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Software ecosystem

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Software Ecosystem is a book written by David G. Messerschmitt and Clemens Szyperski that explains the essence and effects of a "software ecosystem", defined as a set of businesses functioning as a unit and interacting with a shared market for software and services, together with relationships among them. These relationships are frequently underpinned by a common technological platform and operate through the exchange of information, resources, and artifacts.[1][2][3][4][5]


The term in software analysis

In the context of software analysis, the term software ecosystem is defined by Lungu [6] as “a collection of software projects, which are developed and co-evolve in the same environment”. The environment can be organizational (a company), social (an open-source community), or technical (the Ruby ecosystem). The ecosystem metaphor is used in order to denote an analysis which takes into account multiple software systems.[7] The most frequent of such analyses is static analysis of the source code of the component systems of the ecosystem.

References

  1. ^ Software Ecosystem: Understanding an Indispensable Technology and Industry. Cambridge, MA, USA: MIT Press. 2003. ISBN 978-0-262-13432-3. {{cite book}}: Unknown parameter |authors= ignored (help)
  2. ^ Software Ecosystems: Analyzing and Managing Business Networks in the Software Industry. Edward Elgar. 2013. ISBN 978-1781955628. {{cite book}}: Unknown parameter |authors= ignored (help)
  3. ^ Profit from Software Ecosystems: Business Models, Ecosystems and Partnerships in the Software Industry. Norderstedt, Germany: BOD. 2010. ISBN 978-3-8423-0051-4. {{cite book}}: Unknown parameter |authors= ignored (help)
  4. ^ "Software acquisition: A business strategy analysis". Proceedings of the Fifth IEEE International Symposium on Requirements Engineering. IEEE. 2001. pp. 76–83. doi:10.1109/ISRE.2001.948546. {{cite conference}}: Unknown parameter |authors= ignored (help); Unknown parameter |booktitle= ignored (|book-title= suggested) (help)
  5. ^ "Providing transparency in the business of software: A modeling technique for software supply networks". Proceedings of the 8th IFIP Working Conference on Virtual Enterprises. IFIP. 2007. doi:10.1007/978-0-387-73798-0. ISBN 978-0-387-73797-3. {{cite conference}}: Unknown parameter |authors= ignored (help); Unknown parameter |booktitle= ignored (|book-title= suggested) (help)
  6. ^ Lungu, Mircea (2009). Reverse Engineering Software Ecosystems (Ph.D.). University of Lugano.
  7. ^ "Archived copy". Archived from the original on 2013-01-20. Retrieved 2012-11-23. {{cite web}}: Unknown parameter |deadurl= ignored (|url-status= suggested) (help)CS1 maint: archived copy as title (link)

Organisations use images of diversity or information about diversity initiatives in their recruitment advertising to attract job candidates from under-represented groups. Critically evaluate what factors influence job applicants’ reactions to this type of advertising.

There is always a racial variety observed in different organisations. These differences are always of great help in creating a mixed culture at the workplace. In every organisation, there is an effective way of presenting things, which is positively dependent on the integration of different ideas as well as perspectives. The researches, which were conducted in the past, were mostly based on the cultural diversity and to stimulate error detection. Here, the system of the entire process of spreading information needs to be confirmed first. Diverse perspective helps in enhancing the functions of an organisation. Therefore, having different types of people in the organisation can help to bring in different types of ideas for the organisation. Moreover, this can also help in boosting up the overall profits of the organisation and can be of great help in the expansion of the business. Task-relevant information’s are post-effective as they offer ideas, which strengthen the ideas of bringing theories, which can be useful for the organisation. It is important to share ideas with people so that they can give out their thoughts. Moreover, it is very effective as it directly boosts up the development of the organisation (Martins and Parsons, 2007). Demographic differences are being found which are positively related or sometimes negatively related to the demographic development of the organisation. However, the inconsistency in the flow of work can later affect the organisation. Therefore, there are subgroups, which determine the salience of social categories. Workgroup members may differ in different dimensions. Diversity-related variables are also likely to vary depending on its dimensions. The categorisation is wholly based on racial differences because it is one of the most significant issues in the current era. The reward structure is also significantly related to this, and those ideas are implemented later to bring out salience. Subgroup categorisation increases when there are multiple diversity dimensions in a team. However, there are several conditions, which these groups suffer from, and they are based on the detrimental effects of diversity. Inter subgroups also determinate the subgroup performances as the study shows that they are all interrelated (Martins & Parsons, 2007). These relations directly affect the ideas and the thinking of the organisation. Diversity can undermine the group performance, and difference helps to understand the situation. The decreased groups like people with lower income are now trying to create ideas, which can be useful for the organisation and give better results for future. Several attributes define the work, which the minority groups like other racial and ethnic group do, and how they are working. Diversity in work creates a new wave in the work environment that brings both positive and negative influence in the working nature of organisation. Thus, it is better to create moderate relationship between diversity and team performance. Avery, D. R. (2003). Reactions to diversity in recruitment advertising--are differences black and white? Journal of Applied Psychology, 88(4), 672-679. Martins, L. L., & Parsons, C. K. (2007). Effects of gender diversity management on perceptions of organizational attractiveness: The role of individual differences in attitudes and beliefs. Journal of Applied Psychology, 92(3), 865-875. Williamson, I. O., Slay, H. S., Shapiro, D. L., & Shivers-Blackwell, S. L. (2008). The effect of explanations on prospective applicants’ reactions to firm diversity practices. Human Resource Management, 47(2), 311-330.


