Managing the Ethical Dimensions of Brain-Computer Interfaces in eHealth: An SDLC-based Approach

A growing range of brain-computer interface (BCI) technologies is being employed for purposes of therapy and human augmentation. While much thought has been given to the ethical implications of such technologies at the ‘macro’ level of social policy and ‘micro’ level of individual users, little attention has been given to the unique ethical issues that arise during the process of incorporating BCIs into eHealth ecosystems. In this text a conceptual framework is developed that enables the operators of eHealth ecosystems to manage the ethical components of such processes in a more comprehensive and systematic way than has previously been possible. The framework’s first axis defines five ethical dimensions that must be successfully addressed by eHealth ecosystems: 1) beneficence; 2) consent; 3) privacy; 4) equity; and 5) liability. The second axis describes five stages of the systems development life cycle (SDLC) process whereby new technology is incorporated into an eHealth ecosystem: 1) analysis and planning; 2) design, development, and acquisition; 3) integration and activation; 4) operation and maintenance; and 5) disposal. Known ethical issues relating to the deployment of BCIs are mapped onto this matrix in order to demonstrate how it can be employed by the managers of eHealth ecosystems as a tool for fulfilling ethical requirements established by regulatory standards or stakeholders’ expectations. Beyond its immediate application in the case of BCIs, we suggest that this framework may also be utilized beneficially when incorporating other innovative forms of information and communications technology (ICT) into eHealth ecosystems

The Digital Transformation of Automotive Businesses: THREE ARTEFACTS TO SUPPORT DIGITAL SERVICE PROVISION AND INNOVATION

Digitalisation and increasing competitive pressure drive original equipment manufacturers (OEMs) to switch their focus towards the provision of digital services and open-up towards increased collaboration and customer integration. This shift implies a significant transformational change from product to product-service providers, where OEMs realign themselves within strategic, business and procedural dimensions. Thus, OEMs must manage digital transformation (DT) processes in order to stay competitive and remain adaptable to changing customer demands. However, OEMs aspiring to become participants or leaders in their domain, struggle to initiate activities as there is a lack of applicable instruments that can guide and support them during this process. Compared to the practical importance of DT, empirical studies are not comprehensive. This study proposes three artefacts, validated within case companies that intend to support automotive OEMs in digital service provisioning. Artefact one, a layered conceptual model for a digital automotive ecosystem, was developed by means of 26 expert interviews. It can serve as a useful instrument for decision makers to strategically plan and outline digital ecosystems. Artefact two is a conceptual reference framework for automotive service systems. The artefact was developed based on an extensive literature review, and the mapping of the business model canvas to the service system domain. The artefact intends to assist OEMs in the efficient conception of digital services under consideration of relevant stakeholders and the necessary infrastructures. Finally, artefact three proposes a methodology by which to transform software readiness assessment processes to fit into the agile software development approach with consideration of the existing operational infrastructure. Overall, the findings contribute to the empirical body of knowledge about the digital transformation of manufacturing industries. The results suggest value creation for digital automotive services occurs in networks among interdependent stakeholders in which customers play an integral role during the services’ life-cycle. The findings further indicate the artefacts as being useful instruments, however, success is dependent on the integration and collaboration of all contributing departments.:Table of Contents Bibliographic Description II Acknowledgment III Table of Contents IV List of Figures VI List of Tables VII List of Abbreviations VIII 1 Introduction 1 1.1 Motivation and Problem Statement 1 1.2 Objective and Research Questions 6 1.3 Research Methodology 7 1.4 Contributions 10 1.5 Outline 12 2 Background 13 2.1 From Interdependent Value Creation to Digital Ecosystems 13 2.1.1 Digitalisation Drives Collaboration 13 2.1.2 Pursuing an Ecosystem Strategy 13 2.1.3 Research Gaps and Strategy Formulation Obstacles 20 2.2 From Products to Product-Service Solutions 22 2.2.1 Digital Service Fulfilment Requires Co-Creational Networks 22 2.2.2 Enhancing Business Models with Digital Services 28 2.2.3 Research Gaps and Service Conception Obstacles 30 2.3 From Linear Development to Continuous Innovation 32 2.3.1 Digital Innovation Demands Digital Transformation 32 2.3.2 Assessing Digital Products 36 2.3.3 Research Gaps and Implementation Obstacles 38 3 Artefact 1: Digital Automotive Ecosystems 41 3.1 Meta Data 41 3.2 Summary 42 3.3 Designing a Layered Conceptual Model of a Digital Ecosystem 45 4 Artefact 2: Conceptual Reference Framework 79 4.1 Meta Data 79 4.2 Summary 80 4.3 On the Move Towards Customer-Centric Automotive Business Models 83 5 Artefact 3: Agile Software Readiness Assessment Procedures 121 5.1 Meta Data 121 5.2 Meta Data 122 5.3 Summary 123 5.4 Adding Agility to Software Readiness Assessment Procedures 126 5.5 Continuous Software Readiness Assessments for Agile Development 147 6 Conclusion and Future Work 158 6.1 Contributions 158 6.1.1 Strategic Dimension: Artefact 1 158 6.1.2 Business Dimension: Artefact 2 159 6.1.3 Process Dimension: Artefact 3 161 6.1.4 Synthesis of Contributions 163 6.2 Implications 167 6.2.1 Scientific Implications 167 6.2.2 Managerial Implications 168 6.2.3 Intelligent Parking Service Example (ParkSpotHelp) 171 6.3 Concluding Remarks 174 6.3.1 Threats to Validity 174 6.3.2 Outlook and Future Research Recommendations 174 Appendix VII Bibliography XX Wissenschaftlicher Werdegang XXXVII Selbständigkeitserklärung XXXVII

