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Institute
How do social changes, new technologies or new management trends affect communication work? A team of researchers at Leipzig University and the University of Potsdam (Germany) observed new developments in related disciplines. As a result, the five most important trends for corporate communications are identified annually and published in the Communications Trend Radar. Thus, Communications managers can identify challenges and opportunities at an early stage, take a position, address issues and make decisions. For 2023, the Communications Trend Radar identifies five key trends for corporate communications: State Revival, Scarcity Management, Unimagination, Parallel Worlds, Augemented Workflows.
Despite energy efficiency measures, global energy demand has gradually increased due to global economic growth and changes in consumer behavior. Even if people are aware of the problem and want to change their energy consumption, they have difficulty acting on their attitudes. This is called the attitude-behavior gap. To narrow this gap and reduce energy consumption and CO2 emissions, behavioral interventions beyond technological advances must be considered. A promising intervention is nudging, which uses insights from behavioral economics to gently nudge individuals toward more sustainable choices. In this study, we investigate how modifying digital choice architectures with nudges can be used to influence consumer energy conservation behavior in smart home applications (SHAs). We conducted an online experiment with 391 participants to test the effectiveness of the following three digital nudges in an SHA: self-commitment, reminder, and social norm nudge. While the results of a structural equation model indicated no effect on bridging the gap between attitude and behavior, we found the potential to promote energy conservation with two nudge types. Thus, this paper makes substantial contribution to persuasive and information systems-enabled sustainability for a better world in the form of digital nudges for emerging technologies.
The requirements of modern e-learning techniques change. Aspects such as community interaction, flexibility, pervasive learning and increasing mobility in communication habits become more important. To meet thesechallenges e-learning platforms must provide support on mobile learning. Most approaches try to adopt centralized and static elearning mechanisms to mobile devices. However, often technically it is not possible for all kinds of devices to be connected to a central server. Therefore we introduce an application of a mobile e-learning network which operates totally decentralized with the help of an underlying ad hoc network architecture. Furthermore the concept of ad hoc messaging network (AMNET) is used as basis system architecture for our approach to implement a platform for pervasive mobile elearning.
The requirements of modern e-learning techniques change. Aspects such as community interaction, flexibility, pervasive learning and increasing mobility in communication habits become more important. To meet these challenges e-learning platforms must provide support on mobile learning. Most approaches try to adopt centralised and static e-learning mechanisms to mobile devices. However, often technically it is not possible for all kinds of devices to be connected to a central server. Therefore we introduce an application of a mobile e-learning network which operates totally decentralised with the help of an underlying ad hoc network architecture. Furthermore the concept of ad hoc messaging network (AMNET) is used as basis system architecture for our approach to implement a platform for pervasive mobile e-learning.
Virtuelle Communities bezeichnen Gemeinschaften von Individuen, die maßgeblich über das Internet miteinander kommunizieren und kollaborieren. Anders als in Unternehmen, in denen Motivationsstrukturen primär auf finanziellen Anreizen basieren, gilt für Virtuelle Communities, dass die Zuarbeit in diesen in der Regel freiwillig und ohne monetäre Interessen der Mitglieder stattfindet. Unternehmen nutzen Virtuelle Communities für Zwecke des Customer Relationship Management, des Wissensmanagement und des Customer Integration. Universitäten bilden virtuelle Lernnetzwerke, um die Interaktion zwischen Studierenden zu erhöhen und hierdurch Lernerfolge zu steigern. Die Potenziale Virtueller Communities werden jedoch in vielen Fällen nicht vollständig ausgeschöpft. Insbesondere der Frage nach einer systematischen Mitgliedersteuerung kommt aufgrund der vorherrschenden komplexen Motivationsstrukturen der freiwillig partizipierenden Mitglieder eine besondere Bedeutung zu. In bisherigen wissenschaftlichen Arbeiten wurde dieser Aspekt jedoch vernachlässigt. Das Untersuchungsdesign der Arbeit zielt darauf ab, diese Forschungslücke zu schließen und einen Ordnungsrahmen zu gestalten, der einen systematischen Aufbau, Betrieb und insbesondere eine Steuerung Virtueller Communities ermöglicht. Die Identifikation von Steuerungsinstrumenten wurde im Rahmen der Arbeit durch eine Analyse der Strukturen und Funktionsweisen in Open Source-Projekten vorgenommen, anschließend wurden diese auf andere Typen Virtueller Communities übertragen. Im Rahmen zweier Fallstudien wurde der entwickelte Ordnungsrahmen unter realen Bedingungen an einem Expertennetzwerk an der Börse Berlin AG und einem universitären Lernnetzwerk erprobt. Die anschließende Analyse gibt Aufschluss über die Wirkungsweisen wettbewerblicher, kooperativer und hierarchischer Steuerungsinstrumente in Virtuellen Communities.
Working conditions of knowledge workers have been subject to rapid change recently. Digital nomadism is no longer a phenomenon that relates only to entrepreneurs, freelancers, and gig workers. Corporate employees, too, have begun to uncouple their work from stationary (home) offices and 9-to-5 schedules. However, pursuing a permanent job in a corporate environment is still subject to fundamentally different values than postulated by the original notion of digital nomadism. Therefore, this paper explores the work identity of what is referred to as ‘corporate nomads’. By drawing on identity theory and the results of semi-structured interviews, the paper proposes a conceptualization of the corporate nomad archetype and presents nine salient identity issues of corporate nomads (e.g., holding multiple contradictory identities, the flexibility paradox, or collaboration constraints). By introducing the ‘corporate nomad’ archetype to the Information Systems literature, this article helps to rethink established conceptions of “home office” and socio-spatial configurations of knowledge work.