The Agent Pattern Driven Business Engineering (APBDE) approach enabled business-based systems

Agent design patterns form a new methodology used to improve the development of software agents. Agent design patterns can help by capturing solutions to common problems in agent design [Lange and Oshima, 1998].Agent design patterns are applied in different systems such as knowledge management systems, real-time systems, and network management systems. Agent design patterns for business-based systems, aim to support different ecommerce paradigms business-to-business (B2B) and business-to-consumer (B2C).In this paper, we developed an approach for extracting agent-based design patterns for B2C e-commerce to improve business-based processes.This approach is called an Agent Pattern Driven Business Engineering (APDBE).Based on this approach, we derived two agent-based commerce design patterns namely, the De-coupler Design Pattern (DecDP), and the Dynamic Design Pattern (DynDP). These design patterns are used to support selling/buying-based processes in e-commerce domain

Process-Oriented Information Logistics: Aligning Process Information with Business Processes

During the last decade, research in the field of business process management (BPM) has focused on the design, modeling, execution, monitoring, and optimization of business processes. What has been neglected, however, is the provision of knowledge workers and decision makers with needed information when performing knowledge-intensive business processes such as product engineering, customer support, or strategic management. Today, knowledge workers and decision makers are confronted with a massive load of data, making it difficult for them to discover the information relevant for performing their tasks. Particularly challenging in this context is the alignment of process-related information (process information for short), such as e-mails, office files, forms, checklists, guidelines, and best practices, with business processes and their tasks. In practice, process information is not only stored in large, distributed and heterogeneous sources, but usually managed separately from business processes. For example, shared drives, databases, enterprise portals, and enterprise information systems are used to store process information. In turn, business processes are managed using advanced process management technology. As a consequence, process information and business processes often need to be manually linked; i.e., process information is hard-wired to business processes, e.g., in enterprise portals associating specific process information with process tasks. This approach often fails due to high maintenance efforts and missing support for the individual demands of knowledge workers and decision makers. In response to this problem, this thesis introduces process-oriented information logistics(POIL) as new paradigm for delivering the right process information, in the right format and quality, at the right place and the right point in time, to the right people. In particular, POIL allows for the process-oriented, context-aware (i.e., personalized) delivery of process information to process participants. The goal is to no longer manually hard-wire process information to business processes, but to automatically identify and deliver relevant process information to knowledge workers and decision makers. The core component of POIL is a semantic information network (SIN), which comprises homogeneous information objects (e.g., e-mails, offce files, guidelines), process objects (e.g., tasks, events, roles), and relationships between them. In particular, a SIN allows discovering objects linked with each other in different ways, e.g., objects addressing the same topic or needed when performing a particular process task. The SIN not only enables an integrated formal representation of process information and business processes, but also allows determining the relevance of process information for a given work context based on novel techniques and algorithms. Note that this becomes crucial in order to achieve the aforementioned overall goal of this thesis

Software architecture knowledge for intelligent light maintenance

The maintenance management plays an important role in the monitoring of business activities. It ensures a certain level of services in industrial systems by improving the ability to function in accordance with prescribed procedures. This has a decisive impact on the performance of these systems in terms of operational efficiency, reliability and associated intervention costs. To support the maintenance processes of a wide range of industrial services, a knowledge-based component is useful to perform the intelligent monitoring. In this context we propose a generic model for supporting and generating industrial lights maintenance processes. The modeled intelligent approach involves information structuring and knowledge sharing in the industrial setting and the implementation of specialized maintenance management software in the target information system. As a first step we defined computerized procedures from the conceptual structure of industrial data to ensure their interoperability and effective use of information and communication technologies in the software dedicated to the management of maintenance (E-candela). The second step is the implementation of this software architecture with specification of business rules, especially by organizing taxonomical information of the lighting systems, and applying intelligencebased operations and analysis to capitalize knowledge from maintenance experiences. Finally, the third step is the deployment of the software with contextual adaptation of the user interface to allow the management of operations, editions of the balance sheets and real-time location obtained through geolocation data. In practice, these computational intelligence-based modes of reasoning involve an engineering framework that facilitates the continuous improvement of a comprehensive maintenance regime

