Greening information management: final report

As the recent JISC report on ‘the ‘greening’ of ICT in education [1] highlights, the increasing reliance on ICT to underpin the business functions of higher education institutions has a heavy environmental impact, due mainly to the consumption of electricity to run computers and to cool data centres. While work is already under way to investigate how more energy efficient ICT can be introduced, to date there has been much less focus on the potential environmental benefits to be accrued from reducing the demand ‘at source’ through better data and information management. JISC thus commissioned the University of Strathclyde to undertake a study to gather evidence that establishes the efficacy of using information management options as components of Green ICT strategies within UK Higher Education environments, and to highlight existing practices which have the potential for wider replication

Cultural aspects of multi-channel customer management: A UK case study

Channel management is one CRM systems component much influenced by the behaviour of customers in relation to its implementation and use. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points throughout the customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the authors have conducted a case study in the UK to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The authors have used a Structurational Analysis model (Ali and Brooks, 2008) to identify the cultural factors (Ali, et al. 2008a) that influence multi-channel customer management in the UK

The Need and Requirements to a Strategy Ontology

The importance of strategy and strategy construct is not a new phenomenon. However as strategy work becomes less tangible, concerns with understanding, describing, and managing strategies develops into an increasingly complex subject. Current strategy concepts are dispersed and lack integration. Moreover, the enablement of modelling practices around strategy concepts considering the entire strategy lifecycle are also missing. Consequently, this paper focuses on issues with strategy in theory and practice, why a strategy ontology is needed and how this can be developed

Construction informatics in Turkey: strategic role of ICT and future research directions

Construction Informatics deals with subjects ranging from strategic management of ICTs to interoperability and information integration in the construction industry. Studies on defining research directions for Construction Informatics have a history over 20 years. The recent studies in the area highlight the priority themes for Construction Informatics research as interoperability, collaboration support, intelligent sites and knowledge sharing. In parallel, today it is widely accepted in the Architecture/Engineering/Construction (AEC) industry that ICT is becoming a strategic asset for any organisation to deliver business improvement and achieve sustainable competitive advantage. However, traditionally the AEC industry has approached investing in ICT with a lack of strategic focus and low level of priority to the business. This paper presents a recent study from Turkey that is focused on two themes. The first theme investigates the strategic role of ICT implementations from an industrial perspective, and explores if organisations within the AEC industry view ICT as a strategic resource for their business practice. The second theme investigates the ‘perspective of academia’ in terms of future research directions of Construction Informatics. The results of the industrial study indicates that ICT is seen as a value-adding resource, but a shift towards the recognition of the importance of ICT in terms of value adding in winning work and achieving strategic competitive advantage is observed. On the other hand, ICT Training is found to be the theme of highest priority from the academia point of view

An Overview of the Feasibility of Achieving Level 2 Building Information Modeling by 2016 in the UK

The aim of this study is to investigate the current status and feasibility of achieving Level 2 BIM (building information modeling) usage that is to be made mandatory by the UK government on its projects by the year 2016. This study assesses the level at which organizational and practitioner knowledge of BIM is currently positioned. The UK government, being the largest public stakeholder client, has realized the benefits and advantages of BIM when used in procuring projects across their lifecycle in the built environment. A critical review of the BIM literature was carried out and the evidence base was created in relation to government targets for 2016. At the current stage, Level 2 BIM adoption is achievable by 2016 for large construction firms but not for SMEs (small medium enterprise). Also, from evidence in this study, the technology needs to be properly tailored to meet SME variables if Level 2 status is to be achieved for the entire industry

Cultural aspects of multi-channel customer management: A case study in Italy

Channel management is one of CRM systems component much influenced by the behaviour of customers in relation to its implementation and use. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points throughout the customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the author has conducted a case study in a multinational organization in Italy to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The author has used a content analysis technique to define the themes of the case study and then used the Structurational Analysis model by Ali and Brooks, (2008) to identify the cultural values dimensions (Ali, et al. 2008a) that influence multi-channel customer management in Italy. The research findings highlight the cultural dimensions, which should be considered while adopting multi-channel customer strategy. Also, the research findings encourage the articulation of situated cultural approach to study cultural impact within IS discipline as alternative approach than predefined culture archetype

Construction informatics in Turkey: strategic role of ICT and future research directions

Construction Informatics deals with subjects ranging from strategic management of ICTs to interoperability and information integration in the construction industry. Studies on defining research directions for Construction Informatics have a history over 20 years. The recent studies in the area highlight the priority themes for Construction Informatics research as interoperability, collaboration support, intelligent sites and knowledge sharing. In parallel, today it is widely accepted in the Architecture/Engineering/Construction (AEC) industry that ICT is becoming a strategic asset for any organisation to deliver business improvement and achieve sustainable competitive advantage. However, traditionally the AEC industry has approached investing in ICT with a lack of strategic focus and low level of priority to the business. This paper presents a recent study from Turkey that is focused on two themes. The first theme investigates the strategic role of ICT implementations from an industrial perspective, and explores if organisations within the AEC industry view ICT as a strategic resource for their business practice. The second theme investigates the ‘perspective of academia’ in terms of future research directions of Construction Informatics. The results of the industrial study indicates that ICT is seen as a value-adding resource, but a shift towards the recognition of the importance of ICT in terms of value adding in winning work and achieving strategic competitive advantage is observed. On the other hand, ICT Training is found to be the theme of highest priority from the academia point of view

Building information modelling (BIM) implementation and remote construction projects: issues, challenges, and critiques.

