Cutter Business Technology Journal — Calls for Papers
For nearly 30 years, the monthly Cutter Business Technology Journal has served as a forum for thought leaders in academia and industry to present innovative ideas and solutions to the critical issues facing business-technology professionals. Please consider sharing your insight with us for the following topics.
Open Calls for Papers:
Guest Editor: Robert Scott
Abstract Deadline: January 30, 2020
Article Deadline: February 28, 2020
Much has been written about strategies to improve customer experience. This outward-facing focus is admittedly critical to business success. However, organizations often ignore or forget that a key driver for customer satisfaction is the impact that employees have on the customer experience.
Employee experience is a worker's observations and perceptions about his or her employment within an organization. Experience is often influenced by several factors including the company's physical workspace, the opportunity to take on new or expanded work roles and responsibilities, the work-life balance the company provides and technology that enables productivity and technology. While often neglected, initiatives aimed at improving employee experience can have an immediate and positive impact on customer satisfaction and ultimately the bottom-line.
In today’s complex world, there are several factors contributing to employee engagement at the workplace.
Career Development Opportunities
Career development opportunities are one of the factors contributing to employee engagement at the workplace. When employers continuously invest both time and money in their employees’ development at the workplace, employees will realize that the company is also interested in the progress in their career.
A Learning Culture
One of the factors contributing to employee engagement is by creating a company culture that encourages employees to keep on learning and acquiring new knowledge all the time. An employee who understands that their employer is not only interested in making profits and sales, but also in improving and educating all their staff, will soon learn to appreciate the company’s learning culture and will get engaged in the company’s goals.
Use of Technology
Increasingly our complex personal lives are being supported and made simpler through services and experiences enabled by digital technology. We book trips, stream our favorite movie or television show or buy a product online to be delivered within 24 hours, all with a few taps on a phone or tablet. We have come to expect seamless digital experiences in our personal lives with expectations that these experiences will delight us with near-flawless technological execution.
However, when we move to our business life, things are often very different. The experience we have as an employee rarely match that we have as a customer at home. While businesses profess that they recognize the importance of employee experience as an enabler of productivity, the reality is often that technology is a source of frustration. Employees struggle to effectively connect with one another; accessing key information in a timely manner is difficult and the available tools are anything but easy and intuitive to use. Workers are asked to navigate through complex processes, systems and structures, often with no straightforward way to get support.
As younger generations enter the workforce expecting to engage others with ease, they are finding a digital workforce experience that does not measure up to their at-home experience. This can cause a great deal of frustration, contributing to a negative workforce experience overall. Why is this a problem? The quality of the workforce experience is directly connected to productivity and engagement. Higher engagement leads to employee retention, improved service to customers and ultimately to improved business performance.
We are currently in the generation full of multicultural people; thus, cultural diversity is vitally important in a company. Cultural diversity is when companies are open to hiring employees from all sorts of different backgrounds; regardless of ethnicity, religion and culture. Of course, diversity by itself is not enough. Employees also need a sense of inclusion. When companies recruit, retain and develop a diverse pool of people, it brings about innovation and creativity that benefits the company as well as its employees.
Great companies know that the employees are the heart of the business. Satisfied and engaged employees would bring in not only positive energy to the workplace but also increase the company’s profit and sales. Employees who feel they have a positive personal rapport with their management are more likely to be engaged. Not only that, employees would feel appreciated when they or their work gets noticed and this encourages constructive employee engagement.
An upcoming issue of Cutter Business Technology Journal will address the question: what can be done to increase employee engagement to increase customer satisfaction and ultimately business results?
Article ideas may include (but are not limited to the following):
- How can improving employee satisfaction and engagement impact an organization’s effectiveness?
- How can technology help or hinder employee engagement?
- To what extent does having a multi-generational workforce impact engagement?
- What HR staffing policies help/hinder employee satisfaction and engagement?
- How does a culture of diversity, learning, and recognition contribute to the employee experience?
- What trends in technology roles are opportunities to increase employee engagement?
