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Martin Eppler
Title
Prof. Dr.
Last Name
Eppler
First name
Martin
Email
martin.eppler@unisg.ch
Phone
+41 71 224 2297
Homepage
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1 - 5 of 5
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PublicationBranding Knowledge: Brand Building beyond Product and Service BrandsThe paper argues that product, service and corporate brands are about to be extended by one other type of brand: the knowledge brand. A knowledge brand is a clearly differentiated visual and verbal identity that bundles and communicates a set of skills, competencies and methodologies in one coherent manner. This becomes crucial as companies are not only selling specific products or services, but also marketing their unique know-how in improving services or products. For this purpose a knowledge brand has to communicate its topics (why its knowledge is valuable and rare) through specific tools (such as surveys, extranets or CEO newsletters) and transmitters (such as conventions speeches, interviews or specialised conferences) to its targets (such as CEOs, CFOs, CIOs or other regional and functional directors).Type: journal articleJournal: The Journal of Brand Management - An International JournalVolume: 6Issue: 8
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PublicationThe Geography of (Visual) Thought : The Effect of Culture on the Reception of Visual Communication( 2011-12-02)
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PublicationThe Benefits of Synchronous Collaborative Information Visualization: Evidence from an Experimental EvaluationA great corpus of studies reports empirical evidence of how information visualization supports comprehension and analysis of data. The benefits of visualization for synchronous group knowledge work, however, have not been addressed extensively. Anecdotal evidence and use cases illustrate the benefits of synchronous collaborative information visualization, but very few empirical studies have rigorously examined the impact of visualization on group knowledge work. We have consequently designed and conducted an experiment in which we have analyzed the impact of visualization on knowledge sharing in situated work groups. Our experimental study consists of evaluating the performance of 131 subjects (all experienced managers) in groups of 5 (for a total of 26 groups), working together on a real-life knowledge sharing task. We compare (1) the control condition (no visualization provided), with two visualization supports: (2) optimal and (3) suboptimal visualization (based on a previous survey). The facilitator of each group was asked to populate the provided interactive visual template with insights from the group, and to organize the contributions according to the group consensus. We have evaluated the results through both objective and subjective measures. Our statistical analysis clearly shows that interactive visualization has a statistically significant, objective and positive impact on the outcomes of knowledge sharing, but that the subjects seem not to be aware of this. In particular, groups supported by visualization achieved higher productivity, higher quality of outcome and greater knowledge gains. No statistically significant results could be found between an optimal and a suboptimal visualization though (as classified by the pre-experiment survey). Subjects also did not seem to be aware of the benefits that the visualizations provided as no difference between the visualization and the control conditions was found for the self-reported measures of satisfaction and participation. An implication of our study for information visualization applications is to extend them by using real-time group annotation functionalities that aid in the group sense making process of the represented data.Type: conference paperJournal: IEEE Transactions on Visualization and Computer GraphicsVolume: Vol. 15 Issue 6
Scopus© Citations 53 -
PublicationSketching at Work : a guide to visual problem solving and communication for managers, consultants, sales professionals, trainers and facilitatorsSketching at Work is a concise guide to useful and flexible sketching (or hand drawing) techniques for different professional contexts. These ad-hoc diagrams or visual metaphors can be drawn individually or in groups on a flipchart, piece of paper, poster, or through Tablet PCs or interactive whiteboards. They help to clarify issues, guide discussions, organize information, facilitate planning and analysis, or simply communicate in a more engaging and memorable way. In this guide, you will learn how to use sketching when: - conducting a meeting - coordinating a project team - selling a product or service - analyzing a problem - negotiating a contract - improving a business process - planning a project, task or event - and many other contexts.Type: book
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PublicationPairwise Communication for Innovation at WorkIn this chapter, we argue for the overlooked potential of dyadic (pairwise) communication for innovation efforts in organizations. We review the research that documents that pairs outperform other team constellations when it comes to idea development and refinement. We describe how to setup and optimize such dyadic communication so that it can contribute to organizational innovation. In the chapter, we give readers a strategy to leverage teams of two for innovation efforts, and we show how managers can enable pairwise communication. Cornerstone of the chapter are a concise and instructive typology of creative pairs as well as guidelines for their setup, management and transition. We conclude the chapter with an outlook on future research on dyadic communication for innovation.Type: book section