Search results

Surveillance studies scholars have embraced Foucault's panopticon as a central metaphor in their analysis of online monitoring technologies, despite several architectural incompatibilities between eighteenth and nineteenth century prisons and twenty-first century computer networks. I highlight a number of Internet features that highlight the limits of the electronic panopticon. I examine two trends that have been considerably underestimated by surveillance scholars: (1) the democratization of surveillance, where the distributed structure of the Internet and the availability of observation technologies has blurred the distinction between those who watch and those who are being watched, allowing individuals or marginalized groups to deploy sophisticated surveillance technologies against the state or large corporations; and (2) the resistance strategies that Internet users are adopting to curb the surveillance of their online activities, through blocking moves such as the use of cryptography, or masking moves that are designed to feed meaningless data to monitoring tools. I conclude that these two trends are neglected by a majority of surveillance scholars because of biases that make them dismiss the initiative displayed by ordinary users, assess positive and negative outcomes differently, and confuse what is possible and what is probable.

In order to support transformational business change, IT needs to streamline the process of bringing new IT processes to life.

In today’s ever-changing business world, nobody knows what is around the corner, so improving agility is the best way to the future-proof organization.

IT Service Management is the ability to collect data, analyze it, to make reports, and to implement improvements in agile mode, sometimes make it challenging to manage all these informational organization assets effectively. To perform real-time monitoring of these activities, manage, and be able to involve the final user in the heart of the IT process, or reduce operating cost, agility is the ideal solution.

In this chapter, the authors propose a global strategic model to improve Information Technology Service Management service management processes with the additions of two drivers: agility management and security management.

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.

This chapter explores the different ways we share our research. The ways in which we are productive, again, help shape the tools in which productivity occurs. Archiving, storing, and sharing are crucial within the field of digital humanities and offer interesting perspectives on how we as humans share information with one another. The focus in this chapter is also on specific tools like timelines, e-portfolios, and the new generation of presentation applications.