Dr. Johnny D. Magwood

Future technologies will have far reaching implications as to the manner in which organizations are structured, operate, and transact day-to-day (24 hours per day) business; with all levels of stakeholders: B2B, B2C, C2C, and C2B. Software and wireless technologies will focus on: enterprise portal software to support data and information compilations for businesses, customers, and employees to make informed decisions to effectively run a business; content management technologies will afford firms the opportunity to manage content associated with personal computers, smart phones, and interactive television. Wireless innovations will give multiple stakeholders the capabilities to transmit worldwide data and information via voice applications (Kaplan, 2003).

Data and storage systems will provide organizations the capacity to effectively perform data management, data storage, data retrieval, and data security. Business applications technology will facilitate customer...

Benefits

Growth of the global markets and evolving businesses demands generates an institution of geographically dispersed virtual teams (McLean, 2007). Virtual teams operate in a global marketplace driven by competitive business pressure and customer demands for quicker and more innovative products and services. Coupled with the penetration of new markets, access to worldwide intellectual capital and the need to improve overall business performance, virtual teams are a corporate necessity. Virtual teams also promote organizational, individual, and task flexibility (Goold, Augar, & Farmer, 2006). Team members gain knowledge and develop skills and capabilities when working with other team members. Goold et al. explained that virtual teaming allows members to be more flexible in establishing the time and place of meetings and to explore the use of technology to enhance the accumulation, manage the compilation and analysis, and the application of economic data for...

There are a number a ways to define organizational value; however, whatever the definition, the ultimate outcome is to generate shareholders value. One method to determine organizational value is to synchronize human and complementary capital. As such, corporations have identified the essence of complementary capital is a process in which enterprises change their organizational structure, culture, social relationships, and develop latent value of resources to enhance core competitive capacity and realize its performance targets (Zhang & Jin, 2006). Human capital has property rights character, social character, exclusive character, and is dependent on expectations of the organization (Zhang, 2000). So, there are many factors affecting human capital investment returns; such as, organizational structures, regulations, canons, regimes, mechanisms, culture, administrative philosophy, management programs, and information systems. If one kind of capital can produce value-added, it...

The manner, in which CRM is entrenched and expressed in an organization, is contingent on how each business unit and the corporate culture understands and supports a CRM platform. Firms who maintain a CRM report card on contractors and vendors (internal and external; seen and unseen) send a resounding message to consumers that they value their business as well as their relationship. Relationship centric firms should routinely host annual Customer Satisfaction and CRM Contractor/Vendor Forums; where awards (and future business opportunities) are given to the top three contractor or vendor firms – those with the highest Customer Satisfaction and CRM metrics – you get what you measure. Conversely, contractors and vendors who routinely produce poor Customer Satisfaction and CRM performance results should be eliminated – your goal is customer retention and satisfaction; not maintaining a army of non-value added external supporters.