The Role of Group Learning in Implementation of a Personnel Management System in a Hospital

A new HR system was introduced in a Dutch hospital. The system implied collaborative work among its users. The project planning seemed to be reasonably straightforward: the system's introduction was intended to take place gradually, including pilots in different departments and appropriate feedback. After some time, the system was successfully adopted by one group of users, but failed with another. We conceptualize the implementation process of groupware as group learning to frame the adoption of the system, and analyze the qualitative data collected during the longitudinal case study. We found that in the user group with strong group learning, adoption of the system occurred effectively and on time. In another user group with rather weak group learning, the use of the system was blocked after a short time. The results provided a first confirmation of our assumption about the importance of group learning processes in the implementation of groupware

HR Contribution to IT Innovation Implementation: Results of Three Case Studies

The theoretical and empirical investigation of information technologies (IT) innovation implementations reveals that they lack conceptual and practical support from HRM professionals. The HRM practices undertaken by HR professionals are not even discussed. We argue that HR departments should contribute to IT innovation projects by being responsible for explicitly defining job tasks that have to be automated, establishing a rewards system for those who have to learn and use a new technology and analysing the training needs of the users and providing them with adequate training. HRM should more actively intervene in IT innovation projects. Such intervention would, we believe, foster compatibility between the prior intentions of information technology, the strategies and practices, the individual users’ needs in it and the adoption of IT by the users

Relating Voluntary Turnover with Job Characteristics, Satisfaction and Work Exhaustion - An Initial Study with Brazilian Developers

High rates of turnover among software developers remain, involving additional costs of hiring and training. Voluntary turnover may be due to workplace issues or personal career decisions, but it might as well relate to Job Characteristics, or even Job Satisfaction and Work Exhaustion. This paper reports on an initial study which quantitatively measured those constructs among 78 software developers working in Brazil who left their jobs voluntarily. For this, we adapted well-known survey instruments, namely the JDS from Hackman and Oldham's Job Characteristics Model, and Maslach et al.'s Burnout Measurement. In average, developers demonstrated low to moderate autonomy (3.75, on a 1-7 scale) and satisfaction (4.08), in addition to moderate exhaustion (4.2) before leaving their jobs, while experiencing high task significance (5.15). Also, testers reported significantly lower job satisfaction than programmers. These results allow us to raise interesting hypotheses to be addressed by future studies.Comment: 4 pages, no figures, 3 tables. Final version for ICSE CHASE 201

Growth, Integration and Spillovers in the Central and East European Software Industry

This paper explores growth and competitive advantage in CEE software firms; it looks at the role of strategic partnerships and industry (spillover) effects. The empirical analysis is based on survey data from 224 software firms from six CEE countries (Bulgaria, Czech R, Estonia, Serbia, Slovenia, Romania). The results of the descriptive analysis are interpreted from the perspective of the role of capabilities in industrial development. The analysis shows that the patterns of growth are a mix of sector, region and sub--region specific determinants and show important national differences. This suggests that the CEE software industry cannot be considered as a homogenous phenomenon. There is no general tendency towards an expansion in exports; based on our sample only Romania is developing an export oriented software industry. Research shows that the CEE software industry is populated by young, dedicated, domestic firms, which are independent, and privately owned and which are mainly oriented towards localisation of software. They are strongly dependent for trade and production on alliances and strategic partnerships with foreign partners and a small share of technology based partnerships. There is an extensive process of industry upgrading underway, involving country and sub-region specific changes. The spillover effects are significant, through links with clients and intensive intra-industry knowledge transfer through high employment turnover and potentially high knowledge transfer from foreign to local projects. Differences between central and eastern Europe are strong in terms of degree of diversification of software supply, industrial upgrading and quality of demand. The pattern of software development in CEE differs from that in other emerging markets in the sense that it is domestic market oriented, but with an emerging export market for services. Its further growth and upgrading will be strongly dependent on the acquisition of organisational capabilities by local firms

