Kaveh Abhari, Ph.D.
I strive to make digital transformation more humane, entrepreneurship more attainable, and innovation more thoughtfully designed.
As Professor of Digital Innovation and Director of the Digital Innovation Lab at Fowler College of Business, San Diego State University, I bring over two decades of experience spanning academic research, industry consulting, and technology development.
I mentor the next generation of principled business leaders and advise emerging ventures—shaping a digital future defined not by scale alone, but by purpose, discernment, and lasting contribution.
Research
innovation platforms
My research examines the design and evolution of open innovation platforms, with a focus on social product development (SPD) communities and social innovation networks. I study the strategic, procedural, and technological forces that shape collaborative innovation in digital environments. This includes modeling open innovation processes, operationalizing participation behaviors, and analyzing motivational, experiential, and risk-related dynamics that influence outcomes. A central focus of my current work is the role of artificial intelligence in guiding, augmenting, and reconfiguring open innovation—exploring how AI can expand participation, support knowledge flow, and create more adaptive, responsive innovation ecosystems..
digital transformation
My research explores digital transformation as a multi-level phenomenon—strategic, operational, and experiential. I examine how organizations plan, implement, and govern digital initiatives, with particular focus on how these changes are experienced by individuals. Central to this work is understanding how automation and augmentation reshape business processes, redefine work practices, and influence the meaning of work. I pay close attention to how digitalization affects agency, engagement, and identity in the workplace. By bridging systems-level change with human experience, I advocate for more intentional, design-minded approaches that treat technology as a catalyst for redefining the future of work.
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digital platforms
My research focuses on designing responsible AI systems that improve the employee experience through context-aware, adaptive support. These platforms integrate large language models (LLMs), conversational agents, and affective computing to enable nuanced, scalable workplace interactions. A key example is an AI-augmented mentorship platform developed to support neurodivergent professionals by combining generative AI with human-in-the-loop design. More broadly, I investigate how AI systems can be embedded into the flow of work to amplify relational intelligence, enhance professional growth, and create more responsive, humane work environments—advancing technology that complements, rather than replaces, human insight.
digital entrepreneurship
My research explores how digital technologies can broaden access to entrepreneurial opportunity, especially for marginalized youth and underserved communities. I focus on designing pragmatic and enduring models of entrepreneurial education and support systems that extend beyond traditional incubation. Central to this work is the development of AI-enabled tools that build self-efficacy, lower structural barriers, and adapt to the needs of early-stage founders. Rather than treating entrepreneurship solely as economic activity, I view it as a distributed capability—one that intelligent systems can help cultivate with greater intentionality, sustainability, and contextual sensitivity..
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Teaching
I am committed to nurturing the next generation of thoughtful and capable digital transformation leaders. I teach core and elective Information Systems courses, including Information Systems Analysis, Business Intelligence, and Digital Innovation & Entrepreneurship. I have also designed and delivered undergraduate and graduate courses in data management, data analytics, and enterprise applications such as CRM and ERP systems. My teaching emphasizes hands-on learning, ethical reflection, and the practical application of digital tools—preparing students to navigate and shape the evolving intersection of technology, strategy, and human experience in organizations.
my teaching philosophy
Firstly, I believe ‘learning how to learn’ surpasses the importance of merely acquiring current knowledge. For instance, honing analytical skills is more crucial than mastering a particular tool. Secondly, in-depth learning is fostered by maintaining connections between different concepts, ideas, individuals, and real-world applications. Hence, identifying and elaborating on these connections is vital for meaningful learning. Thirdly, knowledge, which resides among a diversity of opinions, should not be assumed but rather acquired in authentic and varied environments. Fourthly, students need experiential learning opportunities beyond the classroom to effectively learn in today’s networked society. Lastly, student engagement in learning is central to modern education, with teachers primarily responsible for guiding learners to effectively choose what, how, where, when, and from whom to learn.
Instructional Method
Education should inspire action rather than linger in the mind, leading to indecisiveness. I am convinced that meaningful learning occurs when students develop skills in exploring, experimenting, evaluating, and addressing real-world problems. As a pragmatist, I support my students in applying their knowledge to real situations through experimental inquiry instead of simply delivering organized bodies of knowledge. I encourage students to harness the power of inquiry to expand their understanding, identify consequences, and reflect on possible solutions. Furthermore, I integrate academic disciplines to foster critical thinking in an interdisciplinary manner. To enhance this learning experience, I value students’ critical reflection in my class, treating it as a community of inquiry. I promote critical thinking by having students collaboratively decide based on potential consequences. My firsthand experience with inclusive education helps increase the participation of marginalized students.