Ecosystem synergies, change and orchestration

This thesis investigates ecosystem synergies, change, and orchestration. The research topics are motivated by my curiosity, a fragmented research landscape, theoretical gaps, and new phenomena that challenge extant theories. To address these motivators, I conduct literature reviews to organise existing studies and identify their limited assumptions in light of new phenomena. Empirically, I adopt a case study method with abductive reasoning for a longitudinal analysis of the Alibaba ecosystem from 1999 to 2020. My findings provide an integrated and updated conceptualisation of ecosystem synergies that comprises three distinctive but interrelated components: 1) stack and integrate generic resources for efficiency and optimisation, 2) empower generative changes for variety and evolvability, and 3) govern tensions for sustainable growth. Theoretically grounded and empirically refined, this new conceptualisation helps us better understand the unique synergies of ecosystems that differ from those of alternative collective organisations and explain the forces that drive voluntary participation for value co-creation. Regarding ecosystem change, I find a duality relationship between intentionality and emergence and develop a phasic model of ecosystem sustainable growth with internal and external drivers. This new understanding challenges and extends prior discussions on their dominant dualism view, focus on partial drivers, and taken-for-granted lifecycle model. I propose that ecosystem orchestration involves systematic coordination of technological, adoption, internal, and institutional activities and is driven by long-term visions and adjusted by re-visioning. My analysis reveals internal orchestration's important role (re-envisioning, piloting, and organisation architectural reconfiguring), the synergy and system principles in designing adoption activities, and the expanding arena of institutional activities. Finally, building on the above findings, I reconceptualise ecosystems and ecosystem sustainable growth to highlight multi-stakeholder value creation, inclusivity, long-term orientation and interpretative approach. The thesis ends with discussing the implications for practice, policy, and future research.Open Acces

2011 Strategic roadmap for Australian research infrastructure

The 2011 Roadmap articulates the priority research infrastructure areas of a national scale (capability areas) to further develop Australia’s research capacity and improve innovation and research outcomes over the next five to ten years. The capability areas have been identified through considered analysis of input provided by stakeholders, in conjunction with specialist advice from Expert Working Groups   It is intended the Strategic Framework will provide a high-level policy framework, which will include principles to guide the development of policy advice and the design of programs related to the funding of research infrastructure by the Australian Government. Roadmapping has been identified in the Strategic Framework Discussion Paper as the most appropriate prioritisation mechanism for national, collaborative research infrastructure. The strategic identification of Capability areas through a consultative roadmapping process was also validated in the report of the 2010 NCRIS Evaluation. The 2011 Roadmap is primarily concerned with medium to large-scale research infrastructure. However, any landmark infrastructure (typically involving an investment in excess of $100 million over five years from the Australian Government) requirements identified in this process will be noted. NRIC has also developed a ‘Process to identify and prioritise Australian Government landmark research infrastructure investments’ which is currently under consideration by the government as part of broader deliberations relating to research infrastructure. NRIC will have strategic oversight of the development of the 2011 Roadmap as part of its overall policy view of research infrastructure

Co-creating a smart tourism local service system in rural areas: a case study from south

