Strategic Development of Business Models: Implications of the Web 2.0 for Creating Value on the Internet

There is virtually a consensus that, to remain competitive, firms must continuously develop and adapt their business models. However, relatively little is known about how managers can go about achieving this transformation, and how, and to what extent, different types of business models should be adapted. To illustrate the differential effect of environmental changes on different business model types, this article draws from the ‘4C’ Internet business model typology to elaborate on how a recent wave of changes on the Internet – the emergent Web 2.0 phenomenon – is affecting each of its four business model types. We argue that Web 2.0 trends and characteristics are changing the rules of the ‘create and capture value’ game, and thus significantly disrupt the effectiveness of established Internet business models. Since systematic empirical knowledge about Web 2.0 factors is very limited, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet business managers. Strategic recommendations on how to what extent different Web 2.0 aspects affect each business model type are developed. Executives can use the ideas and frameworks presented in the article to benchmark their firm's efforts towards embracing the changes associated with the Web 2.0 into their business model.     

Problem attribution and intervention. The interpretation of problem causations and solutions in regard of Brickman et al.

Typologies of problem perception are of great importance for the reconstruction of social workers’ professional ideologies. The best-known typology has been provided by Brickman et al. who differentiated between a medical, moral, enlightenment, and compensatory model. The article discusses this typology on a conceptual level and indicates its central flaws. An empirical study is presented in which an alternative attempt to develop a typology is tested. The evaluation refers to a wider spectrum of perceptions of problem causes and solutions than the typology of Brickman et al. The resulting typology comprises a ‘social’, a ‘workfare’, a ‘pathology’, and an ‘education’ type.     

Promoting Good Behavior: Does Social and Temporal Framing Make a Difference?

Social marketing research grows increasingly relevant in the face of persistent modern problems; this study examines how social and temporal framing might influence the effectiveness of social marketing campaigns. By featuring diverse contexts, this study addresses both individual and prosocial behaviors. With a basis in self-referencing and psychological distance research, as well as social dilemma theory, the authors derive hypotheses about social and temporal framing effects. A between-subjects experiment, incorporated into an online survey among a large student sample, reveals the relevance of temporal framing for enhancing intentions to change both individual and prosocial behaviors. Social framing influences behavioral intentions especially in the prosocial condition. The category of behavior determines the effectiveness of social marketing related to that behavior. However, the small effect sizes and lack of globally interpretable effects indicate that social and temporal framing do not make relevant differences in social marketing effectiveness.     

Ein Optimierungsansatz für ein fortlaufendes Datenqualitätsmanagement und seine praktische Anwendung bei Kundenkampagnen

Zusammenfassung  Die Verbesserung der Datenqualit?t (DQ) wird in Wissenschaft und Praxis intensiv diskutiert. Ob die ergriffenen DQ-Ma?nahmen jedoch ?konomisch überhaupt gerechtfertigt sind und wann und in welchem optimalen Umfang investiert werden soll, wird oftmals nicht analysiert. Zur Untersuchung dieser Fragestellungen entwickeln die Autoren ein Optimierungsmodell, mit dem die Umf?nge und Zeitpunkte für Investitionen in ein fortlaufendes DQ-Management ermittelt werden k?nnen. Hierdurch lassen sich vier Investitionsszenarien mit allgemeinen Handlungsempfehlungen identifizieren. So ist bspw. bei ehemalig intensiven Kundenbeziehungen, die sich inzwischen verschlechtert haben (nur wenige Gesch?ftstransaktionen), zwar über mehrere Perioden zu investieren, jedoch bei einem sich nicht ver?ndernden, geringen Transaktionsanteil, in abnehmender H?he. Daneben l?sst sich u. a. zeigen, dass der Umfang der existierenden Kundendatenmenge und nicht, wie oftmals angeführt, ein schlechtes existierendes DQ-Niveau ma?geblich für die Entscheidung ist, ob überhaupt in DQ investiert werden soll. Anhand einer Fallstudie wird abschlie?end nicht nur die praktische Anwendbarkeit des Optimierungsmodells verdeutlicht, sondern es soll zudem aufgezeigt werden, wie sich für einen konkreten Sachverhalt detaillierte Empfehlungen hinsichtlich des DQM-Einsatzes ermitteln lassen.

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A model based approach for continuous data quality management and its implementation to improve customer campaigns

Summary  The improvement of data quality (DQ) currently finds a great deal of attention in science as well as in practice. Nevertheless there are two fundamental questions that are often ignored in the analysis: i) Are the DQ measures already implemented economically reasonable? ii) When and to what extent is investing into the improvement of DQ justifiable? For an in-depth understanding considering the design of DQ management the authors develop an optimization model which determines the optimal amount and point of time for consecutive DQ investments. Hence they distinguish between four scenarios and propose corresponding action recommendations. For example, a customer relationship with declining intensity up to the present (i. e. diminishing volume of business transactions) requires DQ investments over several future business periods- and at a decreasing investment rate in cases where the transaction volume continues to go down. Additionally it can be shown that in general the amount of available client data is a crucial factor for the decision whether it is reasonable to invest into DQ at all as opposed to a low quality level — which is often claimed. A concluding case study determines the practical applicability of the proposed optimization model.

     

Zeit und Mediation

The idea to go into the relationship between time and mediation comes from practical experience. (Mediation in industry, commerce and trade ist dealt with here.) As I am a mediator in medium-sized and large companies, I have to trace the often hidden reasons for conflicts and confront the conflicting parties with them. They can then try to overcome them through their own resources expressed in a long-lasting consensus. Both, the process of conflict counselling through mediation as a whole and the causes which create and escalate conflicts in the world of work, depend on and are determined by the time factor in my experience. However, when causes and solutions dealing with the conflict process, mainly, but not only, depend on the time constellation. This being the case then the opposite can apply. Thus, time-management in production and personnel leadership which is based on the human principles of mediation serves to prevent conflict from developing. Furthermore, it operates prophylactically where conflict is pre-programmed when the way people cooperate is sometimes at odds with successful management geared to market conditions not primarily concerned with the human needs of people working in these structure.