Description
Book SynopsisAs dot.com became dot.bomb, the hype that surrounded the meteoric growth of the network economy has given way to realism, or even scepticism, about the potential of ICT as a source of new business models. It is now appropriate to reflect critically on the e-economy hype, and to use this as a way of looking forward to new, more realistic possibilities.
Using a business and socio-economic framework, this book investigates a range of challenges for restructuring the e-economy. This framework includes operations management, human resource management, e-learning, e-retailing, e-marketing, e-government, enterprise culture and digital divide. Divided into four themes (the changing business environment, knowledge management, learning in the public domain and e-business practices within and between organizations), each chapter considers the international context and critically explores a key aspect of the e-economy.
Rigorous yet still retaining the accessible format whi
Trade Review
'In demystifying and making sense, as the chapters in this book do, of what we mean by the so-called ‘new’ and ‘e-economy’, it is the underlying continuities that emerge as more enlightening than the breathless assertions of change...'
From the Foreword by Simon Caulkin, Management Correspondent of The Observer
Table of Contents1. Death of the 'New'? Re-Materialising the Economy 2. Entrepreneurial Chaos, Entrepreneurial Order and the Dotcom Bubble 3. Social Shaping of Government: What Can be Learned from the Adoption of Mobile-Mediated Communications? 4. e-Leadership: Challenges of New Governance Models 5. e-Management and Workforce Diversity 6. ICT and Institutional Change at the British Library 7. Coerced Evolution:A Study of the Integration of e-Mediated Learning into a Traditional University 8. e-Government: From Utopian Rhetoric to Practical Realism 9. e-Retail: Paradoxes for Suppliers and Consumers and 10. e-Business Processes: Information and Operations for Competitive Advantage 11. Building Trust in Stakeholder Relationships: Are Call Centres Sweat Shops or Massage Parlours?
