23,723 research outputs found

    Human Resource and Employment Practices in Telecommunications Services, 1980-1998

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    [Excerpt] In the academic literature on manufacturing, much research and debate have focused on whether firms are adopting some form of “high-performance” or “high-involvement” work organization based on such practices as employee participation, teams, and increased discretion, skills, and training for frontline workers (Ichniowski et al., 1996; Kochan and Osterman, 1994; MacDuffie, 1995). Whereas many firms in the telecommunications industry flirted with these ideas in the 1980s, they did not prove to be a lasting source of inspiration for the redesign of work and employment practices. Rather, work restructuring in telecommunications services has been driven by the ability of firms to leverage network and information technologies to reduce labor costs and create customer segmentation strategies. “Good jobs” versus “bad jobs,” or higher versus lower wage jobs, do not vary according to whether firms adopt a high- involvement model. They vary along two other dimensions: (1) within firms and occupations, by the value-added of the customer segment that an employee group serves; and (2) across firms, by union and nonunion status. We believe that this customer segmentation strategy is becoming a more general model for employment practices in large-scale service | operations; telecommunications services firms may be somewhat more | advanced than other service firms in adopting this strategy because of certain unique industry characteristics. The scale economies of network technology are such that once a company builds the network infrastructure to a customer’s specifications, the cost of additional services is essentially zero. As a result, and notwithstanding technological uncertainty, all of the industry’s major players are attempting to take advantage of system economies inherent in the nature of the product market and technology to provide customized packages of multimedia products to identified market segments. They have organized into market-driven business units providing differentiated services to large businesses and institutions, small businesses, and residential customers. They have used information technologies and process reengineering to customize specific services to different segments according to customer needs and ability to pay. Variation in work and employment practices, or labor market segmentation, follows product market segmentation. As a result, much of the variation in employment practices in this industry is within firms and within occupations according to market segment rather than across firms. In addition, despite market deregulation beginning in 1984 and opportunities for new entrants, a tightly led oligopoly structure is replacing the regulated Bell System monopoly. Former Bell System companies, the giants of the regulated period, continue to dominate market share in the post-1984 period. Older players and new entrants alike are merging and consolidating in order to have access to multimedia markets. What is striking in this industry, therefore, is the relative lack of variation in management and employment practices across firms after more than a decade of experience with deregulation. We attribute this lack of variation to three major sources. (1) Technological advances and network economics provide incentives for mergers, organizational consolidation, and, as indicated above, similar business strategies. (2) The former Bell System companies have deep institutional ties, and they continue to benchmark against and imitate each other so that ideas about restructuring have diffused quickly among them. (3) Despite overall deunionization in the industry, they continue to have high unionization rates; de facto pattern bargaining within the Bell system has remained quite strong. Therefore, similar employment practices based on inherited collective bargaining agreements continue to exist across former Bell System firms

    Iowa Public Television Performance Report, FY2009

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    Agency Performance Repor

    The Next Paradigm Shift in the Mobile Ecosystem: Mobile Social Computing and the Increasing Relevance of Users

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    Social computing has become the paradigm for the increasingly relevant role of users in the Internet world. In this paper, it is argued that mobile social computing will eventually cause an even bigger impact in the mobile ecosystem. We are already at the beginning of the "transference" of a significant part of Internet social computing usage to the mobile domain, where users are no longer passive consumers of content andapplications, but co-creators and even innovators of them. However, mobile social computing will go one step further in the contribution to the development of the mobile ecosystem, since it will put the many situations of users' daily activities at the centre stage. To prove this case, this paper gathers available data and evidence on the patterns of mobile social computing usage and discusses user innovation and user empowerment in the framework of the current mobile ecosystem.Mobile social computing, user innovation, mobile ecosystem.

    Superfast broadband: the future is in your hands

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    The National Broadband Network (NBN) will deliver a comprehensive upgrade to Australia’s national broadband infrastructure. This will be of profound importance to Australia’s long-term productivity agenda. This paper, commissioned by Vodafone Australia, assesses new opportunities for the NBN. In particular, we examine how the growth of mobile services has transformed the telecommunications industry and how NBN has the potential to dramatically improve mobile telecommunications. It makes the case that the NBN, far from becoming redundant due to the explosion in mobile internet access, is in fact crucial to delivering better mobile services to both regional and urban areas without any significant increases in cost. It argues that the recent development of small mobile base stations (able to be placed on lampposts for example), connected to the NBN, can significantly increase and improve mobile coverage in both urban and regional Australia. This has the potential to radically reshape Australia’s economic and social future

    Organizing Knowledge in Implementation of Knowledge Management as Strategy for Competitive Bussiness at PT Telkom

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    This study is entitled Organizing Knowledge in Implementation of Knowledge Management. The research was conducted in bussines organization. The research objectives are to find out new concept in coverage of knowledge by knowledge management implementation at Telkom organizing explicit knowledge ; to analysis personal characteristic knowledge manager. This research use by qualitative methode with case study approach at Telkom Japati 1st street Bandung. Technique of gathering data uses observation, archived record, interview, documentation dan physical ware. From the results of studies that have been done, so the conclusion can be drawn as follows: Knowledge management which is done by making taxonomy based processes and business operations is called as knowledge centers that are stored on the intranet while competency-based stream called virtual competency center. Organizing knowledge in virtual storage by creating taxonomy of knowledge toward process and operating bussines, tree types of knowledge are:Structure knowledge: unstructure knowledge and less structure knowledge. For other media are managed by a special unit that is the library. The technology media support information and communications intended to improve information transfer and sharing of knowledge organization as a whole through cooperation and communication between individuals. Recomendation: It is better to make guidelines of writing articles on KM Tool, in order to avoid a flood of information that is not need. For example the text have been made by others. .It is better also to make the theme of writing, so that the contributors will more focus in creating the knowledge. Therefore, it will give deep exploration a theme. Form of virtual communication in KM should also explore the tacit knowledge. It is appropriate if the contributors are also allowed to create works that are audio-visual format. For example how to use technology in the 3.5 G DAT file format, or how to assemble the satellite Telkom2. Keyword: Business communication; Knowledge management; Organizational Communication; Organizing knowledge; Knowledge strorag
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