Castle Garth in Newcastle (UK): processes of transformation, integration and discharge of a fortified complex in an urban context

[EN] Castle Garth is the name of the fortified area once enclosed within the castle walls. In the fifteenth cen-tury Newcastle became a county in its own right, however, the Garth, being within the castle walls, re-mained part of the County of Northumberland. The Great Hall, a building separate from the Castle For-tress (the “Keep”), which in later years became known as the “Old Moot Hall”, was used by courts that sat at regular intervals in every county of England and Wales. The Fortress then became a prison for the County and was used as such until the early nineteenth century. Beginning in the fifteenth century, unlicensed traders, taking advantage of the fact that the city author-ities had no jurisdiction over the Garth area, settled there with their commercial activities. From the time of Charles II (1630-1685), the area then became famous for its tailors and shoemakers, who grew par-ticularly abundantly on the path known as “Castle Stairs”. In 1619 the fortified complex was rented by James I to the courtier Alexander Stephenson, who al-lowed the civilian houses to be built inside the castle walls. After the civil war, new houses were added until, towards the end of the eighteenth century, Castle Garth had become a distinct and densely popu-lated community, with a theater, public houses and lodgings. The main urban transformations were started in the early nineteenth century with the construction of the new Moot Hall called County Court. From 1847 to 1849 the fortified enclosure was partially com-promised by further intersections with the infrastructure for the construction of the railway viaduct, thus interrupting direct access from the Castle guarding the Black Gate. Despite the development of the contemporary city has affected the preservation of the ancient fortified palimpsest, a strong consolidated link is still maintained by the sedimentation of values of material and immaterial culture. The proposed contribution intends to present this process of integration between for-tified structure and city highlighting today the state of the art, the conservation, restoration and en-hancement initiatives undertaken in the last forty yearsNovelli, F. (2020). Castle Garth in Newcastle (UK): processes of transformation, integration and discharge of a fortified complex in an urban context. Editorial Universitat Politècnica de València. 977-984. https://doi.org/10.4995/FORTMED2020.2020.11548OCS97798

Adoption Of An Online Sales Channel And Appification In The Enterprise Application Software Market: A Qualitative Study

Pioneered by Apple’s App Store, online sales channels for software applications have acquired a prominent role in the consumer software market. This success has been a catalyst for several vendors of enterprise application software, who opened their own online sales channel alongside traditional ones based on the deployment of intermediaries and sales teams. However, it is disputable whether the online purchase of a software application is as compelling for an organization as it is for an individual consumer, and whether drivers and barriers of channel adoption are the same in these different contexts. Therefore, relying on a qualitative research strategy, we explored the channel adoption decision made by organizational software buyers to uncover and categorize relevant influencing factors. In particular, solution attributes such as specificity, price, implementation/integration effort, scope, and evaluability appear to play a key role alongside contractual aspects and the existence of an established relationship with the vendor. We also investigated factors’ interdependences to sketch an online channel adoption model which, on the one hand, may allow practitioners in the enterprise software market to diagnose channel adoption issues and, on the other, may serve as foundation for further multidisciplinary research in this topical area of study

Online and Offline Sales Channels for Enterprise Software: Cannibalization or Complementarity?

Lured by the success of online sales channels in the consumer software market, enterprise software vendors have launched proprietary online channels alongside their traditional offline ones. However, it is disputable whether the online purchase of a software application is as compelling for an organizational buyer as it is for an individual consumer. Relying on a qualitative research strategy and a cross-sectional research design, we have explored the channel adoption decision made by organizational entities when they purchase business software applications. We have constructed a qualitative channel adoption model which takes into account the relevant drivers and barriers, their interdependences, and the buying process phases. Our findings suggest that offline channels will not be cannibalized unless some peculiar characteristics of enterprise software applications change. We have also derived recommendations for the design of multichannel sales systems according to the main classes of enterprise software products and services

Studies and projects for the archaeological park of the Nuraghe s’Urachi (Sardinia, Italy). From knowledge for heritage conservation to project for the community

[EN] This piece of research regards the archaeological area of ​​the Nuraghe s'Urachi in San Vero Milis (OR- Sardinia, Italy). The site is probably one of the most significant and complex testimonies of the so-called "Nuragic civilization" in Sardinia (18th–11th century BC). Among the approximately eight thousand currently surviving "nuraghi”, the s'Urachi complex stands out for its pivotal role in the vast and important network of territorial relations that characterized central-western Sardinia during the Archaic period. Its crucial role in terms of its political, economic, social, and military importance is displayed by its considerable size. Today only seven of the ten perimetral towers are still visible, and of the central tower — originally over twenty-five meters high — only the base remains. However, from an archaeological point of view, the Nuraghe still constitutes one of the most interesting artifacts of the region. As part of a renewed collective interest in Nuragic sites, the area of ​​the excavations of s'Urachi is a candidate to host a new archaeological park whose formal and organizational characters are still to be defined (section 1.1). In August 2021, a workshop was organized and promoted as part of Accademia Adrianea in Rome Master's degree program on Architecture and Archaeology. The workshop focused on the site to envision four possible scenarios (section 2.1) for implementing and stimulating the preservation and conservation processes, as well as to enhance the archaeological area in accord with the municipal administration and the local community. The process of rediscovery, participation, sharing, and final "reappropriation" of this heritage's tangible and intangible value represents one of the fundamental objectives this article intends to outline.Chiri, GM.; Novelli, F. (2022). Studies and projects for the archaeological park of the Nuraghe s’Urachi (Sardinia, Italy). From knowledge for heritage conservation to project for the community. Editorial Universitat Politècnica de València. 823-830. https://doi.org/10.4995/HERITAGE2022.2022.1567482383