Multi-level Autonomic Business Process Management

The final publication is available at Springer via http://dx.doi.org/10.1007/978-3-642-38484-4_14Nowadays, business processes are becoming increasingly complex and heterogeneous. Autonomic Computing principles can reduce this complexity by autonomously managing the software systems and the running processes, their states and evolution. Business Processes that are able to be self-managed are referred to as Autonomic Business Processes (ABP). However, a key challenge is to keep the models of such ABP understandable and expressive in increasingly complex scenarios. This paper discusses the design aspects of an autonomic business process management system able to self-manage processes based on operational adaptation. The goal is to minimize human intervention during the process definition and execution phases. This novel approach, named MABUP, provides four well-defined levels of abstraction to express business and operational knowledge and to guide the management activity; namely, Organizational Level, Technological Level, Operational Level and Service Level. A real example is used to illustrate our proposal.Research supported by CAPES, CNPQ and Spanish Ministry of Science and Innovation.Oliveira, K.; Castro, J.; España Cubillo, S.; Pastor López, O. (2013). Multi-level Autonomic Business Process Management. En Enterprise, Business-Process and Information Systems Modeling. Springer. 184-198. doi:10.1007/978-3-642-38484-4_14S184198España, S., González, A., Pastor, Ó.: Communication Analysis: A Requirements Engineering Method for Information Systems. In: van Eck, P., Gordijn, J., Wieringa, R. (eds.) CAiSE 2009. LNCS, vol. 5565, pp. 530–545. Springer, Heidelberg (2009)Ganek, A.G., Corbi, T.A.: The dawning of the autonomic computing era. IBM Systems Journal 42(1), 5–18 (2003)Gonzalez, A., et al.: Unity criteria for Business Process Modelling. In: Third International Conference on Research Challenges in Information Science, RCIS 2009, pp. 155–164 (2009)Greenwood, D., Rimassa, G.: Autonomic Goal-Oriented Business Process Management. Management, 43 (2007)Haupt, T., et al.: Autonomic execution of computational workflows. In: 2011 Federated Conference on Computer Science and Information Systems, FedCSIS, pp. 965–972 (2011)Kephart, J.O., Chess, D.M.: The vision of autonomic computing. IEEE (2003)Lee, K., et al.: Workflow adaptation as an autonomic computing problem. In: Proceedings of the 2nd Workshop on Workflows in Support of Large-Scale Science, New York, NY, USA, pp. 29–34 (2007)Mosincat, A., Binder, W.: Transparent Runtime Adaptability for BPEL Processes. In: Bouguettaya, A., Krueger, I., Margaria, T. (eds.) ICSOC 2008. LNCS, vol. 5364, pp. 241–255. Springer, Heidelberg (2008)Oliveira, K., et al.: Towards Autonomic Business Process Models. In: International Conference on Software Engineering and Knowledge, SEKE 2012, San Francisco, California, USA (2012)Rahman, M., et al.: A taxonomy and survey on autonomic management of applications in grid computing environments. Concurr. Comput.: Pract. Exper. 23(16), 1990–2019 (2011)Reijers, H.A., Mendling, J.: Modularity in process models: Review and effects. In: Dumas, M., Reichert, M., Shan, M.-C. (eds.) BPM 2008. LNCS, vol. 5240, pp. 20–35. Springer, Heidelberg (2008)Rodrigues Nt., J.A., Monteiro Jr., P.C.L., de O. Sampaio, J., de Souza, J.M., Zimbrão, G.: Autonomic Business Processes Scalable Architecture. In: ter Hofstede, A.H.M., Benatallah, B., Paik, H.-Y. (eds.) BPM Workshops 2007. LNCS, vol. 4928, pp. 78–83. Springer, Heidelberg (2008)Strohmaier, M., Yu, E.: Towards autonomic workflow management systems. ACM Press (2006)Terres, L.D., et al.: Selection of Business Process for Autonomic Automation. In: 2010 14th IEEE International Enterprise Distributed Object Computing Conference, pp. 237–246 (October 2010)Tretola, G., Zimeo, E.: Autonomic internet-scale workflows. In: Proceedings of the 3rd International Workshop on Monitoring, Adaptation and Beyond, New York, NY, USA, pp. 48–56 (2010)Vedam, H., Venkatasubramanian, V.: A wavelet theory-based adaptive trend analysis system for process monitoring and diagnosis. In: Proceedings of the 1997 American Control Conference, vol. 1, pp. 309–313 (June 1997)Wang, Y., Mylopoulos, J.: Self-Repair through Reconfiguration: A Requirements Engineering Approach. In: 2009 IEEE/ACM International Conference on Automated Software Engineering, pp. 257–268 (November 2009)Yu, T., Lin, K.: Adaptive algorithms for finding replacement services in autonomic distributed business processes. In: Proceedings Autonomous Decentralized Systems, ISADS 2005, pp. 427–434 (2005

