Almost all businesses are aware of the potential gains that the Internet of Things (IoT) has to offer, they are unsure of how to approach it. This article proposes a business model that builds on Holler et al., (2014) [1]. The model consists of three dimensions: "Who, Where, and Why". "Who" describes collaborating partners, which builds the "Value Network". "Where" describes sources of value co-creation rooted in the layer model of digitized objects, and "Why" describes how partners benefit from collaborating within the value network. With the intention of addressing "How", the proposed framework has integrated the IoT strategy category, tactics, and value chain elements. The framework is then validated through the case studies of some successful players who are either the Awardees of the IoT Award 2014 or the ICT Award 2015 of Hong Kong.
The consequence of digitalization, Internet proliferation, and technology advancement, our way of teaching and learning has been changing. The role of library has to be converted into a place for discourse, peer collaboration, social learning, and exhibition concourse. Some scholars believed that the future Library is tied to the technological development of Web4.0 which is characterized by the terminology of Convergence, Remixability, Standardization, Participation, Usability, Economy, and Design. This concept has been extended to Campus. Some universities have started to adopt the latest technology to convert their Campus and Library into Smart ones for the interests of students. The findings of this paper support that the latest development of Smart Campus and library aligns with the new trend of education system, and creates positive impact on the competitiveness of a city. The applications in Smart Camus and Library in reality are also revealed.
Fairness Theory, Justice Theory, complaint handling, ethical judgment, Perceived Potential Harm,
Almost all businesses are aware of the potential gains that the Internet of Things (IoT) has to offer, they are unsure of how to approach it. This article proposes a business model that builds on Holler et al., (2014) [1]. The model consists of three dimensions: "Who, Where, and Why". "Who" describes collaborating partners, which builds the "Value Network". "Where" describes sources of value co-creation rooted in the layer model of digitized objects, and "Why" describes how partners benefit from collaborating within the value network. With the intention of addressing "How", the proposed framework has integrated the IoT strategy category, tactics, and value chain elements. The framework is then validated through the case studies of some successful players who are either the Awardees of the IoT Award 2014 or the ICT Award 2015 of Hong Kong.
Instead of a market-pull and technology-push dichotomy, applying one of the Six Senses posited by Pink (2006), the ‘Meaning’ in product innovation, this study proposes an Service Innovation Process Model based on the Design Driven innovation (DDI) process advocated by Verganti (2009), and business model configuration depicted by Battistella et al., (2012). The latter is already an extension of the former; this study further extends the model to a service design, value co-creation with stakeholders, market penetration, and market feedback as a complete cycle. The objective is to bring in radical service innovation with minimum possible risk. Repertory Grid technique had been employed to explore the affordance of the proposed new applications in the DDI process in a case study of Home Automation. It was found that the findings in the Repertory Grid were quite aligned with those in the DDI process. The case study illustrated stakeholders’ involvement throughout the process is required in order to achieve the objective. It also reveals a real life example in designing the detail workflow/process/user experience of a new service after the DDI process. Product-focused had to be complemented with service-focused innovation in order to be sustainable. Although there is no one-size-fits all Innovation process model, this study demonstrates a practical way to explore the ‘Meaning’ of a Service in a holistic practical approach
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