You are looking at all articles with the topic "Business". We found 89 matches.

Hint: To view all topics, click here. Too see the most popular topics, click here instead.

🔗 Internet 🔗 Internet culture 🔗 Business 🔗 Politics 🔗 Sociology

The Streisand effect is a social phenomenon that occurs when an attempt to hide, remove, or censor information has the unintended consequence of further publicizing that information, often via the Internet. It is named after American entertainer Barbra Streisand, whose attempt to suppress photographs of her residence in Malibu, California inadvertently drew further attention to it in 2003.

Attempts to suppress information are often made through cease-and-desist letters, but instead of being suppressed, the information receives extensive publicity, as well as media extensions such as videos and spoof songs, which can be mirrored on the Internet or distributed on file-sharing networks.

The Streisand effect is an example of psychological reactance, wherein once people are aware that some information is being kept from them, they are significantly more motivated to access and spread that information.

🔗 Computing 🔗 Business 🔗 Computing/Software 🔗 Business/Accounting

VisiCalc (for "visible calculator") was the first spreadsheet computer program for personal computers, originally released for the Apple II by VisiCorp. It is often considered the application that turned the microcomputer from a hobby for computer enthusiasts into a serious business tool, prompting IBM to introduce the IBM PC two years later. VisiCalc is considered the Apple II's killer app. It sold over 700,000 copies in six years, and as many as 1 million copies over its history.

Initially developed for the Apple II using a 6502 assembler running on the Multics time sharing system, VisiCalc was ported to numerous platforms, both 8-bit and some of the early 16-bit systems. In order to do this, the company developed porting platforms that produced bug compatible versions. The company took the same approach when the IBM PC was launched, producing a product that was essentially identical to the original 8-bit Apple II version. Sales were initially brisk, with about 300,000 copies sold.

VisiCalc used the A1 notation in formulas.

When Lotus 1-2-3 was launched in 1983, taking full advantage of the expanded memory and screen of the PC, VisiCalc sales ended almost overnight. Sales declined so rapidly that the company was soon insolvent. Lotus Development purchased the company in 1985, and immediately ended sales of VisiCalc and the company's other products.

🔗 Biography 🔗 Computing 🔗 London 🔗 Philosophy 🔗 Philosophy/Logic 🔗 Business 🔗 England 🔗 Biography/science and academia 🔗 Philosophy/Philosophers 🔗 Philately 🔗 Biography/Core biographies

Charles Babbage (; 26 December 1791 – 18 October 1871) was an English polymath. A mathematician, philosopher, inventor and mechanical engineer, Babbage originated the concept of a digital programmable computer.

Considered by some to be a father of the computer, Babbage is credited with inventing the first mechanical computer that eventually led to more complex electronic designs, though all the essential ideas of modern computers are to be found in Babbage's Analytical Engine. His varied work in other fields has led him to be described as "pre-eminent" among the many polymaths of his century.

Parts of Babbage's incomplete mechanisms are on display in the Science Museum in London. In 1991, a functioning difference engine was constructed from Babbage's original plans. Built to tolerances achievable in the 19th century, the success of the finished engine indicated that Babbage's machine would have worked.

🔗 History 🔗 Economics 🔗 Philosophy 🔗 Business 🔗 Philosophy/Ethics

A perverse incentive is an incentive that has an unintended and undesirable result that is contrary to the intentions of its designers. The cobra effect is the most direct kind of perverse incentive, typically because the incentive unintentionally rewards people for making the issue worse. The term is used to illustrate how incorrect stimulation in economics and politics can cause unintended consequences.

🔗 Computing 🔗 Crime 🔗 Computer Security 🔗 Computer Security/Computing 🔗 Business 🔗 Computing/Software

A scandal erupted in 2005 regarding Sony BMG's implementation of copy protection measures on about 22 million CDs. When inserted into a computer, the CDs installed one of two pieces of software that provided a form of digital rights management (DRM) by modifying the operating system to interfere with CD copying. Neither program could easily be uninstalled, and they created vulnerabilities that were exploited by unrelated malware. One of the programs would install and "phone home" with reports on the user's private listening habits, even if the user refused its end-user license agreement (EULA), while the other was not mentioned in the EULA at all. Both programs contained code from several pieces of copylefted free software in an apparent infringement of copyright, and configured the operating system to hide the software's existence, leading to both programs being classified as rootkits.

Sony BMG initially denied that the rootkits were harmful. It then released an uninstaller for one of the programs that merely made the program's files visible while also installing additional software that could not be easily removed, collected an email address from the user and introduced further security vulnerabilities.

Following public outcry, government investigations and class-action lawsuits in 2005 and 2006, Sony BMG partially addressed the scandal with consumer settlements, a recall of about 10% of the affected CDs and the suspension of CD copy-protection efforts in early 2007.

🔗 Business

Management f-Laws are subversive epigrams about common management practices. Based on observation and experience, they are used to draw attention to entrenched ways of thinking about management and business that are often at odds with common sense or our actual experience.

Systems theorist Russell L. Ackoff, his co-author Herbert J. Addison and Sally Bibb invented the term in 2006 to describe their series of over 100 distilled observations of bad leadership and the misplaced wisdom that often surrounds management in organizations. Ackoff and Addison's f-Laws might seem counter-intuitive. They are designed to challenge organizations' unquestioning adherence to established management habits or beliefs. Many of the f-Laws describe a relationship of inverse proportionality, in example: "The lower the rank of managers, the more they know about fewer things."