Lesson Plan
My lesson plans are carefully designed to integrate relevant cases into the learning experience. Through these applied learning opportunities and by utilizing various software packages, my students gain a deep understanding along with practical skills to solve real-world problems, particularly those related to local businesses. Both my general business and IS technical course lesson plans require students to apply theories, vocabularies, or models to articulate the components within a case, develop various technical or analytical solutions to address the issues, and ultimately evaluate and discuss different scenarios in class. Social responsibility and ethics are integral to all my lesson plans. The successful job placements of my students, stemming from their class learnings, demonstrate the effectiveness of this approach in preparing them for rewarding careers.
Evaluation
While I uphold high academic standards, I also help students meet these expectations by clarifying what is required, acknowledging their efforts, and offering thorough feedback, all while being available for guidance. I limit the use of traditional tests, quizzes, and exams, believing that assessment should enhance the learning process and support students, rather than merely evaluate them. Unlike conventional evaluation methods, I integrate assessments into hands-on learning activities, giving students numerous opportunities to improve and resubmit their work. I dedicate the necessary time to help low-performing students meet the requirements. Students’ course evaluations reflect their responses to and appreciation for my efforts to make assessment a part of the learning process.
Personal Development
My overarching teaching goal is to cultivate students’ capacities, competencies, and confidence to take responsible action for personal and professional success. I focus on each student’s individual development by understanding their goals, diverse backgrounds, unique situations, and competencies. I invest time in reaching out to students who may lack interest or self-confidence, as well as those who come to class eager to learn. As a result, my students see me as a mentor with whom they can entrust their aspirations and challenges. This strong rapport with students fosters open communication and lasting relationships.
publications & presentations
recent refereed publications
2025
Abhari, K. (2025). Employee Participation in Digital Transformation: From Digitalization Sentiment to Transformation Predisposition, Information & Management
Rivera, A., Abhari, K., & Xiao, B. (2025). The Authenticity-Control-Transparency Theory of Responsible AI Design, Journal of the Association for Information Systems. https://aisel.aisnet.org/jais_preprints/192
Abhari, K. & Davidson, E. (2025). Open Innovation Organizational Forms: Structuring and Strategizing Open Innovation Goals, Activities. Academy of Management (AOM) Annual Meeting.
Abhari, K., Safaei Pour, M., & Sanatizadeh, A. (2025). Toward a theory of augmented innovation: Navigating the nuances and trade-offs in open innovation, Americas Conference on Information Systems (AMCIS).
Rad P., Jozani M., Zanella G., Safaei M., & Abhari K. (2025). Reimagining the Sharing Economy through Blockchain: The Case of Helium’s Decentralized Wireless Network. Hawaii International Conference on System Sciences.
2024
Abhari, K., Safaei Pour, M. & Shirazi, H. (2024). How to Design a Better Cybersecurity Readiness Program, MIS Quarterly Executive, 23(4), 447-466. https://aisel.aisnet.org/misqe/vol23/iss4/8/
Liu, X., Abhari, K., & Wang, W. (2024), Resurgence in Paradise: Decoding the Patterns of Arrivals with Different Trip Purposes in Hawaii’s Post-pandemic Tourism Recovery, Current Issues in Tourism. 27(22), 3636–3642. https://doi.org/10.1080/13683500.2023.2277903
2023
Mucha, T., Ma, S. and Abhari, K. (2023), “Riding a bicycle while building its wheels: the process of machine learning-based capability development and IT-business alignment practices”, Internet Research, Vol. 33 No. 7, pp. 168-205. https://doi.org/10.1108/INTR-10-2022-0769
Abhari, K., Bhullar, A., Le, J. and Sufi, N. (2023), “Advancing employee experience management (EXM) platforms”, Strategic HR Review, Vol. 22 No. 3, pp. 102-107. https://doi.org/10.1108/SHR-04-2023-0021
Abhari, K., Xiao, B., & Eisenberg, D. (2023). Responsible Digital Innovation in Dark: Toward Access-Control-Transparency Theory. Americas Conference on Information Systems. Panama City.