How can resistance to diversity be reduced in organisations? (Lecture 17) Growing consequences within organisations are successfully developing diverse workforces, which are very much effective at work. There are several critical steps, which are required to be taken in order to execute the work successfully and that is carrying out proper recruitment and selection program as per HR policies. However, organisations face several barriers when it is attempted to attract individuals or to accept jobs. Moreover, there are such highlight firms, which are related to the highlight firms from different practices. The perspective is to bring more people in who can understand the issues and the problems, which are related to the subject (Wiethoff, 2004). A consistent theme across these studies shows how ineffective these ideas are. Several theories are being put forward to draw attention of more people into the ideas, which can be pulled off to work in the system. However, a main problem with such target approaches is that it assumes the targeted audience and the message is only intended to them. Recruitment advertisements are not always useful as they share a lower interest in the media overlap system (Vescio, Sechrist & Paolucci, 2003). Thus, it is directly related to the prospectus and shares the same linguistics. Specific groups are allocated for such works, and they connect radically to the different thought processes going towards a specific group. Minority groups like Asian American, American Indian and many others possess same factors and bring paradoxical changes. The people working with such perceptions are not always meeting targets. Most of the researchers are interested in the impact of the demography of the respective individuals as well as their group behaviour. However, they are especially relevant to each other and involve group behaviour, which is especially relevant to the work. The first one involves the proportional representation of a specific demographic group’s influence, which is traditionally referred to the minority. It also affects different demographical group negatively, but that does not affect the organisation directly. Hence, a direct discrimination is observed against the women. Organisation ultimately engaged in such operations and is, therefore, less stereotyped in the perception of the women. Therefore, by casting the demographic variables of interest is to help study the aspects as well as the cultural identity of people. The impact of this can be understood with the help of social status record. This is how cultural diversity works and can help in understanding what it is. Moreover, this alters the power and relations between dominants and subdominants. A number of balancing ideas helps us to understand the positions of these changes and thus at times can be equivocal at its best.

Vescio, T. K., Sechrist, G. B., & Paolucci, M. P. (2003). Perspective taking and prejudice reduction: The mediational role of empathy arousal and situational attributions. European Journal of Social Psychology, 33, 455–472. Thomas, K. M., & Plaut, V. C. (2008). The many faces of diversity resistance in the workplace. In K. M. Thomas (Ed.), Diversity resistance in organizations (pp. 1-22). Psychology Press. Wiethoff, C. (2004). Motivation to learn and diversity training: Application of the theory of planned behavior. Human Resource Development Quarterly, 15, 263–278. Homan, A. C., Hollenbeck, J. R., Humphrey, S. E., Van Knippenberg, D., Ilgen, D. R., Van Kleef, G. A. (2008). Facing differences with an open mind: Openness to experience, salience of intragroup differences, and performance of diverse work groups. Academy of Management Journal, 51(6), 1204-1222.


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