This thesis investigates the Out-of-Box Experience (OoBE) of interactive consumer products for older adults, with a view to improve the User Experience (UX) of a product by manipulating factors of the OoBE. This research emerges in the context of current demographic trends, which see people living longer and in better health, and the increasing ubiquity of technology in modern life. The OoBE describes the very first stages of interaction with a new product, including acquisition, unpacking and setup. This crucial initial experience has the potential to influence product acceptance and therefore determine its future use. Creating a positive OoBE requires an empathic understanding of the intended users, as well as contextual knowledge about current practices. A review of the literature revealed that many of the difficulties older adults experience with technology concern elements of the OoBE, such as complicated documentation, technical jargon and inadequate support for inexperienced users. However, the absence of research on how to engage older adults during the OoBE of new technology reinforced the need for further research. To this end, two user studies were conducted with older people, followed by a design study with designers. The first study explored older adults relationship with technology and their current practices of the OoBE, using the Technology Biography method. The second study used cultural probes to investigate the social side of UX and its effect on personal feelings of independence. Data from these two studies were used to create four personas, which were used in the design study. This third and final study focused on whether the construct of social benefits could be operationalised within the OoBE of new technology. Collectively, the findings indicated that the involvement of other people during the OoBE can be a strong motivator for older people to take up and use technology. Far from impinging on individual perceptions of independence, some older people actively manipulate the OoBE in order to derive social benefits. This research thus contributes to the discussion of how Inclusive Design can evolve through the incorporation of social benefits, in order to generate desirable and successful future products.

The global problems of climate change, by the emissions of CO2 have over the past decenniums, led to a development of new innovations of renewable energy technologies, with the goal to phase out fossil fuels such as coal and oil. Many forms of renewable energy have already solved part of the energy consumption problems, but there are still large energy intensive industries that rely heavily on fossil fuels. One possible renewable product that could phase out fossil fuels in these industries is the black pellet, which is a processed bioenergy product. If commercialized, the black pellet could change major parts of the industry, thus making it a radical innovation.   One alternative to produce the black pellet is by using the torrefaction technology. The torrefaction technology has a historical record of many failed introductions. The step from pilot production to full scale commercialization is problematic in many ways, especially for a smaller developer. This study is focusing on the external commercialization problems for a radical innovation, the product black pellet and the technology torrefaction. The thesis aim to understand which these external barriers are for a torrefaction developer in Sweden and to answer our research question:   “What is the industry specific external barrier for a new entry-firm to commercialize black pellet with torrefaction technology?”   The theoretical framework is structured in two parts. The first one has a broad focus of theories regarding external barriers for commercialization of radical innovations, with a focus on small- and medium size enterprises. The second part focuses on general effects of industry structure and these two parts are combined in a conceptual theoretical framework. The findings in the study are based on empirical data collected through a total of six interviews with a supplier of torrefaction and black pellet, potential customers and market experts in Sweden.   The study’s analysis combines the theoretical and empirical data together with the industrial chapter, to create an understanding of the external barriers to commercialize black pellet with torrefaction technology. From the analysis we have understood many barriers, which could be summarized in four main barriers; lack of credibility, political incitements, strategic leadership and the costs of commercialization.   The answer to our research question, regarding the industry specific external barrier within the case of torrefaction and black pellet, is that black pellet and especially the torrefaction technology suffers from a lack of credibility by the actors in the market. From this answer, we have contributed with extended theoretical insights, that failures by previous actors create an external barrier for the current and future actors in their commercialization of a new technology.

This study examined how employees at a Florida medical facility felt regarding the upcoming change to a paperless system and whether a training program administered by the organization was effective in reducing anxiety, increasing understanding of the need for the change, increasing employee confidence using the new computer system, changing employee perceptions of the new system, and helping employees view the change as an organizational improvement. The results indicated that the training program marginally reduced anxiety, but did not significantly increase user confidence or understanding of the need for the change. While participants viewed the change as an organizational improvement, this view was only superficial. When means were examined by occupation, age group and gender, pre-training results indicated that the medical staff and older participants exhibited the most anxiety, understood the reason for the change the least and had the lowest confidence in their ability to use the practice management system. These same participants appeared to benefit the most from the training program. They reported reduced anxiety and increased confidence using the innovation. Post-training, younger participants and those who identified their occupation as "other" indicated increased anxiety levels and slight reductions in their confidence using the practice management system. The medical staff and older participants appeared to benefit the most from the training program.