Applying the lessons of the attack on the World Trade Center, 11th September 2001, to the design and use of interactive evacuation simulations

The collapse of buildings, such as terminal 2E at Paris' Charles de Gaule Airport, and of fires, such as the Rhode Island, Station Night Club tragedy, has focused public attention on the safety of large public buildings. Initiatives in the United States and in Europe have led to the development of interactive simulators that model evacuation from these buildings. The tools avoid some of the ethical and legal problems from simulating evacuations; many people were injured during the 1993 evacuation of the World Trade Center (WTC) complex. They also use many concepts that originate within the CHI communities. For instance, some simulators use simple task models to represent the occupants' goal structures as they search for an available exit. However, the recent release of the report from the National Commission on Terrorist Attacks upon the United States (the '9/11 commission') has posed serious questions about the design and use of this particular class of interactive systems. This paper argues that simulation research needs to draw on insights from the CHI communities in order to meet some the challenges identified by the 9/11 commission

Open Innovation Success Factors by ICT Use in Japanese Firms

The innovation by an independence principle is a limit in Japanese firm today. The expectation for the open innovation that positively uses outside resources on business has risen in Japanese firm. In open innovation, the strategy that expands sharing information and using the resource from supplier to customer for the innovation is needed. Therefore, the use of ICT is indispensable for the promotion of the open innovation. In this paper, we discussed how to utilize ICTs for open innovation activities in order to achieve more effective innovation outcomes in Japanese Medium-sized Enterprises. We conducted a mail survey for Japanese Medium-sized Enterprises in industries such as manufacturing, construction, and information and telecommunication in January 2010. Based on their replies, we applied the some logistic regression analyses. As results, the following points are clarified. Firms which achieve open innovation are enhancing the innovation by cooperating and exchanging information with the following entities: (i) affiliate companies which have the excellent technological knowhow; (ii) customers which locate inside or outside of the region; and (iii) firms in the same industry inside of the same region. The firms cultivate mutual trust for a long time and jointly develop frequently the new products and services. And they have frequently exchanged the customer needs, new release information of the rival companies and a high-tech trend with each other. They use CTI and SCM to use information and knowledge for designing and developing a new product and service. Moreover, it can be confirmed that the firm which top management is familiar with ICT and exercises the leadership for ICT use. In addition, the firm not only introduced ICT but also reformed organizational structures, systems, and company's rules at the same time. These analysis results will provide useful suggestions for SMEs to practice open innovation in the future. --Open Innovation,ICT,Japanese firms

Generic Continuity of Operations/Continuity of Government Plan for State-Level Transportation Agencies, Research Report 11-01

The Homeland Security Presidential Directive 20 (HSPD-20) requires all local, state, tribal and territorial government agencies, and private sector owners of critical infrastructure and key resources (CI/KR) to create a Continuity of Operations/Continuity of Government Plan (COOP/COG). There is planning and training guidance for generic transportation agency COOP/COG work, and the Transportation Research Board has offered guidance for transportation organizations. However, the special concerns of the state-level transportation agency’s (State DOT’s) plan development are not included, notably the responsibilities for the entire State Highway System and the responsibility to support specific essential functions related to the State DOT Director’s role in the Governor’s cabinet. There is also no guidance on where the COOP/COG planning and organizing fits into the National Incident Management System (NIMS) at the local or state-level department or agency. This report covers the research conducted to determine how to integrate COOP/COG into the overall NIMS approach to emergency management, including a connection between the emergency operations center (EOC) and the COOP/COG activity. The first section is a presentation of the research and its findings and analysis. The second section provides training for the EOC staff of a state-level transportation agency, using a hybrid model of FEMA’s ICS and ESF approaches, including a complete set of EOC position checklists, and other training support material. The third section provides training for the COOP/COG Branch staff of a state-level transportation agency, including a set of personnel position descriptions for the COOP/COG Branch members