Synergy between biology and systems resilience

Resilient systems have the ability to endure and successfully recover from disturbances by identifying problems and mobilizing the available resources to cope with the disturbance. Resiliency lets a system recover from disruptions, variations, and a degradation of expected working conditions. Biological systems are resilient. Immune systems are highly adaptive and scalable, with the ability to cope with multiple data sources, fuse information together, makes decisions, have multiple interacting agents, operate in a distributed manner over a multiple scales, and have a memory structure to facilitate learning. Ecosystems are resilient since they have the capacity to absorb disturbance and are able to tolerate the disturbances. Ants build colonies that are dispersed, modular, fine grained, and standardized in design, yet they manage to forage intelligently for food and also organize collective defenses by the property of resilience. Are there any rules that we can identify to explain the resilience in these systems? The answer is yes. In insect colonies, rules determine the division of labor and how individual insects act towards each other and respond to different environmental possibilities. It is possible to group these rules based on attributes. These attributes are distributability, redundancy, adaptability, flexibility, interoperability, and diversity. It is also possible to incorporate these rules into engineering systems in their design to make them resilient. It is also possible to develop a qualitative model to generate resilience heuristics for engineering system based on a given attribute. The rules seen in nature and those of an engineering system are integrated to incorporate the desired characteristics for system resilience. The qualitative model for systems resilience will be able to generate system resilience heuristics. This model is simple and it can be applied to any system by using attribute based heuristics that are domain dependent. It also provides basic foundation for building computational models for designing resilient system architectures. This model was tested on recent catastrophes like the Mumbai terror attack and hurricane Katrina. With the disturbances surrounding the current world this resilience model based on heuristics will help a system to deal with crisis and still function in the best way possible by depending mainly on internal variables within the system --Abstract, page iii

Digitizing the field: designing ERP systems for Triple-A humanitarian supply chains

Purpose: The purpose of this study is to explore what design principles need to be considered in Enterprise Resource Planning (ERP) systems for humanitarian organizations (HOs) to enable agile, adaptive and aligned (Triple-A) humanitarian supply chain capabilities and digitize humanitarian operations. Design/methodology/approach: This study follows an embedded case study approach with ahumanitarian medical relief organization, Medecins Sans Frontieres (MSF), which engaged in a multiyear ERP design at its humanitarian field missions. Findings: This research shows that ERP systems for humanitarian organizations should be designed asunique systems addressing humanitarian organizations' challenges and unique missions, their valuegeneration processes, and resource base in an effort to improve organizational performance. This study presents 12 general design principles that are unique for humanitarian organizations. These design principle sprovide a high-level structure of guidance under which specific requirements can be further defined and engineered to achieve success. Research limitations/implications: The results of this study are based on a single case study limiting generalizability. However, the case study was analyzed and presented as an embedded case study with five autonomous subunits using different business processes and following different adoption and implementation approaches. Therefore, the findings are derived based on considerable variance reflective of humanitarian organizations beyond MSF. Practical implications: This study recognizes that HOs have unique routines that standard commercial ERP packages do not address easily at the field level. The primary contribution of this research is a set of design principles that consider these unique routines and guide ERP development in practice. National and international HOs that are planning to implement information systems, private companies that are trading partners of HOs as well as vendors of ERP systems that are looking for new opportunities would all benefitfrom this research. Originality/value: This study fills the gap in the humanitarian literature regarding the design of ERPsystems for humanitarian organizations that enable Triple–A supply chain capabilities and it advances the knowledge of the challenges of ERP design by HOs in the context of humanitarian operations

Concepts and Practices for Transforming Infrastructure from Rigid to Adaptable

abstract: Infrastructure are increasingly being recognized as too rigid to quickly adapt to a changing climate and a non-stationary future. This rigidness poses risks to and impacts on infrastructure service delivery and public welfare. Adaptivity in infrastructure is critical for managing uncertainties to continue providing services, yet little is known about how infrastructure can be made more agile and flexible towards improved adaptive capacity. A literature review identified approximately fifty examples of novel infrastructure and technologies which support adaptivity through one or more of ten theoretical competencies of adaptive infrastructure. From these examples emerged several infrastructure forms and possible strategies for adaptivity, including smart technologies, combined centralized/decentralized organizational structures, and renewable electricity generation. With institutional and cultural support, such novel structures and systems have the potential to transform infrastructure provision and management.Dissertation/ThesisMasters Thesis Civil, Environmental and Sustainable Engineering 201

Agile Teaching and Learning in Information Systems Education: An Analysis and Categorization of Literature

In this paper, we analyze and categorize research related to Agile teaching and learning in Information Systems education using an existing conceptual framework. To this end, a systematic literature review beginning with 642 papers led to the identification of 30 relevant papers written in English and published through 2018 in academic IS outlets. Our analysis reveals three ways in which Information Systems educators incorporate Agile into their courses: 1) using Agile as a pedagogical approach to teach non-Agile content, 2) using Agile as a pedagogical approach to teach Agile content, and 3) using non-Agile pedagogical approaches to teach Agile content. The majority of relevant papers were published between 2016 and 2018. We present an analysis of the three instructional approaches to serve as a resource for interested individuals and recommend directions for future studies related to Agile teaching and learning in IS education

Software Development Process Ambidexterity and Project Performance: A Coordination Cost-Effectiveness View

Software development process ambidexterity (SDPA) is the ability to demonstrate both process alignment and process adaptability simultaneously. Realizing process ambidexterity has recently been suggested as an effective approach to improving the performance of software development (SD) projects. To understand the mechanisms underlying the effects of ambidexterity, we focus in this study on the mediating effects of coordination, one of the most important activity in SD projects. Specifically, we hypothesize a mediating effect of coordination costs and coordination effectiveness on the relationship between SDPA and project performance. We conducted a quantitative study involving 104 SD projects across 10 firms to test the model. The results strongly suggest that the positive relationship between SDPA and project performance is negatively mediated by coordination costs and positively mediated by coordination effectiveness. We validate our research model with a case study in an organization employing several hundred IT professionals and derive several practical implications on this basis

