Driving Forces for M-Commerce Success

Driving Forces for M-commerce Success Jason J. Zhang, Yufei Yuan, and Norm Archer Michael G. DeGroote School of Business McMaster University Hamilton, Ontario, Canada Abstract Is m-commerce just an extension or a subset of e-commerce? Will it turn out to be just more hype? In this paper we discuss the realities of m-commerce and the major differences between mobile commerce and Internet-based e-commerce. Based on this understanding, we identify key factors that must be taken into consideration in order to design valuable m-commerce applications.We emphasize that the success of m-commerce relies on the synergy of three driving forces: technology innovation, evolution of a new value chain, and active customer demand. Key words m-commerce, e-commerce, wireless communication networks Jason J. Zhang is currently a Ph. D. student in Information Systems at Michael G. DeGroote School of Business, McMaster University, Canada. He received his M. E. degree in Information System Engineering at t he School of Management, Dalian University of Technology, and B. E. degree in Computer Science & Engineering at North China Institute of Technology, P.R. C. He once worked as an IT consultant for Office Automation (OA) for the Chinese government. His research interests include e-commerce, e-government, supply chain management, m-commerce, and agent-facilitated decision support systems. Yufei Yuan is currently a Professor of Information Systems at Michael G. DeGroote School of Business, McMaster University, Canada. He received his Ph. D. in Computer Information Systems from The University of Michigan in U. S. in 1985. His research interests are in the areas of web-based negotiation support system, business models in electronic ommerce, approximate reasoning with fuzzy logic, matching problems, and decision support in health care. He has published more than 30 papers in professional journals such as International Journal of Electronic Markets, Internet research, Fuzzy Sets and Systems , European Journal of Operational Research, Management Sciences, Academic Medicine, Medical Decision Making, International Journal of Human-Computer Systems, and others. Norm Archer holds the Wayne C. Fox Chair in Business Innovation, and is a Professor of Management Science and Information Systems in the Michael G.DeGroote School of Business at McMaster University. His research interests are in topics that relate to eBusiness, including business-to-business implementations, intelligent agents, and the human-computer interface. He has published in a number of journals, including Internet Research, International Journal of Management Theory and Practice, IEEE Transactions on Systems, Man, and Cybernetics, International Journal of Human-Computer Studies, International Journal of Technology Management, and others. 1. Introduction What is mobile commerce?Is it just hype? Almost every company in telecommunications is trying to figure out what m-commerce really is, and how to exploit it. From the marketers’ vision, in the new world presented by m-commerce, consumers can use their cell phones and other wireless devices to purchase goods and services just as they would over the Internet using their personal computers (PCs). Specifically, m-commerce is about content delivery (notification and reporting) and transactions (purchasing and data entry) on mobile devices (Leung and Antypas, 2001).Unfortunately, in reality, m-commerce is often a highly frustrating experience. Industry observers attribute this drawback to the immaturity of mobile technology, but they believe 3G (third generation wireless digital cellular telephone technology) networks could change the situation (Cohn, 2001). While m-commerce is still in its infancy, enhanced devices and networks are irrelevant unless m-commerce applications are compelling and user friendly. Most often m-commerce is understood as mobile e-commerce (Donegan, 2000; Schwartz, 2000; Liebmann, 2000).M-commerce is supposed to enable us to buy everything from anywhere over the Internet without the use of a PC. Internet access and Web browsing is assumed to be the key to extending m-commerce to customers (Harter, 2000). In many ways, m-commerce is the continuation of e-commerce with the palm handheld, wireless laptops and a new generation of Web-enabled digital phones already on the market (Keen, 2001). Thus it was once believed that if you brought together mobile communications and the Internet, two of the biggest things in telecommunications, there would be an almighty explosion of growth.However, it has not happened yet. In many ways, m-commerce and the wireless Internet have been the victims of over-excited speculation (Darling, 2001). Among 1,700 people surveyed in Spring 2000 by Jupiter Communications, the majority said that they would not use nor pay for the wireless Web (Lindsay, 2000). WAP (Wireless Application Protocol) services were disappointing, particularly in Northern Europe countries, where mobile communications are most advanced and consumers know well the limitations of the wireless Web (Monica, 2000).Consequently, the enthusiasm that originally greeted the concept of the mobile Internet has waned. Contrary to conventional perspectives on m-commerce, forward-thinking marketers should not view m-commerce as e-commerce with limitations, but rather as wireless in its own unique medium, with its own unique benefits (Cotlier, 2000). Even though wireless technology is sometimes regarded as an enhancement tool rather than a brand new medium (Ramakrishnan, 2001), successful players in the m-commerce market space must take a much broader view of the technology, the market, and potential consumers.M-commerce is not simply a new distribution channel, a mobile Internet or a substitute for PCs. Rather, it is a new aspect of consumerism and a much more powerful way to communicate with customers. Obviously, people will not shop with their phones in the same way they shop with PCs. Unleashing the value of m-commerce requires understanding the role that mobility plays in people’s lives today. That calls for a radical shift in thinking (Nohria and Leestma 2001). In this paper, we will identify driving forces for the success of m-commerce.To clarify the nature of m-commerce, we discuss several fundamental differences between m-commerce and Internet-based e-commerce. Based on this new perspective of m-commerce, we identify a set of key factors that should be considered by marketers as well as consumers in making decisions concerning m-commerce applications. Finally, we propose that the synergy of three driving forces will lead to a greater likelihood of success for m-commerce. 2. Key differences between m-commerce and e-commerceAs we argued, m-commerce is not simply an extension or a subset of e-commerce. In fact, there exist fundamental differences between m-commerce and e-commerce in terms of their origins, technologies and the nature of the services the y can offer. 2. 1 Origin The emergence and development of e-commerce was due to the rapid growth of the Internet. The Internet originated from several U. S. government-sponsored programs (ARPANET, CSNET and NSFNET, etc) aimed at providing a networked computing environment for researchers (Kalakota and Whinston, 1996).Starting from the early 1990s, the Internet was extended to business community applications. With such great business potential and rapid growth to millions of users, the term â€Å"electronic commerce† was coined, and e-commerce applications expanded rapidly (Turban et al. , 1999). Because of widely-expanding networks and nearly free access to the Internet, e-commerce bridges distances and enables companies to display and sell goods and services cheaply to consumers and businesses around the world.In the Internet world, much is given away free or at a discount in the hope that a way will eventually be found (presumably through advertising income) to turn traffic into profits. Contrarily, m-commerce is rooted in paid-for service in the private mobile phone industry where business competition is stiff. In the telecom world, users pay for airtime, by the size of the data packet transmitted, and by the service used for what they get (Fox, 2000). Global wireless networks are segmented and owned by different mobile operators such as AT&T, Pacific Bell Wireless, Vodafone, Orange, Deutsche, NTT DoCoMo, etc.Compared to almost free Internet access, high cost has been seen as a major characteristic of m-commerce (Shim and Rice, 2001). Mobile communication through cell phones is costly, and any additional services will attract extra charges. The reason is that establishing a mobile communication network requires heavy business investment with no government support (Ramakrishnan, 2001). M-commerce carriers therefore must look for a great deal of business activity to generate revenues that justify the huge infrastructure investments (Lamont, 2001).Due t o their different origins, the customer bases of m-commerce and e-commerce are quite different. Researchers and university educators were the early users of the Internet. The Internet user population was originally dominated by highly educated people. As Internet household penetration increases, the demographics of users continue to shift closer to those of the population at large (Pastore, 1999). This growth pattern is clear in U. S. and tends to be repeating in the rest of the world (http://cyberatlas. internet. com/ big_picture/demographics).In contrast, other than business users, most cell phone users are young people or relatively less well-educated consumers. Over the next decade, billions of people will gain access to mobile devices, but many of them will be functionally illiterate and technologically unsophisticated users (Feldman, 2000; Barnett et al. 2000). Because of their differences in background, consumers tend to have quite different expectations for m-commerce, compa red to e-commerce. For example, one reason for the low uptake of the wireless Internet in the U.S. is that most Americans already are familiar with the wired Internet and expect to pay for wireless Internet access as they do for wired access: unlimited access for a flat monthly fee (Fox, 2000). 2. 2 Technology The Internet, the fundamental infrastructure of e-commerce, adopted a well-established protocol, TCP/IP (Transmission Control Protocol/Internet Protocol), which solves the global internetworking problem and ensures that computers communicate with one another in a reliable fashion. Over the past everal years, the World Wide Web (WWW) has come to dominate Internet traffic, and the vast majority of e-commerce applications are Web-based. It is also easy to connect the Internet with existing business information systems. Uniform Internet standards significantly reduced e-commerce entry costs and helped fuel the rapid growth of e-commerce. In contrast, m-commerce services are constr ained by a variety of wireless media communication standards ranging from global (Satellite), regional (3G, IEEE 802. 11a/b, DoCoMo I-mode), to short distance (Bluetooth) (Shim and Rice, 2001).Cellular carriers use different systems and standards such as GSM (Global Service for Mobile), TDMA (Time Division Multiple Access), and CDMA (Code Division Multiple Access) to compete with each other (Leung and Antypas, 2001). M-commerce applications tend to be device and carrier dependent. The wireless applications today primarily use two technologies: WAP and SMS. WAP (Wireless Application Protocol) is the display language designed for cellular handhelds. It was created by Motorola, Ericsson, Nokia and Phone. com in 1997 when they founded the WAP Forum.WAP is a derivative of the XML/HTML language family, but it is designed to operate without a keyboard or mouse. SMS (Short Message Systems/Services) is a derivative of the old numeric paging network, with additional functionality for two-way communication and support for text and attachments. There are more users of SMS today than of WAP, thanks to cheaper service and the widespread availability of low-cost, two-way paging devices from companies such as Motorola (Leung and Antypas, 2001). Until now, there has been no generic world-wide framework and standard for application development using universal mobile connection and access.In fact, wireless technology is still in its infancy and hindered by limited coverage and a smorgasbord of competing standards, which can explain the slower-than-expected adoption of m-commerce in the United States (Shim and Rice, 2001). Choosing from conflicting standards, products and features, gives even hardened technophiles a headache. The pyramid of m-commerce applications thereby presents a much more complicated process, in which many pieces must fall into place before the mobile phone can be seen as a real revenue generator.In addition to underlying networking infrastructure and standar ds, it is the client devices that actually determine what specific services can be delivered. The boom in e-commerce applications is actually due to the widespread use of PCs, which have a complete text input keyboard, large screen, substantial memory, and high processing power. Contrarily, various m-commerce applications rely on the use of handheld devices. These devices range from pagers, cell phones, and palmtops, to pocket PCs.Mobile devices such as cell phones and PDAs (Personal Digital Assistants) have tiny screens, some of which display only three lines of text at once (Lucas, 2001). The displays are black and white with low resolution; there are no QWERTY keyboards, and no support for animation (Leung and Antypas, 2001). Although WAP devices support a limited graphics format called Wbitmap, because mobile devices have limited bandwidth and small screens, any application that is heavily graphic or animation driven would not be suitable at this time.In addition, software appli cations are relatively crude. There are no cookies or session controls, meaning that if the connection is lost, the application will restart rather than continue from previous screens (Leung and Antypas, 2001). Web browsers and drop-down menus are unavailable, so companies must plan on character-based terminal applications with cursors and key entry forms. Long selection lists or deep menu layers will wear out the fingers of even the most patient users (Moustafa, 2000; Jainschigg and Grigonis 2001).However, in contrast to PCs, cell phones do have their own unique features: mobile, portable (small size), smooth voice communication, and connected to persons (primarily because of portability) rather than to home or office. 