Organisational learning - a critical systems thinking discipline

Original Paper European Journal of Information Systems (2001) 10, 135–146; doi:10.1057/palgrave.ejis.3000394 Organisational learning—a critical systems thinking discipline P Panagiotidis1,3 and J S Edwards2,4 1Deloitte and Touche, Athens, Greece 2Aston Business School, Aston University, Aston Triangle, Birmingham, B4 7ET, UK Correspondence: Dr J S Edwards, Aston Business School, Aston University, Aston Triangle, Birmingham, B4 7ET, UK. E-mail: [email protected] 3Petros Panagiotidis is Manager responsible for the Process and Systems Integrity Services of Deloitte and Touche in Athens, Greece. He has a BSc in Business Administration and an MSc in Management Information Systems from Western International University, Phoenix, Arizona, USA; an MSc in Business Systems Analysis and Design from City University, London, UK; and a PhD degree from Aston University, Birmingham, UK. His doctorate was in Business Systems Analysis and Design. His principal interests now are in the ERP/DSS field, where he serves as project leader and project risk managment leader in the implementation of SAP and JD Edwards/Cognos in various major clients in the telecommunications and manufacturing sectors. In addition, he is responsible for the development and application of knowledge management systems and activity-based costing systems. 4John S Edwards is Senior Lecturer in Operational Research and Systems at Aston Business School, Birmingham, UK. He holds MA and PhD degrees (in mathematics and operational research respectively) from Cambridge University. His principal research interests are in knowledge management and decision support, especially methods and processes for system development. He has written more than 30 research papers on these topics, and two books, Building Knowledge-based Systems and Decision Making with Computers, both published by Pitman. Current research work includes the effect of scale of operations on knowledge management, interfacing expert systems with simulation models, process modelling in law and legal services, and a study of the use of artifical intelligence techniques in management accounting. Top of pageAbstract This paper deals with the application of critical systems thinking in the domain of organisational learning and knowledge management. Its viewpoint is that deep organisational learning only takes place when the business systems' stakeholders reflect on their actions and thus inquire about their purpose(s) in relation to the business system and the other stakeholders they perceive to exist. This is done by reflecting both on the sources of motivation and/or deception that are contained in their purpose, and also on the sources of collective motivation and/or deception that are contained in the business system's purpose. The development of an organisational information system that captures, manages and institutionalises meaningful information—a knowledge management system—cannot be separated from organisational learning practices, since it should be the result of these very practices. Although Senge's five disciplines provide a useful starting-point in looking at organisational learning, we argue for a critical systems approach, instead of an uncritical Systems Dynamics one that concentrates only on the organisational learning practices. We proceed to outline a methodology called Business Systems Purpose Analysis (BSPA) that offers a participatory structure for team and organisational learning, upon which the stakeholders can take legitimate action that is based on the force of the better argument. In addition, the organisational learning process in BSPA leads to the development of an intrinsically motivated information organisational system that allows for the institutionalisation of the learning process itself in the form of an organisational knowledge management system. This could be a specific application, or something as wide-ranging as an Enterprise Resource Planning (ERP) implementation. Examples of the use of BSPA in two ERP implementations are presented

