Challenging Assumptions About Remote Work

Total Page:16

File Type:pdf, Size:1020Kb

Challenging Assumptions About Remote Work Western University Scholarship@Western Electronic Thesis and Dissertation Repository 7-3-2015 12:00 AM "When [S]He is Working [S]He is Not at Home": Challenging Assumptions About Remote Work Eric Lohman The University of Western Ontario Supervisor Dr. Nick Dyer-Witheford The University of Western Ontario Graduate Program in Media Studies A thesis submitted in partial fulfillment of the equirr ements for the degree in Doctor of Philosophy © Eric Lohman 2015 Follow this and additional works at: https://ir.lib.uwo.ca/etd Part of the Other Film and Media Studies Commons, and the Women's Studies Commons Recommended Citation Lohman, Eric, ""When [S]He is Working [S]He is Not at Home": Challenging Assumptions About Remote Work" (2015). Electronic Thesis and Dissertation Repository. 3120. https://ir.lib.uwo.ca/etd/3120 This Dissertation/Thesis is brought to you for free and open access by Scholarship@Western. It has been accepted for inclusion in Electronic Thesis and Dissertation Repository by an authorized administrator of Scholarship@Western. For more information, please contact [email protected]. "WHEN [S]HE IS WORKING [S]HE IS NOT AT HOME": CHALLENGING ASSUMPTIONS ABOUT REMOTE WORK (Monograph Thesis) by Eric Lohman Graduate Program in Media Studies A thesis submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy The School of Graduate and Postdoctoral Studies The University of Western Ontario London, Ontario, Canada Eric Lohman 2015 This work is licensed under a Creative Commons Attribution- Noncommercial 3.0 United States License http://creativecommons.org/licenses/by-nc/3.0/us/ ii Abstract In this monograph thesis, I explore how at the end of the first decade of the twenty- first century, the prospects for telework, rather than following a straightforward and inexorably rising trajectory, became strangely complex and conflicted. This project explores the reasons for the apparently contradictory and certainly confusing state of telework. It is about these contradictions, and more specifically about who benefits from telework arrangements, and under what conditions these arrangements are deployed. The study adopts a mixture of qualitative methodologies, including political economic analysis, reviews of popular press articles, and in-depth interviews. The political economic analysis explores the costs and benefits of remote work, specifically how workers and employers are affected financially. We may have to reconsider whether flexible work arrangements will be the norm in work environments of the future, because of capital’s inability to manage the work process effectively and its loss of the benefits of spontaneous interaction between co-workers. In the chapter devoted to the popular press, I analyze news stories that discussed Yahoo! CEO Marissa Mayer’s 2013 decision to end telework. This is the first discourse analysis of telework coverage in the popular press. I argue that Mayer was subjected to unfair coverage in the press, which was largely based on her role as a woman and mother. Finally, I conducted a series of in-depth interviews with teleworkers, with unique arrangements and diverse professions. The insistence by tech company giants like Google that worker interaction is vital to creative labor is supported by my interviews with teleworkers, who contend that the biggest disadvantage to working from home is reduced social interaction with their coworkers. The thread that ties all three of these methodological approaches together is the critique of the conventional assumption that telework is an unqualifiedly positive arrangement for workers, and an inevitable staple of future work environments. My research exposes the problems with this assumption. Overlooking the disadvantages that telework actually presents for workers, and also the very different disadvantages it can pose for capital, has