Decision-enabled dynamic process management for networked enterprises

In todays networked economy face numerous information management challenges, both from a process management perspective as well as a decision support perspective. While there have been significant relevant advances in the areas of business process management as well as decision sciences, several open research issues exist. In this paper, we highlight the following key challenges. First, current process modeling and management techniques lack in providing a seamless integration of decision models and tools in existing business processes, which is critical to achieve organizational objectives. Second, given the dynamic nature of business processes in networked enterprises, process management approaches that enable organizations to react to business process changes in an agile manner are required. Third, current state-of-the-art decision model management techniques are not particularly amenable to distributed settings in networked enterprises, which limits the sharing and reuse of models in different contexts, including their utility within managing business processes. In this paper, we present a framework for decision-enabled dynamic process management that addresses these challenges. The framework builds on computational formalisms, including the structured modeling paradigm for representing decision models, and hierarchical task networks from the artificial intelligence (AI) planning area for process modeling. Within the framework, interleaved process planning (modeling), execution and monitoring for dynamic process management throughout the process lifecycle is proposed. A service-oriented architecture combined with advances from the semantic Web field for model management support within business processes is proposed

The CDIO Syllabus 3.0 - An Updated Statement of Goals

The CDIO Initiative is going through a process of reconsidering and updating the CDIO approach for engineering education development. Previous work resulted in substantial updates of the twelve CDIO standards and the introduction of “optional” CDIO standards. This paper reports on a similar review and update of the CDIO Syllabus to version 3.0. It has been developed by a working group consisting of four sub-groups and iterated and refined guided by feedback from the whole CDIO community. There are mainly three external drivers that motivate the changes: sustainability, digitalization, and acceleration. There is also an internal driver in the form of lessons learned within the CDIO community, from using the Syllabus in curriculum and course development. Approximately 70 updates are proposed, amongst them three additions on the X.X level, namely 1.4 Knowledge of Social Sciences and Humanities, 3.1 Teamwork and Collaboration, and 5.3 Research

The CDIO Syllabus 3.0 - An Updated Statement of Goals

The CDIO Initiative is going through a process of reconsidering and updating the CDIO approach for engineering education development. Previous work resulted in substantial updates of the twelve CDIO standards and the introduction of “optional” CDIO standards. This paper reports on a similar review and update of the CDIO Syllabus to version 3.0. It has been developed by a working group consisting of four sub-groups and iterated and refined guided by feedback from the whole CDIO community. There are mainly three external drivers that motivate the changes: sustainability, digitalization, and acceleration. There is also an internal driver in the form of lessons learned within the CDIO community, from using the Syllabus in curriculum and course development. Approximately 70 updates are proposed, amongst them three additions on the X.X level, namely 1.4 Knowledge of Social Sciences and Humanities, 3.1 Teamwork and Collaboration, and 5.3 Research

Smart Tourism Destinations: Can the Destination Management Organizations Exploit Benefits of the ICTs? Evidences from a Multiple Case Study

Recent developments of ICTs enable new ways to experience tourism and conducted to the concept of smart tourism. The adoption of cutting-edge technologies and its combination with innovative organizational models fosters cooperation, knowledge sharing, and open innovation among service providers in tourism destination. Moreover, it offers innovative services to visitors. In few words, they become smart tourism destinations. In this paper, we report first results of the SMARTCAL project aimed at conceiving a digital platform assisting Destination Management Organizations (DMOs) in providing smart tourism services. A DMO is the organization charged with managing the tourism offer of a collaborative network, made up of service providers acting in a destination. In this paper, we adopted a multiple case studies approach to analyze five Italian DMOs. Our aims were to investigate (1) if, and how, successful DMOs were able to offer smart tourism services to visitors; (2) if the ICTs adoption level was related to the collaboration level among DMO partners. First results highlighted that use of smart technologies was still in an embryonic stage of development, and it did not depend from collaboration levels