Knowledge Communities in Online Education and (Visual) Knowledge Management: 19. Workshop GeNeMe‘16 as part of IFKAD 2016: Proceedings of 19th Conference GeNeMe

Communities in New Media started in 1998 as a workshop series at TU Dresden, and since then has annually dealt with online communities at the interface between several disciplines such as education and economics, computer science, social and communication sciences, and more. (See Köhler, Kahnwald & Schoop, 2015). The workshop is traditionally a forum for interdisciplinary dialogue between science and business and serves to share experiences and knowledge among participants from different disciplines, organisations, and institutions. In addition to the core themes of knowledge management and communities (in the chapters of the same name), the main focus of the conference is also on the support of knowledge and learning processes in the field of (media-assisted) higher education. This is complemented by an informational perspective when it comes to more functional and methodological approaches - use cases, workflows, and automation in knowledge management. In addition, systems and approaches for feedback, exchange, and ideas are presented. With the focus of knowledge media design and visual research as well as creative processes, this time there is also a highlight on visual aspects of knowledge management and mediation. For IFKAD 2016, three GeNeMe tracks were accepted which focus on the interface of knowledge communities and knowledge management as well as knowledge media design in science, business, or education. In this conference volume you will find detailed information about these three tracks: -- Knowledge Communities I: Knowledge Management -- Knowledge Communities II: Online Education -- Visual Knowledge Management [From the Preface.]:Preface IX Vorwort XIII Knowledge Communities I: Knowledge Management 1 Process Learning Environments 1 Two Steps to IT Transparency: A Practitioner’s Approach for a Knowledge Based Analysis of Existing IT Landscapes in SME 13 Social Media and Sustainable Communication. Rethinking the Role of Research and Innovation Networks 26 Consolidating eLearning in a Higher Education Institution: An Organisational Issue integrating Didactics, Technology, and People by the Means of an eLearning Strategy 39 How to treat the troll? An empirical analysis of counterproductive online behavior, personality traits and organizational behavior 51 Knowledge Communities II: Online Education 64 Sifa-Portfolio – a Continuing Education Concept for Specialists on Industrial Safety Combining Formal and Informal Learning 64 Analysing eCollaboration: Prioritisation of Monitoring Criteria for Learning Analytics in the Virtual Classroom 78 Gamifying Higher Education. Beyond Badges, Points and Leaderboards 93 Virtual International Learning Experience in Formal Higher Education – A Case Study from Jordan 105 Migration to the Flipped Classroom – Applying a Scalable Flipped Classroom Arrangement 117 MOOC@TU9 – Common MOOC Strategy of the Alliance of Nine Leading German Institutes of Technology 131 A Survey on Knowledge Management in Universities in the QS Rankings: E-learning and MOOCs 144 Visual Knowledge Media 157 Generating implications for design in practice: How different stimuli are retrieved and transformed to generate ideas 157 Behind the data – preservation of the knowledge in CH Visualisations 170 Building a Wiki resource on digital 3D reconstruction related knowledge assets 184 Visual media as a tool to acquire soft skills — cross-disciplinary teaching-learning project SUFUvet 196 Graphing Meeting Records - An Approach to Visualize Information in a Multi Meeting Context 209 HistStadt4D – A four dimensional access to history 221 Ideagrams: A digital tool for observing ideation processes 234 Adress- und Autorenverzeichnis 