2. 3 The Nature of Services The wide accessibility of the Internet makes any e-commerce service globally available. The Web enables search and delivery of rich information, and sophisticated electronic transaction processes can be integrated easily with backend enter prise information systems.In contrast, the delivery of m-commerce applications relies on private wireless communication carriers. These services are usually delivered to a specific region, and are rather simple, more personalized, location-specific and time-sensitive. Since a mobile device usually accompanies a person wherever he or she goes, mobile services can be delivered to a person anywhere and anytime rather than to a fixed office or home. M-commerce therefore creates more of a perception of enhanced intimacy with consumers than other office-based distribution channels.Time sensitive, simple transactions such as movie ticket purchases, banking, and travel reservations are believed to be the key applications that will stimulate m-commerce (Lucas, 2001; Swartz, 2001-2). Other key drivers to m-commerce growth are location-based applications such as traveler navigation, emergency response, etc. (Secker, 2001; Rockhold, 2001; Swartz, 2001-1). Finally, in general we categorize Inter net based e-commerce into B2C (business to consumer) and B2B (business to business). The rapid growth of e-commerce started from the booming of dot. com companies aimed at online shopping and customer services.Gradually, the emphasis shifted to B2B, and more recently e-business, to take advantage of the real business value of the Internet. In contrast, mobile commerce started from person to person communication, and gradually more services were introduced through interactions between people and systems: checking the weather, finding a local restaurant, etc. M-commerce applications can be used to serve both consumers and business people. Rather than apply B2C and B2B classifications to m-commerce, P2P (Person to Person) and P2S (Person to System) would be more appropriate to address the nature and trend of m-commerce applications.The details of m-commerce applications will be discussed in the next section. The major differences between m-commerce and e-commerce are summarized in Tabl e 1. Table 1. Major Differences Between M-commerce and E-commerce | | | | | |E-commerce |M-commerce | | | | |ORIGIN | | | |Sponsorship |Government-sponsored Internet |Private mobile phone industry | |Business entry cost |Low |High | |Customer access cost |Free or low cost Internet access |High mobile service charge | |Customer base |Highly educated computer users |Less educated cell phone customers | | | | | |TECHNOLOGY | | | |Message transmission |Packet-switched data transmission |Circuit switched for streamlined voice | | | |communication | |Protocol |TCP/IP, HTTPML |GSM, TDMA, CDMA, 3G | |Standardization |Highly standardized |Multiple incompatible standards | |Connectivity |Global |Mainly regional | |Bandwidth |High |Low | |Identity |URL with IP and domain name |Phone number | |Application development |General computer applications |Device-specific applications | |Interface device |Personal computers |Cell phones and PDAs | |Mobility |Fixed location |Mobile | |Display |Big scr een |Small screen | |Main input mode |Keyboard for full text input |Voice with small key pad | |Main output mode |Text and graphics |Voice with small text display | |Local rocessing power |Powerful CPU with large memory and disk space |Limited processing power with small memory chip | |Software and Programming |Support a variety of programming languages |Java or specific script languages | |Trend |Towards sophistication |Towards minimization | | | | | |SERVICES | | | |Service range |Global |Regional | |Delivery destination |PC in office connected to the Internet |Person accompanied by a mobile device | |Transaction complexity |Complete and complex transactions |Simple transactions | |Information provided |Rich information |Simple and short messages | |Timing |Less time-critical |Time critical | |Location-based service |No |Yes | |Target mobility |Service to a fixed point |Service to a moving target | |Backend business connection |Strong connection to backend business information | Weak connection to backend business information | | |systems |systems | |Service classification |B2C (business to consumer) and B2B (business to |P2P (person to person) and P2S (person to system)| | |business) | | 3. Key Factors in Designing M-Commerce ApplicationsOnce we have identified the major differences between wireless mobile communication based m-commerce and Internet based e-commerce, we can identify the key factors that must be taken into consideration in designing useful m-commerce applications. 3. 1 Mobility M-commerce opportunities can be very significant, if investors understand consumer groups intimately and develop ubiquitous solutions that recognize the role that mobility plays in consumers’ lives (Nohria and Leestma, 2001). In business services, not being forced to be hardwired enables a company’s employees to remain connected while moving from office to office, or state to state; they can tap into the corporate network from airport lounges and hotel lobbies.For individual consumers, mobile devices basically allow them to keep in touch with their friends and families anywhere and anytime. For instance, videophone users can take pictures wherever they go and send them attached with short notes to friends while shopping, traveling, or simply hanging out (Kunii, 2001). Beyond person to person mobile communication, additional value can be generated by linking mobile consumers and existing services. Mobile consumers can access various services anytime and anywhere, presenting new marketing channels for businesses. While traveling, a user may use a mobile phone to control a home burglar or fire alarm system and to turn lights on or off as if at home (Fox, 2000). 3. 2 Personal identity and built in payment mechanismsSince mobile devices, particularly cell phones, are registered by their subscribers and normally accompany the person, it becomes possible to identify and deliver personalized services to the user. A cell phone with additi onal security information such as a PIN number or biometric identification technology can be used to identify a person. A payment mechanism may also be built into the cell phone system. It is then possible to allow consumers to use their wireless phones as devices to make or trigger a payment (bus ticket, vendor machine etc. ), similar to the use of a smart card or an ATM machine. And there are even a few vending machines that let users pay for soft drinks using their cell phones (Fox, 2000). Credit card numbers could also be replaced by cellular phone numbers for wireless transactions.Relying on a third party payment mechanism is always a big hurdle for Internet-based e-commerce because an IP address cannot identify a person. However, this difficulty could be easily overcome in m-commerce with the use of an identifiable mobile device. Hence, cell phones naturally support e-Wallet applications in m-commerce, which is crucial to the success of other applications. Certainly, systemati c security solutions involving PKI (Public Key Infrastructure) and biometric services should be adopted as well (Young, 2001). As an example Obongo has modified its e-wallet software for use on wireless devices. A so-called m-wallet contains the cardholder’s account data, name, and mailing address, and is accessed with the push of a button.Once opened, the data within the wallet are transferred to the merchant to complete the payment (Lucas, 2001). M-wallets make micro-payments easier and help carriers charge for advanced services such as digital media and game applications that consumers cannot get any other way (Swartz, 2001-2). Besides financial services, personalization in m-commerce can migrate into entertainment (music and games, etc), content services and even personalized marketing. Since mobile operators maintain personal information on subscribers, a CD vendor, for example, could simply ask customers to verify payment information and a shipping address through their cell phone displays rather than have them fill out forms each time from scratch (Barnett, et al. 2000).Good potential applications of the content revolution are personalized software that deliver highly targeted offers for large- or small-ticket items that consumers can act upon, even while waiting in line (Lucas, 2001). 3. 3 Location-Based Services To date location-based services have been regarded as key enablers of m-commerce’s future success, according to the current hype (Swartz, 2001-1). Portable geographic positioning systems (GPS) are becoming smaller and more affordable, at costs in the neighborhood of only about U. S. $200. These systems can be used not only to identify locations, but also for business to deliver location-sensitive services to users. The ability to target rich and relevant information to end-users provides great potential value in location-based applications.For instance, it would be quite useful to provide driving directions and local commercial s ervices where users happen to be, such as near specific restaurants, movie shows, bus schedules, weather reports and guided tours in museums (Shaffer, 2000; Taaffe, 2001). Hence, one of the selling points of m-commerce applications is proximity. Go2Systems, in Irvine, Calif. , one of a swarm of vendors eyeing the uses of ALI (automatic location identification) data, linked with Coca-Cola to steer wireless customers to stores selling Coke products (Jones, 2000). Coca-Cola, the world’s best-known brand, has ventured into the wireless world by providing its fountain clients (McDonalds, Burger King and more than 800,000 U. S. estaurants) with the opportunity to attract additional business by placing their names on Go2 Systems’ wireless services. Their 5-year, U. S. $30-million deal will allow customers to find the nearest Coke fountain location through their cellular phones with Go2 location-based direction services, which include addresses, turn-by-turn directions and one -click calling (Swartz, 2001-1). CT Motion, a location-based services developer, provides an m-coupon application, by which the mobile user can receive an electronic coupon from a retailer in his or her specific location (Secker, 2001). Imagine that a young teenager is riding his skateboard through the park on a Saturday afternoon, when his cell phone beeps.It is a message from the Soda X portal that the local professional soccer team is playing tonight, and the store that he is approaching is offering him half-price tickets for the game if he buys a pair of jeans today. Privacy concerns are critically important while implementing location-based advertising. Pull mode may resolve the issue of privacy, when a mobile user requests information and is willing to receive an advertisement (Secker, 2001). However, many location-based applications are still to be developed; few carriers have a strategy, let alone a business model (Swartz, 2001-1). Location-based services would have to be ta rgeted extremely well, in order to avoid damaging trusted relationships that merchants already have with customers.Location can be traced not only for people but also for other objects. Cellpoint, a supplier of location-based services (LBS) software, provides the applications used to track remote assets such as fleet vehicles and construction equipment, and also provides telemetric products that allow remote machine-to-machine communications (Secker, 2001). It is also possible to trace a stolen car or a missing child that is carrying a specially designed radio device. 3. 4 Time-critical impulse purchasing Mobile phones are carried by their owners almost everywhere and kept switched on most of the time, especially in Europe, where mobile users are not charged for incoming calls.Consumers can thus not only gain access to wireless services wherever there is a network presence but also keep tabs on time-critical information such as stock market reports or urgent messages. Time-sensitive and simple transactions are another key to stimulate m-commerce. For some applications of m-commerce such as scanning news or purchasing books or other retail items, real-time transactions are not necessary. Nonetheless, there is a great deal of value in being able to monitor dynamic information through wireless handheld devices, such as aircraft flight status, shipping status, seat reservations or stock prices, and to alert the user when the information is updated (Shaffer, 2000; Schwartz, 2000; Leung and Antypas, 2001).There will be even more value in emergency situations such as medical care, traffic accidents, emergency road service, and crime reporting. Particularly with the mandatory ALI (automatic location identification) data supplied by a few key vendors such as Xypoint, U. S government emergency systems like E911 (Enhanced 911) could be improved (Jones, 2000). The United States’ FCC (Federal Communications Commission) mandates that the location of wireless callers be identified during a 911 emergency call. The MapInfo ® (www. mapinfo. com) Location Management Platform (LMP) is used to enhance a carrier's 911 service by automatically routing 911 calls to an appropriate Public Safety Answering Point (PSAP) for handling and dispatch. 3. 