Bounce Forward Resilience Attributes: Information System Strengthening in Response to Crisis

Previous information system resilience studies have predominantly focused on analyzing bounce back, return to pre-shock state, resilience. This paper explores the phenomena of bounce forward information system resilience through longitudinal analysis of the COVID-19 responses in Sri Lanka and Sierra Leone. Both of these countries were able to significantly expand their information systems in terms of functionality, scale, and scope in response to the pandemic. The goal of this paper is to derive new bounce forward attributes that were present in the information system landscapes of these countries prior to the pandemic. Through the analysis of these cases against the previously identified resilience attributes found in the literature, we defined capacity for coordinated agility, configurable and extensible innovation platform infrastructure, and human resource action potential as unique information system attributes that can constitute bounce forward outcomes when systems face shocks or are under stress

Enterprise information technology organizational flexibility : managing uncertainty and change

Chief Information Officers (CIOs) lead enterprise information technology organizations (EITOs) in today\u27s dynamic competitive business environment. CIOs deal with external and internal environmental changes, changing internal customer needs, and rapidly changing technology. New models for the organization include flexibility and suggest that CIOs should create and manage an enterprise IT organization that is more flexible in order to manage change and prepare for uncertainty, but they do not define what is meant by flexibility. The first objective of this exploratory and ethnographic research study was to understand how uncertainty and unexpected change are currently managed by CIOs. The second was to develop a systematic definition of enterprise IT organizational flexibility, The third was to explore the potential value of a proposed \u27enterprise IT organizational flexibility framework\u27 to be used by CIOs to better manage uncertainty and unexpected change. Rich research data was collected in an exploratory ethnographic study from in-depth interviews with twenty CIOs. These participants included a diverse representation from large to small enterprises, different industries, and with a variety of IT education and functional enterprise experiences. The conclusions from this study included a clearer understanding of the CIO\u27s leadership role when managing uncertainty and unexpected change, a definition of enterprise IT organizational flexibility with three aspects: anticipation, agility, and adaptability, and a framework for enterprise IT organizational flexibility assessment and development

The Role of Human Resource Management in Achieving Organisational Agility

Whilst uncertainty and change has always been the focal point of strategic management theories, the increasing rate of change and uncertainty that organisations have been experiencing during the past few decades has stimulated new approaches to the strategic management of firms. ‘Agility’ has been introduced as an appropriate paradigmatic approach to integrative strategy making ((Doz and Kosonen, 2008, 2010; McGrath, 2013a, 2013b; Sharifi, 2014). The concept has been considered as providing a comprehensive and cohesive platform for addressing the new conditions in the business environment, epitomised in notions such as hyper-competition, hyper-turbulence, and the continuously morphing business environment, through the perpetual process of altering and adjusting the firm’s direction and courses of action (Doz and Kosonen, 2008). The main aim behind the concept is to maintain strategic supremacy and competitiveness by anticipating and taking advantage of change ((D'Aveni, 1994; Thomas, 1996; Doz and Kosonen, 2007; Jamrog et al., 2006), and coping with and surviving unexpected changes (Zhang and Sharifi, 2000). Agile organisations rely on a series of agility capabilities such as strategic sensitivity, decision making prowess, learning aptitude and resource fluidity and flexibility (Hamel and Prahalad, 1993; Dyer and Shafer, 2003; Doz and Kosonen, 2008; Lengnick-Hall and Beck, 2009), many of which are human-related. A review of the agility literature revealed that achieving agility, similar to other value-based management philosophies, is heavily dependent upon various human factors such as Human Resources (HR) strategy, management approach and the prevailing culture of an organisation (Harper and Utley, 2001; Street et al., 2003; Dyer and Ericksen, 2006). However, the review of Strategic Human Resource Management (SHRM) literature indicated that the SHRM studies have not responded to the agility agenda, thus, little is known about human resource management strategies and systems enabling organisational agility. In an effort to fill this gap, this research has focused on exploring the people aspects of organisational agility aiming at: 1. Identifying the HRM critical roles in developing organisational agility 2. Developing a theoretical model for crafting and implementing a HR Strategy which assists organisations in acquiring agile attributes. The conceptual model delineates the key constructs and features of an Agility-Oriented Human Resource Strategy (AOHRS). The research was conducted through exploratory qualitative research, collecting data mainly through semi-structured interviews with HR directors, agility professionals and senior managers from 17 large public and private organisations in the UK. The research explicated the need and developed a conceptual framework for AOHRS, which gives explicit attention to an array of external environment forces. The framework proposes the need for ongoing reinterpretation of contextual information, frequent review of necessary individual and organisation-wide skills portfolio and capabilities profiles, and frequent re-evaluation of HR principles, policies and practices-in-use to reflect the persistent uncertainty and continuously morphing business conditions. The framework also offers for a dynamic HR system which can analyse capability needs continuously and have appropriate policies and practices in place to easily and quickly reconfigure the firms’ human assets. The study contributes to the knowledge in the field of SHRM and organisational agility by presenting a comprehensive conceptual framework for AOHR strategy, complemented by an expansive definition for an Agility-Oriented SHRM suitable for an uncertain business environment. As part of this, the attributes and capabilities of the agile workforce, a series of Agility-Oriented HR Principles and a series of widely-adopted Agility-Oriented HR Practices are also empirically identified in addition to the characteristics and dimensions of an Agile HR Function