251Gemeinschaften in Neuen Medien hat 1998 als Workshop-Reihe an der TU Dresden begonnen und seither jährlich das Thema Online-Communities an der Schnittstelle mehrerer Disziplinen wie Informatik, Bildungs- und Wirtschaftswissenschaften, Informatik sowie Sozial-und Kommunikationswissenschaft u.a.m. thematisiert (vgl. Köhler, Kahnwald & Schoop, 2015). Der Workshop ist traditionell ein Forum für den interdisziplinären Dialog zwischen Wissenschaft und Wirtschaft und dient dazu, Erfahrungen und Wissen unter den Teilnehmern aus verschiedenen Disziplinen, Organisationen und Institutionen zu teilen. Die inhaltlichen Schwerpunkte der Konferenz widmen sich neben den Kernthemen Wissensmanagement und Communities (in den gleichnamigen Kapiteln) auch der Unterstützung von Wissens- und Lernprozessen im Bereich der (mediengestützten) Hochschullehre. Ergänzt wird diese eher organisationswissenschaftliche durch eine informatorische Perspektive, wenn es um stärker funktionale bzw. auch methodische Ansätze geht – Use Cases, Workflows und Automatisierung im Wissensmanagement. Darüber hinaus werden Systeme und Ansätze für Feedback, Austausch und Ideenfindung vorgestellt. Mit den Schwerpunkten der Wissensmediengestaltung und visuellen Forschungs- sowie Kreativprozessen wird diesmal auch ein Schlaglicht auf visuelle Aspekte von Wissensmanagement und -vermittlung geworfen. Für die IFKAD 2016 wurden drei GeNeMe-Tracks angenommen, die sich auf das Interface von Wissensgemeinschaften und Wissensmanagement sowie die Wissensmediengestaltung in Wissenschaft, Wirtschaft oder Bildung konzentrieren. Im vorliegenden Tagungsband finden Sie detaillierte Informationen zu diesen drei Tracks: -- Knowledge Communities I: Knowledge Management -- Knowledge Communities II: Online Education -- Visual Knowledge Management [Aus dem Vorwort.]:Preface IX Vorwort XIII Knowledge Communities I: Knowledge Management 1 Process Learning Environments 1 Two Steps to IT Transparency: A Practitioner’s Approach for a Knowledge Based Analysis of Existing IT Landscapes in SME 13 Social Media and Sustainable Communication. Rethinking the Role of Research and Innovation Networks 26 Consolidating eLearning in a Higher Education Institution: An Organisational Issue integrating Didactics, Technology, and People by the Means of an eLearning Strategy 39 How to treat the troll? An empirical analysis of counterproductive online behavior, personality traits and organizational behavior 51 Knowledge Communities II: Online Education 64 Sifa-Portfolio – a Continuing Education Concept for Specialists on Industrial Safety Combining Formal and Informal Learning 64 Analysing eCollaboration: Prioritisation of Monitoring Criteria for Learning Analytics in the Virtual Classroom 78 Gamifying Higher Education. Beyond Badges, Points and Leaderboards 93 Virtual International Learning Experience in Formal Higher Education – A Case Study from Jordan 105 Migration to the Flipped Classroom – Applying a Scalable Flipped Classroom Arrangement 117 MOOC@TU9 – Common MOOC Strategy of the Alliance of Nine Leading German Institutes of Technology 131 A Survey on Knowledge Management in Universities in the QS Rankings: E-learning and MOOCs 144 Visual Knowledge Media 157 Generating implications for design in practice: How different stimuli are retrieved and transformed to generate ideas 157 Behind the data – preservation of the knowledge in CH Visualisations 170 Building a Wiki resource on digital 3D reconstruction related knowledge assets 184 Visual media as a tool to acquire soft skills — cross-disciplinary teaching-learning project SUFUvet 196 Graphing Meeting Records - An Approach to Visualize Information in a Multi Meeting Context 209 HistStadt4D – A four dimensional access to history 221 Ideagrams: A digital tool for observing ideation processes 234 Adress- und Autorenverzeichnis 25

