Titlebook: Digital Technology and Organizational Change; Reshaping Technology Cecilia Rossignoli,Francesco Virili,Stefano Za Conference proceedings 20

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書目名稱Digital Technology and Organizational Change影響因子(影響力)




書目名稱Digital Technology and Organizational Change影響因子(影響力)學(xué)科排名




書目名稱Digital Technology and Organizational Change網(wǎng)絡(luò)公開度




書目名稱Digital Technology and Organizational Change網(wǎng)絡(luò)公開度學(xué)科排名




書目名稱Digital Technology and Organizational Change被引頻次




書目名稱Digital Technology and Organizational Change被引頻次學(xué)科排名




書目名稱Digital Technology and Organizational Change年度引用




書目名稱Digital Technology and Organizational Change年度引用學(xué)科排名




書目名稱Digital Technology and Organizational Change讀者反饋




書目名稱Digital Technology and Organizational Change讀者反饋學(xué)科排名

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Lecture Notes in Information Systems and Organisationhttp://image.papertrans.cn/d/image/279769.jpg

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熄滅

The Shared Experience and Self-Disclosuret management methodologies is still disparate and confusing. Therefore, project teams are often confused by whether or not they should adopt agile methodologies, or keep on working in a “traditional” way. Given this focus, this research aims at understanding, through different expert perspectives, t

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Coping with Social Challenges and Lonelinessle by looking at the work practices that mitigates the limits of the current ST systems. The conclusion is that ST re-design requires reconsidering how ST systems are designed, for the benefit of whom and how control is exercised.

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Concerto

Self-Efficacy as a Source of Successraction design process: it takes various design tasks and demands different cognitive skills. This paper reflects on it considering the products of two participatory game design studies with children, conducted in two different years in diverse primary schools.

FECK

Odd Rune Stalheim,Yngve Nordkvelleew (RBV) and sister theories, on the one hand; and the business-IT alignment view, on the other hand. This study proposes that these two theories, although very effective in explaining several aspects of the importance of IT managers’ relationships, are not sufficient, and could be usefully compleme

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