5 Special Market NichesMass-market consumers will be the really big users of m-commerce applications. And the customer base is large enough for potential revenue in the medium to long term (Sweeney, 2001). A single killer application would not work for everybody and there is going to be a whole set of niche applications that are relevant to each target audience. The mobile industry believes that location-based service advertising will have stimulated m-commerce so much that operators would eventually offer free phone charges to subscribers who are prepared to have advertising on their screens on a permanent basis. In particular, youth has a very powerful influence on this market (Secker, 2001).Actually, young p eople have been a major target of various m-commerce applications, particularly SMS and DoCoMo iMode services (Herman, 2000). Besides focusing on youth, mobile operators also suggest marketing future mobile data technology much more aggressively to business users (Parsons, 2000). In any case, for new m-commerce opportunities, carriers should be cautious about implementing applications that require changes in consumer behavior. If many technology hurdles are to be overcome, along with a corresponding unreasonable change in behavior, the application is unlikely to succeed. Additionally, price marketing is by far the most important in creating m-commerce value (Lamont, 2001).Mobile carriers therefore need to develop unique offerings for each target market segment or services targeted, according to geographical location and demographics (Schneiderman, 2001). Learning about and analyzing customer psychology, and taking marketer perspectives would help carriers segment the mass-market and target specific to m-commerce applications. We actually need to shift our way of thinking to exploit the uniqueness of m-commerce applications that can be brought to bear in our lives, rather than to be confined to thinking within the limitations of mobile devices. The factors that need to be considered for m-commerce applications are summarized in Table 2.Table 2. Key Design Factors and Typical Applications | | | |Factors |Typical Applications | | |Mobile communications (for business and personal contacts) | |Mobility |Scheduling and coordination (: e. g. appointment arrangements, reminders, | | |teleconferencing, etc. ) | | | |Location-sensitive |Travel navigation (driving or walking directions) | | |Local tours (exhibitions, shopping malls, etc) | | |Locating local services (restaurants, gas stations, etc) | | |Locating moving objects (missing children, stolen cars, etc) | | |Short Message Services (SMS) | |Time-critical |Time-critical information (flight schedules, weather rep orts, traffic information, stock| | |prices) | | |Emergency services (medical care, accident and rescue services, crime stoppers) | | |Personal identification (secure entrance with biometrics check) | |Personal identity |Electronic payments (e-Wallet) | | |Personalized location-aware advertisement | | |Language-specific services (automatically switch to or translate to desired language) | | |Demographic segmentation (oriented to young people or business people). | |Special market niche-targeted |Country segmentation (tailored to specific country) | | | | 4. Synergy of Three Driving Forces For m-commerce growth we identify three major forces that impel its growth: technology innovation, evolution of new value chains, and active customer demand.We propose that the synergy of these three forces will eventually lead to the success of m-commerce applications. 4. 1 Technology Innovation Technological progress is likely to bring about some novel applications for m-commerce. Here we identi fy several major technologies, improvements in which are expected to have a significant influence on m-commerce. The primary concern is with the capabilities of handhelds, the fundamentals of mobile networks, the accuracy of geographic location information, and security solutions. (1) Handhelds Low-cost, truly pervasive devices that present multi-modal information and perform transactions naturally can dramatically change what many people do and how they do it (Feldman, 2000).In the next several years, wireless devices will improve in interface design and information presentation. In countries like China and Japan, where the written language has never fit well with a Western keyboard, handhelds that employ handwriting or speech recognition seem ideal (Herman, 2000). Wireless keypad mnemonics can also make the entry of data easier for consumers (Young, 2001). Subscriber identity modules (SIMs) may take over due to their competitive advantage over voice or keystroke activation (Chanay , 2001). Newer devices will use expandable color screens capable of displaying up to 12 lines of text, more user-friendly keypads, and higher communication bandwidth (Lucas, 2001).Smart card memory capacity will reach 1MB by 2005. The processing capability of smart cards has increased and has given users the ability to enjoy more computationally intensive, high-value, transaction-based operations that require such features as digital signing and encryption (Moustafa, 2000). For those who crave the cutting edge, there are DoCoMo’s (in Japan) impressive third-generation handhelds, which can capture and send high-quality color movies almost in real time (Kunii, 2001). By using a DoCoMo camera-phone, it is possible to imagine being in a store shopping for a gift for a child and calling your spouse to show her what you are thinking of buying.Besides improvements in user interfaces, applications and underlying middleware configurations will allow for interactions to switch communic ation modes smoothly without losing clarity or the thread of conversation. The Java Card Forum has developed specifications for implementing Java on smart cards. Support of Java on SIMs will allow wireless terminals to reach the Java developer community, simplifying the development of new services (Carrara, 2000). Overall, next-generation devices are expected to combine the functions of Personal Digital Assistants or PDAs (data exchange) and cell phones (verbal communication). (2) Network infrastructure The current (second) generation of wireless networks and handhelds supports data rates of only 9. 6 kilobits per second, far below the 64 Kbps capabilities of landline copper wires.GSM (Global System for Mobile Communication), the most common cellular standard, is being extended by the GPRS (General Packet Radio System), which can support data rates of 112 Kbps, almost twice the rate of a standard computer modem and enough to support high-quality streaming audio. True third-generatio n (3G) networks, based on the UMTS (Universal Mobile Telephone System) standard, are predicted to raise the maximum rate to 2 Mbps — one-fifth of the bandwidth available on the standard Ethernet in today’s offices (Barnett et al. 2000) According to Ovum, 3G will first take hold in Asia and Europe, with the rest of the world trailing a year or two behind (Fitchard, 2001).Currently, the leader in the field is Japan’s existing second-generation, or 2G, digital networks that provide always-on connections for data transmission and support a wide range of online services – from news, weather, and ticket-booking to downloads of games and ring tones (Kunii, 2001). Therefore, in the next several years, hybrid elements of 2G, 2. 5G and 3G will be in play simultaneously on wireless operator infrastructure. Bluetooth is a short-distance, radio-based, point-to-point technology that, theoretically, can go up to 1 Mbps, and has already entered the market (Herman, 2000). It will be very useful for enabling location-based applications. It allows a wireless device to exchange data with PCs, laptop computers, point-of-sale devices and other wired devices without being physically connected by wires or adapters.Bluetooth is supported by more than 1,400 telecommunications and technology companies, including Motorola, Intel, and Lucent Technologies (Lucas, 2001). (3) Geographic location technology Location-based personalized services have been heavily touted as a major application for m-commerce. In order to deliver such services, mobile devices (particularly cell phones) should be able to keep track of an individual’s physical location as he or she moves about. Some companies are focusing on underlying technologies or services such as radio-based methods for determining where users are calling from, or software and systems that blend location data with other information (Shaffer, 2000).The FCC (Federal Trade Commission) has stringent requirements for location services, in which carriers have to offer network-based systems that deliver location information with an accuracy of 300 meters for 95% of calls and 100 meters for 67% of calls (Brewin, 2001). For instance, an FCC ruling requires all wireless carriers to find a way to pinpoint the location of the users dialing 911 emergency services. Although the requirements are meeting resistance from various carriers that say they cannot reach that level of accuracy or at least need more time to do so, some can meet the requirements with the portion of their networks that uses the GSM (Global System for Mobile Communications) standard. (4) Security technology The lack of security is said to be one of largest barriers in delaying m-commerce implementation.In particular, security is a vital issue that affects the use of mobile technology in financial services, when account details and other confidential information move across the networks (Dezoysa, 2001-2). With regard to securing tr ansactions, PKI (public key infrastructure) is believed to be the best method to secure end-to-end transactions (Moustafa, 2000). Besides securing wireless transactions from the cell phone to the m-commerce provider, the phone must also be secured from fraudulent use. Traditionally, the SIM card that stores the subscriber’s account information is used for identifying and authenticating the subscriber to the network. There are industry standards for SIMs used in digital wireless phones that help ensure that all SIM-based terminals can support any SIM applications and services a provider develops (Carrara, 2000).Dual chip phones even have an additional SIM-size slot for an independent multi-application chip card targeted at payment, such as a bank-issued WIM card (wireless identification module) or EMV card (a payment standard defined by Europay, Mastercard, and Visa International) and other banking solution applications (Dezoysa, 2001-2). In the near future, wireless biometric services will emerge as a common solution (Young, 2001). A biometric is a unique physical or behavioral characteristic of the human body, which may be checked automatically. The absolute verification of a user makes biometrics the highest security level. Biometrics come in many forms.In 2000, fingerprints were the most widely used biometric, accounting for 50% of the market, followed by hand geometry (15%), face recognition (12%), voice recognition (10%), handwritten signature recognition (8%), and iris scan (4%) (Biometric Industry Report, 2001). In recent years, biometrics have gone digital, and modern electronic systems are capable of distilling the arches, loops and whorls of conventional fingerprints into a numerical code. As an example, Champion Technology, a Hong Kong company, has launched a fingerprint recognition system, which takes only a few seconds to accomplish recognition (Leary, 2001). Biometric authentication offers some promise of strong and convenient security for cell phones, in which the subscriber’s signature or fingerprint can be thought of (mathematically) as a large random number (Crowe, 2001).These are easy for the owner to present to a machine but difficult for others to fake, and they cannot be lost, stolen or borrowed. The growing m-commerce industry eventually will settle on a set of solutions to all of the different security problems, building end-to-end solutions that are secure, cost effective and easy for consumers to use. However, successfully implementing good quality solutions relies upon the acceptance of standards (either de facto or negotiated) within the highly interdependent functions of this industry. 4. 