The construction industry has been facing a paradigm shift to (i) increase productivity, efficiency, infrastructure value; quality and sustainability (ii) reduce lifecycle costs, lead times and duplications via effective collaboration and communication of stakeholders in construction projects. This paradigm shift is becoming more critical with remote construction projects, which reveals unique and even more complicated challenging problems in relation to communication and management due to the remoteness of the construction sites. On the other hand, Building Informational Modelling (BIM) is offered by some as the panacea to addressing the interdisciplinary inefficiencies in construction projects. Although in many cases the adoption of BIM has numerous potential benefits, it also raises interesting challenges with regards to how BIM integrates the business processes of individual practices. This paper aims to show how BIM adoption for an architectural company helps to mitigate the management and communication problems in remote construction project. The paper adopts a case study methodology, which is a UK Knowledge Transfer Partnership (KTP) project of BIM adoption between the University of Salford, UK and John McCall Architects (JMA), in which the BIM use between the architectural company and the main contractor for a remote construction project is elaborated and justified. Research showed that the key management and communication problems such as poor quality of construction works, unavailability of materials, and ineffective planning and scheduling can largely be mitigated by adopting BIM at the design stage

Organizational knowledge transfer through creation, mobilization and diffusion: A case analysis of InTouch within Schlumberger

There is a paucity of theory for the effective management of knowledge transfer within large organisations. Practitioners continue to rely upon ‘experimental’ approaches to address the problem. This research attempts to reduce the gap between theory and application, thereby improving conceptual clarity for the transfer of knowledge. The paper, through an in-depth case analysis conducted within Schlumberger, studies the adoption of an intranet-based knowledge management (KM) system (called InTouch) to support, strategically align and transfer knowledge resources. The investigation was undertaken through the adoption of a robust methodological approach (abductive strategy) incorporating the role of technology as an enabler of knowledge management application. Consequently, the study addressed the important question of translating theoretical benefits of KM into practical reality. The research formulates a set of theoretical propositions which are seen as key to the development of an effective knowledge based infrastructure. The findings identify 30 generic attributes that are essential to the creation, mobilisation and diffusion of organisational knowledge. The research makes a significant contribution to identifying a theoretical and empirically based agenda for successful intranet-based KM which will be of benefit to both the academic and practitioner communities. The paper also highlights and proposes important areas for further research

Benefits realisation for healthcare

Following the emergent importance of benefits realisation applied to healthcare infrastructure and service development programs, HaCIRIC has undertaken a research initiative targeting the development of a robust and comprehensive Benefits Realisation (BeReal©) process. The resulting model is focusing on how benefits should be elicited at the initial strategic stages, and how benefits should be deployed, managed and traced along the lifecycle of a programme so their realisation contributes to successful health outcomes. Subsequently BeReal© aspires to be an appropriate method to drive and control the programme plan; providing tools and techniques for defining specific benefits. It also allows the measurement and evaluation of the extent to which those benefits are delivered. We have set ourselves the objective of identifying current best practices and demonstrate how to improve benefits realisation in healthcare infrastructure provision. The HaCIRIC team in active collaboration with leading industry partners have undertaken various case and comparator studies not only to define a business critical process but to set out an ideology which places benefits realisation at the heart of securing wholly integrated (collective) change. We believe that to deliver consistent high quality infrastructure and services within an ever changing investment model requires a different level of thinking and understanding towards benefits realisation. The challenge of answering community needs through intelligent investment in infrastructure is complex and demands a deeper and inclusive awareness and appreciation of how to deliver benefits and effectively allocate resources. The BeReal© initiative seeks to contribute methodologically and intends to help spending money intelligently, working with programme and project related stakeholders, securing that the best possible benefits are obtained for the overall healthcare communities. This report highlights selected performed initiatives and summarises BeReal© process’s major characteristics, covering far more than the follow-up of a competitive tendering process and of the development of a traditional business case. BeReal© copes with a detailed definition of changing activities, breakdown of (needs into) benefits that drive the investment, supports decision-making, proposes the development of controlling initiatives and suggests major awareness to the implementation of corrective actions. We seek to continue innovating, stimulate learning, contributing to an increase of health and care performance that properly answers to community needs and intelligently invests public and private resources