This thesis investigates knowledge and learning in new technology-based firms (NTBFs) in an early-stage entrepreneurial ecosystem. Previous work on entrepreneurial learning suggests that experiential learning, vicarious learning and exploration are the learning types that entrepreneurs use to manage knowledge, and that this leads to the creation of entrepreneurial knowledge. While the majority of previous research involves entrepreneurial learning that is based on absorptive capacity (ACAP) to generate competitive advantage, this study examines how new venture teams (NVTs) manage new and prior knowledge when developing and commercialising software. The knowledge-based view (KBV) regards knowledge as the most important resource to allocate. This research adopts this approach in exploring how NVTs acquire, assimilate and use new knowledge. Based on a framework encompassing networks, prior knowledge and knowledge management the study explores, examines and analyses: i. Entrepreneurial networks; ii. Early-stage entrepreneurial ecosystems; iii. NVTs’ prior knowledge; and iv. Knowledge integration activities. The research adopts a qualitative approach and methodology comprising two stages. The first one captures the perceptions of multiple agents involved in the entrepreneurial networks in Colombia, from government, academia and support institutions (private and public). In the second stage eight NVTs from Medellín were asked to describe the resources and source of resources used when developing and commercialising the first innovative product while creating and establishing the NTBF; their answers were validated in a second interview using a mind map to illustrate key events and key sources of new knowledge. Analysis of the data reveals that even in early-stage entrepreneurial ecosystems, NVTs acquire knowledge from external sources, such as mentors, intermediaries and customers. This finding echoes the importance of ACAP in NTBF creation and survival. Moreover, NVTs acquire knowledge from internal sources of knowledge, such as new members, experience and formal education. In general, regardless of how related, specific and complementary the prior knowledge of the NVT is, all cases use external and internal knowledge integration activities. This study provides new insights into the nature of knowledge integration and has clarified distinctions between two key substantive capabilities in NTBFs: developing a technology and commercialising a new product. As regard to the KBV, the thesis also shows how entrepreneurial and innovative networks helped with the acquisition of new knowledge in an early-stage entrepreneurial ecosystem. This new knowledge can be market-related but also technical-related, and can also be acquired by outsourcing when the NVT’s knowledge base is not specialised in the technology that the firm offers. NVTs manage prior and new knowledge when developing and commercialising new technologies while they create and establish the NTBF, for by doing so they also focus on sales to maintain cash flow. The study suggests that members of NVTs work together, make decisions together and are both reflective and selective when choosing their sources of new knowledge in NTBFs. This study has important implications for policymakers and practitioners. While current policies and entrepreneurs recognise networks as the most important source of knowledge, findings of this research suggests that internal sources of knowledge are equally important, therefore NVTs must also develop internal knowledge integration abilities.

