Why to use mobile technology?

No holistic portrayal exists to map and discuss values deriving from mobile technology use. This empirical paper addresses this gap. To address research purpose adapted grounded theory approach is applied to collect and analyse in-depth interviews with twenty-eight SME managers. This study concludes that mobile technology represents novel and unique category of technology. Whether MT is a simple mean to advanced communication with no physical boundaries of time and location or a business tool to boost creative thinking, this study concludes that MT is different to fixed network and stationary desktop IT because of its core distinctive feature, being mobile. True nature of MT lies in seeing MT as a source of value that derives from using MT. Ultimately by mapping distinctive to MT values and factors that form these values this study endeavors to transform business practitioners’ view of mobile technology as purely technically MT to strategic tool that drives new ways in exploiting ubiquitous technology

Using tablets for e-assessment of project-based learning

Technology is confirmed to be an effective tool for assessment and feedback, in particular for computer-assisted assessment (Irons, 2008; Challis, 2005), producing feedback (Heinrich et al., 2009) and publishing feedback (Bloxham and Boyd, 2007; Denton, 2003; Denton et al., 2008). The arrival of affordable mobile devices has introduced a new means for enhancing the above practices (Fabian and MacLean, 2014; Plimmer and Mason, 2006; Salem, 2013). Student preferences to smart phones and tablet devices steer the technological innovation towards ubiquitous mobile connectivity. Inspired by the benefits of such life and study style, educators have started exploring the use of these technologies. Tablet computers prove to become their preferred choice as they resolve some of the limitations associated with the design, readability and comprehensiveness of the feedback for mobile devices with smaller screens (Strain-Seymour, 2013, Rootman-le Grange and Lutz, 2013). This paper reports how tablets and the Form Connext mobile app have been used for engaging a sample of 300 Business Studies students in in-class online assessment and designing and providing timely comprehensive feedback. The study has followed an action research strategy that is grounded on a continuous and dynamic process of reflection (Carr and Kemmis, 2003) on the effectiveness of assessment of student projects documented electronically through wikis and electronic portfolios. It refines the use of tablets for summative and formative assessment of the project-based learning tasks through three review cycles, each of which incorporated a Reflection and Improvements stage. The experience resulted in enhancement of assessment strategies and contribution to the development of contemporary models of learning through effective assessment and feedback (Carr and Kemmis, 2003). The results of the work confirm that tablet computers are an effective tool in assessing e-materials in larger classes for two primary reasons. Firstly, design of e-forms facilitates rigorous process of reflection and understanding assessment criteria that in turn benefit students when preparing for the assessment. Hence, legible and detailed feedback is produced anytime anywhere with synchronous updates within the marking team. Secondly, students benefit from immediate comprehensive feedback allowing them to reflect on and improve their understanding of subject matters, as well as to engage in discussing specific details of the work that are captured through the form. An unexpected outcome was the enhanced reputation and respect to the tutors amongst students, the triggering of student curiosity and enthusiasm in applying similar approach to their own work. The diffusion for the practice amongst other units and identifying other purposes for which the mobile app could be used are also seen as achievements exceeding the expectations of the project team

Mobile Social Media as a Strategic Capability: Expanding Opportunties Social Media Has to Offer to B2B Firms

Mobile social media (MSM), an interaction, exchange of information and creation of user-generated content, mediated by mobile devices is becoming the locomotive that drives forward evolution of online world. So far, limited number of academic studies touched upon the MSM subject with all the papers being of conceptual nature. No empirical evidence is available to prove whether and how firms utilise MSM for their best advantage. This paper addresses this gap by employing the grounded theory approach (GT) to analyse interviews conducted in twenty-six B2B firms. This study found that eighteen firms use mobile technology primarily as a platform to access social media sites, understand canons of MSM consumption and utilise MSM as a strategic capability to reinforce the strategic position of a firm. Our data illustrates that the MSM strategic capability includes four main activities: (1) market sensing; (2) managing relationships; (3) branding and (4) developing content. These activities can results in the decreased research and development spendings without sacrificing innovativeness because MSM is a valuable source of information about the market and a source of ideas for new products/services. In practical terms firms can examine MSM activities and decide whether there is an opportunity to utilise MSM advantageously

Mobile technology capabilities in creative service firms: A resource-based perspective

This paper endeavours to understand the process of mobile technology (MT) employment in creative service firms through the prism of a Resource-based View. In doing this, it utilises the competence framework proposed by Sanchez (2003), according to which firms that operate as an ‘open system’ of resources and capabilities excel in the strategic competition. The case study approach is applied to describe and examine the chosen framework in six firms through in-depth interviewing and analysing secondary sources. With respect to findings, MT resources are deployed in accordance with the strategic logic of a firm. There is a general consensus that MT is non-substitutable but strategically useful. All six firms share a common coordination mechanism in managing MT resources in the form of a relationship management. The role of management is stressed in the form of an account manager who uses clients’ objectives as means for allocating tasks and resources

Mobility - Unveiling the essence and value of mobility

This paper aims to map distinctive mobile technology values. In doing so this paper uses empirical data given by users who engage with mobile technology on both personal and professional levels. Evolved grounded theory and value-focused thinking approach are applied to analyse twenty-eight in-depth interviews with SME managers representing the UK creative sector. This study provides insights into experiences of mobile technology use by outlining conditions that drive and slow down mobile technology adoption, motives in using mobile technology and set of functional, social epistemic, emotional values that distinguish mobile technology use from using stationary and fixed network information technologies