Panel: @dministration 21 Public Administration in the Era of the Internet

Inherently, public administration is a paper-based information business that handles sensitive data and includes citizens, enterprises and various authorities. It is embedded in a legal framework of defined administrative processes based on the principle of the division of labour. Recently, the demand for a close contact to citizens and restricted financial resources show the need for a change in public administrations in order to become fast and efficient organisations. Present reform approaches in public administration are driven by information technology. Within distinct authorities and administrations isolated IT-applications were replaced by partially integrated information systems. Meanwhile first network- and Internet-technologies are successfully implemented and support the E-Government-approach of an interconnection between public administrations, citizens and enterprises within the public-private-partnership. Concerning the organisation of administrations, first steps into a new public management were taken with controlling approaches and decentralised organisational units. At the beginning of the 21st century, the growing „House of Europe“ generates new requirements for its public administrations. New dimensions of trade, environment, infrastructure and migration will cause a paneuropean communication and co-ordination challenge for the public sector, its organisation and information technology. Are public administrations able to work with paperlessprocesses and what kinds of administrative processes are suitable for an electronic treatment? How can public administrations interconnect their inter-organisational processes on a national or international (European) base? How can the concerned legislation or administration behaviours be aligned? Which technical means are necessary to integrate citizens and enterprises into electronic administration processes? Innovative information systems for integrated electronic and inter-organisational administration processes embedded in a common legal framework may be a powerful instrument for public administrations to become more effective and customer-oriented organisations. To continue this process of reorganisation and modernisation the ECIS 2000 track „Public-Administration“ focuses evolutions that challenge public administrations as well as IC/IT research and development in the 21st century. The contributions to the track focus on • Organisational concepts, information systems and system architectures for a new public management, based on new information or Internet technologies. • Reflections concerning electronic business between citizens, enterprises and administrations (E-government). • Requirements for electronic intra- and inter-organisational administration processes, e.g. aspects of legal regulations, data security, virtual products and services, procedural models for implementation. • Knowledge Management and informatization in the public sector: developing the learning administration. • Reference models and scalable solutions for similar administration procedures. • Concepts and case studies about successful change programs in public organizations. • Standards (technical/content) for interadministrative business processes and communication. The different sessions and the panel discussion handle these questions from a wide range of perspectives but with the common goal of making the theory and practice of EGovernment and the evolution of information systems in public administrations work

Organizacijų žinių vadybos sistemos: technologinis aspektas

Žmogiškieji ištekliai yra daugelio organizacijų pagrindinis turtas. Darbuotojų žinios turi būti išsaugotos ir pereiti iš individualaus į organizacijos lygmenį, tuo užtikrinant organizacijos mokymosi procesą ir jos gerovės augimą. Žinių vadyba susideda iš įvairių komponentų ir aspektų, tokių kaip socialinis-kultūrinis, organizacinis ir technologinis. Šiame straipsnyje daugiau dėmesio skiriama technologiniam aspektui, apžvelgta programinė įranga, naudojama įvairiems žinių vadybos procesams palaikyti. Pateikti programinės įrangos pavyzdžiai pagal atliekamas pagrindines funkcijas, taip pat apžvelgtos kai kurios integruotos žinių vadybos sistemos.Knowledge management systems in organizations: technological aspectJuozas Mačiuitis, Audronė Ona Mikalauskienė, Laima Zalieckaitė SummaryKnowledge management is a hot topic in many business organizations. If properly applied, knowledge management may become a useful tool for business transformation and even the key to competitive advantage. Knowledge management is a very complex problem and can be tackled from several viewpoints: socio-organizational, financial and economical, technical, human, and legal. Knowledge management is essentially about facilitating the processes by which knowledge is created, shared and used in organisations. In this paper we address the technological aspect and survey available software systems that support different knowledge management activities. We categorize these tools into groups, based on their capabilities and functionality: document and content management tools, groupware and collaborative tools, taxonomy software, data mining and knowledge discovery tools, knowledge portals and networks, e-learning systems, intelectual property management tools, competence management tools, etc. We discussed samples of tools that represent what the market offers. We do not claim to cover the entire market, which is large, dynamic and expanding. Our research shows, that the most available tools are specialized, but some integrated suites exist too. To implement an efficient knowledge management system, organizations must identify their main problems, assign priorities, define strategy, and then select appropriate tools. Even though this paper focuses on tools, it is important to state that technology alone will never be the right solution to knowledge management. There are other components of knowledge management systems, and they are discussed in this paper. One popular and widely-used approach is to think of knowledge management in terms of three components: people, processes and technology. Another approach review the roles of knowledge management in learning organization from four perspectives: personal knowledge management, learning organization, organization culture, and organization corporate. Additionally, we present different ways of classifying knowledge management systems, and what requirements they must to meet