also caused an overstatement of the importance of telework in Post-Fordist labour environments. Keywords Marissa Mayer, Telework, Remote Work, Telecommuting, Labor, Political Economy, Feminism, Autonomist Marxism iii Acknowledgments I would first like to thank Nick Dyer-Witheford for his expertise, insight, patience, and his willingness to look at unpolished drafts. I have benefitted tremendously from his guidance and friendship. Thank you to Pam McKenzie and Carole Farber for their help along the way, especially with methodology issues. I would like to thank Marnie Harrington, who like every good librarian, has been trusted counsel on all issues brought before her. From the day I landed in Canada, till the final throes of this project, Marnie has offered indispensible assistance, for which I am so grateful. I would like to thank Jonathan Burston for his mentorship, specifically around my teaching. I was fortunate to study with a brilliant group of scholars and collaborators in the Media Studies doctoral program; those who deserve the most thanks are Gemma Richardson and Estee Fresco, whose bright minds and warm friendship made this arduous endeavor seem less daunting. I have learned a tremendous amount from Austin Walker, Kate Hoad-Reddick, Indranil Chakraborty, Atle Kjosen, Jeff Thomas, Lillian Dang, Elise Thorburn, Warren Steele, Andrea Benoit, and Nichole Winger. This is not an expansive list by any means. My time in London, Ontario was made all the richer by having a group of friends to commiserate with. Many of these people I met through my time serving in student organizations and or conducting union work. Amanda Vyce has become a surrogate aunt to my children, a lunch buddy, and dear friend. Desiree, Mike, and Remi Lameroux have become a family away from home, and will be truly missed. Finally, Josh and Marylynn Steckly deserve credit for being available for coffee and impromptu babysitting whenever I needed it, which was very often. I hope all of them know how much their friendship has meant to my family and me over the last five years. All of the work I have done is truly for the benefit of my children, Deven and Delilah Velez, and Silas and Rosalie Lohman. I know it has been a sacrifice for you, but I trust that over time you will all come to understand this foolish enterprise. If nothing else, I hope that you find some inspiration in my desire to forgo money in the pursuit of intellectual stimulation, and do the same. After all this writing, I lack the words to effectively convey how grateful I am for Stephani Lohman. I will not lie and say that she was always patient, or that her tone was always helpful, but without her knowledge, wits, editing abilities, budgeting, humor, and encouragement, this project could simply have never been completed. iv There is much, much more that she has done to help me, but I’m so tired of writing that you will have to take my word for it. v Table of Contents ABSTRACT III ACKNOWLEDGMENTS IV LIST OF TABLES IX LIST OF APPENDICES X INTERROGATING TELEWORK: CHALLENGING ASSUMPTIONS ABOUT THE FUTURE AND BENEFITS OF WORKPLACE FLEXIBILITY 1 METHODOLOGY 5 POLITICAL ECONOMIC ANALYSIS 6 CRITICAL DISCOURSE ANALYSIS 8 IN-DEPTH INTERVIEWS 9 CHAPTER OUTLINE 10 A REVIEW OF THE LITERATURE ON TELEWORK 13 DEFINITION, MEASUREMENT, AND SCOPE OF TELEWORK 16 MANAGEMENT OF TELEWORKERS 20 TRAVEL RELATED IMPACTS OF TELEWORK 23 ORGANIZATIONAL CULTURE AND ISOLATION 25 BOUNDARIES BETWEEN HOME AND WORK 28 IMPACT OF TELEWORK ON THE INDIVIDUAL AND THE FAMILY 31 GAPS IN THE RESEARCH AND AVENUES TO EXPLORE 34 HARDLY THE PANACEA: UNPACKING THE COSTS AND BENEFITS OF TELEWORK 38 SAVINGS FOR COMPANIES 41 COSTS TO WORKERS 47 COSTS TO COMPANIES 55 ANALYSIS AND CONCLUSION 61 THE MOTHER OF ALL HYPOCRITES: MARISSA MAYER AND THE YAHOO! TELEWORK BAN IN THE POPULAR PRESS 68 vi METHODOLOGY 70 WHY BAN TELEWORK?: “THE LATEST INNOVATION FOR CREATING INNOVATION.” 78 TELEWORK: EMPLOYEE PERK OR A WORKER’S RIGHT? 