Estell, P., Davidson, E & Abhari, K. (2023). Platforms for Expression: Enterprise Social Media and its Role in Employee Voicing Behaviors. Academy of Management (AOM) Annual Meeting. Boston.
2022
Abhari, K., Zarei, M., Parsons, M., & Estell, P. (2023). Open Innovation Starts from Home: The Potential of Enterprise Social Media (ESM) in Nurturing Employee Innovation. Internet Research. ahead-of-print. https://doi.org/10.1108/INTR-08-2021-0556
Abhari, K., Davidson, E. J., & Xiao, B. (2022). Inventing Together: The Role of Actor Goals and Platform Affordances in Open Innovation. Journal of the Association of Information Systems. https://doi.org/10.17705/1jais.00716 *
Abhari, K., & McGuckin, S. (2022). Limiting factors of open innovation organizations: A case of social product development and research agenda. Technovation, 102526. https://doi.org/10.1016/j.technovation.2022.102526
Abhari, K., & Vaghefi, I. (2022). Screen Time and Productivity: An Extension of Goal-Setting Theory to Explain Optimum Smartphone Use. AIS Transactions on Human-Computer Interaction. *
Abhari, K., Pesavento, M., & Williams, D. (2022). Supporting participatory innovation during the COVID-19 pandemic: a comparative study of enterprise social media use. Information Technology and People, ahead-of-print. https://doi.org/10.1108/ITP-01-2021-0041
Abhari, K., Davidson, E., & Xiao, B. (2022). Modeling Social Product Development Process, Technology, and Governance. IEEE Transactions on Engineering Management. https://doi.org/10.1109/TEM.2020.2973234 *
Mucha, T. M., Ma, S., & Abhari, K. (2022). Beyond MLOps: The Lifecycle of Machine Learning-based Solutions. https://aisel.aisnet.org/amcis2022/sig_adit/sig_adit/9 *
Abhari, K., Davis, D., Ness, H., Pagador, J., Parsons, M., & Brodskiy, R. (2022). Data Swagger: A Systemic Approach to Train, Motivate and Engage Data Savvy Employees. https://doi.org/10.24251/HICSS.2022.742
Dagoc, F., Abhari, K., Roy, V., & Nobis, E. (2022). Entrepreneurship Education Platform Design: The Relationships between Autodidactic Affordances and Experiential Learning Needs. 1, 17. https://doi.org/10.24251/HICSS.2022.003
Roy, V., Nobis, E., Abhari, K., Dagoc, F., & Parsons, M. (2022). Open Innovation Platform Design: The Case of Social Product Development. https://doi.org/10.24251/HICSS.2022.059
Klase, M., Connors, O., & Abhari, K. (2022). Reflectiveness: The Missing Link between Digital Mindfulness and Mindful Use of Digital Technology. https://aisel.aisnet.org/treos_icis2021/19
Mucha, T. M., Ma, S., & Abhari, K. (2022). Sustainability of Machine Learning-based Solutions: A Lifecycle Perspective. https://aisel.aisnet.org/pacis2022/262 *
Su, N., Mcguckin, S., & Abhari, K. (2022). The Limits of Open Innovation: A Literature Review and Research Agenda. https://doi.org/10.24251/HICSS.2022.686
2021
Abhari, K., Ly, J., Sanavi, A., & Wright, M. (2021). ‘Employees First’: The Relationship between Employee Experience Management Systems and Customer Experience Management.. https://aisel.aisnet.org/amcis2021/strategic_is/strategic_is/18
Estell, P., Davidson, E., & Abhari, K. (2021). Affording Employee Voice: How Enterprise Social Networking Sites (ESNS) Create New Pathways for Employee Expression. 2750. https://doi.org/10.24251/HICSS.2021.336
Rice, R., Abhari, K., & Pesavento, M. (2021). An Authentic Social Learning Model to Improve Collaboration and Engagement in Online and Hybrid K-12 Classrooms. https://aisel.aisnet.org/amcis2021/is_education/sig_education/9
Abhari, K., Ostroff, C., Barcellos, B., & Williams, D. (2021). Co-Governance in Digital Transformation Initiatives: The Roles of Digital Culture and Employee Experience. https://doi.org/10.24251/hicss.2021.704