Supporting local innovation for rural development: Analysis and review of five innovation support funds

In continents and countries such as Africa and India, huge agricultural areas are "de-facto" organic. More formalised - and knowledge intense - methods of organic agriculture has proved potential help farmers achieve better development returns from farming organic. While not commonly referred to (formally certified) as "organic", this huge agricultural sector mainly depend on farmer-knowledge intensive and local innovation systems very much of the same kind that served development of organic agriculture in the west, before agricultural universities and subsequently governments took interest in participating in developing "organic" agriculture. The aim of this study is to follow up on a World Bank workshop on innovation systems at the community level. Most of the knowledge and innovation referred to in the report relates to agriculture. By resolution, this workshop recommended that a ‘review of existing innovation support funds and outline of a global mechanism to foster community level innovations’ should be undertaken. The study is also, in part, a response to a recent report from the World Bank’s Indigenous Knowledge for Development Program, which calls for the establishment of an “innovation fund to promote successful IK practices” (Gorjestani, N., in WB 2004; 45-53). Th is desk study reviews fi ve innovation support funds (ISFs) or funding concepts: the Indian ‘National Innovation Fund’ (NIF) and its associated web of institutions; the GTZ-funded ‘Small-Scale Project Fund’ (SSPF); the NGO concept ‘Promoting Local Innovation in ecologically oriented agriculture and NRM’ (PROLINNOVA); the FAO’s project, ‘Promoting Farmer Innovation-Farmer Field Schools’ (PFI-FFS); and the ‘Local Agricultural Research Committee’ (CIAL) in Latin America. Local innovations are broadly perceived as constituting a major under-utilized potential for development and rural poverty reduction, and ISFs as contributing to realize this potential. Local innovators continue to experiment and generated knowledge within a broad spectrum of areas, including improved mechanical tools for agriculture, natural resource management, medicinal and agricultural practices, and innovative ways of organizing and doing business. Th e signifi cance of local innovators as a source of knowledge and well-adapted solutions is high among the poorer sections of rural society, many of whom cannot aff ord, nor have access to, relevant advisory services. Th ere is growing recognition that a whole range of diff erent actors and organizations are required to stimulate widespread local technological development. New products and processes are brought into local economic and social use through networks of organizations, which are often referred to in the abstract as the innovation system. Th e key challenge is not perceived in terms of devising new technologies, e.g. doing diff erent things, but in bringing about changes in how the innovation system works, e.g. doing things diff diffff erently (Phila 2005). DIIS REPORT 2007:4 6 Our comparative analysis of the fi ve reviews listed above draws twelve preliminary conclusions: (i) NIF is globally the largest and most advanced ISF. However, although the other four ISFs are more limited in scope and focus, they can all contribute valuable experiences, complementary to those of NIF. In our assessment, the eff ectiveness of investing in innovation support could be enhanced if existing complementary experiences were exchanged and acted on in a systematic manner. (ii) ISFs understand innovation as a matter of both processes and products, the latter varying from hard mechanical implements to soft institutional innovations. ISFs support both innovators and their links with public institutions and private entrepreneurs, and groups of rural producers, as platforms for innovations and as their links with innovators. It is our assessment that all ISFs could benefi t from a more balanced mix of the two areas of innovation support. (iii) ISFs’ understandings of who the innovators are varies. NIF celebrates the qualities of individual, small-scale entrepreneurs with a proven record of being innovative, while the remaining ISFs place their eff orts in facilitating poor rural producers and users of innovations to learn to become ‘researchers’ in their own right. It is our assessment that supporting both types of innovator is likely to increase the development outcomes of ISFs. (iv) A general lesson learned by all ISFs is that innovations have to be understood in their context. ISFs currently diff erentiate between innovations on the basis of the types of issues they are concerned with (e.g. soil and water conservation, biological pest management, etc.). It is our assessment that it would be useful if the ISFs could instead distinguish between innovations in relation to (i) the relevance of formal property rights; (ii) public/private goods; and (iii) market/non-market value. (v) When using a ‘learning selection’ analytical framework for rural innovations for development, the focus shifts away from simply understanding innovators as inventors and rural producers as the users of innovations towards a focus on how innovations are continuously improved upon through interaction between the various actors. In our assessment, the facilitation of cycles of ‘ learning selection’ involving innovators, entrepreneurs and innovative adopters is a potential area of activity for ISFs that could contribute to scaling out use and the commercialization of rural innovations. DIIS REPORT 2007:4 7 (vi) Understanding capacity development as ‘the ability of an organization to produce appropriate outputs (e.g. services and products) helps clarify the aim of capacity development eff orts in these ISFs. ISF-supported eff orts are centered on the one hand on building eff ective mechanisms for identifying, documenting, vetting and promoting innovations, and on the other hand on ensuring organizational and fi nancial sustainability. (vii) Th e ISF funds reviewed here have a decentralized management structure linked together by a central management unit or committee. Th e Indian NIF has the most formalized and well-established governance structure, including a national Governing Board that coordinates activities among the web of independent organizations, each with diff erent functions and foci. Coordination of activities is less visible in the case of CIAL and PFI-FFS, as most management decisions in these organizations are taken at the farmer-group level and at the district-level networks of these groups. Th e PROLINNOVA concept provides a refreshing mix of centralized and decentralized decision-making management. (viii) None of these ISFs have a comprehensive system for monitoring outcomes and assessing the impact of support activities. Since none of the M&E systems diff erentiates between diff erent social categories, one potential development impact of ISF activities has not been documented. ISF documents are also unclear in their understandings of the social and economic mechanisms through which support for local innovations result in improved levels of well-being for poor people. (ix) Th e review reveals a diverse picture of Innovation Scouting, from none or implied (PROLINNOVA,) via criteria-based (SSPF), the village walks and student scouts of the NIF, reliance on grassroots “champions” and/or use of extension workers (FFS), to the structured group innovation process encoded in the CIALs. Th e use by NIF of students who return to their villages during their vacations to scout for innovations seems to be a successful approach that may be replicable in other areas where university students come from rural areas. Th e availability of comprehensive standardized forms and criteria that the students can easily apply has contributed to the success of this approach. An unintended side eff ect has been changes in student’s own attitudes to rural development. (x) Most of the funds reviewed made few if any attempts to support any genuine commercialization of local innovations. Th e exception is NIF, which we found to be more advanced in this sense. NIF includes both formal and informal sector DIIS REPORT 2007:4 8 commercialization. While primarily focusing on innovations of a public-good nature with a view to informal commercialization or information-sharing, NIF has developed a proven capacity to work with innovations of a rival good or excludable nature, in other words, those with the potential for commercialization based on standard or sui-generis IPRs. Th e other funds focus mostly (CIAL) or almost exclusively (FFS) on non-excludable and non-rival goods. In the latter cases, most or all the innovations they support are likely to be of a public-good nature. (xi) Th ree complementary forms of innovation vetting are practiced by the IFSs, each with their merits. One of the funds reviewed rely on two separate innovation “review” committees, one “scientifi c”, and one by peers among innovators (NIF), while another used joint experiments involving both external facilitators and researchers (CIAL). Vetting by potential users (e.g. rural producers) is widely practiced in PFI-FFS. (xii) Th e approach to learning varies within the ISFs, from the highly complex and elaborate learning programmed for at all levels, through a wide array of instruments and forums (NIF), to a far more specifi c and scoped adult or joint learning model (CIAL, FFS), to the rather more amorphous “collective learning” envisioned by the PROLINNOVA concept. A global innovation facility (GIF) could play a role in compiling existing documentation of experience, initiating cross-country studies, and assisting in ensuring that these experiences are made available and exchanged in a systematic manner among the existing ISFs. Th e mission of such a GIF could be to enhance the effectiveness of existing ISFs and the global expansion of activities by facilitating institutional learning, the exchange of experience between existing ISFs and the provision of technical assistance