2 Value Chain Evolution As we discussed above, m-commerce is primarily rooted in the cash-rich mobile phone industry.Therefore, equipment vendors and network operators have been dominant in the m-commerce world. And in some sense, the mobile operators own virtually all of the value chains (Donegan, 2000). Unfor tunately, this operator-dominated value chain is not able to successfully deliver flawlessly integrated personalized services for mobile phone users, which is crucial to the success of m-commerce (Swartz, 2001-2). In theory, mobile operators could compete at all levels of the m-commerce value chain, from the provision of basic technical services to the supply of lucrative, customer-facing content, but this is simply not possible, since this will spread their skills and resources too thin.This has been abundantly demonstrated in the e-commerce marketplace, where different companies tend to invest and to focus on their specific expertise at particular levels of the value chain. There are some exceptions, where dominant companies such as Microsoft and General Electric attempt to extend their reach vertically. Companies normally should concentrate on areas in which they naturally hold a competitive advantage. In m-commerce, mobile communication operators thus need to make difficult deci sions about which parts of the value chain to compete in – and how – and which parts to avoid. There are many critical roles that they may be able to play and a number of business models that may be suitable in these roles (Tsalgatidou and Pitoura, 2001).Some mobile data industry observers believe that, although Europe has a more advanced mobile communication infrastructure, the European approach to the m-commerce market will fail (Darling, 2001). They suggest that many European service providers want to own the customers and to support all the applications that customers want to perform. Some mobile operators may even want to become banks or content providers in their own right but, even though carriers have all the critical capabilities in place, including location, shopping, e-wallets, promotion and personalization, without partnerships with knowledgeable merchants and intermediaries, prospective customers will have nothing to access. Therefore, partnerships between -commerce providers, interested content providers, and other businesses are critical to the success of m-commerce. Providing complex data services is a very different business from running a voice network, so carriers have to choose partners to provide content, and decide which services to offer their customers. In pursuing value-added services, more entrepreneurial companies have the products and capability to get them integrated and delivered to handhelds (Goldman, 2000). Also, since capitalizing on the promise of m-commerce requires an in-depth understanding of consumer behavior, significant opportunities arise not just for providers of telecommunications services, but also for companies that have a rich and thorough knowledge of consumer behavior.However, from the merchants’ point of view, building m-commerce applications will present huge challenges, so companies need to leverage superior consumer insights to develop powerful branded solutions with value outside their t raditional markets, particularly when forging alliances with telecommunications carriers (Nohria and Leestma, 2001). In a value chain, each party plays its specific role and gets its own benefits. Customer service charges depend on how much value the user receives, so there will be different pricing and business models for individual services (Secker, 2001; Darling, 2001). Revenue sharing in m-commerce value chains, particularly in those of location-based services (LBS), involving mobile operators, equipment vendors and application developers, will require a significant amount of negotiation. As an example, CT Motion is an LBS application developer and equipment vendor, providing operators with a platform to enable deploying and managing LBS.CT Motion licenses its platform to operators, with an initial fee to cover basic hardware costs and licensing. Additional payments to CT Motion depend on the revenue stream from application users. Thus, revenue share will essentially depend on t he value of the application. For example, a company delivering a car theft recovery service is doing most of the work and so it might receive 95 percent of the revenue. For a simple application, the majority of the revenue will go to the operator and the platform enabler (Secker, 2001). In Table 3, we list the roles in an m-commerce value chain, the major players, and their corresponding sources of revenue. Table 3. Roles and Profit Sharing in the Value Chain | | | | |Role |Tasks |Major players |Sources of revenue | |Equipment Supplier |Manufacturing innovative handhelds and |Nokia, Ericsson, Motorola, etc |Selling phones, equipment, or | | |equipment | |sharing revenue with network | | | | |operators for discounted cell | | | | |phones | |Network Operator |Developing and maintaining |Traditional carriers such as |Charges from increased network | | |infrastructure to support mobile data |Vodafone, Orange, Deutsche |traffic | | |communication |Telekom, AT and NTT DoCoMo | | |Service Hosting |Providing basic enabling services such |Existing Web-hosting companies |Shared revenue with application | | |as server hosting, data backup, systems|and system integrators such as |providers | | |integration and security control |Oracle | | |Portal Provider |Offering simple, categorized |Internet portal service providers|Fees charged to application | | |information search facilities crucial |such as Freeserve, AirFlash, |carriers and advertisers | | |to m-commerce applications. |Room33, Microsoft, Yahoo, AOL | | | | |[email  protected] | | |Billing |Handling various sophisticated illing |Network operators such as |Transaction fees or interest | |Facilitator |mechanisms such as air-time-based, user|Vodafone, Orange, Deutsche |charged to merchants or consumers | | |patterns-based, specific |Telekom, AT, NTT DoCoMo and | | | |application-based, location-based, etc |banks and credit card companies | | |Application Provider |Providing various end-user services |Existing Intern et content |Revenue from customers for | | |such as ticket booking, e-mail |providers such as Yahoo, AOL and |services or products purchased | | |checking, news scanning, and |retail merchants (Coca-Cola, | | | |location-based services (LBSs) |PepsiCo, Procter & Gamble, etc) | |To help observe the maturity of the various value chain components of m-commerce outlined in Table 3, and to understand where further development must occur, it is informative to consider the inter-corporate linkages of m-commerce. This can be done according to corporate contributions to required infrastructure, associated support services, and delivery of these services to customers. To this end, we have adapted the well-known University of Texas e-commerce model of Internet Economy Indicators (Whinston et al, 2001). In their model, there are four layers (Internet infrastructure, Internet applications infrastructure, Internet intermediary, and Internet commerce).M-commerce differs significantly from e-commer ce, as we have pointed out, although there is some overlap in the functional nature of both. In our m-commerce value chain model, we also propose four layers: 1) Communications Infrastructure, 2) Applications Infrastructure, 3) M-commerce Intermediary, and 4) Mobile Commerce. Reading from the top of Table 3, the Communications Infrastructure layer includes equipment suppliers and network operators. The Applications Infrastructure includes service hosting, portal providers, and software companies that develop related software products and platforms. The M-commerce Intermediary layer includes billing facilitators, content providers, brokers, and market makers.Finally, the Mobile Commerce layer includes application providers that sell goods and services to customers. The interconnected and interdependent nature of these four layers of the value chain cannot be over-emphasized. Thus evolution in one layer will affect the other layers. For example, advances in the communications infrastr ucture, such as the widespread implementation of G3, will support new developments such as wireless video and bring more potential retail applications of mobile commerce that may be both time and location sensitive. But services to support these will require further evolution in both applications infrastructure and intermediaries. 4. 3 Active Customer DemandWhat is missing from m-commerce is compelling content that will make people want to use their handhelds to buy something. Consumers remain unconvinced about the wireless Web and user apathy towards wireless data services is believed to be one of the main factors delaying m-commerce implementation (Kelly, 2001). We propose that it is current narrowly-focused m-commerce applications (mainly on mobile Web systems) but not the fundamental nature of m-commerce, that frustrates consumers. The great advantage to people of eliminating fixed attachments to physical space, allows more strategic, creative, and flexible decisions and actuall y getting things accomplished (Kalakota and Whinston, 1996).Instead of waiting for killer applications to stimulate passive consumers, we propose that fundamental consumer demand is the active force that can improve the chance of m-commerce success. The success of the cell phone industry has already proved the significance of this active driving force. Today there are an estimated 115 million cellular phone users in the U. S. (Schooler, 2001). Market growth has been quite encouraging. Compared to the U. S, in Asia and Europe mobile telephony adoption is even more advanced (Herman, 2000). In Japan, the number of cell-phone users has already reached 66 million (Kunii, 2001). 64% of the people in Finland have a mobile phone, while the rate in Sweden stands at 55. 2% (Kruger, 2000).In China, the enthusiasm for mobile phones has exceeded all forecasts, and the mobile subscriber base will probably reach 250 to 300 million in 2005, up from 68 million in 2000 (Sliwa, 2001). Recently, the po pulation of cell phone users in China has reached 135 million, making it the world leader. Beyond enjoying the basic service of mobile verbal communication, consumers are beginning to demand much more from their cell phones. Two-thirds of Japan’s cell-phone users subscribe to one of many mobile data services offered by the country’s three cellular operators. Even though the actual demands vary according to different geographical locations and demographics, consumers have played a decisive role in the success or failure of m-commerce efforts.Most potential m-commerce successes will arise from consumer demand for additional value in their daily lives, and there is unlikely to be a single killer application that can spark m-commerce success. What consumers need is an adaptable package that can accommodate various m-commerce services (personalized location-specific and time-sensitive). It is the variety of cost justification criteria adopted by consumers (in turn determine d by demographics, regional cultures, current fashions, etc. ) that fundamentally affect their decisions concerning specific m-commerce services. According to a Nokia research study that focused on m-commerce services in the U. K. South Korea, Italy, USA, Brazil and Finland, the proportion of respondents that would carry out a transaction of more than U. S. $25 using a mobile device, ranged from 24 to 54 percent (Dezoysa, 2001-1). Also, 90 per cent of all end-users surveyed that would consider using m-commerce, either now or some time in the future, would be willing to pay for its use. However, this is on the assumption that the mobile device is free. It is still uncertain whether the cost of next generation phones can be subsidized by operators and, if they are not, how the added cost of paying over $150 for a mobile phone might well affect this figure (Dezoysa, 2001-1). DoCoMo recently sold about 10,000 videophones at a U. S. $500 price, with service limited to Tokyo (Kunii, 2001) .In Europe, the cost of providing advanced handhelds equipped with high tech features is also likely to be in the neighborhood of $500 or more (Carrigan, 2001). For the additional cost of high tech handhelds to be acceptable, consumers will expect to be able to access many additional services that are of value to them. In Europe, where mobile users are not charged for incoming calls, consumers can thus not only gain access to wireless services wherever there is a network presence but also keep tabs on time-critical information such as stock market reports or other urgent messages (Barnett et al. 2000). Such consumers are more likely to take advantage of these services.The focus in m-commerce needs to be on delivering simple, time-sensitive, and compelling applications that do not require a lot of training. If it takes too much time (e. g. more than 5 minutes) to conduct an m-commerce transaction, it might as well be done with a PC. One example is notification about tickets to entert ainment and sporting events. A consumer can contact a ticketing agency, such as TicketMaster, to request notification of availability of tickets for sale for an upcoming concert. When tickets meeting the consumer’s criteria become available, TicketMaster sends a message to the consumer’s wireless device and asks if the consumer wants to buy them or not. This is a simple yes-or-no transaction (Lucas, 2001).Any applications that require consumers to input much information will not work, because of keyboard limitations. For example, a visit to Barnes & Noble’s WAP site to enter credit card number, address, and shipping information requires more than 100 keystrokes (Swartz, 2001-2). 4. 4 Synergy of three driving forces The success of m-commerce relies on the synergy of three driving forces: technology innovation, value chain evolution and active customer demand. Technology innovation provides more useful functions with lower prices, creating value for customers and stimulating customer demand. Technology innovation also demands high-level collaboration through the value chain.Active customer demand provides rich revenue sources for the value chain and stimulates technology innovation and the development of new applications. Value chain evolution ensures the collaboration of multiple parties through appropriate profit sharing, which in turn supports more technology innovation. Through positive interaction loops the three driving forces will eventually contribute to the success of m-commerce. This synergy is graphically illustrated in Figure 1. 5. Conclusions Are we ready for m-commerce? Differing perspectives of m-commerce may lead us to opposite answers. But our research into the nature of m-commerce shows that m-commerce applications are fundamentally different from those delivered in the Internet- based e-commerce environment.Simply transforming e-commerce services to cell phones or PDAs will merely expose the limitations of wireless handhel ds and result in frustrating end-user experiences. Therefore, as we examine any speculation about m-commerce applications, we must attempt to exploit the unique features of mobile devices as well as to avoid their weaknesses. Furthermore, the eventual success of any m-commerce strategy depends on the synergy of the three driving forces we have identified: technology innovation, value chain evolution, and active customer demand. Acknowledgement: This research was sponsored by the research grant from Natural Science and Engineering Research Council of Canada.The authors are grateful for the anonymous referees’ constructive comments and valuable suggestions on the improvement of earlier version of the manuscript. References: Barnett et al. (2000), Nick Barnett, Stephen Hodges, Michael J. Wilshire, â€Å"M-commerce: an operator’s manual†, The McKinsey Quarterly; New York; 2000, No. 3, pp. 162-173 Biometric Industry Report (2001), â€Å"2000 Market Review†, Bi ometric Technology Today, Jan. , pp. 9-11. Brewin, (2001), Bob Brewin, â€Å"M-commerce hits snag as cell carriers balk†, Com