Abhari, K., Ascue, N., Boer, C., Sahoo, C., & Zarei, M. (2021). Enterprise Social Network Applications: Enhancing and Driving Innovation Culture and Productivity Through Digital Technologies. https://doi.org/10.24251/hicss.2021.089
Sosa, L., Abhari, K., Pesavento, M., Koobchehr, F., Xiao, B., Kohsuwan, P., & Olivares, F. (2021). Service Failure Recovery in the Sharing Economy: A Case Study of Airbnb. https://doi.org/10.24251/hicss.2021.099
2020
Abhari, K., Ascue, N., Boer, C., Sahoo, C., & Zarei, M. (2020). Enterprise Social Networks and Innovation Productivity : The Role of Innovation Culture. AMCIS. https://aisel.aisnet.org/amcis2020/strategic_uses_it/strategic_uses_it/26
Abhari, K., Vomero, A., & Davidson, E. J. (2020). Psychology of Business Intelligence Tools: Needs-Affordances-Features Perspective. https://doi.org/10.24251/HICSS.2020.602
Abhari, K., Koobchehr, F., Huxford, C., Olivares, F., Kohsuwan, P., & Sosa, L. (2020). Redefining Education in the Digital Economy : The Role of Social Innovation- based Learning in Information Systems Education. AMCIS 2020 Proceedings, 1–10. https://aisel.aisnet.org/amcis2020/is_education/is_education/26
Young, R., Wahlberg, L., Davis, E., & Abhari, K. (2020). Towards a Theory of Digital Entrepreneurship Mindset : The Role of Digital Learning Aptitude and Digital Literacy. 1–10. https://aisel.aisnet.org/amcis2020/culture_in_is/culture_in_is/7
before 2020
Abhari, K., Davidson, E. J., & Xiao, B. (2019). Collaborative innovation in the sharing economy: Profiling social product development actors through classification modeling. Internet Research, 29(5), 1014–1039. https://doi.org/10.1108/INTR-03-2018-0129
Abhari, K., Davidson, E., & Xiao, B. S. (2019). “Experience First”: Investigating Co-creation Experience in Social Product Development Networks. AIS Transactions on Human-Computer Interaction, 11(1), 1–32. https://doi.org/10.17705/1thci.00111
Abhari, M., & Abhari, K. (2019). Design with Perfect Sense: The Adoption of Smart Sensor Technologies in Architectural Practice. https://doi.org/10.24251/HICSS.2019.716
Kelly, J., Jennex, M., Abhari, K., Durcikova, A., & Frost, E. (2019). Data in the Wild: A KM Approach to doing a Census Without Asking Anyone and the Issue of Privacy.
Abhari, K., Davidson, E., & Xiao, B. (2018). A risk worth taking? The effects of risk and prior experience on co-innovation participation. Internet Research, 28(3). https://doi.org/10.1108/IntR-05-2017-0196
Abhari, K., Davidson, E. J., & Xiao, B. (2018). Classifying Motivations in Social Product Development Networks: A Discriminant Analysis of Actor Profiles. https://doi.org/10.24251/HICSS.2018.067
Abhari, K., Haron, M. S., & Saad, N. M. (2018). In Search of Customer Experience Management in the Service Industry: The Importance of Experiential Interfaces. ICEMAB 2018.. https://doi.org/10.4108/eai.8-10-2018.2288656
Abhari, K. (2017). A Connectivist Approach to Meeting the Needs of Diverse Learners: The Role of Social Technologies. Teaching, Colleges & Community Worldwide Conference. https://www.academia.edu/download/53073008/Connectivism_TCCHawaii_2017.pdf
Abhari, K., Davidson, E. J., & Xiao, B. (2017). Co-innovation Experience in Social Product Development Networks: Construct Development and Measurement Validation. https://aisel.aisnet.org/amcis2017/Openness/Presentations/2
Smidt, H., Thornton, M., & Abhari, K. (2017). The Future of Social Learning: A Novel Approach to Connectivism. The 50th Hawaii International Conference on System Sciences. https://doi.org/10.24251/HICSS.2017.256
Abhari, K., Davidson, E. J., & Xiao, B. (2017). Perceived Individual Risk of Co-innovation in Collaborative Innovation Networks. 873–882. https://doi.org/10.24251/HICSS.2017.103
recent talks
Abhari, K. & Safaei Pour, M. (2025). Digital embodied and extended presence (DEEP) in generative AI use. TREO. Americas Conference on Information Systems (AMCIS), Montréal, Canada.
