We are seeking a few more full chapters for the proposed edited volume titled Business Transformation in Data Driven Societies, to be published by Palgrave Macmillan.
The full chapter submission deadline is going to be over soon, but we are likely to run short of a critical minimum number of high quality manuscripts.
In case any of you have finished chapters that align with the broad theme of this book, kindly consider submitting at the earliest, via email.
The original call for papers is appended below.
Babu George, PhD, DBA, IEM (Harvard)
Associate Professor, Coordinator of International Programs
Robbins College of Business and Entrepreneurship
Fort Hays State University, Hays, Kansas - 67601, USA
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Business Transformation in Data Driven Societies
Publisher: Palgrave – MacMillan
Babu George, Fort Hays State University, USA
Email: [log in to unmask]
Justin Paul, University of Puerto Rico, USA
Email: [log in to unmask]
Abstract: June 30, 2018
Full Chapter: September 30, 2018
Submit your chapter proposals to either of the editors, by email.
Indicative Chapters (Authors are encouraged to explore other areas)
Chapter 1: The new logic of digital business
The new era inaugurated by digital 2.0 technologies created a discontinuity and a fundamental shift in our ideas of business and society. Fundamental concepts that constituted the definitional parameters of business are undergoing a re-definition process. This chapter will identify and distinguish the driving forces that make radical shifts in our society and businesses possible.
Chapter 2: Digital wealth: Buying, selling and the digital social economy
Current level of development of digital technologies offer new possibilities of thinking and doing. Man has always been a social animal but wealth and its transfer could not have been embedded into the social relations until very recently. Digital currencies like bitcoins decentralized wealth from the clutches of the central banks and the nation states. Barter system is making a new homecoming.
Chapter 3: Technology driven organizations and governance mechanisms
E-governance has replaced many traditional structures in governance. It has made decision making quicker and qualitatively better. Organizations can now run on autopilot, except when major game changes are required. This also changes the role of people in organizations.
Chapter 4: Promises and pitfalls of the big data for businesses
Big data offers the promise of data driven decision making and change management. It has helped us identify subtle trends and relationships among key variables. Yet, our increasing reliance upon big data results in the sidetracking of morals and meaning from the equations. Also, big data cannot effectively identify the microlevel nuances impacting grassroot levels – be it in organizations or in the civil society. The massive surge of data analytics as a profession is fueled by our need to tie everything to measurable data. If data science does not grow up enough to reveal the ‘truth beyond data’, many futurists believe we will be faced with stale robotic existence.
Chapter 5: Knowledge creation and dissemination in networked organizations
Isolated people sitting in different corners of the world but working together virtually as a team was unimaginable until recently. Geography is no longer a barrier. So also are traditional hierarchy built around mechanical principles: seamless cooperation and collaboration across organizations mean greater chances to synergize organizational resources. The inclusive process of knowledge creation and free flow of knowledge together could make our organizations significantly more responsive to stakeholder expectations and environmental cues.
Chapter 6: Strategy, value creation, and leadership in knowledge centric businesses
Strategy is traditionally distinguished from tactics and operations, in terms of time span and decisional level in the organizational hierarchy. In the flat and fluid organizations in the networked economy, these distinctions have blurred away. The idea of leadership is not anymore tied to hierarchy and structure. Knowledge leaders are a new breed.
Chapter 7: Understanding consumer behavior in technology mediated spaces
Knowledge has gained predominantly as a factor in contemporary consumption. Consumers are eager to be part of the knowledge sharing process – they co-create what they consume. In many situations, the boundaries between the buyers and the sellers are now permeant. Also, since most of the purchases are made online, it is vital to provide these consumers sensory experiences as close to what they would get while visiting brick and mortar shops. There is huge scope for innovation in this area. The increased choices online imply reduced loyalty. Cut throat competition also means reduced product lifecycles. The existence of abundant online spaces for consumer activism means increased need for investing in CRM activities. Corporations use a blend of focused primary research and big data analysis to gain key insights about consumers and markets. It is interesting to observe the challenges and solutions in digital marketing, as they evolve.
Chapter 8: Robotics, artificial intelligence, and the evolving nature of work
Will people work in the future? No, especially if we continue to define work the way we do it now. Are we ready for the new kind of work? What characteristics will define human workers and how will these be able to give them a competitive advantage over the robots? Will artificial intelligence evolve to the extent of making humans entirely replaceable in the workplace? These are but a sample from the cross section of the questions that futurists pose.
Chapter 9: Digital revolution, disruptive technologies, and the dissemination of innovations
The digital technologies have made innovations happen in unexpected corners of the world. Also, innovations have become more democratic and decentralized thanks to the ‘networked brains’ behind many of these innovations. The dissemination of innovations now happens at pace hither to unimaginable – actually, many new product launches now happen in the peripheral corners of the world, even before people in the developed countries get to buy them. Digital technology integration into more traditional products means there is potential for disruption there, too. Overall, digital technologies are enablers of disruption in every aspect of life.
Chapter 10: Digital crimes and how to contain them
With people spending significant portions of their lives online, criminals too migrated to the cyberspace. Digital crimes do not end in financial fraud and malpractices. People’s physical safety and security could seriously be compromised, too. So also are intrusions into the privacy of individuals. Dealing with cybercriminals need new tactics and tools – many law enforcement departments are at the trailing edge of the curve in this regard. Given this, community policing has found a new reason for existence. Nonprofits and private sector corporations have taken the lead over government agencies in cyber defence – which, many consider to be problematic.
Chapter 11: The digital have-nots and outcastes: Inclusiveness as a developmental priority
On the one hand, we have some evidence to support the claim that the digital revolution has helped us improve the overall standard of living, around the world. On the other hand, constant disruptions in the technology sphere need individuals and societies to pace up relentlessly. The digital divide is stark in certain regions of the world and also in certain demographic groups. Governments and the civil society have to come up with ways and means to bring the digital have-nots up to speed. This could be achieved by means of a combination of education, training, and other incentives. The private sector’s role in this regard should be examined more, too.
Chapter 12: Future directions for businesses: Learning from the history of technologies
Mankind has used technologies ever since the dawn of civilizations. Most often, technologies have helped us advance – or, advances in technologies reflect our quest for leading better lives. However, there are also waypoints in our technological development wherein we made mistakes. Certain technologies not just failed, but also failed us. It is important to learn from these mistakes, as we design our future societies around a new set of technologies.