An ontology-based model management architecture for service innovation

Organizations have indicated renewed interest in service innovation, design and management, given the growth of service sector. Decision support systems (DSS) play an important role in supporting this endeavor, through management of organizational resources such as data and models. Given the global nature of service value chains, there have been ever increasing demands on managing, sharing, and reusing these heterogeneous and distributed resources, both within and across organizational boundaries, through DSS consisting of database management systems (DBMS) and model management systems (MMS). Analogous to DBMS, model management systems focus on the management of decision models, dealing with representation, storage, and retrieval of models as well as a variety of applications such as analysis, reuse, sharing, and composition of models. Recent developments in the areas of semantic web and ontologies have provided a rich tool set for computational reasoning about these resources in an intelligent manner. In this chapter, we leverage these advances and apply service-oriented design principles to propose an ontology-based model management architecture supporting service innovation. The architecture is illustrated with case study scenarios and current state of implementation. The role of potential information technologies in supporting the architecture is also discussed. We then provide a roadmap to make advancements in research in this direction

Do strategic alliances add value?: an empirical examination at industry and firm levels in European banking

Strategic alliances are a prevalent form of business organization. The critical characteristics of strategic alliances are detailed using Coase (1937) and the resulting definition tested through primary research and the alternative form, the infrastructure alliance posited. The thesis examines whether strategic alliances add value in the European banking sector through four types of analysis at two levels of engagement - a 23 historical review (at industry level); a review of over 400 papers in the academic literature; a questionnaire survey (at firm level) and in-depth interviews (at firm level). Bankers high pre-existing propensity to enter into strategic alliances is determined and three lifecycles, and the underpinning, conditions identified - Clubs and Consortium Banks, Bankassurance and the Virtual bank - the latter involving a fundamental change in Coase (1937) enabled by the underpinning technology. Bankers were found to be followers of potential business steams and the strategic alliance was one form of market entry. The questionnaire research, however, identified European bankers prefer to enter into alliances (as opposed to own branch or M&A) only in countries which had the appropriate supporting conditions such as definable, enforceable and terminable contracts, the provision of accounting information, stable governments and economic freedom. Direct discussions with senior bankers resulted in a number of valuable insights into the conceiving, forming, organizing evolving and dissolving of alliances. Further research into the infrastructure alliance, including 'oscillation' between infrastructure and strategic forms is proposed. The Co-Evolution Model of Strategic Alliances is proposed and taxonomy consisting of parallel co-evolution, convergent coevolution, divergent co-evolution and the subsidiary taxonomy of differential parallel coevolution, differential convergent co-evolution and differential divergent co-evolution detailed and further research suggested. Strategic alliances are found to add value in European banking but this value is contingent on the strength of the business stream, the global, national and industry conditions and the nature of managerial decisions and drive

Capacity Building 3.0: How to Strengthen the Social Ecosystem

Reflecting on TCC Group's 35-year history of designing, managing, and evaluating capacity building in a variety of formats, it is clear to us and to those with whom we work that the field is ready for an evolution in the ways we talk about capacity building. A foundation has already been laid for this new conversation by the diverse and thoughtful practice of many in the sector. We hope that by identifying the issues and providing a framework for discussion, we can enable the field to further advance capacity-building strategy and practice, thereby enhancing the work of a wider range of dedicated and conscientious actors looking to have a positive impact on society.This paper is organized in the following way: The first section, "A Basic Distinction," covers fundamental concepts, terms, and definitions of capacity and capacity building critical to our discussion. The second section, entitled "An Evolution in the Who," examines who needs to build capacity and how that understanding has evolved over time. The third section, entitled "An Evolution in the What," assesses how capacity in capacity-building has evolved, arriving at a new "organizational actualization" framework. The fourth section, "An Evolution in the How," highlights the emergence of new methods for accomplishing capacity building and details the new innovations and techniques that are being used by those doing effective capacity building