iPad – Beedie Newsroom http://beedie.sfu.ca/newsroom Faculty of Business Administration at Simon Fraser University Fri, 26 Aug 2016 16:49:21 +0000 en-US hourly 1 Huffington Post: The Art Of Deliberately Leaking Corporate Secrets http://beedie.sfu.ca/newsroom/2015/12/huffington-post-the-art-of-deliberately-leaking-corporate-secrets/ Fri, 11 Dec 2015 17:00:40 +0000 http://beedie.sfu.ca/newsroom/?p=10483 ConfidentialThe following article was published by the Huffington Post on 8 December, and  features research by Beedie School of Business faculty David Hannah, Ian McCarthy, and Jan Kietzmann.

By Liisa Atva.

After watching a James Bond movie with my then nine-year-old, I mentioned that I’d once applied to be a spy. His eyes widened. “You mean you were almost a spy?” he asked. “Well, if I was, I couldn’t tell you,” I teased. “Maybe when I say I’m going to Toronto for business, I’m really on a secret mission.” I wondered how long it would take before one of the other parents from his school sidled up to me and whispered, “Who did you say you worked for?”

I had engaged in what David Hannah, Ian McCarthy and Jan Kietzmann of Simon Fraser University’s Beedie School of Business describe in their research as dissembling, openly disclosing a concocted leak. In their recent article, “We’re leaking, and everything’s fine: How and why companies deliberately leak secrets,” they propose that doing so may be beneficial to companies and provide a framework to help managers decide whether “to leak or not to leak.”

Hannah et al. classify deliberate leaks into four types: informing, dissembling, misdirecting and provoking. Informing is when a company leaks information and is open about doing so, often as a marketing strategy.

“They can get customers excited about upcoming product offerings, such as the new Star Wars movie. In other cases, they may keep consumers from buying competing products in anticipation of leaked release dates or feature sets.”

A promotional trailer of the Star Wars movie The Force Awakens, which included glimpses of the Millennium Falcon spaceship, generated over 55 million views in the first two months following its release on YouTube.

Dissembling, the second type of leak, includes misleading the public about the secrecy of information. An example used is the Caramilk chocolate bar manufactured by Cadbury and sold in Canada. For over 40 years the company’s advertising campaign focused on “one of life’s sweet mysteries,” a tongue-in-cheek, concocted secret about how they get the caramel inside the Caramilk bars. The campaign was so successful that it remains an entrenched part of Canadian pop culture.

Another example used to illustrate dissembling fed my fascination with espionage.

“The truthfulness of a leak can also be linked to the desire to trick and catch people and organizations who themselves are doing unwanted leaking. For example, after a series of leaks at Tesla Motors in 2008, CEO Elon Musk reportedly sent employees slightly different versions of a sensitive email to see which version would be leaked, and thus reveal the leaker.”

The third type of deliberate leak, misdirecting, involves companies trying to send competitors, consumers, or investors in the wrong direction while claiming that the leak was unintentional. The advantage to a company in doing so is that the misled parties waste resources trying to understand and respond to the leak. The example used refers to research by McGrath, Chen and MacMillan (1998) that describes how Ralston, a U.S. producer of pet foods, “used a concocted secret to create a strategic feint.” Ralston announced the development and launch of a high-end pet food for pet superstores as a strategic change. Competitors responded in kind, allocating resources into low-margin product in a very competitive channel.

“With the deception successfully enacted, Ralston continued to consolidate its position with its more lucrative products and the more profitable supermarket channel.”

Provoking, the fourth type of leak, involves companies leaking truthful information in the hopes of obtaining useful information. In “How Apple Does Controlled Leaks” John Martellaro suggests that before launching the iPad, Apple may have released tablet information early for several reasons including wanting to gauge reaction to a US$1,000 price point; to panic or confuse competitors; or to whet analyst expectations. Hannah et al. caution that provoking could backfire if affected parties act on information they assume to be final but that subsequently turns out not to be, negatively affecting a company’s reputation.

Although there may be risks for companies in leaking secrets, the researchers make a strong case for doing so when appropriate.

“It appears that some of the most prolific and careful leakers are also among the most profitable companies in the world.”

As for the status of my application to the Canadian Security Intelligence Service, I’m still waiting for a response — 25 years, now.

Read the full article on the Huffington Post website.

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Ideas@Beedie digital magazine showcases business school’s research and industry impact http://beedie.sfu.ca/newsroom/2012/07/ideasbeedie-digital-magazine-showcases-business-schools-research-and-industry-impact/ http://beedie.sfu.ca/newsroom/2012/07/ideasbeedie-digital-magazine-showcases-business-schools-research-and-industry-impact/#respond Wed, 18 Jul 2012 18:35:24 +0000 http://beedie.sfu.ca/blog/?p=5283 Ideas@BeedieThe Beedie School of Business at Simon Fraser University has launched Ideas@Beedie, a digital magazine showcasing the business school’s academic research, industry impact and engagement with the community.

The magazine is available as both an app for Apple’s iPad, as well as in digital magazine format on the Beedie School of Business website.

