The aftermath of the ‘dotcom bubble saw a general waning of interest in information technology amongst executives and management students alike. Beginning with a controversial assertion, the last ten years of management thinking about technology have been dominated by the view that IT is a generally underperforming commodity, unworthy of serious board attention. Paradoxically, this decline in interest in IT as a strategic enabler has occurred in parallel with the growth in some of the most widely discussed businesses in the world. These companies, which have become household names in record time, are all characterized by a profound shift in thinking about technology that places it at the very core of their business models. Such business models are characterized by serious attention to customer data, clever use of different communication channels, partner ecosystems, and a maniacal focus on continual innovation underpinned by technology standards. Their CEOs are the subject of relentless media interest, and their every strategic move is discussed by analysts and taught in business schools. For such organizations, it is inconceivable that a chief technology officer would not occupy one of the most important Board roles. This wave of change has been recognized in the business trade market by a range of books dealing with the broader aspects of this cultural shift: the difficulties of dealing with change, the need for speed in innovation, the characteristics of the ‘Net generation’, and so on. However, the essential role and disproportionate influence of the relationship between business and IT in shaping the new digital economy is largely unaddressed in any meaningful way. Instead, current provision takes the form of ‘informatics’-style textbooks, periodic articles in practitioner journals and Management Reviews, as well as academic journals that are not intended for, and remain unread by, today’s general business reader.
The early modern period was witness to an incipient process of transculturation through exploration, mercantilism, colonization, and migration that set into motion a process of globalization that continues today. Our purpose is to bring together a cultural studies approach – which freely and unapologetically crosses disciplinary, theoretical, and political boundaries – with early modern texts and artifacts that bear the traces of transculturalization and globalization in order to deepen our understanding of sites of exchange between and within the early modern culture(s). This process can be studied on a large as well as on a small scale, and this new series is dedicated to both. Possible topics of interest include but are not limited to: texts dealing with mercantilism, travel, exploration, immigration, foreigners, enabling technologies (such as shipbuilding and navigational instrumentation), mathematics, science, rhetoric, art, architecture, intellectual history, religion, race, and gender.
Neuroscience is changing our understanding of how the human brain works and how and why people behave the way they do. Properly understood, many of these insights could lead to profound changes in the way businesses interact with employees and customers.
Same as humans, as of machines, Link discovery is an emerging research direction for extracting evidence and links from multiple data sources. This proposes a self-organizing framework for discovering links from multi-relational databases. It includes main functional modules for developing adaptive data transformers and representation specification, multi-relational feature construction, and self-organizing multi-relational correlation and link discovery algorithms.