Dissertation presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies ManagementThe most recent trends show an increase in the urbanization of cities, and, consequently, inner territories become more depopulated, business activities get closed, services get reduced and the overall services become poor and not able to offer quality offers to visitors (Bolay, 2020). According to (United Nations, 2019), by 2050 more than three out of four people will be living in urban areas. Nowadays, many studies have addressed the evolution and features of Smart Cities (Van Dijk & Teuben, 2015) and tourism is also one of those spheres that got digitally transformed by Smart Cities (Khan, Woo, Nam, & Chathoth, 2017). One of the features of smart applications is the possibility to let the user be a driver of value in creating and sharing contents (Kontogianni & Alepis, 2020). However, the explosion of smart solutions enabled by the latest technological innovations has been mostly contextualized in urban environments while fewer solutions have been developed in less urbanized rural areas (Steyn & Johanson, 2010). The methodology used employs the merging of two of the core contemporary service research approaches: Service Science and Service-Dominant logic; the first offers an organizational framework to generate and integrate value co-creation in terms of a smart service systems (Polese, Botti, Grimaldi, Monta & Vesci, 2018). For the same purpose, but differently, the second proposes a different layout called service ecosystems (Vargo & Lusch, 2016). This combination of approaches overcomes individual model limitations by setting an integrated model that can be employed to hypercompetitive and experience-based sectors (Polese, Botti, Grimaldi, Monta & Vesci, 2018), and that was adopted by using a case study methodology, relying on semi-structured interviews

Social innovation practices: focus on success factors for crowdfunding

This article explores what are the success factor for interaction with platforms of crowdfunding in Italy. Through a Principal Component Analysis we outline three variables and through a multiple regression analysis we demonstrate that the interaction on crowdfunding is positive correlated with socio-economic propensity and cultural level. The analysis has been conducted on a sample of 316 of projects funded in the Crowdfunding platform Produzioni dal Basso, the first platform born in Italy. We draw on SD logic and relationship marketing to underscore the importance of networks of actors and integration to create a co-creation of value. This view emphasizes the social and economic factors that influence, and are influenced by, crowdfundin

From knowledge co-creation to value co-creation and beyond: challenging global emergency in smart service systems.

The study seeks to investigate the impact of pandemic on teaching and learning processes involved in Higher Education (HE) by analysing the way in which knowledge exchange and value co-creation are reframed through ICTs and technology. The adoption of the interpretative lens of Service Science permits to reread HE as a smart service system. The empirical research, based on content analysis as an inquiry, analyses: 1) the transformations introduced in technology adoption, information sharing, knowledge and value co-creation to comply with the disruption “imposed” by the the sanitary emergency; 2) the way in which this transformation can introduce novelties in Higher education system. The results identify the different drivers for value and knowledge co-creation that can be implemented in technology-enhanced teaching and learning and the different novelties that can be generated from the emergence of innovation

Modeling nature-based and cultural recreation preferences in mediterranean regions as opportunities for smart tourism and diversification

The tourism and recreational o er of Mediterranean destinations involves, essentially, the promotion of mass tourism, based on the appeal of the sun and beach, and the quality of its coastal assets. Alongside the impacts of climate change, poor tourism diversification represents a threat to the resilience of the territory. Thus, heterogenization of noncoastal tourism products presents an opportunity to strengthen regional resilience to present and future challenges, hence the need to study, comparatively, the complementary preferences of tourists and residents of these regions in order to unveil their willingness to diversify their recreational experience, not only in coastal spaces, but also—and especially—in interior territories with low urban density. Consequently, this strategic option may represent a way of strengthening resilience and sustainability through diversification. In this context, a survey was conducted among 400 beach tourists and 400 residents of a case study—namely, three municipalities of the Algarve region in southern Portugal—in order to analyze their degree of preference for activities besides the sun and beach, such as nature-based and cultural tourism activities, and to probe the enhancement potential of each tourism and recreational activity through the various landscape units considered by experts, stakeholders, and tour operators. The respective degree of preference and enhancement potential were indexed to the area of each landscape unit. Subsequently, respecting the existing recreational structure and constraints, a suitability map for territory enhancement and the implementation of smart tourism practices for each tourism activity and landscape unit is presented. Results show a significant preference for noncoastal outdoor recreational activities.FCT- Fundação para a Ciência e Tecnologia: SFRH/BD/102328/2014; PTDC/GES-URB/31928/2017info:eu-repo/semantics/publishedVersio

A Review of the Open Educational Resources (OER) Movement: Achievements, Challenges, and New Opportunities

Examines the state of the foundation's efforts to improve educational opportunities worldwide through universal access to and use of high-quality academic content