81 DEFENDING MAYER’S BAN 84 CRITICISMS OF MAYER AND THE BAN 85 “PAINFUL IRONY:” CRITICISM OF MARISSA MAYER 86 “THAT NURSERY!” MARISSA MAYER AS A HYPOCRITE 87 “I REALLY THOUGHT WORKPLACES WERE MOVING TOWARD MORE FLEXIBILITY.” 91 DISCUSSION 92 CONCLUSION 95 THE FLIPSIDE OF FLEXIBILITY: TELEWORK AND THE MYTH OF WORK/LIFE BALANCE 100 LITERATURE REVIEW 101 METHODOLOGY 103 “I’M IN THE ZONE”: THE ADVANTAGES OF TELEWORKING 107 THE DREADED COMMUTE 109 “I CAN THROW IN A LOAD OF LAUNDRY:” WEAVING IN PERSONAL PRODUCTIVITY 111 THE PROFESSIONAL, SOCIAL, AND PSYCHOLOGICAL DOWNSIDE TO TELEWORK 113 OUT OF THE FLOW: LATENCY IN OPERATIONS AND COMPLICATING SIMPLE WORK TASKS 114 PROFESSIONAL REPERCUSSIONS OF TELEWORKING 117 TELEWORKING AND OVERWORKING 119 “I GET TO HAVE MY CHRISTMAS PARTY IN MY KITCHEN!:” TELEWORK AND ISOLATION 121 CONCLUSIONS: “IT’S LIKE HAVING SHACKLES ON YOU ALL THE TIME.” 125 CONCLUSION 131 CHAPTER REFLECTIONS 132 THE STRUGGLE OVER MOMENTS: COMMON THREADS BETWEEN THE CHAPTERS 136 MARXIST FEMINISMS AND TELEWORK 138 AVENUES FOR FUTURE RESEARCH 143 BIBLIOGRAPHY 146 APPENDICES 165 RECRUITMENT ADVERTISEMENT 165 vii WESTERN’S RESEARCH ETHICS BOARD APPROVAL 166 LETTER OF INFORMATION AND CONSENT FORM 167 INTERVIEW QUESTIONS 170 CURRICULUM VITAE 173 viii List of Tables Table 1: Participant Demographics ---------------------------------------------------------- page 105 ix List of Appendices Recruitment Advertisement Western's Research Ethics Board Approval Letter of Information and Informed Consent Form List of Interview Questions x "He is at home when he is not working, and when he is working he is not at home." Karl Marx, Economic and Philosophic Manuscripts of 1844 xi 1 Interrogating Telework: Challenging Assumptions About the Future and Benefits of Workplace Flexibility Since it was first conceptualized in the 1970s, telework— the use of digital technology to bring work to employees, rather than employees to work— has enjoyed varying levels of interest, but seems to have attained peak attention from businesses and governments alike after the turn of the 21st century. The Telework Research Network, a consulting and research organization that “specializes in making the business case for workplace flexibility,” published a report in 2011 that found telework had risen in the United States by 73% between 2005 and 2011, and was likely to increase another 69% by 2016 (Lister and Harnish, 2011).
Recommended publications
  • Finding Alibaba: How Jerry Yang Made the Most Lucrative Bet in Silicon Valley History
    Parmy Olson Forbes Staff I cover agitators and innovators in mobile. FOLLOW FORBES 9/30/2014 @ 12:55PM 122,847 views Finding Alibaba: How Jerry Yang Made The Most Lucrative Bet In Silicon Valley History This story appears in the October 20, 2014 issue of Forbes. Comment Now Follow Comments Yahoo's co-founder Jerry Yang at the office of his venture firm AME in Palo Alto, Calif. (Ethan Pines For Forbes) Jerry Yang’s Revenge - Forbes, 2014-10-20 Page 1 Jerry Yang is giving a quick tour of the conference room at his private investment firm in Palo Alto, Calif. It’s dotted with gifts and photos from his 20 years in Silicon Valley. Yahoo’s 45-year-old billionaire co-founder stops before a glass deal toy on a low table. “Um, I have no idea what that is.” He peers more closely, checks the date: September 2012. “That is… that was after I’d gone. I think that was the last deal I worked on at Yahoo.” The plaque commemorates what may have been one of the dumbest business decisions of all time. Yahoo’s board agreed to sell 523 million Alibaba shares, half of its stake, back to Alibaba at $13 apiece. Yang hadn’t been so keen to sell. They did anyway. By then he’d quit the board. Sure enough, Alibaba’s IPO last month rocked global markets. Shares of the Chinese e-commerce giant are now worth around $90. Yahoo still has a 16% stake worth $36 billion, but it left almost as much money on the table–some $35.5 billion–as its entire current market capitalization.
