2010 Better World Report

Ver documento en: www.betterworldproject.org/AUTM2010BWR.pdf

About the Better World Project

The Better World Project shares the surprising and inspiring stories behind innovations that have changed the way we live. It's a must-read for people interested in research and discovery, technology transfer or economic development as well as anyone who has wondered: "Where did that come from?"

The theme of this year’s report therefore is “The Positive Impact of Academic Innovations on Quality of Life.” It presents 30 technology development success stories of ideas that have successfully navigated their way from a scientist’s dream to practical reality to make a real difference in peoples’ lives. The stories come from institutions across the United States — and the rest of the world — from federal laboratories, from universities both public and private, from teaching hospitals and from independent research institutes. Some of the stories are from overseas, because the success of the Bayh-Dole model has not been lost on global competitors, and dynamic technology transfer professions are rapidly developing round the globe.

From science to business – how firms create value by partnering with universities | InnovationManagement

From science to business – how firms create value by partnering with universities | InnovationManagement

PUBLISHED: SEPTEMBER 20, 2010 | BY: GEORGES HAOUR IN: LIFE CYCLE PROCESSES

From science to business

In today’s “knowledge-based” society, it is becoming increasingly imperative for companies to “mine” knowledge and technology generated by universities. Why? Because the outcome of such industry-university collaborations help companies create new activities and jobs.

Companies tap into the new knowledge and technology generated by universities in various ways, from hiring graduates to giving endowments and commissioning contract research. Only a small fraction of universities in Europe and the US carry out collaborative research with companies. 

According to a 2009 AUTM report (www.autm.org), in the most active cases, the amount funded by the private sector represents only about 6% of the total research budget of these universities: the lion’s share of research funding comes from the public sector, with a very small number of universities capturing the bulk of private sector funding.

Ver original en: http://www.innovationmanagement.se/wp-content/uploads/2010/09/From-Science-to-Business.jpg

User involvement in service innovations

Ver documento en: www.vtt.fi/inf/pdf/tiedotteet/2010/T2552.pdf

User involvement in service innovations

Eija Kaasinen - VTT Technical Research Centre of Finland

Mari Ainasoja, Elina Vulli, Heli Paavola, Riina Hautala, Pauliina Lehtonen, Esa Reunanen - University of Tampere

Abstract 

The importance of user orientation in innovation activities is nowadays emphasized not only in business life but also in political and societal discussions. In today’s competed and changing market situations, one promising way to support market success are innovations originating from the needs of the customers. The traditional division to product-oriented and service-oriented business is blurring as traditional products are equipped with service elements that bring additional value to customers. Service orientation in business changes the connection to the customers: it is not enough to be able to sell the product to the customer once but the service customer has to be kept satisfied every day. Service providers need to know their customers better and to offer them better possibilities to be involved in service development. 

In this report we present a review of the current state of the art in user involvement in service innovations. The review is based on three different research viewpoints: marketing and business research, human-centred design and media research. In each of these research fields we can see a similar trend of changing the attitude towards users; from passive research object to an active design partner, potential resource and co-producer.  

The transition from product design to service design requires that design and usage should be more firmly connected – the design does not end when the service is launched but the design continues in use where the users are creating content for the service. The users shape usage practises in actual use and this may indicate needs to refine the service. That is why service providers should have good channels to monitor the users and to listen to their ideas and feedback. In addition to user involvement in the actual design process and during use, users should increasingly be involved also in early innovation phases, in ideating what kinds of services should be designed for them and with them.  

Different users can give different contributions to service innovation and their motivations and preferred ways to participate vary. Different roles in the innovation process should be available to user groups such as lead users, ordinary users, advanced users, critical users and non-users. User communities are increasingly important sources of innovations, either existing communities or new communities that are grown around the service.    

Customer interaction may shorten the development cycle and improve the quality of innovations. Successful user involvement, however, requires that the organisation has methods and processes to gather and analyse user data as well as to integrate user data in the design process. User involvement is especially useful in the early stages of service development processes due to their high uncertainty and low formalisation. Direct user-designer interaction  helps in transferring user feedback and ideas to service innovations. Designers’ direct interaction with users is also beneficial as it seems to change designers’ mindset smoothly from technical features to user experience, thus boosting better designs. 

User experience of the service is improved when users themselves can contribute to developing the service.  