A terceirização da Tecnologia da Informação (TI) já há algum tempo vêm sendo utilizada como uma forma de buscar a redução dos custos com TI, a concentração nas atividades e competências principais da organização e a redução dos problemas culturais. Entretanto, esta prática pode levar a alguns riscos, já discutidos pela literatura, como o tratamento da TI como uma mera commodity, as falhas na construção e retenção das capacidades e habilidades dentro da organização, as forças assimétricas a favor dos fornecedores, a dificuldade na realização de acordos para a adaptação rápida às mudanças tanto do negócio como da tecnologia, a limitação para o desenvolvimento de novas tecnologias, e, principalmente o risco de vazamento de informações para os concorrentes. A adoção de novas TIs é outro assunto que também requer maiores estudos, para alguns autores, a adoção, ou não, de novas tecnologias podem levar a riscos. Se adoção for rejeitada, ou muito tardia, implica no risco de a organização tornar-se "seguidora" tecnologicamente, já se a adoção for muito precoce existe o risco de a organização arcar com custos muito superiores ou mesmo do insucesso da implantação das novas tecnologias, levando a não obtenção das vantagens competitivas esperadas. A determinação do equilíbrio entre estes riscos é um grande desafio e pode determinar até mesmo o sucesso ou fracasso estratégico de uma organização. Diante disso, o principal objetivo deste trabalho é procurar responder a seguinte questão: "Como os riscos da terceirização da TI e da adoção de novas TIs podem influenciar nos riscos para as estratégias competitivas das organizações?". Para tanto, foi realizada uma pesquisa exploratória utilizando o método estudo de múltiplos casos, onde foram pesquisadas três organizações atuantes em áreas distintas. Os principais resultados mostram que os modelos de terceirização da TI e de adoção de novas TIs influenciam significativamente na exposição aos riscos para as estratégias organizacionais, principalmente nas estratégias baseadas em liderança pelo custo e na diferenciação. No que se refere às estratégias baseadas em enfoque não foram encontradas evidências de influência dos constructos acima citados nos riscos para tais estratégias. Também foi possível verificar, que existe uma relação entre o tipo de terceirização adotado pelas organizações e a sua postura frente à adoção de novas TIs e que ambos implicam em riscos para as estratégias competitivas das organizações. / Hiring outsiders to take care of Information Technology (IT) has been used for some time now to reduce IT costs, to concentrate on the main activities and competences in the organization and to reduce cultural problems. From the strategic point of view, however, this practice may lead to some risks literature mentions as treating IT as a mere commodity, proceeding to an incomplete hiring process, having construction failures, retaining abilities and capacities within the organization, having asymmetric forces in favor of the suppliers, facing some difficulties in coming up with agreements to quickly adapt to changes, either for business or technology, limiting new technologies' development, and, in special, facing the risk of having information passed to competitors. Adopting new IT is another subject that demands more studies; adopting innovations or not may lead to risks: if the adoption is rejected or too late, there is the risk of the organization to become a technologically "follower", but if it is precocious, there is the risk of much higher costs or even a failure in implementing information, what would cause not getting the desired competitive advantages. Determining the balance among these risks is a great challenge and may even establish strategic success or failure for an organization. Thus, the main objective of this work was to try an answer to the following question: "How may the risks of an outsider IT and adopting new IT influence risks for the competitive strategies within organizations?". To do so, it was carried out an exploratory research using the multiple-case method. Three organizations from distinct markets were studied. The main results show the models of outsider IT and adopting new IT significantly influence on the risks' exposure for organizational strategies, emphasizing, strategies based on leadership on costs and differentiation. As for strategies based on focus, there was no evidence of any influence of the just mentioned constructs in risks for such strategies.

A terceirização da Tecnologia da Informação (TI) já há algum tempo vêm sendo utilizada como uma forma de buscar a redução dos custos com TI, a concentração nas atividades e competências principais da organização e a redução dos problemas culturais. Entretanto, esta prática pode levar a alguns riscos, já discutidos pela literatura, como o tratamento da TI como uma mera commodity, as falhas na construção e retenção das capacidades e habilidades dentro da organização, as forças assimétricas a favor dos fornecedores, a dificuldade na realização de acordos para a adaptação rápida às mudanças tanto do negócio como da tecnologia, a limitação para o desenvolvimento de novas tecnologias, e, principalmente o risco de vazamento de informações para os concorrentes. A adoção de novas TIs é outro assunto que também requer maiores estudos, para alguns autores, a adoção, ou não, de novas tecnologias podem levar a riscos. Se adoção for rejeitada, ou muito tardia, implica no risco de a organização tornar-se "seguidora" tecnologicamente, já se a adoção for muito precoce existe o risco de a organização arcar com custos muito superiores ou mesmo do insucesso da implantação das novas tecnologias, levando a não obtenção das vantagens competitivas esperadas. A determinação do equilíbrio entre estes riscos é um grande desafio e pode determinar até mesmo o sucesso ou fracasso estratégico de uma organização. Diante disso, o principal objetivo deste trabalho é procurar responder a seguinte questão: "Como os riscos da terceirização da TI e da adoção de novas TIs podem influenciar nos riscos para as estratégias competitivas das organizações?". Para tanto, foi realizada uma pesquisa exploratória utilizando o método estudo de múltiplos casos, onde foram pesquisadas três organizações atuantes em áreas distintas. Os principais resultados mostram que os modelos de terceirização da TI e de adoção de novas TIs influenciam significativamente na exposição aos riscos para as estratégias organizacionais, principalmente nas estratégias baseadas em liderança pelo custo e na diferenciação. No que se refere às estratégias baseadas em enfoque não foram encontradas evidências de influência dos constructos acima citados nos riscos para tais estratégias. Também foi possível verificar, que existe uma relação entre o tipo de terceirização adotado pelas organizações e a sua postura frente à adoção de novas TIs e que ambos implicam em riscos para as estratégias competitivas das organizações. / Hiring outsiders to take care of Information Technology (IT) has been used for some time now to reduce IT costs, to concentrate on the main activities and competences in the organization and to reduce cultural problems. From the strategic point of view, however, this practice may lead to some risks literature mentions as treating IT as a mere commodity, proceeding to an incomplete hiring process, having construction failures, retaining abilities and capacities within the organization, having asymmetric forces in favor of the suppliers, facing some difficulties in coming up with agreements to quickly adapt to changes, either for business or technology, limiting new technologies' development, and, in special, facing the risk of having information passed to competitors. Adopting new IT is another subject that demands more studies; adopting innovations or not may lead to risks: if the adoption is rejected or too late, there is the risk of the organization to become a technologically "follower", but if it is precocious, there is the risk of much higher costs or even a failure in implementing information, what would cause not getting the desired competitive advantages. Determining the balance among these risks is a great challenge and may even establish strategic success or failure for an organization. Thus, the main objective of this work was to try an answer to the following question: "How may the risks of an outsider IT and adopting new IT influence risks for the competitive strategies within organizations?". To do so, it was carried out an exploratory research using the multiple-case method. Three organizations from distinct markets were studied. The main results show the models of outsider IT and adopting new IT significantly influence on the risks' exposure for organizational strategies, emphasizing, strategies based on leadership on costs and differentiation. As for strategies based on focus, there was no evidence of any influence of the just mentioned constructs in risks for such strategies.

