110,773 research outputs found

    Digital maturity variables and their impact on the enterprise architecture layers

    Get PDF
    This study examines the variables of digital maturity of companies. The framework for enterprise architectures Archimate 3.0 is used to compare the variables. The variables are assigned to the six layers of architecture: Strategy, Business Environment, Applications, Technology, Physical and Implementation and Migration. On the basis of a literature overview, 15 “digital maturity models” with a total of 147 variables are analyzed. The databases Scopus, EBSCO – Business Source Premier and ProQuest are used for this purpose

    Education alignment

    Get PDF
    This essay reviews recent developments in embedding data management and curation skills into information technology, library and information science, and research-based postgraduate courses in various national contexts. The essay also investigates means of joining up formal education with professional development training opportunities more coherently. The potential for using professional internships as a means of improving communication and understanding between disciplines is also explored. A key aim of this essay is to identify what level of complementarity is needed across various disciplines to most effectively and efficiently support the entire data curation lifecycle

    City strategy : final evaluation

    Get PDF
    The City Strategy (CS) concept was first announced in the 2006 Welfare Reform Green Paper – A new deal for welfare: Empowering people to work. CS was designed at a time of growth in the national economy to combat enduring pockets of entrenched worklessness and poverty in urban areas by empowering local institutions to come together in partnerships to develop locally sensitive solutions. It was premised on the idea that developing a better understanding of the local welfare to work arena would allow partnerships to align and pool funding and resources to reduce duplication of services and fill gaps in provision. The ‘theory of change’ underlying CS suggested that such an approach would result in more coordinated services which would be able to generate extra positive outcomes in terms of getting people into jobs and sustaining them in employment over and above existing provision. CS was initially set to run for two years from April 2007 to March 2009 in 15 CS Pathfinder (CSP) areas, varying in size from five wards in one town through single local authority areas to subregional groupings of multiple local authority areas, across Great Britain. In July 2008, the Secretary of State for Work and Pensions announced an extension for a further two years to March 2011. In April 2009, two local areas in Wales, which were in receipt of monies from the Deprived Areas Fund (DAF), were invited by the Department for Work and Pensions (DWP) to form local partnerships with a similar remit to the CSPs, albeit more limited in scope – to develop locally sensitive solutions to economic inactivity, to the CSPs. During the period that the CS initiative was operational, economic conditions changed markedly with a severe recession, followed by fragile recovery. The CSPs had to cope with ongoing changes in policy throughout the lifetime of the CS initiative, including a General Election and a new Coalition Government at Westminster early in the fourth year. While policy changes are a fact of life for local practitioners operating in the welfare to work arena, the global recession in 2008/09 marked a fundamental change in the context in which local partnerships operated

    Values-Based Network Leadership in an Interconnected World

    Get PDF
    This paper describes values-based network leadership conceptually aligned to systems science, principles of networks, moral and ethical development, and connectivism. Values-based network leadership places importance on a leader\u27s repertoire of skills for stewarding a culture of purpose and calling among distributed teams in a globally interconnected world. Values-based network leadership is applicable for any leader needing to align interdependent effort by networks of teams operating across virtual and physical environments to achieve a collective purpose. An open-learning ecosystem is also described to help leaders address the development of strengths associated with building trust and relationships across networks of teams, aligned under a higher purpose and calling, possessing moral fiber, resilient in the face of complexity, reflectively competent to adapt as interconnected efforts evolve and change within multicultural environments, and able to figure out new ways to do something never done before

    CAHRS hrSpectrum (November - December 2005)

    Get PDF
    HRSpec04_12.pdf: 163 downloads, before Oct. 1, 2020

    A Checkup On Health Care Markets

    Get PDF
    Looks at key attributes of the healthcare markets in fourteen communities in order to gain a better understanding of how to help communities drive and sustain high-quality health care for patients with chronic illnesses

    Catalyzing Regional Economic Transformation: Lessons from Funder Collaboration in Northeast Ohio

    Get PDF
    Northeast Ohio -- home to four major metropolitan areas, more than 4 million people and a 180billionregionaleconomyfacedin2004whattheClevelandPlainDealerdubbeda"QuietCrisis."Employmentgrowthintheregionhadlaggedtherestofthenationforthepriortwodecadesandmanufacturingsshareoftotalregionalemploymenthadfallenbyhalf.Thepopulationwasdecliningandpovertywasontherise,particularlyinurbanareas.Communityandprivatefoundationswerewaginganuphillbattlerespondingtotheincreasingneedsforsocialservicesthatwerestrainingtheresourcesofnonprofitsintheregion.Philanthropicorganizationswerequicklycomingtotherealizationthattheonlywaytomeaningfullyaddressthechallengesofpovertyandunemploymentwouldbethroughamoreholisticefforttopromoteregionaleconomicopportunity.Inresponse,asetofphilanthropicinstitutionsfromacrossNortheastOhiolaunchedtheFundforOurEconomicFuture(the"Fund")in2004topromotearegionalapproachforincreasingeconomicprosperityandopportunity.Theoriginal28Fundmemberscommittedatotalof180 billion regional economy -- faced in 2004 what the Cleveland Plain Dealer dubbed a "Quiet Crisis." Employment growth in the region had lagged the rest of the nation for the prior two decades and manufacturing's share of total regional employment had fallen by half. The population was declining and poverty was on the rise, particularly in urban areas.Community and private foundations were waging an uphill battle responding to the increasing needs for social services that were straining the resources of nonprofits in the region. Philanthropic organizations were quickly coming to the realization that the only way to meaningfully address the challenges of poverty and unemployment would be through a more holistic effort to promote regional economic opportunity. In response, a set of philanthropic institutions from across Northeast Ohio launched the Fund for Our Economic Future (the "Fund") in 2004 to promote a regional approach for increasing economic prosperity and opportunity. The original 28 Fund members committed a total of 30 million over three years to begin restoring regional economic competitiveness through pooled grantmaking, research and convening. The Fund's experience produced several lessons about fostering effective collaboration that apply to business, nonprofit and government leaders partnering in any region to address systemic issues. The report provides details in each of these areas
    corecore