16,781 research outputs found
The Dynamics of Creativity in Software Development
Software is primarily developed for people by people and human factors must
be studied in all software engineering phases. Creativity is the source to
improvise solutions to problems for dominating complex systems such as software
development. However, there is a lack of knowledge in what creativity is in
software development and what its dynamics are. This study describes the
current state of the research plan towards a theory on creativity in software
development. More specifically, it (1) states the motivation for studying
creativity in software development under a multidisciplinary view; it (2)
provides a first review of the literature identifying the shortcomings in the
field; it (3) proposes a research design, which includes rarely employed
methods in software engineering. To understand creativity in software
development will provide a better knowledge of the software construction
process and how individuals intellectually contribute to the creation of
better, innovative products.Comment: 6 Pages. To be presented in the 14th International Conference on
Product-Focused Software Process Improvement (PROFES 2013) - Doctoral
Symposium, 12 June 2013, Paphos, Cyprus. This is the final, accepted version
(after peer review
Is project management the new management 2.0?
This paper considers the evolving nature of project management (PM) and offers a comparison with the evolving nature of management generally. Specifically, we identify a number of management trends that are drawn from a paper that documents a proposed âManagement 2.0â model, and we compare those trends to the way in which PM is maturing to embrace the challenges of modern organizational progress.Some theoretical frameworks are offered that assist in explaining the shift from the historically accepted âtools and techniquesâ model to a more nuanced and behaviorally driven paradigm that is arguably more appropriate to manage change in todayâs flexible and progressive organizations, and which provide a more coherent response, both in PM and traditional management, to McDonaldâs forces. In addition, we offer a number of examples to robustly support our assertions, based around the development of innovative products from Apple Inc. In using this metaphor to demonstrate the evolution of project-based work, we link PM with innovation and new product development.
Mitigating risk in computerized bureaucracy
This paper presents an important aspect of the pragmatic dimensions of mitigating the risks that stem from computerized bureaucracy, and thereby, preserving the organizational integrity of a firm. A case study is used to provide valuable insights into the mechanics of such mitigation. The case refers to the problematic implementation and use of a computerized reservation system in a large budget hotel in London, United Kingdom. Following the empirical findings, Ciborraâs notions of bricolage, improvisation and tinkering are examined as practical and useful ways of addressing the downsides of computerized bureaucracy
Using bricolage to facilitate emergent collectives in SMEs
Starting a new business is often done in a realm of improvisation if resources are scarce and the business horizon is far from clear. Strategic improvisation occurs when the design of novel activities unite. We conducted an investigation of so called âemergent collectivesâ in the context of a small and medium-sized enterprise (SME). Emergent collectives are networks of information nodes with minimal central control and largely controlled by a protocol specification where people can add nodes to the network and have a social incentive to do so. We considered here emergent collectives around an enterprise resources planning (ERP) software and a customer relation management (CRM) software in two open source software (OSS) communities. We investigated how the use of bricolage in the context of a start-up microenterprise can facilitate the adoption of an information system (IS) based on emergent collectives. Bricolage is an improvisational approach that allows learning form concrete experience. In our case study we followed the inception of a new business initiative up to the implementation of an IS, during a period of two years. The case study covers both the usefulness of bricolage for strategic improvisation and for entrepreneurial activity in a knowledge-intensive new business. We adopted an interpretative research strategy and used participatory action research to conduct our inquiry. Our findings lead to the suggestion that emergent collectives can be moulded into a usable set of IS resources applicable in a microenterprise. However the success depends heavily on the ICT managerial and technological capabilities of the CEO and his individual commitment to the process of bricolage. Our findings also show that open ERP and CRM software are not passing delusions. These emergent collectives will not take over proprietary ERP and CRM software all of a sudden, but clearly the rules of the game are slowly changing due to the introduction of new business models. The study contributes to the research of OSS as emergent collectives, bricolage and IS adoption in SMEs
Crisis response, organizational improvisation and the dispassionate communicative genre during the 2003 French heat wave.