Recent developments and hype around artificial intelligence (AI) have arisen as result of two main factors: increase in computational power and data. Although marketing is considered as one of the main business applications within AI today, there is a lack of literature combining the disciplines. Marketing management tools, which utilise AI in supporting decision making are referred to as knowledge-driven marketing management support systems (MMSS). These systems provide besides quantitative analysis, further qualitative facets into marketing management. Despite the willingness of many SMEs to engage with the technology that may foster competitive advantage, many adoption processes fail. The purpose of this thesis is to explore the factors influencing adoption of knowledge-driven MMSS in SMEs in Finland and Sweden. Qualitative primary data was collected from nine company representatives at top management level in Finnish and Swedish firms. Companies were classified in three categories, providers, adopters and non-adopters of knowledge-driven MMSS.   The findings show that there are several factors influencing adoption of knowledge-driven MMSS. The factors were grouped into technological, organizational and environmental factors, based on the TOE framework. Even though SMEs suffer from a lack of resources compared to large companies, this research suggests that they are at the forefront of adopting AI for marketing purposes. Additionally, it was found that the factors affecting adoption are dependent on whether the knowledge-driven MMSS is built in-house or outsourced.   This study has contributed to the identified gaps in literature by combining the disciplines of AI, marketing and SMEs, and by exploring the factors behind adoption of knowledge-driven MMSS. The authors of this thesis have the aspiration that the developed post-empirical framework will serve as a guiding tool for top management and marketing managers in SMEs looking to adopt knowledge-driven MMSS into their organizations.

Dissertation submitted in fulfilment of the requirements for the degree Master of Technology: Information Technology in the Faculty of Informatics and Design at the Cape Peninsula University of Technology / Establishing Small, Medium and Micro Enterprises (SMMEs) is one of the options for South Africa to grow and develop the economy by creating and maintaining employment. SMMEs need to utilise technology innovation in their businesses for the sustenance of their growth and development in the market. Although Information Technology (IT) has been identified as a key enabler of businesses, the adoption of IT by small businesses is low, owing to different disparaging factors and conditions SMMEs are faced with. The factors culminate in challenges which hinder evaluation, adoption and use of new technology innovation by SMMEs to develop the business. The aim of the study is to explore the evaluation and adoption of new technology by SMMEs. The research objectives are to investigate the evaluation factors affecting decision making and choice of technology adoption, and the effect evaluation and non-evaluation of new technology has on the business. The purpose of the research is to establish the challenges SMMEs encounter with evaluating new technology by SMMEs, being that evaluation is a major contributing factor to the successful adoption of new technology by SMMEs. The study takes the form of a multiple interpretive case study employing both qualitative and quantitative methods of data collection. Qualitative data was collected using semi-structured interviews with 15 managers/owners of SMMEs. Quantitative data was collected in the form of an online survey and results were used against the qualitative data analysis process, with categories formed and patterns identified in the data samples. The research reveals that SMMEs find it increasingly difficult to obtain knowledge on available new technology for business. SMMEs are unable to adequately determine how new technology could align with the business objectives and processes. It seems that government does not play any significant role in the SMME adoption process of new technology. Most SMMEs are oblivious to any government initiative or support available to them. The cost of compliance within the Financial Service Provider (FSP) sector is high due to new standards set by legislation. The increased cost burden of compliance has led to the demise of many FSPs in the financial sector. The study further suggests that with quality evaluation and implementation procedures of new technology, the selected technology will have a positive effect on the SMME industry. SMMEs need to embrace an evaluation culture and practice to enable them to make quality decisions on new technology in order to capitalise on the potential the technology has to offer. This could lead to gaining a competitive advantage and ensuring survival and growth in the market. Guidelines on new technology evaluation and adoption are proposed to SMMEs. These guidelines will assist SMMEs to evaluate and identify all factors relating to the business environment affecting the evaluation of new technology for the business. The study provides new insight and understanding on how SMMEs evaluate new technology. The evaluation includes issues surrounding availability of information, awareness of opportunities, decisionmaking and the need for increased and visible government participation in the process of SMME new technology adoption.