Boy Pusit: Reaction Paper

â€Å"BOY PUSIT† A REACTION PAPER IN SOCIAL STUDIES II SUBMITTED TO: MARIO DE LOS REYES SUBMITTED BY: JOHN PHILIP L. MALICDAN I. INTRODUCTION In Masbate, the children of Sitio Paradahan can already be found by the seashore before sunrise, preparing to take home their biggest catch of the day. These children spend more time catching squid to survive, than going to school and study for their future. The money they gain from catching squids is merely enough for them to eat to survive. These particular children travel out to sea and free dive to find squid to catch.In Manila, a kilo of squid costs around P200, but in Sitio Paradahan, the squis only sell for a cheap price of P60. With the cost of nets and gasoline, there is barely enough for everyone involved in the fishing group. After a full day at sea, each child goes home with less than thirty pesos (P30) income for their hard work. But for the overworked children, this is more than enough for the day. Sandra Aguinaldo meets Ja meson and Romnick, two graduating elementary students whose dream is to finish college.But their chances of even reaching high school are slim. Their work as squid catchers has caused them to be frequently absent from school. The squid catchers are torn between studying for a better future and providing for themselves and their families. II. SUMMARY The day starts early for a group of children at a remote coastal village in Masbate, an Island province in the central Philippines. Even before dawn breaks, several children and a few adults line the seashore, busily preparing their boats and nets for a day of squid fishing.I-Witness' Sandra Aguinaldo meets three boys — Jameson, Estoy, and Jason — who at a very young age were taught by their fathers to dive for squids. The residents largely depend on the sea to make a living. There are no concrete roads, water comes from deep wells, and there is no electricity. Everyday, they set out to sea. A boat’s crew is comprise d mostly of children. The adult stays in the boat while the children do the diving. The kids wear improvised goggles and fins made of wood that are fastened to their feet by strips of rubber.Diving in with the children, reporter Sandra Aguinaldo experiences just how exhausting the job is. The kids lure the squids into the nets by making noise hitting the water’s surface hard with their arms or getting rocks underwater and throwing them hard at the water’s surface. They then dive as the net closes in to secure the squids that were trapped in the net. Children are considered important in these diving operations because they work fast and don’t tire easily. In a day, they make an average of 20 dives.Most of the time however, they catch just a few not even enough to shoulder their families expenses in a day. The children say they still have time to go to their classes, walking for hours through tall grasses along hilly landscapes to reach school. Their elementary sc hool teacher, Melchor Rojas, though, says most squid catchers report to school only once or twice each week. Squid fishing takes up the time and when harvest or planting season, there are the teacher reports even fewer students.Of the few squid divers who are his students, Rojas expects less than half would be able to pursue higher education. The kids parents themselves seem resigned to the fact that they would never be able to send their children to school. For these children, education remains uncertain, but they maintain high hopes. Given a choice, they prefer to attend school in order to finish their education rather than spend their time at work. Every summer, the number of child squid catchers rises because they are also saving for the coming school year. III. REACTION I for one, feel lucky that I am not in their position.I pity them because they are already working at a very young age just to survive; they also have to frequently absent themselves just to catch more squid for their needs. Although they are like this, I idolize them for being so industrial and hardworking. I think they deserve better livelihood than their current situation. IV. CONCLUSION/LESSON The lesson learned here is simple. Be humble in working for the sake of you and your family. We must also be contented for what we have because God himself will guide us to a better future if we remain faithful and pray.

Cross Cultural Studies Essay

Beauty, is anything that appeals, and is incorporated in current fads and trends of the area. Its features drastically vary across the globe where antagonizing manners are adopted. Obesity is such an example, where in the west, obesity is shunned, and admonished, and on the contrary, in the African countries, obesity lures and is considered to be a blessing, exhibiting richness. Beauty may be skin deep, but there are cases when such becomes a paradox. Obesity is not just about the weight, or the physical and genetic rationalities we can derive from it. Obesity can also be derived from its psychological roots. What is obesity and how it affects the reputation, personality, or even the attitude towards it varies across cultures as mentioned earlier. In this paper, obesity is seen as good and wanted physiological trait, compared with as a social cancer plaguing the health in most Western countries. RESEARCH FINDINGS Norimitsu Onish (2001), in his article entitled, ‘On the scale of Beauty, weight weights heavily’, has explained in a formidable manner the craze obesity has amongst teenage girls in Nigeria. He has depicted the ways ladies will employ to go beyond their means so as to become fat, and conducts market surveys determining which types of steroids, pills or chemicals they would use. The paper explains how obese women are idealized and looked up onto. Onish indicates that women would tend to consume harmful chemical to gain fatty tissues, and have become so obsessed with becoming fat, that they would go to ‘fattening farms’ and get massaged weeks before their weddings. Likewise, some of the poorer women would consume animal feed in order to get fat and become attractive, as they cannot afford the rich foods. Historically, fleshy African women were considered well endowed financially, because they can afford food, are healthy and fertile. Women in African culture are revered to as the food provider, the one who plants and supplies food in the community. A fleshy African woman connotes someone from an affluent family or perhaps a potential good provider for her family. The heavy African woman was valued and held in high esteem. However, it is important to note that African women labored diligently, working sun up to sun down, and their laborious tasks were not conducive to being big. The arduous work kept African women basically on the thin side (Johnson and Broadnax, 2003). STRATIFICATION: Stratification is an integral part of a community and society that occurs due to a division in the classes which is determined by the economic situation of the household or community. This horizontal stratum is also prevalent among some countries which have a male dominant society, on the pretext of religion. This has been depicted in Onish’s article, where obese women are a status symbol, exhibiting their resources, and that they belong to well to do families, compromising their health in this way. A very good example is quoted explaining how a girl since the age of 11 years, was forced to become obese on the pretext of getting a ‘good match’, and now she suffers from hip dislocation, and bone disorders, as it has become difficult to carry herself around. Culturally, being large was not customary. In the African view, women who are fleshy, had hips, and a voluptuous body are the women to marry. Body size was also perceived to make them excellent mothers. African women who are large have more adipose tissue, and were perceived to carry a fetus to full term and suspend for some time the effects of starvation should there be scarcity of food (Johnson and Broadnax, 2003). In a class lecture by Mead back in 1974, culture was defined as the transmission of values and behaviors and concepts. It is the way one eats, the way one walks, and the way one raises a child. In Africa, the cultural level was subtle for little girls to learn that African men and families values large women and was highly acceptable. But being voluptuous was deemed in a different way when slaves were transported to the new world. African women then were viewed and even designated to be breeders and has a duty to give birth as many times as her owner wants to. Alex Haley documented this in his book by relating how large African women beats slave children and hands them to a slave owner as a sexual prize (Johnson and Broadnax, 2003). In another article, ‘Culture: A sociological view’, Becker (Becker, 1982) explains the significance of culture in a society and how it is regularly modified in order to meet the modern fashion and fad. Culture is being regularly changed, and newer versions of principles and practices are adopted. Likewise, stratification in terms of race and gender is also now being diluted, as a sense of equality is prevalent within most of the societies across the globe. A society is organized by its cultural values, which is the essence to its development, and thus although newer concepts are adopted, older principles should not be ignored and should be passed onto generations in order to preserve a society’s cultural heritage. The gradual changes in society together with the culture in which one grows takes generations. There are a few and core cultural traits which are passed on from one generation to another, preserved in families, despite the many changes that are constantly happening. In the sociological context, this also reflects how society influences the individual’s views and perceptions with the many changes happening around him/her. At some point, the person knows what his culture is inherently, but also adjusts to fit in and cope up with the many cultural changes in our societies. CROSS CULTURAL STUDIES: Cross cultural studies was a very interesting subject that depicts the various anthropologies around the globe. The primary essence in this study is an element of tolerance which various ethnic groups have to incur so as to accommodate and intermingle with various cultural set ups. A united stand in which people from entirely different cultures will team up and constructive serve towards the progress and development of a society is prevalent in most countries. A good example is depicted by the people of Malaysia, in which various ethnic groups coexist and play their respective roles in order to make Malaysia one of the most rapidly developed nation in the past decade, and it is now a role model for others to follow. Hinduism, Islam, Christianity and Buddhism coexist and temples are built right next to mosques and churches, where people go shoulder to shoulder to preach in tolerance and harmony. The same can be derived when slaves where transported to the New World. As African women became sexual prizes to their owners, some Westerner has fathered a child, and bore an African-American child. In the existing culture, being thin is in. Bulimia and anorexia has become an epidemic amongst teens and younger women because of the images of thin women being cultivated in the new society. The cross cultural examination between how women in Africa in comparison with African-American women view obesity is different and is a reflection of how views and perception change over time and across cultures. CONCLUSION: Culture differ across the globe, meeting the geographical requirements of a region, these can vary and be contrary, like the case of obesity, which is endeavored by some, and admonished by other societies, like the westerners. Likewise, cultural set ups are modified and changed in order to meet modern day requirements, and simultaneously maintaining and preserving the ancient cultural values that have been passed on. Similarly, cross cultural set ups also do exist, and various ethnic groups coexist and serve proactively for the development and progress of nations, thus exhibiting discipline, unity and tolerance. REFERENCES: Becker H. (1982) Culture: A Sociological View, Yale Review, September 2, , 71:513-527 Johnson, R. W. and Broadnax, P. A (2003). A perspective on obesity – analysis of trend of obesity in African-American women. ABNF Journal. Onish N. (2001) Maradi Journal: On the Scale of Beauty, Weight Weighs Heavily New York Times dated Feb 12

Professional Communication of the Conference Essay

Professional Communication of the Conference - Essay Example At this time the President of "Fiber Optic Inc." Mr. Johnson will make his keynote address to the participants. You are invited to visit his address as it will give you details about how we will work in the following days. The address will be held at the hotel in the California Ballroom. Immediately after the President's address, the company's main exhibit will be opened on the convention floor. You are invited to participate in its opening so that in the following days you can revisit the already familiar exhibit with some specific interests that you may develop during the workshops. We have tried to organize the conference in such a way that you will have free time for visiting interesting sights in our city. From our part, we would recommend visiting the city art gallery where you will find a lot of interesting works of art in different genres as well as will have a chance to witness the live Internet videoconference with a Japanese art gallery. The videoconference is to take place on April 12, 2005, at 4 PM and our company is proud to be the technical sponsor of this regular event. During the conference, we will be providing three meals a day in the conference restaurant.

