Peopling Marketing, Organization, and Technology takes an interactionist attitude to study the organization of marketing interaction and the embedding of technology within that organization. By analysing clear illustrative studies, this book explicates the interactionist attitude and demonstrates that production, placing, promotion, and pricing are achieved in, and through, marketing interaction. The studies investigate marketing interaction on street-markets, decision-making about the digitalization of supermarkets, the design of exhibitions and social media to generate memorable experiences, the interactive experiencing of exhibits, and the development of guiding visions in the promotion of Virtual Reality. The analyses reveal the practical and social organization of actions through which marketing and consumption are accomplished. By using different interactionist research methods, they show the contribution research using the interactionist attitude can make to marketing and consumer research, as well as to interactionist sociology concerned with marketing interaction. Aimed at academics, researchers, and students in the fields of marketing and consumer research, as well as in social psychology and sociology, this book will encourage scholars and students in marketing and consumer research to shift their focus from the symbolic to marketing interaction.

Peopling Marketing, Organization, and Technology takes an interactionist attitude to study the organization of marketing interaction and the embedding of technology within that organization. By analysing clear illustrative studies, this book explicates the interactionist attitude and demonstrates that production, placing, promotion, and pricing are achieved in, and through, marketing interaction. The studies investigate marketing interaction on street-markets, decision-making about the digitalization of supermarkets, the design of exhibitions and social media to generate memorable experiences, the interactive experiencing of exhibits, and the development of guiding visions in the promotion of Virtual Reality. The analyses reveal the practical and social organization of actions through which marketing and consumption are accomplished. By using different interactionist research methods, they show the contribution research using the interactionist attitude can make to marketing and consumer research, as well as to interactionist sociology concerned with marketing interaction. Aimed at academics, researchers, and students in the fields of marketing and consumer research, as well as in social psychology and sociology, this book will encourage scholars and students in marketing and consumer research to shift their focus from the symbolic to marketing interaction.

The ItAIS (http://www.itais.org) is the Italian chapter of the Association for Information Systems (AIS: http://www.aisnet.org) which brings together both individual and institutional members. The Italian chapter has been established in 2003, and since then, it has promoted the exchange of ideas, experiences and knowledge among academics and professionals in Italy, devoted to the development, management, organization and use of Information Systems. The contents of this book are based on a selection of the best papers presented at the Annual Conference of the ItAIS, that has been held in Paris, in December 2008. The book adopts an interdisciplinary approach, recognizing the need to harness a number of different disciplines in both the theory and the practice of information systems. The work here presented is comprehensive and up-to-date in this subject. The contributions to this volume aim to disseminate academic knowledge and might be particularly relevant to practitioners in the field.

This wide-ranging volume presents in-depth research into the effect of new information technologies on organizational structure, assesses their progress towards transformation and describes the changes they are making to long-established business process roles, cultures and working practices. The book is based upon a series of rolling surveys carried out between 1989 and the present day, and funded by leading organizations such as IBM and KPMG. It provides a detailed picture of a sector in transition during a period of anxiety and doubt dominated by restructuring, downsizing and experimentation with re-engineering. As the 'lean and mean' emerge, they must now ask themselves if their competencies will enable them to survive into the next decade as competitors, such as Sainsburys, Virgin, Microsoft and Ford position themselves to become major players in the sector. This book is a major contribution to the debate on the growth of knowledge work, the need for core organizational competencies in the information age and the need for evolutionary, or radical, change.

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Why an organization's response to digital disruption should focus on people and processes and not necessarily on technology. Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This book offers managers and business leaders a guide for surviving digital disruptions—but it is not a book about technology. It is about the organizational changes required to harness the power of technology. The authors argue that digital disruption is primarily about people and that effective digital transformation involves changes to organizational dynamics and how work gets done. A focus only on selecting and implementing the right digital technologies is not likely to lead to success. The best way to respond to digital disruption is by changing the company culture to be more agile, risk tolerant, and experimental. The authors draw on four years of research, conducted in partnership with MIT Sloan Management Review and Deloitte, surveying more than 16,000 people and conducting interviews with managers at such companies as Walmart, Google, and Salesforce. They introduce the concept of digital maturity—the ability to take advantage of opportunities offered by the new technology—and address the specifics of digital transformation, including cultivating a digital environment, enabling intentional collaboration, and fostering an experimental mindset. Every organization needs to understand its “digital DNA” in order to stop “doing digital” and start “being digital.” Digital disruption won't end anytime soon; the average worker will probably experience numerous waves of disruption during the course of a career. The insights offered by The Technology Fallacy will hold true through them all. A book in the Management on the Cutting Edge series, published in cooperation with MIT Sloan Management Review.