Talento en redes sociales: Participación en grupos de Linkedin

Talento en redes sociales: Participación en grupos de Linkedin

¿Qué beneficios ofrece la participación en grupos de Linkedin?

Los grupos de Linkedin son una herramienta de comunicación, aprendizaje y visibilidad para los profesionales que desean crecer. Pero, ¿Qué beneficios ofrece?

Cuando un usuario crea su perfil en Linkedin sigue las recomendaciones que ofrece esta red social y entre ellas, la participación en grupos.

Inicialmente los usuarios tienden a buscar grupos relacionados a su actividad laboral por lo que la lista de los grupos a los que pertenece brinda un claro mensaje sobre sus inclinaciones profesionales.

Los grupos de Linkedin definen el perfil del profesional

Dado que la cantidad de grupos a los que un usuario puede estar afiliado es limitada, con el pasar del tiempo, el usuario comienza a perfilar sus grupos hacia sus verdaderos intereses. Por ejemplo, comienza a participar en grupos cuya temática les genera curiosidad.

La participación en grupos de Linkedin

Existe una brecha claramente reconocible entre la afiliación y participación en grupos. La mera afiliación demuestra interés por la temática pero la participación activa, por ejemplo, en los debates del grupo, demuestra confianza, seguridad y curiosidad.

Cualquier profesional del comportamiento humano puede elaborar un perfil laboral del usuario a partir de su participación en los debates. Es posible detectar, por ejemplo:

• Grado de conflictividad interpersonal y actitud ante las críticas.
• Grado de inteligencia emocional y diplomacia.
• Nivel de curiosidad y proactividad.
• Actitud hacia la innovación y el aprendizaje.
• Potencial de liderazgo y grado de humildad.
• Poder de reconocimiento de necesidades y oportunidades.
• Habilidad de comunicación.

Ver publicación original en Suite101: Talento en redes sociales: Participación en grupos de Linkedin http://www.suite101.net/content/talento-en-redes-sociales-participacion-en-grupos-de-linkedin-a25807#ixzz19hRSLnRj

Futuro de la administracion - Google Libros

Futuro de la administracion - Google Libros

Gerencia: El futuro de la administración. Seleccionado por Amazon como el libro de negocios número 1 en el 2007. Publicado por Harvard Business School Press. 

Autor: Gary Hamel

En este libro, revela:
- Los desafíos determinantes del éxito o el fracaso en una era de cambios vertiginosos.
- Los efectos tóxicos de los legados filosóficos de las empresas.
- Las prácticas administrativas poco convencionales que comienzan a producir resultados sin precedentes en un puñado de organizaciones pioneras.
- Los nuevos principios que toda empresa debe integrar en el ADN de su administración.
- El potencial de la Internet para sofocar las prácticas administrativas de los albores de la era industrial.
- Las medidas que las empresas pueden tomar ahora mismo para convertir su gestión en una ventaja propia. 
En “El futuro de la administración”, Gary Hamel, el erudito de renombre mundial, conocedor de las empresas como ninguno, sostiene que hoy, más que nunca, éstas necesitan una gestión audaz e innovadora. El modelo actual de gestión —centrado en el control y la eficiencia— ya no basta en un mundo donde la adaptabilidad y la creatividad son el motor del éxito empresarial. 

Satisfacer a los empleados para ganar clientes - elEconomista.es

Satisfacer a los empleados para ganar clientes: la estrategia de Mutua Madrileña

Evitar la fuga de clientes a la competencia mediante técnicas de fidelización se ha convertido en un axioma prioritario en las estrategias de muchas compañías que dependen de su volumen para no entrar en números rojos.

El punto de partida de este plan pasa por "considerar al personal de atención al cliente como la tarjeta de visita de la compañía"

¿Es una estrategia rentable? 

Evidentemente conlleva unos costes más altos que externalizar el call center y despreocuparse de políticas de motivación. "Pero a largo plazo funciona, porque si dos millones de clientes hablan bien de ti, aparte de no marcharse, te recomendarán".

Ver publicación original en: Satisfacer a los empleados para ganar clientes: la estrategia de la 'doble M' - 2220627 - elEconomista.es

¿Qué técnicas se utilizan para hacernos comprar algo que no necesitamos?

Vía: hoyInversión: Actualidad económica, dinero, bolsa, cotizaciones y análisis

¿Qué técnicas se utilizan para hacernos comprar algo que no necesitamos?