Rivera, A., Abhari, K. & Xiao, B. S. (2025). Responsible AI infrastructure design: Introducing agentic self-governance. Americas Conference on Information Systems (AMCIS), Montréal, Canada
Abhari, K. & Segal, R. (2025,). Designing AI companions: A Sartrean framework for human-centered systems Americas Conference on Information Systems (AMCIS), Montréal, Canada.
Thomson, M. & Abhari, K. (2025). Designing AI coaches: A case study on augmented romantic intelligence for navigating workplace relationships. TREO. Americas Conference on Information Systems (AMCIS), Montréal, Canada.
Winter, J. S., Abhari, K., Rivera, A., & Xiao, B. S. (2025). Responsible AI Frontiers: Design & Governance. Workshop. Hawai’i International Conference on System Sciences.
Sebastian, I. M., Jebsen C. H., Gittell, J. H., Haskamp, T., Gregory, R., Davidson, E., Smith, A., Hagigi, F., Sedej, T., Roehrich, J., Abhari, K., Kolbjørnsrud, V., Mustak, M., & Henfridsson, O. (2023) Panel: Building Digitally Enabled Relational Ecosystems for Social Value Creation. Academy of Management (AOM) Annual Meeting. Boston.
Abhari., K. (2023). Digital Entrepreneurship Education Workshop. California Entrepreneurship Education Conference. San Diego.
Abhari., K. (2023). Cultivating Digital Entrepreneurship Mindset. California Entrepreneurship Education Conference. San Diego.
Abhari, Kaveh; Mucha, Tomasz Marcin; and Ma, Sijia, “Automation, Augmentation, and Activation Process: A Process behind the Emergence of Successful ML-based Business Solutions” (2022). ICIS 2022 TREOs. 67. https://aisel.aisnet.org/treos_icis2022/67
Seitola, T. A., & Abhari, K. (2022). Digital Entrepreneurial Mindset: How to Nurture the Next Generation of Digital Entrepreneurs. AMCIS. https://aisel.aisnet.org/treos_amcis2022/95
Quiba, R. C., Rubin, D., Tan, J. M., & Abhari, K. (2022). Experiential Approach to Social Platform Design: A Case of Social Travel Application. AMCIS. https://aisel.aisnet.org/treos_amcis2022/96
Klair, J., & Abhari, K. (2022). Organizational Mindfulness in the Digital Economy and Its Impact on Productivity. AMCIS. https://aisel.aisnet.org/treos_amcis2022/97
Carroll, C., Bernal, J., Bhullar, A., & Abhari, K. (2022). The Future of Employee Experience Management (EXM) Platforms. AMCIS. https://aisel.aisnet.org/treos_amcis2022/98
Andrade, L., Tran, V., & Abhari, K. (2021). Digital Innovation Potency in SMEs: A Study of Barriers to Employee Participation in Digital Innovation. ICIS. https://aisel.aisnet.org/treos_icis2021/19
Klase, M., Connors, O., & Abhari, K. (2021). Reflectiveness in Digital Environments: The Missing Link between Digital Mindfulness and Productivity. ICIS. https://aisel.aisnet.org/treos_icis2021/21
Roy, V., Nobis, E., Abhari, K., & Dagoc, F. (2021). Open Innovation Platform Design: From User Experience to User Interface Design. AMCIS 2021.
Dagoc, F., Abhari, K., Roy, V., & Nobis, E. (2021). How to Design Entrepreneurship Education Platforms: A User Experience Study. AMCIS 2021.
Su, N., & Abhari, K. (2021). The Limits of Open Innovation: A Case Study of a Social Product Development Platform. AMCIS 2021.
Sandoval., I. O., & Abhari., K. (2021). Profiling Digital Entrepreneurs. AMCIS 2021.
Klase, M., & Connors, O., & Abhari., K. (2021). Digital Mindfulness: The Role of Reflection. AMCIS 2021.
Koobchehr, F., Olivares, F., Abhari, K., Pesavento, M., & Sosa L. (2020). Use Smart, Not Less: Toward a Theory of Self-Monitoring in the Digital Age. ICIS 2020.
Abhari, K. & Bekeris, Z. (2020). Employee Experience Management during Digital Transformation: How to Measure the Experiential Values of Digital Transformation. ICIS 2020.