Creating Strategy Research Paper Example | Topics and Well Written Essays - 1500 words

Creating Strategy - Research Paper Example The opening of the thesis report consists of the description of office of Human Resources. The National Institutes of Health (NIH) is the main agency under the United States Department of Health and Human Services that is mandated by the United States government to conduct health- related and biomedical research. In order to operate effectively and efficiently to meet the client’s needs and expectations, NIH has, among other offices, the Office of Human Resources (OHR) and Client Services Division. OHR provides strategic leadership in assessment and development of human resources policies and program of the Department of Health and Human Services. Additionally, OHR links the Department to the central management agencies which provide consultative and operational services. Specifically, OHR has an operation arm of called the Client Services Division. This division’s key goal is to provide the best possible customer service in addition to creating positive, strong relatio nship between OHR and the Institutes or Centers (ICs) staff. Client Services Division has 10 branches which often operate inconsistently. They all serve different institutes which they are adapted to operate certain processes differently. Also, some are stricter on their institutes than other, while others are simply more efficient. These inconsistent operations among Client Services Division’s branches are not desirable as they result to clients obtaining varying services in regard to quality, time, efficiency, and effectiveness. Therefore, it is important to create a strategy for making the 10 branches of the Division to operate consistently and ensure that they all deliver services in a more efficient, effective, and timely manner that meets client’s needs and expectations. Creation of the Strategy Creation of the strategy will be based on the Harvard Business Review’s "What is Strategy", "Blue Ocean Strategy", "Pfizer Inc. Building An Innovation Center" case study, "Crafting Strategy" and "5 Competitive Forces that Shape Strategy." In order to create appropriate strategy for an organization, it is important to understand the forces that shape competition (Porter, 2006). Porter (2006) identifies these forces as the following: threat to entry; the power of suppliers; the power of buyers; the threat of substitutes; and, rivalry among existing competitors. Creation of strategy for the Client Services Division should thus take these forces into account so as to have a successful strategy in the long- run. Mintzer (1987) advises that crafting of strategy should take into consideration the patterns from the past and plans for the future. Therefore, in creating a strategy for the Client Services Division of the NIH with a bid to making the ten branches operate consistently, the patterns of the past and the plans for the future will be considered. In regard to patterns from the past, the fact that the branches have been operating inconsistently especially regard to time and efficiency will be considered. On the other hand, the plans for the future which is to ensure that these branches operate consistently will be considered to ensure that these plans are achievable within a given period of time and the amount of resources needed to achieve them. Taking these two important aspects into consideration will be critical in aligning the past patterns with the strategy that seeks to achieve the new goal (Mintzer, 1987). Porter (1996) argues that creation of strategy in most cases seek to attain operational effectiveness and consistency with the aim of improving organizational performance. This proposition is true in regard to the Client Services Division of the NIH; the strategy created will be essential in leading to superior performance which is indeed the main goal of any organization. Since it is an established fact that Client Services D

Project Management Essay Example | Topics and Well Written Essays - 2500 words - 10

Project Management - Essay Example oppages in delivery of passable resources to set up project requirements; budgetary and workers transforms; and, imperfect research or knowledge of the project manager. These risks guide quickly to holdup in release dates and financial plan overages that be able to harshly weaken assurance in the development and in the project manager (Martin et al, 2004). There are lots of risk those are attached to the project development and cause a serious problem for the better management and administration of the project. These risks are also the main cause for the breakdown of the most of the projects. From project management viewpoints, project managers have to find out the most recent insights, methods, and developments in project management field. This will provide him a better understanding regarding the efficient project management and solutions for emerging risks (Johnson et al, 2005). Good qualities of project risk judgment. If a project manager is able to distinguish the key stakeholders and make sure that they evidently recognize the project scope and main objects of the project (Anderson). Project management basically comprises the phases that independently add to the achievement of a task. These stages are independent but mutually related. Here in the first stage we conduct a detailed analysis the problem situation and device an appropriate solution for that stage. Then we plan for the achievement of our goals. This plan includes the cost and human resource allocation for the project management. Here we also carry out a risk measurement study to find out the potential risks in the project. The quality assurance stage is aimed to assure the quality of the project and determine if the expected results have been achieved. The final stage of the project management involves the analysis of the results accessed for the project implementation to declare the project success or failure (Monk and Wagner). This project is about the implementation of the wireless sensor

Applied Biology Essay Example | Topics and Well Written Essays - 2000 words

Applied Biology - Essay Example This interruption of blood supply and thereby shortage in oxygen supply is normally caused by the collection of vulnerable atherosclerotic plaque, which is a combination of lipids and White Blood Cells, on the walls of the arteries. This plaque only results in ischemia, and will lead to minimal or extensive infraction or death of the myocardial cells in the heart. When this myocardial infraction happens, the structure and the function of the heart undergo sizable changes. Following myocardial infarction, there will ischemic cascade during which the affected cells will die. Then, the leukocytes and the fibroblasts start to migrate into that necrotic region, and so the death tissue gradually remodels into a dense collagenous scar. (Ingels, Daughters and Baan 1996). In addition, the damages that happen in the myocytes and extracellular matrix formation after myocardial infarction, changes the size and the shape of the left ventricle and heart, thus impacting its structure. This process of changes is commonly known as â€Å"myocardial remodeling†. (Davis, Davies and Lip 2007). During that process of remodeling, the remaining functioning cells of the heart tries assume a different shape by enlarging itself and this is known as hypertrophy. By attaining this enlarged shape, those muscles will try to counter and manage the loss of synchronicity in the functioning of the muscles. These structural changes happen automatically, so the heart can compensate for the loss of key heart muscles. Thus, the function of the heart also gets reoriented after myocardial infraction, because its efficiency deteriorates due to the inability of the dead myocardial cells to aptly contract and thereby contribute to the heart beat and functioning. Even when the heart cells enlarge to compensate for the dead cells, it may not have the desired effect. That is, the enlarged cells may not be able to contract as forcefully and as effectively as the normal-sized and normal functioning cel ls. This restricted function will directly hinder the heart’s ability to generate expectant force during each beat or contraction, thus limiting heart’s functioning and its’ pumping of blood for all parts of the body. In addition, the function of the electrical system of the heart, which initiates the signals for a contraction, could also get disturbed because of the changes in the structure of the heart after myocardial infraction. The disturbance will be in the form of irregular heart rhythms, which is known as arrhythmias, which is a serious and restrictive problem, and has to be treated through medication or through permanent pacemaker implantation. The structural changes could also activate â€Å"systemic processes causing sequelae in many other organs and tissues, as well as further damage to the heart.† (Davis, Davies and Lip 2007, p.10). Thus, these changes in the structure and the function of the heart happens in the form of a vicious cycle, lead ing to further deterioration of the heart, causing other serious complications, which includes total heart failure. 2. Heart failure is a possible complication of a myocardial infarction. Describe the signs/symptoms and explain the physiological changes that are causing them. Heart failure can be categorized and arbitrarily divided into Left-sided failure and Right-sided failure, with each exhibiting certain symptoms. However, Left sided forward failure could overlap with the right sided backward failure, and also importantly the right-sided heart failure could be caused by the left-sided heart failure. Thus, as both are interrelated, the patients could present with both sets of symptoms. Person being affected with heart failure could exhibit mainly the symptoms of shortness of breath and swelling,

Theoretical Framework Assignment Example | Topics and Well Written Essays - 500 words

Theoretical Framework - Assignment Example According to Duffy (1997), the three key constituents of the health promoting model include the amending factors. These factors influence behaviors that promote health by acting on the cognitive-perceptual aspects. The cognitive-perceptual aspects are a constituent of the model that control partaking in behaviors that promote health. The model also comprises of the likelihood of taking part in behavior that enhances health. Diabetes is a highly prevalent disease that is evidenced by its number seven ranking in the year 2010. Its rate increases with certain factors like age with persons between the ages of 45 and 60 been twice as likely to die from diabetes. Sandra (2002) notes that Hispanic Americans had higher diabetes risk. Lorraine et al. (2005) reports that demographic factors such as lack of knowledge on diabetes, age, minimal exercise, and been without appropriate health care all contribute to reduced individual health. Padilla & Villalobos (2007) assert that Hispanic men and women show individual health features that are poor. The poor individual health features increase the prevalence of diabetes among these persons. Pender’s health promoting model articulates for a lifestyle that enhances health. A health-enhancing lifestyle can be used by an individual to manage diabetes. Melko et al. (2010) argue that a lifestyle that enhances health is one whose day to day undertakings ensure that an individual is healthy. Duffy (1997) writes that, persons who take part in behaviors that enhance health, recognize the importance of health management; they show a great deal of control, are cognizant of the importance of quality in life, and they believed in their ability to undertake certain acts. If Hispanic men and women, along with non-Hispanic African-American women undertake behaviors that lead to a health-enhancing lifestyle like

English settlement in the Americas Essay Example | Topics and Well Written Essays - 1000 words

English settlement in the Americas - Essay Example The colonization had made Spain the wealthiest nation, during the later years of the 1500s. The inflow of the English was triggered by the need to colonize and explore the Americas, after they saw that Spain was growing extremely rich during the sixteenth century (Benedict 1996). However, the colonization and the exploration style of England was different from that of Portugal and Spain, as England privatized its exploration, through granting letters of Marquis and charters to the individuals that captured English colonies as economic strongholds. This paper will explore the motives behind the development of English settlements in the Americas, both from the perspective of the settlers and official policy formulations (Starkey 1998). The motives included mercantilism, which is the economic outlook of integrating private and government efforts, towards fostering economic development. The aims of the system included managing all the components of American trade, including transport, pr oduction and retailing – under the control of England. ... There was also the spread of Protestantism, partly due to Henry VIII’s pursuit of getting a male child. After the death of Edward in 1553, Mary I took over, and she started killing Protestants, so that she could restore England to Catholicism. On one occasion, she commanded the execution of 300 Protestants for heresy, and had them burnt. During the time of fleeing England to avoid persecution, and after the reign of Elizabeth, the English settled in the Americas – and in the process realized the goal of expanding their religious coverage (Spielvogel 2000). The English sought to expand the coverage of their religion, as there was the common view that Spanish Catholicism was evil. As a result, the attacks staged on Spanish ships by Sir Francis, while in the American waters were hailed as a heroic act, and not pirate activity. The demolition of the Spanish armada paved way for the English explorers to colonize the Americas, which was also an effort to contain the spread of Catholicism. The development of English settlements in the Americas was also triggered by the population increase of the 1500s. During the time, England passed laws on enclosure, making all land private, which made it very difficult for commoners to feed their animals at public lands. The shift towards privatizing land resulted from the increase in the price of wool. As a result, land owners decided to stop the competition for provision of wool by increasing their farm lands and to increase their wealth through the trade. The shift increased wool production, but also led to an increase in the number of landless people, who has sustained their livelihood by grazing at public lands. Also, between 1530