Sí, has vuelto a picar. Has comprado un montón de cosas que no necesitas y has olvidado para qué viniste al supermercado.No te culpes demasiado: las técnicas de las grandes superficies son tan sutiles como efectivas.

1- ZONAS FRÍAS Y ZONAS CALIENTES

2- VER ES QUERER

3- PRECIOS PSICOLÓGICOS

4- EL HILO MUSICAL

5- ESA LUZ...

6- EL CARRO DE LA COMPRA, SIEMPRE POLÉMICO

7- COLORES

Ver publicación en: http://www.finanzas.com/noticias/finanzas.php?id=3372429

2011

Hoy es un día para abrazar a nuestros seres queridos, para dar gracias y repartir alegría en grandes dosis de cariño: FELIZ 2011!

Fotografía de Lourdes Larré, Atardecer en el Río Paraná (Paraguay)

Co‑Creation: Toward a Taxonomy and an Integrated Research Perspective

Ver Documento en: www.gvsu.edu/business/ijec/v15n1/p011full.pdf

Co‑Creation: Toward a Taxonomy and an Integrated Research Perspective

Vladimir Zwass

Abstract:

Enabled by the Internet-Web compound, co-creation of value by consumers has emerged as a major force in the marketplace. In sponsored co-creation, which takes place at the behest of producers, the activities of consumers drive or support the producers’ business models. Autonomous co-creation is a wide range of consumer activities that amount to consumer-side production of value. Thus, individuals and communities have become a significant, and growing, productive force in e-commerce. To recognize co-creation, so broadly understood, as a fundamental area of e-commerce research, it is necessary to at tain an integrated research perspective on this greatly varied, yet cohering, domain. The enabling information technology needs to be developed to suit the context. Toward these ends, the paper analyzes the intellectual space underlying co-creation research and proposes an inclusive taxonomy of Web-based co-creation, informed both by the extant multidisciplinary research and by results obtained in the natural laboratory of the Web. The essential directions of co-creation research are outlined, and some promising avenues of future work discussed. The taxonomic framework and the research perspective lay a foundation for the future development of co-creation theory and practice. The certainty of turbulent developments in e-commerce means that the taxonomic framework will require ongoing revision and expansion, as will any future framework.

Keywords:

Active consumption, co-creation, consumer roles, e-commerce research, taxonomic frameworks

Publicado en: International Journal of Electronic Commerce / Fall 2010, Vol. 15, No. 1, pp. 11–48. 

The autor is Gregory Olsen Endowed Chair and University Distinguished Professor of Computer Science and Management Information Systems at Fairleigh Dickinson University. He holds a Ph.D. in Computer Science from Columbia University. Professor Zwass is the founding editor-in-chief of the Journal of management Information Systems and of the International Journal of Electronic Commerce. He is also the founding editor-in-chief of the monograph series advances in management Information Systems, the objective of which is to codify the field’s knowledge and research methods. He is the author of six books and several book chapters, including entries in the Encyclopaedia Britannica, as well as of a number of papers in journals and conference proceedings. Dr. Zwass has received several grants, consulted for a number of major corporations, and is a frequent speaker to national and international audiences. He is a former member of the professional staff of the International Atomic Energy Agency in Vienna, Austria.

Technology’s Impact on the Gaps Model of Service Quality

www.gremler.net/personal/research/2010_Technology_in_Services_in_IBM_Handbook.pdf

Technology’s Impact on the Gaps Model of Service Quality

Mary Jo Bitner: W. P. Carey School of Business, Arizona State University

Valarie A. Zeithaml: Kenan-Flagler School of Business, University of North Carolina

Dwayne D. Gremler: College of Business Administration, Bowling Green State University

Presents a foundational framework for service science – the Gaps Model of Service Quality. For over two decades the model has been used across industries and worldwide to help companies formulate strategies to deliver quality service, to integrate customer focus across functions, and to provide a foundation for service as a competitive strategy. It was developed at a time when most services were delivered interpersonally and in real time without the advantages (and sometimes disadvantages) of technology infusion. In the intervening years, technology has profoundly changed the nature of service(s) and at the same time it has influenced strategies for closing each of the service quality gaps. Thus, this chapter has a dual purpose: to provide a general overview of the Gaps Model of Service Quality and to demonstrate how key aspects of the model have changed and evolved due to advances in technologies. We begin with background on the Gaps Model and a discussion of the role of technology and services in general. We then discuss strategies for closing each gap in the model and illustrate the influence of technologies on these fundamental management strategies.

