Big Data NoSQL-järjestelmissä

Relaatiotietokannat ovat olleet vallitseva suunta suurissa tietokantajärjestelmissä jo 80-luvulta lähtien. Viimeisen vuosikymmenen aikana lähes kaikki teollinen ja henkilökohtainen tiedonvaihto on siirtynyt sähköiseen maailmaan. Tämä on aiheuttanut valtaisan kasvun datamäärissä. Sama kasvu jatkuu edelleen eksponentiaalisesti. Samalla ei-relaatiotietokannat eli NoSQL-tietokannat ovat nousseet huomattavaan asemaan. Monet organisaatiot käsittelevät suuria määriä järjestämätöntä dataa, jolloin perinteisen relaatiotietokannan käyttö yksin ei välttämättä ole paras, tai edes riittävä vaihtoehto. Web 2.0 -termin takana oleva internet-kulttuurin muutos tukee mukautuvampia ja skaalautuvia NoSQL-järjestelmiä. Internetin käyttäjät, erityisesti sosiaalisessa mediassa tuottavat valtavia määriä järjestymätöntä dataa. Kerättävä tieto ei ole enää tietyn mallin mukaan muotoiltua, vaan yksittäiseen tietueeseen saattaa liittyä esimerkiksi kuvia, videoita, viittauksia muiden käyttäjien luomiin instansseihin tai osoitetietoja. Tässä tutkielmassa käsitellään NoSQL-järjestelmien rakennetta sekä asemaa erityisesti suurissa tietojärjestelmissä ja vertaillaan niiden hyötyjä ja haittoja relaatiotietokantojen suhteen.

Creating and measuring customer value in digital businesses

Most economic transactions nowadays are due to the effective exchange of information in which digital resources play a huge role. New actors are coming into existence all the time, so organizations are facing difficulties in keeping their current customers and attracting new customer segments and markets. Companies are trying to find the key to their success and creating superior customer value seems to be one solution. Digital technologies can be used to deliver value to customers in ways that extend customers’ normal conscious experiences in the context of time and space. By creating customer value, companies can gain the increased loyalty of existing customers and better ways to serve new customers effectively. Based on these assumptions, the objective of this study was to design a framework to enable organizations to create customer value in digital business. The research was carried out as a literature review and an empirical study, which consisted of a web-based survey and semi-structured interviews. The data from the empirical study was analyzed as mixed research with qualitative and quantitative methods. These methods were used since the object of the study was to gain deeper understanding about an existing phenomena. Therefore, the study used statistical procedures and value creation is described as a phenomenon. The framework was designed first based on the literature and updated based on the findings from the empirical study. As a result, relationship, understanding the customer, focusing on the core product or service, the product or service quality, incremental innovations, service range, corporate identity, and networks were chosen as the top elements of customer value creation. Measures for these elements were identified. With the measures, companies can manage the elements in value creation when dealing with present and future customers and also manage the operations of the company. In conclusion, creating customer value requires understanding the customer and a lot of information sharing, which can be eased by digital resources. Understanding the customer helps to produce products and services that fulfill customers’ needs and desires. This could result in increased sales and make it easier to establish efficient processes.

Managerial experiences related to corporate demerger

In the current economic situation very few business operations are static. In some cases, organizations feel that the most rational solution is not expanding but focusing on their core competencies or certain areas of business through corporate restructuring. The focus in this thesis is on corporate demerger, a process that involves a complete separation of units within a company. Despite the vast amount of research considering corporate demergers, there is still a lack of knowledge about how top managers experience these kinds of organizational rearrangements. In this qualitative case study, the aim is to bring forward the thoughts of executives in two companies that emerged from a single company through corporate demerger a few years ago. By conducting dyadic semi-structured interviews with the management group and board members in both the parent company and the demerger company, I pursue to understand the impressions that they had during the demerger process as well as during the change that followed afterwards. Additionally, their retrospective sense-making patterns are briefly examined. The findings suggest that the way operations are managed before plays an important role in the demerger process. In this case the pre-demerger organization was quite distinctly divided into two business areas, which allowed a somewhat natural allocation of resources. In addition, apart from the top management, every employee knew their future company and role, thus decreasing the amount of uncertainty in lower organizational levels. Consequently, the ambiguity and change faced by the top executives was evidently more powerful compared to the operational actors. The fragmented characteristics also enabled certain points of reference in the unfolding demerger process. Along with the information about future management groups, the pre-demerger re-grouping took place. This sparked up the mental division, where both groups started to act separately. On a personal level, the managers involved in the demerger planning have made retrospective sense of the repercussions related to the restructuring process. For them, it was an extremely demanding, ambiguous and burdensome project that provided them with managerial experiences they are likely not to have again.