Hybrid Dynamic Planning Mechanism for Virtual Organizations

It is possible to establish different types of agent organizations according to the type of communication, the coordination among agents, and the type of agents that comprise the group. Each organization needs to be supported by a coordinated effort that explicitly determines how the agents should be organized and carry out the actions and tasks assigned to them. This paper presents a new global coordination model for an agent organization. This model is unique in its conception, allowing an organization in a highly dynamic environment to employ self-adaptive capabilities in execution time

A survey of simulation techniques in commerce and defence

Despite the developments in Modelling and Simulation (M&S) tools and techniques over the past years, there has been a gap in the M&S research and practice in healthcare on developing a toolkit to assist the modellers and simulation practitioners with selecting an appropriate set of techniques. This study is a preliminary step towards this goal. This paper presents some results from a systematic literature survey on applications of M&S in the commerce and defence domains that could inspire some improvements in the healthcare. Interim results show that in the commercial sector Discrete-Event Simulation (DES) has been the most widely used technique with System Dynamics (SD) in second place. However in the defence sector, SD has gained relatively more attention. SD has been found quite useful for qualitative and soft factors analysis. From both the surveys it becomes clear that there is a growing trend towards using hybrid M&S approaches

Investigating the impact of networking capability on firm innovation performance:using the resource-action-performance framework

The author's final peer reviewed version can be found by following the URI link. The Publisher's final version can be found by following the DOI link.Purpose The experience of successful firms has proven that one of the most important ways to promote co-learning and create successful networked innovations is the proper application of inter-organizational knowledge mechanisms. This study aims to use a resource-action-performance framework to open the black box on the relationship between networking capability and innovation performance. The research population embraces companies in the Iranian automotive industry. Design/methodology/approach Due to the latent nature of the variables studied, the required data are collected through a web-based cross-sectional survey. First, the content validity of the measurement tool is evaluated by experts. Then, a pre-test is conducted to assess the reliability of the measurement tool. All data are gathered by the Iranian Vehicle Manufacturers Association (IVMA) and Iranian Auto Parts Manufacturers Association (IAPMA) samples. The power analysis method and G*Power software are used to determine the sample size. Moreover, SmartPLS 3 and IBM SPSS 25 software are used for data analysis of the conceptual model and relating hypotheses. Findings The results of this study indicated that the relationships between networking capability, inter-organizational knowledge mechanisms and inter-organizational learning result in a self-reinforcing loop, with a marked impact on firm innovation performance. Originality/value Since there is little understanding of the interdependencies of networking capability, inter-organizational knowledge mechanisms, co-learning and their effect on firm innovation performance, most previous research studies have focused on only one or two of the above-mentioned variables. Thus, their cumulative effect has not examined yet. Looking at inter-organizational relationships from a network perspective and knowledge-based view (KBV), and to consider the simultaneous effect of knowledge mechanisms and learning as intermediary actions alongside, to consider the performance effect of the capability-building process, are the main advantages of this research

Identity ambiguity and the promises and practices of hybrid e-HRM project teams

The role of IS project team identity work in the enactment of day-to-day relationships with their internal clients is under-researched. We address this gap by examining the identity work undertaken by an electronic human resource management (e-HRM) 'hybrid' project team engaged in an enterprise-wide IS implementation for their multi-national organisation. Utilising social identity theory, we identify three distinctive, interrelated dimensions of project team identity work (project team management, team 'value propositions' (promises) and the team's 'knowledge practice'). We reveal how dissonance between two perspectives of e-HRM project identity work (clients' expected norms of project team's service and project team's expected norms of themselves) results in identity ambiguity. Our research contributions are to identity studies in the IS project management, HR and hybrid literatures and to managerial practice by challenging the assumption that hybrid experts are the panacea for problems associated with IS projects

Towards the realisation of an integratated decision support environment for organisational decision making

Traditional decision support systems are based on the paradigm of a single decision maker working at a stand‐alone computer or terminal who has a specific decision to make with a specific goal in mind. Organizational decision support systems aim to support decision makers at all levels of an organization (from executive, middle management managers to operators), who have a variety of decisions to make, with different priorities, often in a distributed and dynamic environment. Such systems need to be designed and developed with extra functionality to meet the challenges such as collaborative working. This paper proposes an Integrated Decision Support Environment (IDSE) for organizational decision making. The IDSE distinguishes itself from traditional decision support systems in that it can flexibly configure and re‐configure its functions to support various decision applications. IDSE is an open software platform which allows its users to define their own decision processes and choose their own exiting decision tools to be integrated into the platform. The IDSE is designed and developed based on distributed client/server networking, with a multi‐tier integration framework for consistent information exchange and sharing, seamless process co‐ordination and synchronisation, and quick access to packaged and legacy systems. The prototype of the IDSE demonstrates good performance in agile response to fast changing decision situations

Convergence: How Five Trends Will Reshape the Social Sector

This report highlights five key trends and how their coming together will shape the social sector of the future. Based on extensive review of existing research and in-depth interviews with thought leaders and nonprofit leaders and activists, it explores the trends (Demographic Shifts; Technological Advances; Networks Enabling Work to be Organized in New Ways; Rising Interest in Civic Engagement and Volunteerism; and Blurring of Sector Boundaries) and looks at the ways nonprofits can successfully navigate the changes. The monograph is by La Piana Consulting, a national firm dedicated to strengthening nonprofits and foundations