P.P. Maglio et al. (eds.), Handbook of Service Science, Service Science: Research and Innovations in the Service Economy, DOI 10.1007/978-1-4419-1628-0_10, © Springer Science+Business Media, LLC 2010

La navidad digital: 11 compromisos para el 2011

¿Qué le pido al Nuevo Año? 

No le pido nada, no espero nada, eso sí le ofrezco:

1. Esfuerzo, para tener más y mejor trabajo

2. Imaginación, para crear nuevas oportunidades

3. Una posición amigable con los demás, para facilitar relaciones positivas y duraderas

4. Confianza en mi y en los demás, para generar más confianza (de lo que estamos muy necesitados)

5. Optimismo, para esperar mejores cosas del futuro que del pasado

6. Emociones, para seguir enriqueciéndome y enriqueciendo a los demás

7. Sacrificio, para cuando las cosas se ponen difíciles

8. Estímulos, para superar las etapas que me lleven a la meta

9. Humildad, para seguir creyendo que no soy lo suficientemente bueno y capaz en lo que hago

10. Generosidad, para no tener nunca que esperar a dar para recibir

11. Esperanza, para creer que lo mejor, siempre, está por llegar...

  

Estos 11 compromisos le ofrezco al 2011 y, por supuesto, también a ti. Feliz 2011!!

Mensaje difundido por la gentileza de 

Antonio Lamadrid Delgado - Socio Director

http://avanzemk.blogspot.com/

YouTube - THE DIGITAL STORY OF THE NATIVITY

Jingle Bells interpretado por el arpista paraguayo Luis Bordón

Patterns of innovation in service industries

Patterns of innovation in service industries

Ian Miles

The diversity of service activities means that service innovations and innovation processes 

take various forms. In this paper, we use input/output and other data to depict how service 

industries vary in such areas as products, markets, work organization, and technological 

characteristics—most being very distinctive from primary industries (i.e., extractive industries 

such as agriculture, fisheries, forestry, mining, petroleum, quarrying, and the like) and 

secondary industries (i.e., manufacturing, construction, and utilities). Innovation survey data 

indicates that some service organizations behave very much like high-technology 

manufacturing. This is especially true of technology-based, knowledge-intensive business 

services (T-KIBS). Distinctive innovation patterns are displayed by KIBS based more on 

professional knowledge and by large network-based service firms, while many smaller 

service firms conform to a supplier-driven pattern. Only a small segment of service innovation 

conforms to the typical manufacturing-based model, in which innovation is largely organized 

and led by formal research and development (R&D) departments and production engineering.

Project management and on-the-job innovation are common ways of organizing service 

innovation. Innovation policy and management have to be much more than R&D policy and 

R&D management: This is recognized by some national governments and in some business 

schools, but the full implications of a service-dominant logic are still rarely found.

Ian Miles: Manchester Institute of Innovation Research, 

Manchester Business School. Professor Miles received 

a B.Sc. degree in psychology from the University of Manchester. 

He was trained as a social psychologist and is professor of 

technological innovation and social change at the Manchester 

Institute of Innovation Research. His main research interests 

are knowledge-intensive business services, service innovation, 

information society, and foresight. Many of his publications are 

available online.

Ver Documento en: 

http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.121.924&rep=rep1&type=pdf

Cursos de Inglés Gratuito en FALEVI Paraguay

El Profesor Cristhian Cristóful presenta Curso de Extensión Universitaria de FALEVI y la Licenciatura de Lengua Inglesa. También explica interesantes detalles de la fonética inglesa y las oportunidades laborales para profesionales que se comunican en inglés.

Watch live video from faleviuep on Justin.tvhttp://www.universidadevangelica.edu.py/http://www.universidadevangelica.edu.py/index.php?option=com_content&view=article&id=46&lang=es

20 años del Coro de Cámara Paraguayo - Presentación de nuevo CD

Un especial saludo a Gloria Aurea Servín

ANÁLISIS Y DIAGNÓSTICO DE LA GESTIÓN EN LA EMPRESA FAMILIAR - CEF Universidad de Murcia

Ver en: Catedra Empresa Familiar - Universidad de Murcia - Investigación

ANÁLISIS Y DIAGNÓSTICO DE LA GESTIÓN EN LA EMPRESA FAMILIAR

Monreal, J.; Sánchez, G. y Meroño, A. (2010) 

Cátedra de Empresa Familiar de la Universidad de Murcia

ISBN 978-84-692-8321-9  Descarga (976.27 kB)

Breve introducción:

La relevancia que la familia ha tenido siempre en el sistema productivo, independientemente de la forma que éste ha ido tomando a lo largo del tiempo y del modo cómo éste se ha ido gestionando, la visibilidad de la familia en la generación de economías productivas ha sido un dato incuestionable, aunque bien es cierto que las formas de organización de la gestión del negocio familiar, más simples o más complejas, le han dado mayor o menor protagonismo o visibilidad a la familia en la propiedad y en el control de la empresa.