    [Show full text]
  • Yahoo Chief Marissa Mayer to Leave Company Board After Verizon Sale 10 January 2017, by Glenn Chapman
    Yahoo chief Marissa Mayer to leave company board after Verizon sale 10 January 2017, by Glenn Chapman "For me personally, I'm planning to stay," Mayer said in the post. "It's important to me to see Yahoo into its next chapter." Mayer remains chief executive at Yahoo. Recent hacking It still remained unclear on Monday how news of recent large-scale hacks might effect Yahoo's deal to sell its core operating assets to Verizon for $4.8 billion, or Mayer's role going forward. Marissa Mayer is expected to remain with Yahoo's core Yahoo said in December that personal data from business, which is being bought by Verizon over a billion users was stolen in a hack dating back to 2013—twice as big as another breach disclosed just three months earlier. Yahoo confirmed on Monday that chief executive Marissa Mayer will quit the company's board after its merger with Verizon. Mayer is expected to remain with Yahoo's core business, which is being bought by the US telecom titan. Yahoo is selling its internet operations as a way to separate that from its more valuable stake in Chinese internet giant Alibaba. The share-tending entity, to be renamed Altaba, Inc., will act as an investment company with its board reduced to five members, according to a filing with the Securities and Exchange Commission. Yahoo co-founder David Filo and Mayer will be among those resigning from the board, according to the filing. When asked what role Mayer will play after the merger with Verizon, the company referred AFP to a Tumblr post from July, after the deal to sell the company's core operations was announced.
    [Show full text]
  • Should Google Be Taken at Its Word?
    CAN GOOGLE BE TRUSTED? SHOULD GOOGLE BE TAKEN AT ITS WORD? IF SO, WHICH ONE? GOOGLE RECENTLY POSTED ABOUT “THE PRINCIPLES THAT HAVE GUIDED US FROM THE BEGINNING.” THE FIVE PRINCIPLES ARE: DO WHAT’S BEST FOR THE USER. PROVIDE THE MOST RELEVANT ANSWERS AS QUICKLY AS POSSIBLE. LABEL ADVERTISEMENTS CLEARLY. BE TRANSPARENT. LOYALTY, NOT LOCK-IN. BUT, CAN GOOGLE BE TAKEN AT ITS WORD? AND IF SO, WHICH ONE? HERE’S A LOOK AT WHAT GOOGLE EXECUTIVES HAVE SAID ABOUT THESE PRINCIPLES IN THE PAST. DECIDE FOR YOURSELF WHO TO TRUST. “DO WHAT’S BEST FOR THE USER” “DO WHAT’S BEST FOR THE USER” “I actually think most people don't want Google to answer their questions. They want Google to tell them what they should be doing next.” Eric Schmidt The Wall Street Journal 8/14/10 EXEC. CHAIRMAN ERIC SCHMIDT “DO WHAT’S BEST FOR THE USER” “We expect that advertising funded search engines will be inherently biased towards the advertisers and away from the needs of consumers.” Larry Page & Sergey Brin Stanford Thesis 1998 FOUNDERS BRIN & PAGE “DO WHAT’S BEST FOR THE USER” “The Google policy on a lot of things is to get right up to the creepy line.” Eric Schmidt at the Washington Ideas Forum 10/1/10 EXEC. CHAIRMAN ERIC SCHMIDT “DO WHAT’S BEST FOR THE USER” “We don’t monetize the thing we create…We monetize the people that use it. The more people use our products,0 the more opportunity we have to advertise to them.” Andy Rubin In the Plex SVP OF MOBILE ANDY RUBIN “PROVIDE THE MOST RELEVANT ANSWERS AS QUICKLY AS POSSIBLE” “PROVIDE THE MOST RELEVANT ANSWERS AS QUICKLY
    [Show full text]
  • Public Libraries 59N4
