CHAPTER 7 CONCLUSION
7.3 Future Work
國
立 政 治 大 學
‧
N a tio na
l C h engchi U ni ve rs it y
of Sourcing+ is pretty hard without developing other language versions.
7.3 Future Work
The future work of the thesis can also be discussed in three dimensions, the design artifact, foundations and managerial future works. The three aspects will be explained as bellow:
(1) The design artifact:
In section 7.2, the seven limitations are based on the view of design artifact. As a result, the solutions of Data source of system 1st stage, efficiency of system 1st stage, ranking mechanism, the connection between system 1st and 2nd stages, the language limitation of Polaris and system language are the future technical works of the research.
(2) Foundations:
Including three evaluation propositions, the relationship among different users, insights’
motivation, the results of market intelligences and market-oriented chances can be discussed deeply. What factors can influence the interaction relationship between user and sourcing+? What additional factors can promote the performance of Sourcing+ than the current IT artifact.
(3) Managerial future works:
In managerial future works, the service system can be applied to various domains, no matter from the aspect of working or daily life. After questionnaire investigation, we integrate the inclination of future using of the 30 subjects. The question on the questionnaire is “If the system will be further developed in the future, are you willing to use? What kind of domain would like to apply?” All of the subjects express they are willing to use Sourcing+ if there is better development in the future. On the other hand, they also apply Sourcing+ in the domains such as marketing, culture creative, news, law, policy, politics, technology, knowledge base, social network, creative inspiration,
‧
國立 政 治 大 學
‧
N a tio na
l C h engchi U ni ve rs it y
art device design, consultant and strategy plan in Table 7-1. In other word, Sourcing+
is probably developed to apply in not only in news website, but also in multiple professional domains and issues of people’s daily life.
‧
Table 7-1 . 30 Interviewers’ Data for system future application
Question Subject Inclination Domain
If the system will be further developed in the future, are you
willing to use?
What kind of domain would like to
apply?
Subject1 Yes Marketing Analysis, Consumer Behavior
Subject2 Yes Political Aspect Policy
Subject3 Yes News
Subject4 Yes Electronic Commerce Industry Analysis
Subject5 Yes Marketing Analysis, Tendency Analysis of New Product
Subject6 Yes Consulting Service
Subject7 Yes Marketing Analysis, Marketing Opportunity Discovery
Subject8 Yes Innovative Application of technology
Subject9 Yes Public Information
Subject10 Yes Weather Forecast, Information System Management
Subject11 Yes Technology
Subject12 Yes Market Tendency, Industry Trend, Enterprise Trend
Subject13 Yes Culture Creative
Subject14 Yes Library
Subject15 Yes News
Subject16 Yes Marketing of Advertisement
Subject17 Yes Technology Consultant, Technology Application
Subject18 Yes Social Network
Subject19 Yes Marketing
Subject20 Yes Creative Inspiration, Art Device Case
Subject21 Yes Personal Intelligence Collection, Internal Data of Law or Accounting Database
Subject22 Yes Consultant
Subject23 Yes Management of Information System
Subject24 Yes Strategy Planning, New Business Opportunity, The Extension of Product Line
Subject25 Yes Energy Policy and Law
Subject26 Yes News
Subject27 Yes Culture Creative
Subject28 Yes Technology
Subject29 Yes Culture Creative
Subject30 Yes Culture Creative, Media
‧
國立 政 治 大 學
‧
N a tio na
l C h engchi U ni ve rs it y
REFERENCES
[1] Acs, Z.J., Audretsch, D.B. 1987. "Innovation, Market Structure, and Firm Size," The Review of Economics and Statistics, MIT Press, 69(4), pp. 567-74.
[2] Alexa. Retrieved August 15, 2012, from http://www.alexa.com
[3] Allan, J., Carbonel, Doddington, J.l., Yamron, G.J., Yang, Y. 1998. “Topic detection and tracking
pilot study: Final report.” In Proceedings of the DARPA Broadcast News Transcription and Understanding Workshop
[4] Anderson, Chris. 2004. “The long tail,” Wired Magazine, 12 (10).
[5] Anderson, J.C., Kumar, N., Narus, J. A. 2007. “Value Merchants: Demonstrating and Documenting
Superior Value in Business Markets,” Harvard Business School Press, U.S.
[6] Chen, H.H., Huang, S.J. 1999. “A summarization system for Chinese New from multiple source,”
Proceedings of 4th International Workshop on Information Retrieval with Asia Language, pp, 1-7.
[7] Chen, M.J., and Hambrick, D.C. 1995. “Speed, Stealth, and Selective Attack: How Small Firms Differ
from Large Firms in Competitive Behavior,” Academy of Management Journal, 38(2), pp. 453-482.
[8] Coviello, Nicole E., Roderick J. Brodie, and Hugh J. Munro. 2000. “An Investigation of Marketing
Practice by Firm Size,”Journal of Business Venturing, 15 (5/6), pp. 523–45.
