Business intelligence and analytics (BI&A) has emerged as an important area of study for both practitioners and researchers, reflecting the magnitude and impact of data-related problems to be solved in contemporary business organizations. This introduction to the MIS Quarterly Special Issue on Business Intelligence Research first provides a framework that identifies the evolution, applications, and emerging research areas of BI&A. BI&A 1.0, BI&A 2.0, and BI&A 3.0 are defined and described in terms of their key characteristics and capabilities. Current research in BI&A is analyzed and challenges and opportunities associated with BI&A research and education are identified. We also report a bibliometric study of critical BI&A publications, researchers, and research topics based on more than a decade of related academic and industry publications. Finally, the six articles that comprise this special issue are introduced and characterized in terms of the proposed BI&A research framework.

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Business intelligence and analytics: from big data to big impact

https://thema.u-cergy.fr/IMG/pdf/07-02-13_AEEF.pdf

Crowdfunding: Tapping the right crowd

With crowdfunding, an entrepreneur raises external financing from a large audience (the "crowd"), in which each individual provides a very small amount, instead of soliciting a small group of sophisticated investors. This article compares two forms of crowdfunding: entrepreneurs solicit individuals either to pre-order the product or to advance a fixed amount of money in exchange for a share of future profits (or equity). In either case, we assume that "crowdfunders" enjoy "community benefits" that increase their utility. Using a unified model, we show that the entrepreneur prefers pre-ordering if the initial capital requirement is relatively small compared with market size and prefers profit sharing otherwise. Our conclusions have implications for managerial decisions in the early development stage of firms, when the entrepreneur needs to build a community of individuals with whom he or she must interact. We also offer extensions on the impact of quality uncertainty and information asymmetry.

/pdf/crowdfunding-tapping-the-right-crowd-2jqrl5m0g4.pdf

Crowdfunding: Tapping the Right Crowd

The way we define learning and what we believe about the way learning occurs has important implications for situations in which we want to facilitate changes in what people know and/ or do. Learning theories provide instructional designers with verified instructional strategies and techniques for facilitating learning as well as a foundation for intelligent strategy selection. Yet many designers are operating under the constraints of a limited theoretical background. This paper is an attempt to familiarize designers with three relevant positions on learning (behavioral, cognitive, and constructivist) which provide structured foundations for planning and conducting instructional design activities. Each learning perspective is discussed in terms of its specific interpretation of the learning process and the resulting implications for instructional designers and educational practitioners. The information presented here provides the reader with a comparison of these three different viewpoints and illustrates how these differences might be translated into practical applications in instructional situations.

/pdf/behaviorism-cognitivism-constructivism-comparing-critical-bu444s745x.pdf

Behaviorism, cognitivism, constructivism: Comparing critical features from an instructional design perspective.

This article explores the emergence of Airbnb, a company whose website permits ordinary people to rent out their residences as tourist accommodation. The company was just recently established, but it has grown extremely rapidly and is now selling many millions of room nights annually. This rise is examined through the lens of disruptive innovation theory, which describes how products that lack in traditionally favoured attributes but offer alternative benefits can, over time, transform a market and capture mainstream consumers. The concepts of disruptive innovation are used to consider Airbnb's novel business model, which is built around modern internet technologies, and Airbnb's distinct appeal, which centres on cost-savings, household amenities, and the potential for more authentic local experiences. Despite Airbnb's growing popularity, many Airbnb rentals are actually illegal due to short-term rental regulations. These legality issues and their corresponding tax concerns are discussed, with an overview...

Airbnb: disruptive innovation and the rise of an informal tourism accommodation sector.

This paper was the first initiative to try to define Web2.0 and understand its implications for the next generation of software, looking at both design patterns and business modes. Web 2.0 is the network as platform, spanning all connected devices; Web 2.0 applications are those that make the most of the intrinsic advantages of that platform: delivering software as a continually-updated service that gets better the more people use it, consuming and remixing data from multiple sources, including individual users, while providing their own data and services in a form that allows remixing by others, creating network effects through an "architecture of participation," and going beyond the page metaphor of Web 1.0 to deliver rich user experiences.

https://3lepiphany.typepad.com/3l_epiphany/files/oreilly_web20.pdf

What Is Web 2.0: Design Patterns and Business Models for the Next Generation of Software

What is Web 2.0

At the first web 2.0 conference in 2004, Tim O'Reilly and John Battelle argued that "the network as platform" means building applications that literally get better the more people use them. Five years on they survey the changes and make some predictions for the future. The Web is no longer a collection of static pages of HTML that describe something in the world. Increasingly, the Web is the world -- everything and everyone in the world casts an "information shadow," an aura of data which, when captured and processed intelligently, offers extraordinary opportunity and mindbending implications. Web Squared is our way of exploring this phenomenon and giving it a name.

Web Squared: Web 2.0 Five Years On

ods for harnessing the creativity of people in groups, and in the process has created powerful business models that are reshaping our economy. As the Web has undermined old media and software companies, it has demonstrated the enormous power of a new approach, often referred to as Web 2.0. In a nutshell: the secret to the success of bellwethers like Google, Amazon, eBay, Craigslist, Wikipedia, Facebook, and Twitter is that each of these sites, in its own way, has learned to harness the power of its users to add value to—no, more than that, to co-create—its offerings. Now, a new generation has come of age with the Web, and it is committed to using its lessons of creativity and collaboration to address challenges facing our country and the world. Meanwhile, with the proliferation of issues and not enough resources to address them all, many government leaders recognize the opportunities Web 2.0 technologies provide not just to help them get elected, but to help them do a better job. By analogy, many are calling this movement Government 2.0. What the heck does that mean?

/pdf/government-as-a-platform-y4jj5l8i5h.pdf

Tim O'Reilly

Papers

What Is Web 2.0: Design Patterns and Business Models for the Next Generation of Software

What is Web 2.0

What Is Web 2.0: Design Patterns and Business Models for the Next Generation of Software

Web Squared: Web 2.0 Five Years On

Government as a Platform