Search results

The Worldwide Web has recently emerged as a highly effective technology to permit individuals to exchange and share information from around the globe. This paper investigates the applicability of the Web‐based technology to the support of team meetings in Korean corporations. We first examine key cultural characteristics of Korean enterprises as they relate to the way the firms conduct team meetings, and discuss a few design issues in the context of the characteristics. We argue that the organizational culture of Korean firms calls for a merger of text‐based electronic meeting support with video conferencing capability if meetings are to be productive. Ultimately, we envision an integrated team support system that meets the needs of Korean firms for collaborative tasks regardless of the time and location dimensions.

Desktop video conferencing offers the potential for improvements in communication and in team‐based working. It also offers the potential to reduce the time and cost involved in meetings. Aims to provide an overview of the current status of desktop video and data conferencing technologies and standards and the way they can be integrated into local and wide area networking plans.

In today's globalized economy, distributed collaboration in engineering is important. Participants of engineering teams, with their specific knowledge situated in different locations, must be able to work together as efficiently and as comfortably as possible to provide an optimum contribution to product development. This paper aims to improve the effectiveness of internet based communication.

Analysis of the current situation was carried out from different perspectives. First, an in‐depth state‐of‐the‐art study of existing hardware and software concepts was done. Second, these tools were evaluated by collaboration experiments. Finally, a concept for improved internet collaboration was elaborated and implemented.

The main technical method used in this concept is a data overlay which allows different interactive information levels to be mapped on top of a video stream. In addition, eye‐to‐eye video conferencing hardware and a perceptive user interactions system are combined in an integrated system.

An application framework was developed, which integrates the different technologies. Using this framework, three application scenarios were implemented and tested. One focusing on brainstorming using the metaplan‐technique, second is used to build function‐structures and the third allows engineers to plan a plant on 2D, while it is shown in 3D.

Participants can now interact with digital information objects, yet being able to directly face their colleague and discuss simultaneously with the use of gestures such as pointing on objects. Users are free to adjust dynamically their focus between digital information and video by choosing transparency levels.

Provide insights on the feasibility of connecting classrooms at a number of universities in the Asia Pacific region in a sustainable and low cost manner through the use of video conferencing.

Collaborative project implemented by a network of universities in the region.

A new form of innovative educational program is feasible based on the effective use of technology which is now readily available as a result of university investment programs, but under utilized due to lack of familiarity or negative perceptions amongst faculty of how to effectively employ this technology in their teaching.

A viable model of university collaboration has been identified and there are no insurmountable barriers preventing other educational programs with the same design. A key limitation relates to whether or not other educational institutions would see the benefits of this model in a highly competitive education marketplace.

Collaborative approaches to teaching in an inter-university context could prove very effective especially when dealing with complex topics like climate change, energy, and food security where the sharing of knowledge is crucial. Social implications: A connected classroom in the inter-university context opens up students and faculty to a diversity of perspectives that may be more appropriate than the traditional way of teaching, especially in this rapidly globalizing world.

All too often educational projects are implemented as pilots and they are not sustained over prolonged periods of time. This project has been on-going for over a decade.

The Internet environment, with its packet‐switched network and lack of resource reservation mechanisms, has made the delivery of low bit‐rate real‐time communication services particularly difficult and challenging. The high potential transmission delay and data packet loss under varying network conditions will lead to unpleasant and unintelligible audio and jerky video play‐out. The Internet TCP/IP protocol suite can be extended with new mechanisms in an attempt to tackle such problems. In this research, an integrated transmission mechanism that incorporates a number of existing techniques to enhance the quality and deliver “acceptable” real‐time services is proposed. These techniques include the use of data compression, data buffering, dynamic rate control, packet lost replacement, silence deletion and virtual video play‐out mechanism. The proposed transmission mechanism is designed as a generic communication system so that it can be used in different systems and conditions. This approach has been successfully implemented and demonstrated using three separate systems that include the Internet Phone, WebVideo and video‐conferencing tool.

Reviews the advantages and disadvantages of various forms of desktop conferencing: telephone conferencing, audio conferencing, computer conferencing, desktop computer conferencing, and video conferencing.

The purpose of this study is to describe how Zoom became the tope video conferencing service across the globe.

This case was developed from secondary sources including industry reports, academic, newspaper, periodical sources, company annual reports, social media sites and company websites. This case has been classroom tested with undergraduates in a strategic management course as a capstone course.

The case study describes the rapid growth of Zoom Communications Inc., a San Jose based publicly traded video conferencing company founded in 2011 by Eric Yuan. It illustrates the competition in the online meeting solutions industry in late 2020, during the COVID-19 lockdown. To explain how Zoom became the top video conferencing service across the globe, the case highlights the attractiveness of the market and the competitive advantage of Zoom over its rivals. Students can evaluate the internal capabilities and competencies of Zoom as well as identify key challenges in the external environment for sustaining Zoom’s competitive advantage.

This case study is suitable for strategic management classes for upper-level undergraduates and at the graduate level for MBA and/or master students. It prepares students to discuss core concepts in strategy, such as competitive strategy and competitive forces that shape strategy.

This article presents opportunities for the effective utilization of the Internet with regard to the banking industry. It is shown that the appropriate application of today’s cutting‐edge technology can lead to a momentous competitive advantage for banks. This is illustrated by a scenario focussing on the potentials of “Advising via Internet”.

For the various cyber businesses of the future based on the Internet, multimedia and other new electronic fields, business organization styles, management methods and the distribution of management resources must be re‐structured to accommodate the transformation of the business environment. This article examines the case of a virtual education business in Japan, which has recently been garnering attention as a knowledge‐based business that utilizes multimedia, networks, etc. It considers how Nippon Telegraph and Telephone Corporation, Japan’s largest telecommunications carrier, created business communities based on strategic partnerships with various customers, and how then, through customer value creation‐model businesses based on knowledge innovation within these communities, it created a new virtual education business.