[9] Day, G.S. 1999. “Managing market relationships. Journal of the Academy of Marketing Science,”
28(1), 24-30
[10] Fiegenbaum, A., Karrnani, A. 1991. “Output flexibility—A competitive advantage for small firms,”
Strategic Management Journal, 12(2), pp. 104-114.
[11] Foley, A., Fahy, J. 2004 “Towards a further understanding of the development of market orientation
in the firm: a conceptual framework based on the market-sensing capability,” Journal of Strategic Marketing, 12(4), pp. 219-230.
[12] Google Trends Retrieved May 23, 2012, from http://www.google.com/trends
‧
國立 政 治 大 學
‧
N a tio na
l C h engchi U ni ve rs it y
Guha, R., McCool, R., and Miller, E. 2003. “Semantic Search,” Proceedings of the WWW2003, Budapest
[13] Hafeez, K., Essmail, E.A. 2007. “Evaluating organization core competences and associated personal competencies using analytical hierarchy process,” Management Research News, 30(8), pp. 530-547.
[14] Horie, K., Ohsawa,Y. 2006. “Product Designed on Scenario Maps Using Pictorial KeyGraph,”
WSEAS Transaction on Information Science and Application, 3(7), pp. 1324-1331
[15]
[16] Lancaster, F.W. 1991. “Indexing and Abstracting in Theory and Practice,” Ann Arbor,
Gushing-Malloy Inc.
[17] Lin, H.C., Jang, J.S. 1998. “Survey and Implementation of Clustering Algorithm,” MS Thesis, Tsing
Hua University, Taiwan, R.O.C.
[18] Madhavaram. S., Appan, R. 2010. “Developing Complex, Business-to-Business Product: Issues and
Implications,” Management Research Review, 33(7), pp. 715-733.
[19] Nakata, C., Zhu, Z., Izberk-Bilgin E. 2011. “Integrating marketing and information services
functions: A complementarity and competence perspective,” Journal of the Academy of Marketing Science
[20] Narver, J.C., Slater, S.F. 1990. “The Effect of a Market Orientation on Business Profitability. Journal of Marketing,” 54(4), pp. 20-35
[21] Ohsawa, Y., McBurney, P. 2003. “Chance Discovery,” Springer Verlag.
[22] Ohsawa, Y.,: Date Crystallization. 2005. “Chance Discovery Extended For Dealing With
Unobservable Events,” New Math. Nat. Sci., 1(3), pp. 373-392.
[23] Okazaki, N., Ohsawa, Y.: Polaris. 2003. “An Integrated Data Miner for Chance Discovery,” in
Proceedings of the 3rd International Workshop of Chance Discovery and Its Management in conjunction with International Human Computer puInteraction, Conference (HCI ’03), pp. 27–30.
Crete, Greece
‧
國立 政 治 大 學
‧
N a tio na
l C h engchi U ni ve rs it y
[24] Olavarrieta, S., Friedmann, R. 1999. “Market-oriented culture, knowledgerelated resources,
reputational assets and superior performance: a conceptual framework,” Journal Strategic Marketing, 7, pp. 215–228
[25] Olavarrieta, S., Friedmann, R. 2008. ”Market orientation, knowledge-related resources and firm performance,” Journal of Business Research, 61(6), pp. 623-630.
[26] Porter, M.E.1998. "The Competitive Advantage of Nations,” Free Press, New York
[27] Raju, P.S., Lonial, S.C., Crum M.D. 2011 "Market orientation in the context of SMEs: A conceptual
framework," Journal of Business Research
[28] Rush, J.E., Salvadorm R., Zamora, A. 1971. “Automatic abstracting and indexing. II. Production of
indicative abstracts by application of contextual inference and syntactic coherence criteria,” Journal of the American Society for Information Science, 22(3), pp. 260-274.
[29] Salavou, H. 2002. “Profitability in market-oriented SMEs: does product innovation matter?”
European Journal of Innovation Management, 5 (3), 164-171.
[30] Salton, G., Gill, M. 1983. “Introduction to Modern Information Retrieval,” McGraw-Hill College.School Press, Boston, Mass.
[31] Singh, K. 1997. “The impact of technological complexity and interfirm cooperation on business Survival,” Academy of Management Journal, 40 (2), pp. 339-67.
[32] Tushman, Michael L., O’Reilly and Charles A. 1997. “Winning through innovation: A practical guide to leading organizational change and renewal,” Harvard University Press. Boston, MA, U.S..
[33] Vargo, S.L., Lusch, R.F. 2004. “Evolving to a new dominant logic for marketing,” Journal of Marketing, 68(1), pp.1-18
[34] Wernerfelt, B. “A resource-based view of the firm. 1984.” Strategic Management Journal. 5(2), pp.