Studies and projects for the archaeological park of the Nuraghe s’Urachi (Sardinia, Italy). From knowledge for heritage conservation to project for the community

This piece of research regards the archaeological area of the Nuraghe s'Urachi in San Vero Milis (OR- Sardinia, Italy). The site is probably one of the most significant and complex testimonies of the so-called "Nuragic civilization" in Sardinia (18th–11th century BC). Among the approximately eight thou-sand currently surviving "nuraghi”, the s'Urachi complex stands out for its pivotal role in the vast and important network of territorial relations that characterized central-western Sardinia during the Archaic period. Its crucial role in terms of its political, economic, social, and military importance is displayed by its considerable size. Today only seven of the ten perimetral towers are still visible, and of the cen-tral tower — originally over twenty-five meters high — only the base remains. However, from an ar-chaeological point of view, the Nuraghe still constitutes one of the most interesting artifacts of the re-gion. As part of a renewed collective interest in Nuragic sites, the area of the excavations of s'Urachi is a candidate to host a new archaeological park whose formal and organizational characters are still to be defined (section 1.1). In August 2021, a workshop was organized and promoted as part of Accademia Adrianea in Rome Master's degree program on Architecture and Archaeology. The workshop focused on the site to envision four possible scenarios (section 2.1) for implementing and stimulating the preserva-tion and conservation processes, as well as to enhance the archaeological area in accord with the munic-ipal administration and the local community. The process of rediscovery, participation, sharing, and fi-nal "reappropriation" of this heritage's tangible and intangible value represents one of the fundamental objectives this article intends to outline

Evaluating the App-Store Model for Enterprise Application Software and Related Services

Spurred by the overwhelming success of mobile “app stores”, enterprise software vendors are increasingly embracing the use of online sales channels. Whereas organizational buying behavior has already been investigated with regard to the acquisition of enterprise software via traditional offline channels, researchers have not yet focused on its provision using an electronic sales channel. In this explorative study, we laid the first bricks to fill this research gap and provided valuable insight to practitioners confronting this marketing innovation. Relying on a qualitative research strategy, we assessed the extent to which an electronic sales channel may support the different phases of a generic software buying process, and the impact of product characteristics on enterprise customers’ channel adoption. We identified a set of adoption drivers and barriers which ought to be taken into account by channel providers, and elicited technological and organizational solutions from the interviews

Detection and Measurement of Sales Cannibalization in Information Technology Markets

Characteristic features of Information Technology (IT), such as its intrinsic modularity and distinctive cost structure, incentivize IT vendors to implement growth strategies based on launching variants of a basic offering. These variants are by design substitutable to some degree and may contend for the same customers instead of winning new ones from competitors or from an expansion of the market. They may thus generate intra-organizational sales diversion – i.e., sales cannibalization. The occurrence of cannibalization between two offerings must be verified (the detection problem) and quantified (the measurement problem), before the offering with cannibalistic potential is introduced into the market (ex-ante estimation) and/or afterwards (ex-post estimation). In IT markets, both detection and measurement of cannibalization are challenging. The dynamics of technological innovation featured in these markets may namely alter, hide, or confound cannibalization effects. To address these research problems, we elaborated novel methodologies for the detection and measurement of cannibalization in IT markets and applied them to four exemplary case studies. We employed both quantitative and qualitative methodologies, thus implementing a mixed-method multi- case research design. The first case study focuses on product cannibalization in the context of continuous product innovation. We investigated demand interrelationships among Apple handheld devices by means of econometric models with exogenous structural breaks (i.e., whose date of occurrence is given a priori). In particular, we estimated how sales of the iPod line of portable music players were affected by new-product launches within the iPod line itself and by the introduction of iPhone smartphones and iPad tablets. We could find evidence of expansion in total line revenues, driven by iPod line extensions, and inter- categorical cannibalization, due to iPhones and iPads Mini. The second empirical application tackles platform cannibalization, when a platform provider becomes complementor of an innovative third party platform thus competing with its own proprietary one. We ascertained whether the diffusion of GPS-enabled smartphones and navigation apps affected sales of portable navigation devices. Using a unit-root test with endogenous breaks (i.e., whose date of occurrence is estimated), we identified a negative shift in the sales of the two leaders in the navigation market and dated it at the third quarter of 2008, when the iOS and Android mobile ecosystems were introduced. Later launches of their own navigation apps did not significantly affect these manufacturers’ sales further. The third case study addresses channel cannibalization. We explored the channel adoption decision of organizational buyers of business software applications, in light of the rising popularity of online sales channels in consumer markets. We constructed a qualitative channel adoption model which takes into account the relevant drivers and barriers of channel adoption, their interdependences, and the buying process phases. Our findings suggest that, in the enterprise software market, online channels will not cannibalize offline ones unless some typical characteristics of enterprise software applications change. The fourth case study deals with business model cannibalization – the organizational decision to cannibalize an existent business model for a more innovative one. We examined the transition of two enterprise software vendors from on-premise to on-demand software delivery. Relying on a mixed- method research approach, built on the quantitative and qualitative methodologies from the previous case studies, we identified the transition milestones and assessed their impact on financial performances. The cannibalization between on-premise and on-demand is also the scenario for an illustrative simulation study of the cannibalization