Abhari, K., Pesavento, M., Williams, D., & Bram, A. (2020). Adapt or Perish: Enterprise Social Networks and Innovation during Covid-19 Pandemic. ICIS 2020.
Pagador, J., Huynh, N., Davis, D., & Abhari, K. (2020). Data Swagger: Cultivating Data Literacy to Drive Digital Transformation. ICIS 2020.
Cabrera, C., Cardenas, M., Hardrick, L. L., & Abhari, K. (2020). Self-service Analytics Adoption: A Sociocultural Framework. ICIS 2020.
Adzgauskaite, M., & Abhari, K. (2020). Virtual Reality Applications and Experiential Learning Needs : The Needs-Affordances- Features Perspective. AMCIS 2020.
Abhari, K., & Solomon, Z. (2020). Reciprocal Relationship between Employee Experience Management and Digital Transformation. In AMCIS 2020.
Ostroff, C., Barcellos, B., & Abhari, K. (2020). Digital Culture , neither Strategy nor Technology , Drives Digital Transformation. AMCIS 2020.
Abhari, K. (2020). Digital Transformation and Experiential Values of Work. Interdisciplinary Conference on Advances in Communication and Information Sciences. HICSS 2020. Honolulu.
Abhari, K. (2020). Authentic Social Learning in Time of Crisis. San Diego State University, San Diego.
Abhari, K., (2020). Panel: Digital Entrepreneurship. California Entrepreneurship Education Conference.Use Smart, Not Less: Toward a Theory of Self-Monitoring in the Digital Age. ICIS 2020.
Ostroff, C., Barcellos, B., & Abhari, K. (2020). Digital Culture , neither Strategy nor Technology , Drives Digital Transformation. AMCIS 2020.
Abhari, K., & Solomon, Z. (2020). Reciprocal Relationship between Employee Experience Management and Digital Transformation. AMCIS 2020.
Abhari, K., Sue, S. & Furutani, D. (2020). Symposium: Secrets to Priming Entrepreneurship Platforms for Deep Learning & AI Research. The 52nd Hawaii International Conferences on System Sciences, Maui.
recent funded projects
2020 – 2023 Project Hoʻokuʻi IV: ʻOhana Lōkahi, (co-PI), funded by the US Department of Education
2018 – 2022 Ne’epapa Ka Hana 2.0 (PI) – funded by the US Department of Education.
2018 – 2022 Hoʻokuʻi III: Na Kumu Alakaʻi (co-PI) – funded by the US Department of Education.
2014 – 2017 Ne’epapa Ka Hana (PI) – funded by the US Department of Education.
2013 – 2014 Kakau Mea Nui Project – funded by the US Department of Education
2011 – 2014 Hawaii Model Demonstration Project – funded by the US Department of Education.
affiliations
Digital Innovation Lab (DiLab) is a leading research group at SDSU focused on recent development in digital innovation and transformation at the intersection of digital technology, business strategy and organizational psychology. The lab also offers undergraduate and graduate research experience, professional development training, student mentorship, digital consultancy, and community services to local startups. For more information visit: https://innovation.sdsu.edu
Alephnet is a data science as a service (DSaaS) ecosystem. Data science and AI help organizations extract value from a world of data regardless of source and format. Empowered companies accelerate value creation, digitization, scaling both quality and volume to outperform competitors while future-proofing the business. For more information visit: https://www.alephnet.ai/
STEMD2 R&D Group provides educational services. We innovate, test, and disseminate research-based practices to support STEM education in diverse populations. STEMD2 service portfolio includes the design, implementation, and evaluation of inclusive pedagogies, curricula, teacher professional development events, and learning platforms. For more information visit: http://stemd2.org
IID8 is a Hawaii-based non-profit that seeks to foster ideation and expression to create positive impacts. They specialize in education, creativity and technology, and focus on supporting people, planet and philanthropies. Their mission is to empower people to become agents of positive change. They seek to leverage ideation and expression skills for the betterment of all. Learn more: https://id8.org
Kanalytix is a human intelligence institute that provides consulting services in the area of employee experience management. Kanalytix assists its clients with identifying their employees’ needs, evaluating their experience and performance, and constructing data-driven employee support systems. Kanalytix service portfolio includes the design, deployment, and maintenance of human intelligence solutions, open innovation platforms, and employee experience management systems. For more information visit: http://kanalytix.com/