ARTICLE IDEAS. Please send article ideas (few sentences/short paragraph) to Robert Scott and Christine Generali (firstname.lastname@example.org and email@example.com). Accepted articles due February 28, 2020. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
Guest Editor: Volker Pfirsching
Abstract Deadline: Open
Article Deadline: January 27, 2020
An all too common misconception of digital transformation is that it involves simply adopting the latest digital tool or technology. But that path leads to failure. To succeed, organizations must take a holistic approach to digital transformation — a digital shift.
A digital shift addresses all relevant dimensions of a digital transformation. This starts with a clear definition of what “digital” means to the company, along with its objectives and goals. In other words, what does “digital” mean to us?
Next, it is important to develop a company culture that is flexible enough to continuously adapt to changing environments. Do your employees have the right skills to meet new technological requirements? If not, what type of training and skill development measures are needed?
Also essential to a digital shift is nurturing a culture of empowerment. Sharing the organization's digital strategy, vision, and goals with employees builds a feeling of shared purpose and a spirit of innovation. As well, it can help minimize any possible resistance to change. Employees who have a clear understanding of the digital target picture and their role in a digitization journey can experience a shift in mindset that can go a long way towards achieving shared organizational goals.
Other factors that contribute to a successful digital shift include excelling in the use of data, collaboration and alignment between the business and IT units, taking an iterative, agile approach to maintain sustainable growth, and formulating flexible business models to adapt to changing environments.
What other factors do you see as essential to realize a digital shift? An upcoming issue of Cutter Business Technology Journal will examine the key considerations required to fully support and implement a digital shift, and we invite your contribution. You may also elaborate on the discussion points mentioned above.
Article ideas may include (but are not limited to the following):
- What key elements are essential to a digital shift? What are the challenges?
- How can you make employees active participants in a digital shift?
- What is necessary for a company-wide buy-in to a digital strategy?
- What type of cultural transformation is necessary? What organizational/cultural barriers need to be addressed?
- How can complexity, change resistance, and lack of transparency be overcome?
- What type of skills do employees need to adapt/contribute to a digital business model?
- How can a skills gap be measured? What skill development measures/training should be implemented?
- What does the architecture process look like to keep the data architecture current and applicable?
- How can you empower your leaders and employees to implement and work towards digital shift goals daily?
- How can you assess your digital shift readiness?
- How can you achieve the flexibility/agility necessary for a digital shift?
ARTICLE IDEAS. Please send article ideas (few sentences/short paragraph) to Volker Pfirsching and Christine Generali (firstname.lastname@example.org and email@example.com). Accepted articles due January 27, 2020. Final article length is typically 2,000-3,500 words plus graphics. More editorial guidelines.
These notes are intended to give authors some guidance and direction for articles submitted to Cutter Business Technology Journal (CBTJ) for publication.
Length: The average article in CBTJ is 2,000-3,500 words, unless otherwise specified by the Group Publisher.
Article Format: Please send your article in word document format for editing purposes. Please do not send it as a PDF.
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Endnotes/References: When you draw on the work of other authors and researchers, please cite your sources. All sources/side commentary must be noted in relevant part of text (using endnote numbers) and listed in sequential order (i.e., order of appearance, not alphabetical order) at end of article in “Endnotes.” All sources should include basic publishing information (i.e., author(s) name(s), complete title, publisher, date, and hyperlink and/or URL). Sources can be repeated but must be listed as a new endnote. The following are examples of various types of endnotes:
1DeMarco, Tom, and Timothy Lister. Waltzing with Bears: Managing Risk on Software Projects. Dorset House, 2003.
2In this survey, “innovation” refers to any new initiatives to introduce innovative, leading-edge, or unconventional software project development methods, processes, tools, or techniques.
3Hall, Curt. “AI & Machine Learning in the Enterprise, Part XI: Success of AI Application Development Efforts.” Cutter Consortium Data Analytics & Digital Technologies, Executive Update, Vol. 19, No. 3, 2019.
4DeMarco and Lister (see 1).
5“Smart grid.” Wikipedia.