Ce papier examine le rĂŽle jouĂ© par les technologies de lâinformation et de la communication (TIC lorsque les organisations qui rĂ©pondent Ă des crises doivent improviser Ă lâĂ©chelle organisationnelle. La littĂ©rature sur le management de la crise et dans le domaine des systĂšmes dâinformation ne rend pas compte de toute la complexitĂ© du phĂ©nomĂšne dâimprovisation. Nous proposons donc de mener une Ă©tude qualitative rĂ©trospective de la canicule de 2003 en France. En suivant une dĂ©marche inductive, nous identifions le genre de communication que nous qualifions de dĂ©passionnĂ©, dĂ©veloppĂ© par les administratifs autour du fax et de lâemail qui a compromis leur participation Ă lâimprovisation organisationnelle.This paper seeks to understand the role played by Information and Communication Technologies (ICT) in organizational improvisation during crisis response. The crisis management literature and the IS literature do not fully capture the complexity of improvisation and crisis response. Due to the lack of theoretical background in relation to ICT support to crisis improvisation, we conduct a retrospective qualitative analysis of the 2003 French heat wave crisis response. Going back and forth between theory and data, we identify the dispassionate communicative genre, developed by the administrative actors around emails and faxes that hindered their participating in organizational improvisation.Organizational improvisation; communicative genre; crisis response; Improvisation organisationnelle; genre de communication; rĂ©ponse Ă la crise;
Wild cards, weak signals and prganizational improvisation
This paper addresses the need for reliable action guidelines that can be used by organisations in turbulent environments. Building on current conceptual and empirical research, we suggest an analytical approach for the management of surprising and potentially damaging events. In order to do so we use the wild card management system. Wild cards refer to sudden and unique incidents that can constitute turning points in the evolution of a certain trend or system. As the first of the two components of such a wild card system we advocate a weak signal methodology to take into account those wild cards that can be anticipated by scanning the decision environment. The second component, the nurture of improvisation capabilities, is designed to deal with ongoing crisis. This paper can be seen as part of a broader agenda on how to manage in conditions of continuous but unpredictable change.wild cards, weak signals, improvisation, minimal structures
COMPLEXITY * SIMPLICITY * SIMPLEXITY
âIn the midst of order, there is chaos; but in the midst of chaos, there is orderâ, John Gribbin wrote in his book Deep Simplicity (p.76). In this dialectical spirit, we discuss the generative tension between complexity and simplicity in the theory and practice of management and organization. Complexity theory suggests that the relationship between complex environments and complex organizations advanced by the well-known Ashbyâs law, may be reconsidered: only simple organization provides enough space for individual agency to match environmental turbulence in the form of complex organizational responses. We suggest that complex organizing may be paradoxically facilitated by a simple infrastructure, and that the theory of organizations may be viewed as resulting from the interplay between simplicity and complexity. JEL codes:
Community music: history and current practice, its constructions of âcommunityâ, digital turns and future soundings
The UK has been a pivotal national player within the development of community music practice. In the UK community music developed broadly from the 1960s and had a significant burgeoning period in the 1980s. Community music nationally and internationally has gone on to build a set of practices, a repertoire, an infrastructure of organisations, qualifications and career paths. There are elements of cultural and debatably pedagogic innovations in community music. These have to date only partly been articulated and historicised within academic research.
This document brings together and reviews research under the headings of history and definitions; practice; repertoire; community; pedagogy; digital technology; health and therapy; policy and funding, and impact and evaluation. A 90-entry, 22,000 word annotated bibliography was also produced (McKay and Higham 2011). An informed group of 15 practitioners and academics reviewed the authorsâ initial findings at a knowledge exchange colloquium and advised on further investigation. Some of the gaps in research identified are: an authoritative history, an examination of repertoire, the relationship with other music (practice), the freelance practitioner career, evidence of impact and value, the potential for a pedagogy
Strategic Alignment: What Else? A Practice Based View of IS Value.
Pour lâessentiel, les recherches traitant des valeurs stratĂ©giques du SI restent dans le paradigme de lâalignement stratĂ©gique, et utilisent des notions telles que celles de "processus" ou "dâactivitĂ©s". En sâappuyant sur la perspective offerte par les thĂ©ories de la pratique, cet article offre une alternative en distinguant trois formes de praxis et des valeurs spĂ©cifiques.Literature about IS strategic management or IS strategic value is abundant. Nonetheless, the bulk of existing studies are focused on the concept of alignment. They do not make sense of a strategic value "in practice" and still draw on notions such as activity or process to make sense of alignment. By means of a practice-based view of technology, three praxis are suggested here for the modeling of strategic value: legitimacy-related (based on adoption praxis), assimilative (related to design and acceptance praxis) and appropriative (linked to local adaptation and improvisation praxis). They are introduced by means of a "thought experiment" (a short story about a rifle).Strategic alignment; IS strategic value; Practice-based views; strategic value in practice; thought experiments;
The game jam movement:disruption, performance and artwork
This paper explores the current conventions and intentions of the game jam - contemporary events that encourage the rapid, collaborative creation of game design prototypes. Game jams are often renowned for their capacity to encourage creativity and the development of alternative, innovative game designs. However, there is a growing necessity for game jams to continue to challenge traditional development practices through evolving new formats and perspectives to maintain the game jam as a disruptive, refreshing aspect of game development culture. As in other creative jam style events, a game jam is not only a process but also, an outcome. Through a discussion of the literature this paper establishes a theoretical basis with which to analyse game jams as disruptive, performative processes that result in original creative artefacts. In support of this, case study analysis of Development Cultures: a series of workshops that centred on innovation and new forms of practice through play, chance, and experimentation, is presented. The findings indicate that game jams can be considered as processes that inspire creativity within a community and that the resulting performances can be considered as a form of creative artefact, thus parallels can be drawn between game jams and performative and interactive art
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