chapter defines and compares traditional mentoring with E-Mentoring. It discusses the benefits and challenges of using technology or computer-mediated communication (CMC) for mentoring purposes. The chapter concludes with a discussion of how organizations can implement E-Mentoring as a professional development tool in the age of technology.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"121 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115831650","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}
Pub Date : 2019-06-10DOI: 10.1108/978-1-78973-073-920191012
D. Fogarty
The awareness of probability was observed in ancient cultures through the discovery of primitive dice games made with animal bones. The history of analytics in the workplace, as it is currently known (defined as predictive analytics), probably started in ancient Roman times, when the concept of insurance was first created. While the previous example showed that analytics for business had been around for some time, it is only relatively recently that there is an increased emphasis on the use of analytics in the modern firm. Credit card firms and retail catalog companies relied on analytics to drive their business models, for most of the latter half of the twentieth century. The use of advanced analytics for business also grew around the Millennium since the widespread use of data warehousing and relational databases on client servers. Moreover, Machine Learning and Artificial Intelligence Techniques, which have been around for many decades, have had very few breakthrough successful applications up until recently when cloud computing and being able to take advantage of the infrastructure of companies, such as Amazon and Google, with their Cloud Services enabled these algorithms to be used to their full extent in firms. This powerful infrastructure availability coupled with BIG DATA is creating breakthrough applications across many business models on a consistent basis. This chapter explores the use of advanced analytics across different business functional areas. It also introduces some breakthrough models, which include Netflix, Pandora, eHarmony, Zillow, and Amazon, and explores how these are not only changing the lives of consumers but also changing the nature of the workplace and creating new issues for firms such as data protection and liabilities for the actions of automated algorithms.
{"title":"Chapter 12 Issues and Advantages of Advanced Analytics, Machine Learning, and Artificial Intelligence in the Workplace","authors":"D. Fogarty","doi":"10.1108/978-1-78973-073-920191012","DOIUrl":"https://doi.org/10.1108/978-1-78973-073-920191012","url":null,"abstract":"The awareness of probability was observed in ancient cultures through the discovery of primitive dice games made with animal bones. The history of analytics in the workplace, as it is currently known (defined as predictive analytics), probably started in ancient Roman times, when the concept of insurance was first created. While the previous example showed that analytics for business had been around for some time, it is only relatively recently that there is an increased emphasis on the use of analytics in the modern firm. Credit card firms and retail catalog companies relied on analytics to drive their business models, for most of the latter half of the twentieth century. The use of advanced analytics for business also grew around the Millennium since the widespread use of data warehousing and relational databases on client servers. Moreover, Machine Learning and Artificial Intelligence Techniques, which have been around for many decades, have had very few breakthrough successful applications up until recently when cloud computing and being able to take advantage of the infrastructure of companies, such as Amazon and Google, with their Cloud Services enabled these algorithms to be used to their full extent in firms. This powerful infrastructure availability coupled with BIG DATA is creating breakthrough applications across many business models on a consistent basis. This chapter explores the use of advanced analytics across different business functional areas. It also introduces some breakthrough models, which include Netflix, Pandora, eHarmony, Zillow, and Amazon, and explores how these are not only changing the lives of consumers but also changing the nature of the workplace and creating new issues for firms such as data protection and liabilities for the actions of automated algorithms.","PeriodicalId":344425,"journal":{"name":"Advances in the Technology of Managing People: Contemporary Issues in Business","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126052197","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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