    Aging in (Third) Place | Philadelphia Autism Project | Computational Thinking FOR KIDS | Makerspace DESIGN PublicLibraries A PUBLICATION OF THE PUBLIC LIBRARY ASSOCIATION JULY / AUGUST 2020 INTERESTED IN LIBRARY SOCIAL WORK TOPICS? JOIN THE PLA SOCIAL WORK INTEREST GROUP fullpageconnect.ala.org ad page C02 JULY / AUGUST 2020 VOLUME 59 NUMBER 4 Contents PUBLICLIBRARIESONLINE.ORG ISSN 0163-5506 Columns FEATURES 2 16 22 FROM THE EDITOR The Wired Library Aging in (Third) Place KATHLEEN M. HUGHES Public Computer and with Public Libraries Internet Access in the NICOLE DALMER, MERIDITH GRIFFIN, 3 Time of COVID-19 KAITLIN WYNIA BALUK, AND JAMES GILLETT FROM THE PRESIDENT NICK TANZI Reimagining the Library for a New World 19 32 MICHELLE JESKE THE BIG IDEA Cooking with May the ZOOM Be with Confidence 6 You! Partnering to Support PLA NEWS KEVIN KING Teenagers and Young Adults on the Autism Spectrum 9 66 MI-YEET WONG, CAITY RIETZEN, By the Book ELIZABETH FITZGERALD, CLAIRE EDISJ MATTERS RICHARDSON, DISHA UPPAL, AND Reimagining the Library Community Voice LINDSAY SHEA as Third Place A Conversation with Cyns Nelson CHRISTINA FULLER-GREGORY CATHARINE HAKALA-AUSPERK 44 Making the 12 72 Connection BEST PRACTICES info-graphic Computational Thinking and Libraries and Virtual Third Libraries Respond Early Learning for Young Spaces after COVID-19 to COVID-19 Children and Their Families KRISTA RIGGS KATHLEEN CAMPANA, CLAUDIA HAINES, JACQUELINE KOCIUBUK, AND PAULA LANGSAM 58 Design Thinking in Public Library Extras Makerspaces STACEY FORSYTH, KATHRYN PENZKOVER, PHYLLIS DAVIS, AND IAN MATTY 4 ADVERTISER INDEX 11 Public libraries online ON THE COVER: ARTWORK BY Elle Maxwell/ADOBE STOCK EDITORIAL EDITOR: Kathleen M.
    [Show full text]
  • Foresight Research Report: Museums As Third Place
    Foresight Research Report: Museums as Third Place Document Overview The following research report is based on an adaptation of a common foresight tool: the Framework Forecast model developed by Dr. Peter Bishop, Chair of the Studies of the Future program at the University of Houston. The report is designed to provide an overview of key strategic issues relevant to the future of California communities and museums. We hope that this report will be of interest to California museum professionals working to improve service to their community and to plan for the future. In the Spring/Summer of 2012 a team of museum professionals participating in the California Association of Museum’s Leaders of the Future: Museum Professionals Developing Strategic Foresight training project conducted their own secondary (desktop) research on current conditions, trends, and plans for a baseline forecast that postulates the most expected future. The authors of this report include: David Bloom, VertNet Coordinator, Museum of Vertebrate Zoology, UC Berkeley Ruth Cuadra, Applications Systems Analyst, Getty Research Institute (team leader) Johanna Fassbender, Education Director, Hayward Area Historical Society Elizabeth Welden-Smith, Curator of Education and Public Programs, National Steinbeck Center Shelby Graham, Gallery Director, Mary Porter Sesnon Art Gallery, UC Santa Cruz The report is the first phase in the development of a baseline forecast and is intended to define the idea of “Third Places,” explore emerging trends and possible futures, and create
    [Show full text]
  • Review of Service Composition Interfaces
