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Prior research on technology standardization has focused on two common patterns: processes in which product developers and other stakeholders cooperate to achieve a consensus outcome, and “standards wars” in which competing technologies vie for dominance in the market. This study examines Microsoft's responses to 12 software technologies in the period between 1990 and 2005. Despite the company's reputed tendency to pursue a strategy dubbed “embrace, extend, and extinguish,” a content analysis of news articles from the same period reveals surprising diversity in Microsoft's responses at the product level.

We classify these responses using a typology that treats “embrace” and “extend” as orthogonal decisions faced by product development organizations. This typology allows four kinds of outcomes to be distinguished, including two kinds of partial compatibility in addition to the familiar cases of full compatibility and incompatibility. To complement this cross-sectional perspective, we examine more closely the evolution of Microsoft's strategy with respect to Sun's Java technology. This longitudinal view highlights another underappreciated aspect of standardization, namely the extent to which a firm's strategic posture toward a standard can change over time, even within the same product family.

Based on this evidence, we suggest that firms tend to publicly embrace a standard with the aim of gaining legitimacy with a community of adopters, whereas efforts to extend a standard tend to be motivated by the intent to leverage the underlying technology to achieve or strengthen architectural control. We argue that legitimacy and leverage are strategic complements, making the “embrace and extend” strategy attractive to firms like Microsoft, but that the resulting outcome is unstable. Firms that pursue this strategy ultimately face a choice between contributing their extensions back to the standard and losing proprietary leverage, or giving up the legitimacy associated with standards compliance in exchange for freedom from the constraints of compatibility.

The war in Syria has left a trail of unprecedented displacement and disruption, and consequently the lack of higher education opportunities for tens of thousands of young Syrians. As of 2017, only 1% of the global refugee population is able to access tertiary education programs in stark contrast to the up to 26% university-level participation in Syria prior to the war.

Jamiya Project, one organization that has aimed at improving access to higher education opportunities for Syrian students in the Middle East, piloted an Introduction to Java Programming course in the Fall/Winter of 2016/2017. The course was free to access, accredited by the University of Gothenburg, taught in Arabic, and delivered through a blended learning model alongside education technology partners and non-governmental organization-facilitated learning centers on the ground. The Jamiya Project partnered with Syrian academics in exile in developing and delivering the course.

This chapter outlines the vision and the methodology behind the actions of the Jamiya Project during this pilot course and aims to share lessons learned from the experiences, reflections, and iterations of research from the course with students and academics. There is no doubt that a collaborative effort is required to mitigate the serious effects of this crisis.

Rather than organize as traditional firms, many of today’s companies organize as platforms that sit at the nexus of multiple exchange and production relationships. This chapter considers a most basic question of organization in platform contexts: the choice of boundaries. Herein, I investigate how classical economic theories of firm boundaries apply to platform-based organization and empirically study how executives made boundary choices in response to changing market and technical challenges in the early mobile computing industry (the predecessor to today’s smartphones). Rather than a strict or unavoidable tradeoff between “openness-versus-control,” most successful platform owners chose their boundaries in a way to simultaneously open-up to outside developers while maintaining coordination across the entire system.

Technology moves fast. If you do ot iterate and plan with agility, a new approach will come along, and you will miss it. This premise from Ferris Bueller. Cheesy or not, it does not make it any less factual. The author learned many new concepts in doing the research for this chapter. There were several “aha!” moments that warrant sharing. The research here garnered an opinion that relates to the concept of balance. The moment an organism or organization is closest to “balanced” is when it has optimal performance. Modern IT projects require Agile methodologies. Many organizations do not necessitate the same agility in the departments that the IT organization supports. It is the author’s opinion that this imbalance can cause problems with IT or company projects before they start.

As far as technologies the only thing that anyone can say definitively is that technology will change and that those changes will accelerate. Given that information, the best that any practitioner can do is write programming logic that uses robust, clean baseline technology that follows an existing pattern or standard, and then hope that the next piece of sliced bread builds on the premise of the previous loaf. The way people interface with technology is shifting with the advent of smartphones and tablets. The engineers of the future must understand and apply very sound logic in setting up new systems. The systems of the future are likely continuously deployed and a large portion of the programming logic will auto-generated based on the inputs coming into the system.

The purpose of this study is to identify the specific skills and abilities within the broad category of data analytics that current business professionals believe are most important for accounting graduates. Data analytics knowledge is clearly important, but this category is broad. Therefore, this study identifies the specific skills and abilities that are most important for accounting graduates so that faculty can create classroom materials most beneficial for the future accounting graduates. In 2013, the Association to Advance Collegiate Schools of Business developed new standards for accounting programs, including standard A7, related to information technology and analytics. The intent of the standard clearly focuses on increasing the level of technology and analytics studied within the accounting curriculum. However, the specific details and methods for achieving the intent of A7 remain an open question. This chapter uses prior research focused on business analytics education to identify potential analytic skills, tools, techniques, and management issues of concern within the accounting profession. A survey of 342 accounting professionals identifies suggested areas of analytic competencies for accounting graduates. Specifically, the authors find preferences for skills related to data interpretation and communication over any individual technical skills or statistical knowledge. These skills suggest a role for accountants as intermediaries who may need to translate analytic activities into business language. Post hoc, the authors examine the survey results for differences based on respondent characteristics. Interestingly, female respondents report lower beliefs about the importance of analytic skills. The authors also find some differences when examining different demographics within the respondents.

Predictive analytics is the science of decision-making that eliminates guesswork out of the decision-making process and applies proven scientific procedures to find right solutions. Predictive analytics provides ideas on the occurrences of future downtimes and rejections thereby aids in taking preventive actions before abnormalities occur. Considering these advantages, predictive analytics is adopted in various diverse fields such as health care, finance, education, marketing, automotive, etc. Predictive analytics tools can be used to predict various behaviors and patterns, thereby saving the time and money of its users. Many open-source predictive analysis tools namely R, scikit-learn, Konstanz Information Miner (KNIME), Orange, RapidMiner, Waikato Environment for Knowledge Analysis (WEKA), etc. are freely available for the users. This chapter aims to reveal the best accurate tools and techniques for the classification task that aid in decision-making. Our experimental results show that no specific tool provides the best results in all scenarios; rather it depends upon the datasets and the classifier.

Purpose – The purpose of this study is to analyze and design a virtual collaboration information system of the Jamu supply chain network based on a fair adaptive contract to respond to stability challenges in business with an uncertainty environment condition.

Design/Methodology/Approach – System entity approach is used for the purpose of system analysis and then case, sequence diagram, class diagram, graph data modeling, and business process modeling and Notation verse 2 (BPMN2.0) are also used to design the system concept. Each process of the connecting event and gateways was arranged with relevant multicriteria decision approach, whilst an adaptive quantitative formulation based on prescriptive analytics was embedded to ensure a fair contract implementation during the terms for all sphere roles in supply chain.

Findings – The results and implications of this model emphasizes on the knowledge, competence, trust, and fair (KCTF) for actors’ adoption to improve supply chain stability and implementation.

Practical Implications – This led actors to collaborate their business in a more effective way.

Originality/Value – This model can reach more stability in the uncertainty environment.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.