The f-Laws advocate adopting a positive, forward-looking and interactive approach to structural or systematic change within organizations, following the principles of idealized design. This is a process that "involves redesigning the organization on the assumption that it was destroyed last night... The most effective way of creating the future is by closing or reducing the gap between the current state and the idealized design".

Three collections of f-Laws entitled A Little Book of f-Laws: 13 Common Sins of Management, Management f-Laws: How Organizations Really Work and Systems Thinking for Curious Managers have been published. While, if read in isolation, each f-Law is a witty and thought-provoking axiom, the books provide a context that draws upon systems thinking and the debate over the importance of developing soft skills in business environments.

🔗 United States 🔗 Finance & Investment 🔗 Economics 🔗 Business

The Panic of 1907 – also known as the 1907 Bankers' Panic or Knickerbocker Crisis – was a financial crisis that took place in the United States over a three-week period starting in mid-October, when the New York Stock Exchange fell almost 50% from its peak the previous year. Panic occurred, as this was during a time of economic recession, and there were numerous runs on banks and trust companies. The 1907 panic eventually spread throughout the nation when many state and local banks and businesses entered bankruptcy. Primary causes of the run included a retraction of market liquidity by a number of New York City banks and a loss of confidence among depositors, exacerbated by unregulated side bets at bucket shops.

The panic was triggered by the failed attempt in October 1907 to corner the market on stock of the United Copper Company. When this bid failed, banks that had lent money to the cornering scheme suffered runs that later spread to affiliated banks and trusts, leading a week later to the downfall of the Knickerbocker Trust Company—New York City's third-largest trust. The collapse of the Knickerbocker spread fear throughout the city's trusts as regional banks withdrew reserves from New York City banks. Panic extended across the nation as vast numbers of people withdrew deposits from their regional banks. It is the 9th largest decline in U.S. stock market history.

The panic might have deepened if not for the intervention of financier J. P. Morgan, who pledged large sums of his own money, and convinced other New York bankers to do the same, to shore up the banking system. This highlighted the impotence of the nation's Independent Treasury system, which managed the nation's money supply yet was unable to inject liquidity back into the market. By November, the financial contagion had largely ended, only to be replaced by a further crisis. This was due to the heavy borrowing of a large brokerage firm that used the stock of Tennessee Coal, Iron and Railroad Company (TC&I) as collateral. Collapse of TC&I's stock price was averted by an emergency takeover by Morgan's U.S. Steel Corporation—a move approved by anti-monopolist president Theodore Roosevelt. The following year, Senator Nelson W. Aldrich, a leading Republican, established and chaired a commission to investigate the crisis and propose future solutions, leading to the creation of the Federal Reserve System.

🔗 Technology 🔗 Business

A format war describes competition between mutually incompatible proprietary formats that compete for the same market, typically for data storage devices and recording formats for electronic media. It is often characterized by political and financial influence on content publishers by the developers of the technologies. Developing companies may be characterized as engaging in a format war if they actively oppose or avoid interoperable open-industry technical standards in favor of their own.

A format war emergence can be explained because each vendor is trying to exploit cross-side network effects in a two-sided market. There is also a social force to stop a format war: when one of them wins as de facto standard, it solves a coordination problem for the format users.

🔗 Computing 🔗 Business 🔗 Computing/Software 🔗 Business/Accounting

Lotus 1-2-3 is a discontinued spreadsheet program from Lotus Software (later part of IBM). It was the first killer application of the IBM PC, was hugely popular in the 1980s, and significantly contributed to the success of IBM PC-compatibles in the business market.

The first spreadsheet, VisiCalc, had helped launch the Apple II as one of the earliest personal computers in business use. With IBM's entry into the market, VisiCalc was slow to respond, and when they did, they launched what was essentially a straight port of their existing system despite the greatly expanded hardware capabilities. Lotus's solution was marketed as a three-in-one integrated solution: it handled spreadsheet calculations, database functionality, and graphical charts, hence the name "1-2-3", though how much database capability the product actually had was debatable, given the sparse memory left over after launching 1-2-3. It quickly overtook VisiCalc, as well as Multiplan and SuperCalc, the two VisiCalc competitors.

Lotus 1-2-3 was the state-of-the-art spreadsheet and the standard throughout the 1980s and into the early 1990s, part of an unofficial set of three stand-alone office automation products that included dBase and WordPerfect, to build a complete business platform. Lotus Software had their own word processor named Lotus Manuscript, which was to some extent acclaimed in academia, but did not catch the interest of the business, nor the consumer market. With the acceptance of Windows 3.0 in 1990, the market for desktop software grew even more. None of the major spreadsheet developers had seriously considered the graphical user interface (GUI) to supplement their DOS offerings, and so they responded slowly to Microsoft's own GUI-based products Excel and Word. Lotus was surpassed by Microsoft in the early 1990s, and never recovered. IBM purchased Lotus in 1995, and continued to sell Lotus offerings, only officially ending sales in 2013.

🔗 Companies 🔗 Private Equity 🔗 Business 🔗 Songs 🔗 Websites 🔗 Websites/Computing

Amie Street was an indie online music store and social network service created in 2006 by Brown University seniors Elliott Breece, Elias Roman, and Joshua Boltuch, in Providence, Rhode Island. The site was notable for its demand-based pricing. The company was later moved to Long Island City in Queens, New York. In late 2010, the site was sold to Amazon who redirected customers to their own website.