    Sanna Kotkaluoto, Juha Leino, Antti Oulasvirta, Peter Peltonen, Kari‐Jouko Räihä and Seppo Törmä Review of Service Composition Interfaces DEPARTMENT OF COMPUTER SCIENCES UNIVERSITY OF TAMPERE D‐2009‐7 TAMPERE 2009 UNIVERSITY OF TAMPERE DEPARTMENT OF COMPUTER SCIENCES SERIES OF PUBLICATIONS D – NET PUBLICATIONS D‐2009‐7, OCTOBER 2009 Sanna Kotkaluoto, Juha Leino, Antti Oulasvirta, Peter Peltonen, Kari‐Jouko Räihä and Seppo Törmä Review of Service Composition Interfaces DEPARTMENT OF COMPUTER SCIENCES FIN‐33014 UNIVERSITY OF TAMPERE ISBN 978‐951‐44‐7896‐3 ISSN 1795‐4274 Preface This report was produced in the LUCRE project. LUCRE stands for Local and User-Created Services. The project is part of the Flexible Services research programme, one of the programmes of the Strategic Centre for Science, Technology and Innovation in the ICT field (TIVIT) and funded by Tekes (the Finnish Funding Agency for Technology and Innovation) and the participating organizations. The Flexible Service Programme creates service business activity for global markets. The programme has the aim of creating a Web of Services. The programme creates new types of ecosystems, in which the producers of services, the people that convey the service and the users all work together in unison. As part of such ecosystems, LUCRE will develop an easy-to-use, visual service creation platform to support the creation of context aware mobile services. The goal is to support user-driven open innovation: the end- users (people, local businesses, communities) will be provided with tools to compose new services or to modify existing ones. The service creation platform will build on the technology of existing mashup tools, widget frameworks, and publish/subscribe mechanisms.
    [Show full text]
  • Q&A: Does Machiavelli's the Prince Have Relevant Lessons for Modern
    Technology Innovation Management Review August 2017 (Volume 7, Issue 8) Q&A Clovia Hamilton Q. Does Machiavelli’s The Prince Have Relevant Lessons for Modern High-Tech Managers and Leaders? A. When we think of Machiavellian conduct in tech- goodness and effectiveness are not likely to go hand in nology companies, we think of cut-throat, cunning, be- hand. Individuals that take this view of The Prince may haviour. Cut-throat competition in technological not think the book is relevant to modern day leaders innovations can be the barrier to market entry (Lee, that are under considerable pressure to engage in cor- 2014). The lean philosophy is that managers and leaders porate social responsibility and ethical behaviour. Yet, are to strive for the efficient and effective use of re- morality and achieving business results are intercon- sources in order to overcome this barrier and gain com- nected. Character is the combination of a person’s petitive advantage. In order for there to be cut throats, moral habits and internalized beliefs that shape his or there have to be cut-throat technology innovation lead- her relationship to others (Kiel, 2015). Today, charac- ers and managers. What the lean philosophy lacks is ter-based business results have been coined “return on guidance on how to achieve an efficient and effective character” (ROC) and have been studied. The ROC has use of resources in a cut-throat competitive environ- been identified as an element of a CEO’s formula for ment. The challenges posed by that type of environment creating value (i.e., processes, products, raw materials do not go away and cannot be swept under the rug.
