Importance of Global Co-innovation Networks: A TCS Case Study

Today all kinds of innovations and research work is done by partnerships of competent entities each having some specialized skills. Like the development of the global economy, global innovation partnerships have grown considerably and form the basis of most of the sophisticated innovations today. To further streamline and simplify such cooperation, several innovation networks have been formed, both at local and global levels. This paper discusses the different types of innovations and how cooperation can benefit innovation in terms of pooling of resources and sharing of risks. One example of an open global co-innovation network promoted by Tata Consultancy Services, the TCS COIN is taken as a case. It enables venture capitalists, consultants, research agencies, companies and universities form nodes of the network so that each entity can play a meaningful role in the innovation network. Further, two innovation projects implemented using the COIN are discussed. Innovation Networks like these could form the basis of a unique global innovation network, which is not owned by any company and is used by innovation partners globally to collaborate and conduct research and development.innovation partnerships; co-innovation network

Big data reduction framework for value creation in sustainable enterprises

Value creation is a major sustainability factor for enterprises, in addition to profit maximization and revenue generation. Modern enterprises collect big data from various inbound and outbound data sources. The inbound data sources handle data generated from the results of business operations, such as manufacturing, supply chain management, marketing, and human resource management, among others. Outbound data sources handle customer-generated data which are acquired directly or indirectly from customers, market analysis, surveys, product reviews, and transactional histories. However, cloud service utilization costs increase because of big data analytics and value creation activities for enterprises and customers. This article presents a novel concept of big data reduction at the customer end in which early data reduction operations are performed to achieve multiple objectives, such as a) lowering the service utilization cost, b) enhancing the trust between customers and enterprises, c) preserving privacy of customers, d) enabling secure data sharing, and e) delegating data sharing control to customers. We also propose a framework for early data reduction at customer end and present a business model for end-to-end data reduction in enterprise applications. The article further presents a business model canvas and maps the future application areas with its nine components. Finally, the article discusses the technology adoption challenges for value creation through big data reduction in enterprise applications

Exploratory study to explore the role of ICT in the process of knowledge management in an Indian business environment

In the 21st century and the emergence of a digital economy, knowledge and the knowledge base economy are rapidly growing. To effectively be able to understand the processes involved in the creating, managing and sharing of knowledge management in the business environment is critical to the success of an organization. This study builds on the previous research of the authors on the enablers of knowledge management by identifying the relationship between the enablers of knowledge management and the role played by information communication technologies (ICT) and ICT infrastructure in a business setting. This paper provides the findings of a survey collected from the four major Indian cities (Chennai, Coimbatore, Madurai and Villupuram) regarding their views and opinions about the enablers of knowledge management in business setting. A total of 80 organizations participated in the study with 100 participants in each city. The results show that ICT and ICT infrastructure can play a critical role in the creating, managing and sharing of knowledge in an Indian business environment

Investigating the impact of cross-cultural on CRM implementation: a comparative study

In a competitive world there is a need for companies to maximise all their resources. One of the resources that are often overlooked is that of existing customer base. Customer relationship management (CRM) is a tool that is becoming increasingly popular as it provides a method of maximising existing customer resource as well as adding value from the customers’ perception. CRM consists of three simultaneous considerations that drive CRM strategy: (1) people, business culture and relationships, (2) processes, and (3) technology. In a globalise economy, cross-cultural is becoming of extreme importance to many researchers and practitioners, but there is a lack of literature on the impact of cross-cultural on CRM implementation. Multinational organizations face the situation of how to adopt CRM implementation process according to differences in culture factors from country to country

Data Mining for Shopping Centres – Customer Knowledge-Management Framework

Shopping centers are an important part of the UK economy and have been the subject of considerable research. Relying on complex interdependencies between shoppers, retailers and owners, shopping centers are ideal for knowledge management study. Nevertheless, although retailers have been in the forefront of data mining, little has been written on Customer Knowledge Management for shopping centers. In this chapter, the authors aim to demonstrate the possibilities and draw attention to the possible implications of improving customer satisfaction. Aspects of customer knowledge management for shopping centers are considered using analogies drawn from an exploratory questionnaire survey. The objectives of a Customer Knowledge Management system could include increasing rental incomes and bringing new life back into shopping centers and towns

Cross-cultural Knowledge Management

The success of international companies in providing high quality products and outstanding services is subject, on the one hand, to the increasing dynamic of the economic environment and on the other hand to the adoption of worldwide quality standards and procedures. As market place is becoming more and more global, products and services offered worldwide by international companies must face the multi-cultural environment challenges. These challenges manifest themselves not only at customer relationship level but also deep inside companies, at employee level. Important support in facing all these challenges has been provided at cognitive level by management system models and at technological level by information cutting edge technologies Business Intelligence & Knowledge Management Business Intelligence is already delivering its promised outcomes at internal business environment and, with the explosive deployment of public data bases, expand its analytical power at national, regional and international level. Quantitative measures of economic environment, wherever available, may be captured and integrated in companies’ routine analysis. As for qualitative data, some effort is still to be done in order to integrate measures of social, political, legal, natural and technological environment in companies’ strategic analysis. An increased difficulty is found in treating cultural differences, common knowledge making the most hidden part of any foreign environment. Managing cultural knowledge is crucial to success in cultivating and maintaining long-term business relationships in multicultural environments. Knowledge Management provides the long needed technological support for cross-cultural management in the tedious task of improving knowledge sharing in multi-national companies and using knowledge effectively in international joint ventures. The paper is approaching the conceptual frameworks of knowledge management and proposes an unified model of knowledge oriented enterprise and a structural model of a global knowledge management system.Global Business, Intercultural Competencies, Business Intelligence, Multicultural Knowledge Management, Business Knowledge Frameworks, Knowledge Capital