171-180 .
[35] Yoon, B., Park, Y. 2004. “A text-mining-based patent network: Analytical tool for high-technology trend. Journal of High Technology Management Research,” 15, pp. 37-50.
‧
國立 政 治 大 學
‧
N a tio na
l C h engchi U ni ve rs it y
[36] Jaworski, B., Kohli, A. K., Sahay, A., 2000. “Market-Driven Versus Driving Markets. Journal of
Science January,” 28(1), pp. 45-54.
[37] Huang, C.H., Chen, S.T. 2008. “A Study of Book Title Feature Extraction Base on The Automatic
Classification – An Example of Bibliography Automatically Classified System,” LIS Thesis, Fu Jen Catholic University, Taiwan, R.O.C.
[38] Guest, G., Bunce, A. Johnson, L., 2006. “How Many Interviews Are Enough? An Experiment with Data Saturation and Variability. Field Methods,” 18(15), pp. 37-50.
[39] Strauss, A. L., 1987. “An Introduction to Codes and Coding. Qualitative Analysis fir Social Science ”
pp. 27.
[40] Henver, A. R., March, S. T., Park, J., Ram, S., 2004. “DESIGN SCIENCE IN INFORMATION SYSTEMS RESEARCH. MIS Quarterly,” 28(1), pp. 75-105.
[41] GAO, Y. F., 2005. E-CommonWealth, 57, p. 154
‧
國立 政 治 大 學
‧
N a tio na
l C h engchi U ni ve rs it y
Appendix A. The design of questionnaire
Sourcing+使用之問卷調查
本問卷將搭配 Sourcing+的使用.比較過往尋找資源/機會的相關經驗和使用 Sourcing+後尋找資源/機會的相關經驗
一、 基本資料:
1. 姓名：
2. 公司名稱：
3. 公司類型：
4. 職稱：
5. 職責工作：
二. 本次使用 sourcing+的搜尋目的為何?
三.在 Market Sensing 的階段中,您認為各屬性是否有助偵測市場情 報? １：完全忽略 ２：不會參考 3: 有點幫助 4: 還不錯 5: 非常有用
參考屬性 1 2 3 4 5 ---
您覺得”關鍵字”的參考價值程度為 □ □ □ □ □
您覺得”重要性”的參考價值程度為 □ □ □ □ □
您覺得”新穎性”的參考價值程度為 □ □ □ □ □
您覺得”關聯性”的參考價值程度為 □ □ □ □ □
四、用 Sourcing+所找出的新機會點,是否擁有下列特性?
為什麼? 請以您最終 Event map 和 New Chance 來解說
1. 創新性 □ 有 □ 沒有 (為什麼? 請解釋於此列)
2. 有效連結使用者的目標 □ 有 □ 沒有
(為什麼? 請解釋於此列)
3. 有效連結市場趨勢 □ 有 □ 沒有
(為什麼? 請解釋於此列)
‧
國立 政 治 大 學
‧
N a tio na
l C h engchi U ni ve rs it y
五. 在過往的經驗搜尋資源/情報的經驗中……
1. 是否有遇到任何的困難?(搜尋不易,創意不佳等面向來解釋) 2. 找到有價值的市場情報,通常會花費多少時間:
3. 找出一個創新且符合市場趨勢機會, 通常會花費多少時間:
4. 平均一次可以找到多少個有價值的市場情報:
5. 平均一次可以找到多少個創新的市場趨勢機會:
六. 使用 Sourcing+後(1~4 以計時結果和系統紀錄來填寫):
Market Sensing 階段
---
1. 找到有價值的市場情報,花了多少時間 : 2. 找到了多少個有價值的市場事件:
Market Relating 階段
---
3. 找出創新且符合市場趨勢機會,花了多少時間 (Market Relating 階段):
4. 找到了多少個創新的市場趨勢機會:
5. 找到的創新的機會是否有比使用 Sourcing+前找到新機會的更有品質?
七. 關於本系統的使用經驗……
1. 您認為該系統幫助您最多的地方是?
2. 您認為該系統最令您驚豔的特色是?
3. 您認為該系統最需改進的地方是?
4. 若本系統未來有更好的發展,你會願意使用嗎?
5. 您希望未來應用在甚麼領域?
‧
Appendix B. 30 Interviewers’ Raw Data for proposition 2 Interview
Type
Final Code 30 Interviewers’ Raw Data
Questionnaire Innovative
‧
‧
‧
‧
Appendix C . 30 Interviewers’ Raw Data for system future application
Question Subject Inclination Domain
若本系統未來有更好
Subject18 好阿 Social Network
Subject19 會 行銷分析
‧
國立 政 治 大 學
‧
N a tio na
l C h engchi U ni ve rs it y
Appendix D . 30 Interviewers’ Raw Data for insight, event map and new chance
‧
國立 政 治 大 學