The Role of Women During World War II Research Paper

The Role of Women During World War II - Research Paper Example However, the high adulation that women have today as the equal of men did not always exist. The Suffragette era saw women fighting to have equal rights and opportunities with their male counterparts. But just like everything else in this world, time and circumstance forced a change in that point of view. When World War II rolled along, the United States government saw shortage in the workforce that has never been equaled since. The only solution to that problem at the time? Hire women to do the job of men. They were the most viable option. They were, the only option. Although the government and the business sector had qualms about hiring women in the workforce, most specially women who were mothers with little children, the existence of huge government contracts in the industrial field of automotive, aviation, and other sectors developed a shortage of workers due to the high volume of men leaving the workforce in order to join the war time efforts of the country. Coupled with the men leaving for war was the fact that the country was gripped by the Great Depression which forced some men out of jobs. With the lessened financial drawing power of the head of the household, most wives and mothers saw it fit to do their part in helping to support their family. So off to work they went. Women became such a huge and integral part of the workforce that the statistics from that era proves that they held important jobs and more than made up for the lack of men in the workforce. Doing jobs that were once reserved only for the brawn of men prior to the changes that wartime brought about (â€Å"Women in World War II†): The entry of married women into the work place caused their percentage of total female employment to grow 28% from 1929 to 1940, particularly women in the 25 to 44 age group increased 13.8%. In total, 50% of the women in the nonagricultural labour force were employed by the clerical and service sectors of the economy, they encompassed the majority of ur ban working-class women. It did not come as a surprise to many that the women who entered the workforce did so successfully during the time. The great sex divide among men and women of the era had the women forcibly relegated to the background, staying at home to tend to the needs of the family. Proir to the war, any woman who was seen as part of the workforce was frowned upon and shunned by men. However, just like all mindsets, the time was ripe for the change in the mindset of the working man when it came to the working woman. The forced expansion in the labor workforce offered the female sector of society a boost in their campaign for equal rights. The government got a boost from the entry of the female workforce who became the backbone of the American economy during the simultanuous battles against Hitler in Europe and Japan in Asia. World War II afforded the women a chance to sieze an opportunity to work in new jobs, learn new skills, and explore new opportunities (â€Å"Partn ers in Winning the War: American Women in World War II†). Although women were truly a â€Å"secret weapon† for the country during the war, the traditionalists in society could not help but worry about what repercussions their serious entry into the workforce would have on the American family dynamic. More specifically, what effect would having a working mother have on the children of the time? Their worry was based on the traditional point of view that saw the women as the beacon of light and guidance in the home without whom its younger members would fall astray. Although there was a small percentage of juvenile delinquency during the time, most of the children of the era knew that there was a battle raging overrseas and their mothers were part of

Team Dynamics - Conflict Resolution Strategies for Students and Essay

Team Dynamics - Conflict Resolution Strategies for Students and Workplace - Essay Example Teamwork is a gratifying and often crucial part of employment and many leisure activities. Moreover, today one's ability to work in a team is sought after and highly valued. It seems that working in groups is very easy, though as the experience shows, it may be one of the most challenging tasks one faces at university and in the workplace. This is caused by the fact that all people are different as well as not all traits of characters of different people can be combined successfully. The biggest drawback of working in a team is that usually not every member of the team is prepared to put in the same amount of effort. Moreover, in every team, there are "free riders", who come to the group meetings to socialize instead of doing what they are supposed to do and do not complete their tasks. Because of the other team members end up having to do work that they fail to complete or start an assignment over because someone did not do it right. Of course, such situations are very stressful and after a couple of experiences of this kind one may get a strong feeling and he/she is better off, though doing more work, completing the project alone. However, working in teams has strong advantages. When working in the team it is possible to combine the strengths of all the members and direct them to the completion of the project. Whilst being a member of a team, a person acquires such useful skills these days as the ability to plan and organize the time. In a group, one learns to negotiate and compromise and to practice decision-making skills. Moreover, one gains additional knowledge from another person, meets new people, and discovers how to identify the needs of others and build positive relationships, and develop cooperative learning strategies (University of Phoenix, 2004). As it was mentioned earlier, groups do not exist without conflicts. According to Wisinski (1993) conflict is defined as "a disagreement or disharmony that occurs in groups when differences regarding ideas, methods, and members are expressed". What is important to remember that conflict does not always lead to negative outcomes, furthermore, a healthy conflict may lead to a rise in motivation and successful completion of the project. Thus, the primary goal for the administration of the company or a team leader is to learn how to use conflict as a tool that can benefit, rather than destroy the group (Krivis, 2006). For this, one should be familiar with conflict resolution methods. Lower I would like to mention two of them: the "4 R's" method, and the A E I O U method. Â  

System Evaluation Essay Example for Free

System Evaluation Essay Netflix is an internet TV company that produces the highest quality TV shows and movies for its viewers. Given that it contains hundreds and even thousands of movies and TV shows on its server, how does it remain to be one of the fastest? Netflix is using a cloud based system that has drastically changed its organization over the years. Netflix is by far one of the biggest cloud based services in the IT field. In the past, Netflix has used some of its services with Amazon. It was using different servers and it was quite primitive. Finally, Netflix decided to contact Amazon and decided to move its entire technology system to Amazons Web Services. Netflix migrated from a primitive SCM based library management system, to a system that only requires a small team to manage a giant pool of data. The business requirements that drove the systems initial development is to improve the availability and reliability of the data in Netflix. Netflix mission is to always find a problem of any outages and to make sure the roots of them are found and fixed. Detecting issues before customers find them and fixing them automatically. The purpose for Netflix is to deliver a fast paced and reliable service. According to Kevin McEntee, who is Netflixs vice president in engineering, Netflix switched to a cloud computing system in order to focus their innovation around finding movies, rather than building bigger data centers. Netflix needs a systems that can deliver high quality streaming videos to customers all over the world. Cloud computing is a low cost system that doesnt need different servers to work on. With cloud computing, there is no need for waiting weeks on a server to be delivered. Netflix was able to update their system within under six months. This system allows hundreds and even thousands of servers to be used within minutes without having to talk to administrators. With Amazon Web Services, it gives Netflix the ability to bring massive amounts of capacity online in a small amount of time. In this system, it has a set of cloud  computing services that helps to build applications as well. These include Web/Mobile Applications, Big Data, Backup/Storage, Enterprise Applications and more. Some of the tools that Netflixs system includes is the Simian Army. The Simian Army is a series of tools that tests the cloud deployment by taking down certain systems. This system is bringing Netflix a new name in the technology world. It is inventing an entire new field of computer science in order for people to watch movies and TV shows on their TV or devices. The system brings the company benefits by having other companies using Netflixs products in their own cloud computing systems. With the cloud computing system, this will allow Netflix to deliver television-style programming over the internet and develop more technology to support its big System Evaluation 3 transition. In the upcoming years, Internet TV will replace regular TV. It is going to grow increasingly over the years and Netflix will be the leading company. Netflix has many plans in the future for developing its cloud based system. Adrian Cockcroft, Netflixs cloud architect, wants to explore the use of other clouds. Although nothing compares to Amazons Web Services, he still continues to explore all options. His goal in the future is to run Netflix completely from a cloud computing system. Netflix plans to expand its system so it can provide its customers with content and the service will get better. In conclusion, Netflix is using this cloud computing system to ensure that their customers receive the fastest and highest quality of videos. This system is low cost and saves the company a significant amount of money in the long run. It gives a massive amount of capacity online for the company in which gives more resources and flexibility to the consumers. This system is by far a fast paced server that uses many other servers within minutes. It also allows the team working with the system to work on it more frequently. Amazon Web Services brings Netflix into an entire new ball park and is leading the company into the upcoming years as the biggest and most successful cloud based system. References http://www.zdnet.com/the-biggest-cloud-app-of-all-netflix-7000014298/ http://www.linkedin.com/jobs2/view/7164182?trk=jobs_search_public_seo_page http://aws.amazon.com/what-is-cloud-computing/ http://www.itworld.com/cloud-computing/355844/netflix-revolutionizing-computer-just-serve-you-movies