Aunque en el pasado el éxito de estas empresas se decía que era conseguido “a pesar de” su carácter familiar, en la actualidad, este tipo de organizaciones empresariales han sido “redescubiertas” y, precisamente, se atribuyen sus buenos resultados a su carácter familiar. Hoy contamos con un conocimiento que hace insostenible el mantenimiento de ciertos tópicos referidos al negocio familiar, tales como que la no separación entre propiedad y control impiden alcanzar tamaño y eficiencia; como que control familiar es igual a atraso y gerencia profesional es igual a desarrollo de la empresa; o que dirección familiar de la empresa es incompatible con la profesionalización. Por el contrario, las empresas familiares saben que su condición familiar es todo un valor añadido a la gestión moderna, profesional y competitiva que debe hacerse, al igual y en pie de igualdad a la que hace o debe hacer la empresa no familiar. No es, por tanto, el carácter familiar de la empresa una carga, sino una oportunidad y un activo que hay que aprovechar para obtener los máximos rendimientos posibles.

Por tanto, la familia y la red familiar son un activo que incorpora al negocio valores fundamentales como confianza, lealtad y compromiso, que se constituyen en elementos de estabilidad y cohesión para la organización. Esto no quiere decir que no puedan sobrevenir al espacio familiar empresarial dificultades, tanto internas a la familia como externas –las de carácter empresarial–. Por supuesto que sí. Pero ante esta eventualidad, si se sabe gestionar bien el activo con el que se cuenta, se podrán superar los problemas en cuestión, lógicamente si se pone en juego todo el potencial existente, el que se deriva de la condición familiar y el que corresponde a la organización empresarial.

The Case of a German Football Community

Ver en: www.fiwi.uni-bayreuth.de/de/download/WP_07-10.pdf

Branded Communities as an Alternative Branding Concept to Brand Communities:

The Case of a German Football Community

Herbert Woratschek / Bastian Popp

Abstract:

In this study we introduce branded communities as an alternative concept to brand communities. An online survey of 501 members of a branded community interested in football and operated by the biggest German telephone company was carried out. The results show the importance of the respondents’ involvement and identification with a specific interest and the value of co-creation and customer integration for their community loyalty. The brand owner that operates the community benefits from the members’ higher loyalty towards his brand. Hence, branded communities are a promising concept for brands without the potential to facilitate enduring customer interaction itself.

Keywords: 

branded communities, brand communities, co-creation, web 2.0, customer loyalty, branding

Frank McCourt: Las Cenizas de Ángela

Las Cenizas de Angela: Titulo ... - Google Libros

Rewarding in open innovation communities – How to motivate members?

Ver en: www.doyouknowco.nl/antikainen-vaataja_final.pdf

Rewarding in open innovation communities – How to motivate members?

Maria Antikainen: VTT Technical Research Centre of Finland

Heli Väätäjä: Tampere University of Technology, Human-Centered Technology

Abstract:

To attract and to commit users to participate in online open innovation communities it is important to know the motivations of the members and ways to enhance commitment. One way to motivate members to participate is to reward them by monetary or non-monetary rewards. In this study we focus on studying the role of rewarding in online open innovation intermediaries. The data was collected by interviews of maintainers and a web survey in three intermediaries as well as by reviewing rewarding mechanisms in twelve open innovation intermediaries. In the studied communities respondents found monetary rewarding important. Also non-monetary rewarding based on quality of ideas in form of ranking lists on the website was found important as well as acknowledging the highest quality answers. According to the maintainers’ interviews combinations of monetary and non-monetary rewarding was important. The review of existing communities rewarding mechanisms indicated that both rewarding methods are currently used in many open innovation intermediaries.

Keywords:

online communities, open innovation, intermediaries, rewarding, monetary, non-monetary, tangible, intangible, recognition, motivation, case study