The theme of the inaugural summer issue is social media – a growing area of focus for business researchers. Beedie professors have garnered numerous awards for social media research in recent months, and the school is home to a number of faculty and students who are using social media to engage with academics, businesses and the wider community.

Future issues of Ideas@Beedie will delve into themes such as international business, sustainability, entrepreneurship and business technology.

“Our goal is to highlight the breadth and depth of our business ideas to our readers,” said Daniel Shapiro, Dean of SFU’s Beedie School of Business. “With Ideas@Beedie, we hope to convey some of this scholarly activity in ways that are both relevant and insightful.”

Among the research topics explored in the first issue of the magazine are the advent of so-called mutated advertising in the Web 2.0 environment; the engagement of consumers using social media tools; and the growing usage of sustainability-geared apps for smartphone devices. The publication also explores management lessons to be learned from Vancouver’s infamous Stanley Cup rioting in 2011.

The e-magazine also features extensive profiles of Ryan Beedie and Joe Segal, both of whom have played extraordinary roles in the growth of the Beedie School of Business.

The launch of Ideas@Beedie comes on top of an extraordinary 18 month period for the Beedie School of Business. In February of 2011, the school received a record-setting $22 million gift from alumnus Ryan Beedie and his father Keith. Since then, it has launched a number of ambitious initiatives, including the Americas MBA for Executives, with partners in Brazil, Mexico and the United States; an Executive MBA for Aboriginal Business and Leadership, the first program of its kind; Canada’s largest undergraduate student-managed investment fund; and a high-technology entrepreneurship incubator.

This past spring, the school received endorsement from two prestigious accreditation bodies: the European Foundation for Management Development (EQUIS) and the Association to Advance Collegiate Schools of Business (AACSB).

In addition, the school has vaulted into the world’s upper echelon of research business schools – placing among the top 75 for business research, and the world’s top 25 for management-specific research.

The iPad app can be downloaded at the Apple iTunes store, at http://itunes.apple.com/az/app/ideas-beedie/id532907167?mt=8

The magazine can also be viewed on the web with most browsers at: http://beedie.sfu.ca/ideas

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Businesses can create value by embracing iPad: SFU research http://beedie.sfu.ca/newsroom/2011/10/businesses-can-create-value-by-embracing-ipad-sfu-research/ http://beedie.sfu.ca/newsroom/2011/10/businesses-can-create-value-by-embracing-ipad-sfu-research/#respond Tue, 18 Oct 2011 20:20:12 +0000 http://beedie.sfu.ca/blog/?p=3344 Since its launch in 2010, the Apple iPad has garnered a global reputation for being among the most innovative consumer technology products. According to a new study from Simon Fraser University’s Beedie School of Business, however, that reputation is equally deserved in business – especially as firms leverage the popular tablet and others like it to improve operations and boost sales or customer service.

The recent study, entitled “Deciding When to Use Tablets for Business Applications”, published in the most recent issue of MIS Quarterly Executive, is authored by professors Leyland Pitt from SFU and Pierre Berthon of Bentley University, with Beedie School of Business graduate student Karen Robson.

Their research argues that like many disruptive technologies, tablet computers such as the iPad are already changing the face of corporate computing, and will likely have an even greater impact in the future. Pitt and colleagues provide a set of frameworks that can be used to identify when and where a tablet computer device and its applications within can add value to an organization – whether it be in areas as disparate as health care delivery, hospitality, or automobile marketing.

“Computer tablets like the iPad are probably the world’s first truly ‘personal’ computers and are already changing the face of corporate computing,” write the researchers. “By being on a constant lookout for good examples of applications in a wide variety of settings, and asking questions such as “How would that work in our business?” and “Could we do something similar in our organization?”, organizations can identify how applications on table devices can shorten, short-circuit and shape business processes, and thus create business value.”

The researchers maintain that in identifying possible tablet applications, organizations would be wise to learn from the successes of like-minded firms.

“Decision makers seeking to introduce tablets into their own organizations could therefore benefit by identifying successful tablet applications in other organizations, and adapting them for their own use.”

Recommendations for Using Tablets in Business

The researchers provide five actions that Information Systems organizations can take to ensure that the deployment of tablets provides business benefits:

1. Regularly scan relevant media for effecitve, creative use of tablets in a range of business settings, including some websites they have found particularly useful: Engadget, CultofMac, Mashable, Wired, AppleInsider, TechCruch, and MacWorld.
2. Consider the Inscriptive (input) Informative (output) functions of information systems, and the interaction between them, to envision how tablets might enable these activities to be performed more effectively.
3. Explore opportunities of moving applications that are purely Isolative into the Contextive and Contextual space to provide customers with superior service and improve the productivity of employees.
4. Compare the 3 C-Abilities (Configure-ability, Consume-ability and Context-ability) of tablets versus other mobile devices, recognizing that even small changes in the technological capabilities of these devices may require changes in how organizations think about using these devices.
5. Envision the needs of customers and employees using relevant strategic or business process models. For example, the application that permits boarding passes sent to smartphones for air travelers was developed by understanding that travelers might not have access to a printer to print a boarding pass prior check in.
6. Envision employees accessing the organization’s information systems via mobile devices.

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