A terceirização da Tecnologia da Informação (TI) já há algum tempo vêm sendo utilizada como uma forma de buscar a redução dos custos com TI, a concentração nas atividades e competências principais da organização e a redução dos problemas culturais. Entretanto, esta prática pode levar a alguns riscos, já discutidos pela literatura, como o tratamento da TI como uma mera commodity, as falhas na construção e retenção das capacidades e habilidades dentro da organização, as forças assimétricas a favor dos fornecedores, a dificuldade na realização de acordos para a adaptação rápida às mudanças tanto do negócio como da tecnologia, a limitação para o desenvolvimento de novas tecnologias, e, principalmente o risco de vazamento de informações para os concorrentes. A adoção de novas TIs é outro assunto que também requer maiores estudos, para alguns autores, a adoção, ou não, de novas tecnologias podem levar a riscos. Se adoção for rejeitada, ou muito tardia, implica no risco de a organização tornar-se "seguidora" tecnologicamente, já se a adoção for muito precoce existe o risco de a organização arcar com custos muito superiores ou mesmo do insucesso da implantação das novas tecnologias, levando a não obtenção das vantagens competitivas esperadas. A determinação do equilíbrio entre estes riscos é um grande desafio e pode determinar até mesmo o sucesso ou fracasso estratégico de uma organização. Diante disso, o principal objetivo deste trabalho é procurar responder a seguinte questão: "Como os riscos da terceirização da TI e da adoção de novas TIs podem influenciar nos riscos para as estratégias competitivas das organizações?". Para tanto, foi realizada uma pesquisa exploratória utilizando o método estudo de múltiplos casos, onde foram pesquisadas três organizações atuantes em áreas distintas. Os principais resultados mostram que os modelos de terceirização da TI e de adoção de novas TIs influenciam significativamente na exposição aos riscos para as estratégias organizacionais, principalmente nas estratégias baseadas em liderança pelo custo e na diferenciação. No que se refere às estratégias baseadas em enfoque não foram encontradas evidências de influência dos constructos acima citados nos riscos para tais estratégias. Também foi possível verificar, que existe uma relação entre o tipo de terceirização adotado pelas organizações e a sua postura frente à adoção de novas TIs e que ambos implicam em riscos para as estratégias competitivas das organizações. / Hiring outsiders to take care of Information Technology (IT) has been used for some time now to reduce IT costs, to concentrate on the main activities and competences in the organization and to reduce cultural problems. From the strategic point of view, however, this practice may lead to some risks literature mentions as treating IT as a mere commodity, proceeding to an incomplete hiring process, having construction failures, retaining abilities and capacities within the organization, having asymmetric forces in favor of the suppliers, facing some difficulties in coming up with agreements to quickly adapt to changes, either for business or technology, limiting new technologies' development, and, in special, facing the risk of having information passed to competitors. Adopting new IT is another subject that demands more studies; adopting innovations or not may lead to risks: if the adoption is rejected or too late, there is the risk of the organization to become a technologically "follower", but if it is precocious, there is the risk of much higher costs or even a failure in implementing information, what would cause not getting the desired competitive advantages. Determining the balance among these risks is a great challenge and may even establish strategic success or failure for an organization. Thus, the main objective of this work was to try an answer to the following question: "How may the risks of an outsider IT and adopting new IT influence risks for the competitive strategies within organizations?". To do so, it was carried out an exploratory research using the multiple-case method. Three organizations from distinct markets were studied. The main results show the models of outsider IT and adopting new IT significantly influence on the risks' exposure for organizational strategies, emphasizing, strategies based on leadership on costs and differentiation. As for strategies based on focus, there was no evidence of any influence of the just mentioned constructs in risks for such strategies.

There are few theories that focus on future digital business. This article evaluates how a traditional theory like Porter’s five forces and a more modern like Red ocean vs. Blue ocean can be used.