Working with emergent change

Working with emergent change Introduction Nowadays, people tend to speak of living in a fast-moving and unpredictable world (Burnes, 2004, p. 886), in a turbulent, dynamic and unpredictable environment (Burnes, 2000, p. 300) in which the frequency, dimensions and unpredictability of changes are higher than ever before (e.g. Kotter, 1996). Hammer and Champsy even go so far as to say that because of its ubiquity and endurance change is the norm (2001, p.25). Thus, the Heraclitean dictum that everything changes and nothing abides seems more topical than ever. Nonetheless, you have to take notice of the fact that about 70% of all change initiatives fail (Beer Nohria, 2000, p.133). How can this phenomenon be explained? What approaches of change exist and what enables organisations to manage changes successfully? In the following essay, I will first outline the traditional approach of planned change, its critics and, out of these, the evolving Emergent Change approach. Subsequently, I will question if a sheer focus on the apparent predominant processual approach is sufficient. I will do so by outlining case studies of two organisations that successfully implemented changes by paying attention to both planned and emerging changes. These results and Burnes analysis of a further organisational change initiative will lead to my conclusion that the consideration of both perspectives is necessary for successful organisational changes. Then, I will briefly analyse possible reasons that might lead to the previously discussed one-sided perspectives before I end the essay with a conclusion. Planned Change The Planned Change approach seemed to prevail in the theory as well as the practice of change management from the late 1940s to the early 1980s (Burnes, 2000, p.281) and is often referred to as the best developed, documented and supported approach to change (Ibid.). Its roots mainly lie in the work of Kurt Lewin (Bamford and Forrester, 2003, p.547) who is called by Schein the intellectual father of (à ¢Ã¢â€š ¬Ã‚ ¦) planned change (1994, p.239). Many planned change attempts are based on his three-stage model of unfreezing, moving and refreezing (Livne-Tarandach Bartunek, 2009). Nevertheless, it has to be noted that Lewin himself believed that a successful change considered his concepts about Field Theory, Group Dynamics and Action Research in addition to his famous three-stage model (Burnes, 2004, p.887). However, in regard to his latter model, the three steps can be outlined as followed: Unfreezing describes the destabilization of a quasi-stationary equilibrium that exists in a compount field of driving and inhibiting forces (Ibid.). It is postulated that this equilibrium has to be unsettled to overcome old stable human behaviour. Moving refers to the process of transmission to a new way of being (http://www.change-management-coach.com/kurt_le win.html). To lead to an enduring change this process requires reinforcement. Thus, the last step, refreezing, covers the stabilization of the new behaviour (Burnes, 2004, p.887). Bamford and Forrester state that this perspective is grounded on the assumption that organisational change is a process that moves from one fixed state to another through a series of pre-planned steps (2003, p.547). Consequently, it is to be systematically analysable and can be intentionally designed, initiated, and realized (Livne-Tarandach Bartunek, 2009). The importance of Lewins work on organisational change is indisbutable. Accordingly, several authors have developed resembling approaches, such as Cummings and Huses (1989) eight-phase model or Bullocks and Battens (1985) four phase model of planned change (Bamford Forrester, 2003, p.547). Nonetheless, the weaknesses of the planned change approach at a time in which the environment becomes more and more unpredictable and turbulent seem obvious. Thus, many critical voices arouse especially in the early 1980s following the oil shocks of the 1970s, the expanding Japanese competitive power and the apparent eclipse of Western industry (Burnes, 2000, p.281). These events raised questions regarding the efficacy and appropriateness of the established approaches. The main points of criticism, that mainly came from the culture-excellence school, the postmodernists and the processualists are outlined in the following (Burnes, 2004). First, the Planned Change perspective is reproached to neglect environmental factors that might be incompatible with the planned change. For instance, Stickland, who draws on systems theory, emphasises the role of internal and external influences as drivers for organisational change (Tarandach Bartunek, 2009, p.4). A further point of criticism, that is especially brought out by the processualists, is that a change is not a series of pre-identified discrete and self-contained events, but a more open-ended and continuous process where it is often unfeasible or unwanted to define a precise end state (Livne-Tarandach Bartunek, 2009, p.5). Furthermore, critics, such as Pfeffer (1992), blame the approach for ignoring the role of power and politics. They claim, in addition, that the advocated assumption of easily recognizable and resolvable conflicts is unrealistic in most organisational settings (Tarandach Bartunek, 2009, p.5). Emergent Change Taking these points of criticism into account, a different perspective on organisational change has evolved, namely an emergent, processual approach. According to Weick, emergent changes comprise ongoing accommodations, adaptions, and alterations that produce fundamental change without a priori intention to do so (2000, p.237) and although Bamford and Forrester argue that its followers seem to be more united in their stance against planned change than their agreement on a specific alternative (2003, p.547), you can still highlight certain characteristics that are typical for the Emergent Change approach. Peculiar to the approach is the assumption that organisational change occurs as a continuous process of experiment and adaption with the goal of adjusting the organisational processes and competences to a continuously changing environment. The idea of a turbulent environment, that prevails in todays societies and makes exclusive planned change programmes insufficient, is supported by several authors. Dawson (1994) and Wilson (1992), for example, emphasize the demands for a higher employee flexibility and constant structural adjustment that are associated with an increasingly dynamic and uncertain business environment (Burnes, 2000, p.283). This constant structural adaption is brought about through a great number of small- to medium-scale incremental changes which might give rise to a major re-configuration and transformation of an organisation (p.299). Related to this assumption is a further characteristic of the Emergend Change Approach, that is to say, the belief in the iterative and messy fashion of change processes (p.300). Thus, Pettigrew stresses the multi-causal, non-linear and unpredictable nature of change that develops through the interplay of multiple variables (à ¢Ã¢â€š ¬Ã‚ ¦) within an organisation (p.284). These variables involve different contexts, political processes and consultation. Similarly, Dawson states that disruption, confusion and unforeseen events that emerge over long time-frames determine change processes (Dawson, 1994, cited in Burnes, 2000, p.285). Furthermore, the Emergent Change perspective sees organisational change as a political-social process and does not narrow it down to a sheer analytical-rational routine (p.300). Hence, it is assumed that during a change various parties will seek to preserve or amend their own interests. This can lead to conflicts and intrigues. Accordingly, Burnes argues that the successful management of power and politics is a prerequisite for effective change (p.292). These power struggles are not limited to the upper professions of an organisation. Thus, Burnes continues that it is beneficial not only to possess the support of senior and local managers, but also of trade unions and workplace employees. Summing up, you can say that the Emergent Change approach stems from the idea that change is continuous, unpredictable, and essentially political in nature (Livne-Tarandach Bartunek, 2009, p.5). It evolved in response to the traditional Planned Change approach that rooted in the works of Kurt Lewin, but seemed insufficient in a time characterized by a dynamic and unpredictable environment. However, although the declination of the Planned Change approach appeared predominant and the literature provided increasing support for the Emergent Change approach, it has to be questioned if a sheer focus on the lauded processual approach is adequate. Or would organisations profit from a combinational perspective paying attention to both approaches? Several authors, in fact, suggest combining varying approaches to change (e.g. Burnes, 2004; Beer and Nohria, 2000) or have developed connection frames to link planned and emergent change over time (Livne-Tarandach Bartunek, 2009, p.3). In the foll owing I will present two examples of organisational changes to underpin my opinion that neither a solely planned nor a sheer emergent change approach is likely to lead to successful changes. On the contrary, I argue for a combination of both approaches. Example 1 A first example of the insufficiency of a perspective that would solely focus on planned or emergent changes is provided by Orlikowski and Hofman (2003) who studied the introduction of a new technology and the accompanied changes in a software company. They even go one step further and assume not just planned and emergent changes in organisations, but also opportunity-based changes. Zeta is one of the Top 50 software companies in the USA and produces several powerful software products enabling decision support, executive information and marketing (p.269). Furthermore, it has a revenue of $100 million, and employs approximately 1000 people in its offices around the world. In 1992, a new groupware technology was introduced in the Customer Service Department (CSD) within which a new Incident Tracking Support System (ITSS) was developed. The CSD consisted of specialists who technically advised clients, consultants and other Zeta employees and stakeholders via telephone. The aim of the new ITSS was to facilitate the minuting of customer calls and of the respective resolving progress of customers problems. In the course of this process some planned organisational changes were executed. These changes are referred to as planned changes because they were predicted prior to the introduction of the new technology. For instance, the specialists were now to provide an additional work-in-progress documentation and the managers controled the departments recources more precisely through the real-time access to workload information (p.271). Nevertheless, while using of the new technology, several emergent changes could be noted as well. The specialists, for example, worked out a body of informal quality indicators to ascertain the quality and value of prior resolutions (p.270) and managers considered documentation skills as decisive factors in hiring and evaluation processes. In the course of time further changes were introduced which Orlikowski and Hofman reference to as opportunity-based changes. In contrast to the beforehand mentioned, these changes were neither anticipated before the introduction of the new technology nor did they simply emerge spontaneously. Opportunity-based changes occur when an emergent change is observed and actors deliberatley decide to reinforce (or undercut) that change (http://icd.si.umich.edu/~cknobel/?q=node/41). Thus, they are enforced in situ and responding to arising chances and problems. An example of such an opportunity-based change appeared along the invention of partnerships betwee n less expert junior specialists and more experienced senior specialists to redistribute call loads which lead to unforeseen problems. For instance, the junior specialists refused to cede calls that were too difficult to their senior partners because they wanted to appear competent and didnt want their senior partners to be overloaded. On the other hand, the senior specialists were too engaged to monitor their junior partners. Thus, the new role of an intermediary was introduced to prevent the collapse of the system. This intermediary was seen as a buffer to facilitate the information flow between the junior and the senior partner. A range of opportunity-based changes arouse during the usage of the new technology that demonstrated the importance of ongoing learning and change in practice in organizations. Thus, the example showed that although planned changes occur in organisations, they are usually accompanied by emergent and opportunity-based changes. This means that the planned change of the introduction of the new technology in the CSD was followed by other planned changes as the additional work tasks of the employees on the one hand. Nevertheless, further ongoing changes emerged that made a continuous adaption of the organization essential. Example 2 Wikstrà ¶m (2004) presents another vivid example of an organisation that has to deal with planned as well as emergent changes that arise at environmental, organisational and individual levels. His case study of the company Tieto-X discusses a successful customer relationship marketing (CRM) implementation and illustrates diverse ongoing changes to which the company had to respond. Tieto-X is Finlands leading contract work solutions company that specializes in Information Technology. In 2002 employed about 270 people. The structure of the organisation and the collaboration with its clients made it necessary that the customer could have recourse to Tieto-Xs operational system. This allowed the client, for example, to follow up the progress of an IT project. To cope with its rapid growth, Tieto-X decided to start a total systems renewal process in 2002 (p.6) and to change its business strategy from product/service-oriented to a customer-oriented one (p.8). In addition to this planned change event the company was exposed to several further planned as well as emerging changes that took place on an environmental, organisational and individual level (p. 6). On an environmental level of observation, Tieto-X faced, for instance, the socalled Year 2000 phenomen and Finlands accession to the EMU that both lead to increased business chances through higher demands for IT services. Another emergent change event that affected the company from the environment was the enlarged entry of foreign firms into the Finish market and the accompanied sharpened competetion. On an organisational level several planned change events could be observed in addition to the beforehand mentioned fundamental change of Tieto-Xs business strategy to a more customer-oriented perspective and the final CRM implementation. For instance, there were multiple company mergers during the years 2000 and 2002 and the associated merging of disparate organisational cultures. Furthermore, a new product and service portfolio was elaborated and an altered reward system was invented. However, even on this organisational level of observation, Tieto-X had to cope with an emergent change event, namely the turnover of top management. Moreover, you could observe different planned and emergent change events on an individual level. Thus, changes in occupational descriptions and new divisions of tasks represented planned change events and the rise in turnover of salespeople as well as the request for new competencies consituted emergent changes to which the company had to respond. The example illustrates that organisational change is a multifaceted phenomenon (p.9) with planned and emergent changes happening on an environmental, organisational and individual level. Tieto-Xs CRM implementation was successful because the organisation managed to deal with both the anticipated as well as the ongoing and unforeseen changes. Complementing the two discussed cases that clearly demonstrate the need for organisations to pay attention to both planned and emergent changes, Burnes is a decisive advocate of the combinational perspective. For instance, he draws on the case of XYZ construction, a multi-national enterprise that used planned as well as emergent changes between 1996 and 2000 to transform itself, illustrating that planned and emergent changes are not to be seen as competitors and that they are neither mutually exclusive nor incapable (Burnes, 2004, p.899). In addition to spotting the right moment when an organisation is ready for a change, he identifies the ability to understand the organisational context as a key competency of management to ensure successful organisational changes. Thus, the management has to comprehend the organisations nature and its circumstances that determine what and how changes have to occur (Ibid.). Possible reasons for a onesided perspective Regarding this discussion one might ask why people solely considered a planned or emergent change approach in the first place. The reasons for managers to consider planned change initiatives seem obvious. First, planned change programmes communicate a sense of security and control (e.g. Nutt, 1993). The idea of a change initiative starting at a certain point, running through a series of predetermined stages and ending at a predefined endpoint might appear riskless and especially appealing to managers who face the pressure of conducting a change programme while keeping up the business as usual. Furthermore, people perceive uncertainness as strongly aversive in general (Bordia, Hobman, Jones, Gallois and Callan, 2004). Even if one could argue that this promised predictability might be illusionary when conducting change problems in real dynamic business environments with people who are, at least partly, led by their own desires, fears, perceptions and assumptions, one has to take into a ccount that some situations certainly require a planned, systematic approach. Consider for example the introduction of a new IT-sytem. On the other hand, advocates of the emergend change approach might argue that planned changes are useless because of the unpredictable nature of the organisations business environment and the change process in general. Thus, they might ask why attempt a planned change anyway if you assume that plan A does not lead to anticipated result B. Here you see a problem that is often associated with approaches that arise out of a backblash from an apparent devaluated one. Although the main ideas themselves seem totally reasonable and appropriate, a sheer focus on the newly originated aspects might turn out to be as insufficient as the initially criticised approach. Conclusion This essay critcally discussed the statement that as the environment becomes more unpredictable, OD will have to help organisations learn to work with emergent change (in addition to planned change). Therefore, I introduced the traditional approach of planned change and the critical review that faced it especially during the 1980s. The Emergent Change approach that arouse out of the outlined points of cristicsm was presented subsequently. Afterwards, I challenged the appropriateness of the Emergent Change approach and raised the question if it might be necessary to consider both approaches to set the conditions for successful organisational changes. Hence, I analysed this question by presenting two case studies of organisations that faced planned and emergent change events during their organisational changes. Both companies succeed due to their attention paid to both approaches. This fact and Burkes case study strengthened my belief in the beforehand raised question and led to my con clusion that an organisation must to be able to deal with planned and emergent changes to survive in the dynamic and unpredictable environment of the 21st century.