Towards a typology of transparency for marketing management research

Hultman, Johan; Axelsson, Björn

doi:10.1016/j.indmarman.2006.04.001

Cited by 71 publications

(52 citation statements)

References 33 publications

(31 reference statements)

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“…Furthermore, crowdsourcing can be seen as one solution to ensure bi-directional or dynamic transparency [17], [18], in which transparency recipients also participate in the transparency requirements specification and prioritisation by interacting with transparency providers by means of social platform activities, such as commenting, liking, etc. [19].…”

Section: Motivation and Backgroundmentioning

confidence: 99%

Crowdsourcing transparency requirements through structured feedback and social adaptation

Hosseini

Shahri

Phalp

et al. 2016

2016 IEEE Tenth International Conference on Research Challenges in Information Science (RCIS)

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Abstract-Transparency is one of the main requirements in business information systems with its unique characteristics, and it requires designated engineering approaches. Despite that, transparency requirements have often been studied along other mainstream requirements relating to information, such as privacy, and seldom studied as a first-class concept. In addition, the literature on transparency is mainly driven by the perspective of information providers, and a large number of stakeholders who receive or request information are usually neglected. To achieve a holistic and more efficient management of transparency requirements, we propose a conceptual framework which integrates three mechanisms of crowdsourcing, structured feedback and social adaptation. Crowdsourcing facilitates the involvement of a large, diverse group of stakeholders in transparency engineering. The use of structured feedback helps automating the process of feedback acquisition and analysis. Eventually, as transparency requirements evolve over time, social adaptation can be applied to adapt the business information system to meet the emerging transparency requirements of the stakeholders.

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Section: Motivation and Backgroundmentioning

confidence: 99%

Crowdsourcing transparency requirements through structured feedback and social adaptation

Hosseini

Shahri

Phalp

et al. 2016

2016 IEEE Tenth International Conference on Research Challenges in Information Science (RCIS)

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“…For buyer-supplier relationships, Hultman and Axelsson [2007] suggest four types of transparency (regarding costs, supply, organization and technology), each of which may vary in their degree of presence, their direction as well as their distribution. However, it might be the combination of information as a whole that forms the client's perception of transparency, leading them to "interpret situations as lacking transparency when the service representative's actions are hidden from them, or when they sense that information is being withheld" [Inbar and Tractinsky 2011:7].…”

Section: Transparency In Financial Advisory Encountersmentioning

confidence: 99%

“…Conceptions of transparency have been discussed in different domains of research; they overlap, however, in stressing that the degree of transparency -i.e., the degree of "seeing through" something -is tightly related to the information that is available to the observer [Eggert and Helm 2003;Hultman and Axelsson 2007]. Based on this notion of transparency, we will present how we developed two prototypical iterations of a tabletop application to increase transparency of advisory encounters as compared to their traditional pen & paper counterparts.…”

Section: Introductionmentioning

confidence: 99%

“Enforced” vs. “Casual” Transparency -- Findings from IT-Supported Financial Advisory Encounters

Nussbaumer

Matter

Schwabe

2012

ACM Trans. Manage. Inf. Syst.

119

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In sales-oriented service encounters like financial advice, the client may perceive information and interest asymmetries as a lack of transparency regarding the advisor's activities. In this article, we will discuss two design iterations of a supportive tabletop application that we built to increase process and information transparency as compared to the traditional pen and paper encounters. While the first iteration's design was "enforcing" transparency and therefore proved to be a failure , we built the second iteration on design rationales enabling more "casual" transparency. Experimental evaluations show that the redesigned system significantly increases the client's perceived transparency, her perceived control of the encounter and improves her perceived trustworthiness of and satisfaction with the encounter. With these findings, we contribute to (1) insight into the role of transparency advisory encounter design; (2) design solutions for establishing particular facets of transparency and their potential instantiations in tabletop systems; and (3) insight into the process of designing for transparency with socio-technical artifacts that are emergent as a result of design activities. In sales-oriented service encounters like financial advice, the client may perceive information and interest asymmetries as a lack of transparency regarding the advisor's activities. In this paper, we will discuss two design iterations of a supportive tabletop application that we built to increase process and information transparency as compared to the traditional pen & paper encounters.While the first iteration's design was "enforcing" transparency and therefore proved to be a failure , we built the second iteration on design rationales enabling more "casual" transparency. Experimental evaluations show that the redesigned system significantly increases the client's perceived transparency, her perceived control of the encounter and improves her perceived trustworthiness of and satisfaction with the encounter. With these findings, we contribute to (1) insight into the role of transparency advisory encounter design; (2) design solutions for establishing particular facets of transparency and their potential instantiations in tabletop systems; and (3) insight into the process of designing for transparency with sociotechnical artifacts that are emergent as a result of design activities.

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“…However, transparency has been shown to be an undesirable information quality in certain cases. For example, it is indicated that increased transparency in the relationship between buyers and suppliers may bring about some negative effects such as unwanted exposure of information to competitors [9]. As a result, it is necessary to take precautionary steps towards providing transparency in order to minimise such adverse effects.…”

Section: Introductionmentioning

confidence: 99%

Foundations for Transparency Requirements Engineering

Hosseini

Shahri

Phalp

et al. 2016

Lecture Notes in Computer Science

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Abstract. [Context & motivation] Transparency is becoming an essential requirement for business information systems. Transparency is advocated to inspire trust, increase accountability and reduce corruption. However, it may also lead to negative side effects such as information overload, bias and unnecessary pressure on stakeholders. [Question/problem] Despite its distinct characteristics and importance, transparency is still a limitedly explored concept in software engineering and information systems literature, and is often fragmented across adjacent concepts such as privacy, secrecy and regulatory requirements. This limits its representation level and impedes its management. [Principal ideas/results] In this paper, we propose four facets for transparency and illustrate their usefulness in guiding transparency requirements engineering.[Contribution] These facets help clarify the concept of transparency and provide foundations for its management in information systems engineering as a distinct notion. Initiatives like the open data movement add to the timeliness and potential impact of our contribution.

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Towards a typology of transparency for marketing management research

Cited by 71 publications

References 33 publications

Crowdsourcing transparency requirements through structured feedback and social adaptation

Crowdsourcing transparency requirements through structured feedback and social adaptation

“Enforced” vs. “Casual” Transparency -- Findings from IT-Supported Financial Advisory Encounters

Foundations for Transparency Requirements Engineering

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