    [Show full text]
  • Google's Transformation from Gateway To
    GOOGLE’S TRANSFORMATION FROM GATEWAY TO GATEKEEPER: HOW GOOGLE’S EXCLUSIONARY AND ANTICOMPETITIVE CONDUCT RESTRICTS INNOVATION AND DECEIVES CONSUMERS EXECUTIVE SUMMARY Approximately 240 million people in the United States regularly use the Internet, and last year their activity generated nearly $170 billion in commerce – making the Internet a linchpin of our economy, our society, and of everyday life. Maintaining a competitive environment in which investment and innovation can thrive on the Internet therefore should be a core public policy goal. Yet today, anticompetitive actions of the monopolist search engine, Google, put that goal at serious risk. Search engines are among the most critical actors on the Internet. With more than one trillion webpages on the Internet and more appearing every day, search is the principal means by which consumers find online businesses and online businesses find consumers amidst an otherwise crowded and confusing landscape. The Pew Internet & American Life Project reports that as of May 2011, 92% of adults online use search engines to find information on the Internet. In July 2011 alone, there were over 17.1 billion search queries conducted in the United States, up 3% from the prior month. Google controlled at least seven out of every ten of those searches. As antitrust authorities and courts here in the U.S. and abroad have repeatedly concluded, Google has market power in search, giving this single company unprecedented power over what users find, who is found, and what businesses must pay to be found on the Internet. Having gained a monopoly in Internet search and search advertising, Google also has come to control nearly 97% of the fast-growing mobile search market.
    [Show full text]
  • Yahoo Startup Shopping Spree Continues 4 July 2013, by Glenn Chapman
    Yahoo startup shopping spree continues 4 July 2013, by Glenn Chapman Xobni goodness baked right in." Xobni products help manage email and other communications based on patterns of exchanges between people and their contacts. The acquisition continues a shopping spree launched after Marissa Mayer became chief of Yahoo a year ago. Yahoo on Tuesday announced it bought Qwiki, a New York operation behind an application that converts video and pictures on iPhones into sharable movie clips complete with music soundtracks. Yahoo on Wednesday continued a months-long take- over binge with word that it had bought Xobni, a startup The Qwiki buy announcement came a day after behind tools for better managing contact lists and email Yahoo put out word that it bought Bignoggins inboxes. Productions, a one-person operation specializing in fantasy sports applications for iPhones. Yahoo in June completed a billion-dollar deal taking Yahoo forged ahead Wednesday on its months- over the popular blogging platform Tumblr, a move long take-over binge with word that it had bought aimed at bringing more youthful users into the Xobni, a startup behind tools for better managing company's orbit. contact lists and email inboxes. Yahoo last month bought startup GhostBird Yahoo did not disclose how much it paid for Software, which makes picture-taking applications Xobni—which is 'inbox' spelled backwards—but saidfor iPhones, to enhance its Flickr photo service. it planned to use the startup's technology to improve Yahoo! Mail, Messenger and other Since former Google executive Mayer became "communications offerings." chief at Yahoo, the company has racked up a series of acquisitions including startups Alike, San Francisco-based Xobni was launched in 2006, Stamped, Snip.it and a Summly application built by and two years later the venture-backed firm hired a British teen.
    [Show full text]
  • Acting Strategically, Thinking Critically a Casebook for Business Students
    ACTING STRATEGICALLY, THINKING CRITICALLY A CASEBOOK FOR BUSINESS STUDENTS by Michael J. Merenda, Ph. D. University of New Hampshire Bassim Hamadeh, CEO and Publisher Michael Simpson, Vice President of Acquisitions and Sales Jamie Giganti, Senior Managing Editor John Remington, Senior Field Acquisitions Editor Monika Dziamka, Project Editor Brian Fahey, Licensing Specialist Miguel Macias, Graphic Designer Kat Ragudos, Interior Designer Copyright © 2016 by Michael J. Merenda. All rights reserved. No part of this publication may be reprinted, reproduced, transmitted, or utilized in any form or by any electronic, mechanical, or other means, now known or hereaft er invented, including photocopying, microfi lming, and recording, or in any information retrieval system without the written permis- sion of Cognella, Inc. First published in the United States of America in 2016 by Cognella, Inc. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identi- fi cation and explanation without intent to infringe. Cover image copyright © by Depositphotos / stella_caraman. Printed in the United States of America ISBN: 978-1-63487-981-1 (pbk) / 978-1-63487-982-8 (br) CONTENTS PREFACE X ACKNOWLEDGMENTS XI PART 1 CHAPTERS 1 CHAPTER 1 STRATEGY CONCEPTS AND STRATEGIC MANAGEMENT 2 TIM COOK’S APPLE 2 1. INTRODUCTION: SOME INITIAL QUESTIONS TO THINK ON 3 1.1 WHY STUDY STRATEGIC MANAGEMENT? 4 2. WHAT IS A STRATEGIC DECISION? 5 3. WHAT IS STRATEGY? 7 3.1 WHAT IS GLOBAL STRATEGY? 9 3.2 WHAT CONSTITUTES A GOOD STRATEGY? 10 3.3 WHAT IS THE PURPOSE OF STRATEGY? 11 4. WHAT IS A BUSINESS MODEL? 11 4.1 BUSINESS MODELS AND VALUE CREATION 12 4.2 HOW DO YOU KNOW IF A COMPANY’S BUSINESS MODEL IS WORKING? 12 4.3 FIRST STEP IN EVALUATING BUSINESS MODEL EFFECTIVENESS—FINANCIAL ANALYSIS 15 5.