Discovering magic of mobile technology in business: strategic marketing perspective

Mobile technology penetrated all aspects of social and business existence. Studies around mobile technology mostly address the use and adoption process of mobile marketing or mobile commerce from a consumer perspective rather than from a business perspective. Another concern of majority of studies on the use of mobile technology is a focus on technical nature of mobile devices despite the fact that true magic of technology resides in its mobilisation and usage – the deployment of mobile technology. This paper aims to conceptually define and map mobile technology capabilities. Grounded theory approach was applied to collect and analyze in-depth interviews with 28 small and medium-sized enterprises from the UK, which deploy mobile technology for operational and strategic purposes. Results illustrate that mobile technology capabilities represent a set of five substantive capabilities, 1) leveraging mobile technology resources; (2) transforming capability; (3) learning capability; (4) solving problems capability; and (5) leading capability, - a set of five practices which can be employed to orchestrate successfully mobile technology resources. Through transformation of existing processes and mobile technology resources, mobile technology capabilities not only contribute to operational efficiency and effectiveness but drive strategic change within business by enabling vigilant market learning and adaptive market experimentation

Business practitioners’ Perspective on Value of Mobile Technology

No existing research maps and discusses holistically values deriving from mobile technology use capturing both strategic and operational opportunities which are best to emerge in the B2B context. This empirical paper addresses this gap. Adapted grounded theory approach is applied to collect and analyse in-depth interviews with 28 B2B practitioners from advertising and marketing firms. Whether mobile technology is a simple mean to advanced communication with no physical boundaries of time and location or a business tool to boost creative thinking, this study concludes that mobile technology represents a novel and unique category of technology because of its core distinctive feature, ‘being mobile’. B2B practitioners argue that the true nature of mobile technology lies in seeing it as a source of value that derives from using mobile technology. B2B practitioners view mobile technology not only as a purely technical tool (functional value) enabling effective communication (social value) but as a strategic tool driving balanced and flexible ways in managing business (emotional value) and enabling creative thinking (creative value)

Why the UK government is paying social media influencers to post about coronavirus

In our work around relationships between influencers and followers, we have found that many young people are interested in social media stars who seek to drive change rather than just sell products. This, combined with the personal approach, is what makes influencers an attractive prospect for a government trying to reach young people. If someone like Phillips talks about test and trace on Instagram, young people are likely to react and act. The World Health Organization has been using influencer marketing techniques in its coronavirus messaging since April. It has gone a step further by using a CGI influencer called Knox Frost to “get accurate, vetted information about COVID-19 in front of millennials and Gen Z”. The computer-generated 20-year-old has been posting to just under a million Instagram followers about coronavirus safety and raising funding for the WHO. In times when the economy is suffering, many might question why the UK government is paying social media stars to promote test and trace services. In reality, spending of this kind has enormous potential to deliver a positive impact. As our studies show, influencers are powerful in shaping the behaviour of their followers. Until now, this was mainly done in the commercial sphere to drive consumption, but now we are seeing more positive uses for their high profiles

Exploring the mobile technology deployment process in a creative B2B service industry

This study addresses the limited empirically grounded research to understand the process of the mobile technology deployment (MTD) in a creative B2B industry. Strauss’ evolved grounded theory (GT) approach has been employed to analyse three different cases and perform cross-case display of patterns. Multiple sources of both primary, in-depth interviews with key decision-makers, and secondary data have been used to select seven dimensions of the MTD process, three operational and four strategic, signalling similarities and intercase differences. Creative B2B firms extensively deploy mobile technology (MT) on operational and strategic levels. Findings confirm applicability of existing strategic marketing doctrines in relation to the MTD where follower-firm employs MT based on cost-efficiency and risk avoidance strategic orientation. The second firm, challenger, organises and manages the MTD based on market opportunities. The third, leader, is characterised by risk-taking approach and innovation orientation to the MTD. This study provides insights into practices of the MTD in creative B2B companies describing strategic paths that firms follow in order to build competitive positioning through employment of MT. The seven-dimensions framework of the MTD can be practically implied for strategy and operation planning in companies currently applying and potentially willing to deploy MT

Meet the HENRYs: A hybrid focus group study of conspicuous luxury consumption in the social media context

Social media has created different dimension of consumers for luxury products, specifically the aspirational consumer who wishes to own a product, but for economic reasons cannot. In other words aspirational consumers use luxury brands to create value for themselves using social media to conspicuously consume without purchase. Aspirational consumers are mostly found among HENRYs (high earners, not rich yet). Studies around conspicuous consumption of luxury products as a result of digital technology influence are fragmented. However, in-depth understanding of HENRYs’ consumer behaviour in the pre-experience (before actual purchase) stage is important. Using hybrid of online and face-to-face focus group data, this study maps HENRYs’ consumer journeys that reflects the role of social media in conspicuous consumption of luxury brands. We found that most of HENRYs purchase luxury for status and in the context of social media it becomes even more rationale to demonstrate own luxury possessions via creating own social media content - most HENRYs are narcissist. Social media represents an immediate environment of luxury conspicuous consumption where HENRYs are aspired to purchase luxury by mostly user-generated content and are driven to produce own social media content as evidence of luxury purchasing and possessions – to satisfy own narcissistic ambitions