    [Show full text]
  • Ebay up 50%+ Since Nelson's Open Letter to Yahoo
    eBay Up 50%+ Since Nelson’s Open Letter to Yahoo CEO publication date: May 14, 2017 | author/source: Valuentum Analysts Previous | Next In February 2016, President of Investment Research at Valuentum penned an open letter to Yahoo’s CEO Marissa Mayer. In it, he said a combination of Yahoo-eBay would be substantially value-creating for shareholders. eBay’s stock has advanced 50%+ since that letter. By Valuentum Analysts We don’t write letters to CEOs often, but when we do, we have good reason. In February 2016, Yahoo (YHOO) had been under major pressure to monetize its stake in Alibaba ( BABA), and CEO Marissa Mayer had faced continuous and tremendous criticism during her tenure. Working under the assumption that Yahoo wanted to monetize its stake in Alibaba at that time and put cash to work, President of Investment Research at Valuentum Brian Nelson wrote in an open letter to CEO Marissa Mayer reasons why Yahoo’s combination with eBay (EBAY) made sense, not the least of which was eBay’s cash-rich business model that could be used to transform Yahoo-eBay into a forward-leaning Internet giant. The Business Insider interview can be found here. Since that time, eBay’s shares have rallied a whopping 50%+, and we posit that if Yahoo and eBay had combined, the synergies from the transaction, both impacting the top and bottom line, would have resulted in even more market value creation. Furthermore, the combination would have created, in our opinion, another Internet powerhouse to compete with the likes of Facebook (FB) and Google (GOOG, GOOGL) and may have put in place effective strategies to expand successfully against e-commerce behemoth Amazon (AMZN).
    [Show full text]
  • Yahoo Marks 20 Years with Yodels, Reminiscences 2 March 2015
    Yahoo marks 20 years with yodels, reminiscences 2 March 2015 Oracle." "It wasn't designed to be a business, it was simply something we found useful. When we realized other people found it useful, we were motivated to work on it even more," Filo said in a blog post. "Twenty years later, the core of Yahoo is still the same. We are driven by the same purpose—to be your guide around the web. You may not know how much you motivate us every day by using our products and sharing your ideas, but you do. Thank you." Over the years, Yahoo has fallen behind in its original mission as a search engine and been Yahoo celebrated its 20th anniversary Monday with a look back at its history and an eye to the future of the through several attempts at reorganization and Internet pioneer in the midst of a transformation effort restructuring. Filo said that "technology is about constant reinvention," adding that "every day brings Yahoo celebrated its 20th anniversary Monday with something new and in many ways, it feels like we're a look back at its history and an eye to the future of just getting started." the Internet pioneer in the midst of a transformation effort. Chief executive Marissa Mayer, who moved from Google in 2012, has been focusing on mobile On its home page, Yahoo displayed an animated services and media, including music and original birthday cake as part of its logo, and the company television programming. launched a series of events marking its trademark "Yahoo yodel." The company on Monday launched its TV Digital Magazine, the latest in a series of new products On the Nasdaq stock exchange in New York, the aimed at making Yahoo a destination.
    [Show full text]