Analysis and Optimization of Mobile Business Processes

Mobility of workers and business processes rapidly gains the attention of businesses and business analysts. A wide variety of definitions exists for mobile business processes. This work considers a type of business processes concerned with the maintenance of distributed technical equipment as, e.g., telecommunication networks, utility networks, or professional office gear. Executing the processes in question, workers travel to the location where the equipment is situated and perform tasks there. Depending on the type of activities to be performed, the workers need certain qualifications to fulfill their duty. Especially in network maintenance processes, activities are often not isolated but depend on the parallel or subsequent execution of other activities at other locations. Like every other economic activity, the out- lined mobile processes are under permanent pressure to be executed more efficiently. Since business process reengineering (BPR) projects are the common way to achieve process improvements, business analysts need methods to model and evaluate mobile business processes. Mobile processes challenge BPR projects in two ways: (i) the process at- tributes introduced by mobility (traveling, remote synchronization, etc.) complicate process modeling, and (ii) these attributes introduce process dynamics that prevent the straightforward prediction of BPR effects. This work solves these problems by developing a modeling method for mobile processes. The method allows for simulating mobile processes considering the mobility attributes while hiding the complexity of these attributes from the business analysts modeling the processes. Simulating business processes requires to assign activites to workers, which is called scheduling. The spatial distribution of activities relates scheduling to routing problems known from the logistics domain. To provide the simula- tor with scheduling capabilities the according Mobile Workforce Scheduling Problem with Multitask-Processes (MWSP-MP) is introduced and analyzed in-depth. A set of neighborhood operators was developed to allow for the application of heuristics and meta-heuristics to the problem. Furthermore, methods for generating start solutions of the MWSP-MP are introduced. The methods introduced throughout this work were validated with real-world data from a German utility. The contributions of this work are a reference model of mobile work, a business domain independent modeling method for mobile business processes, a simulation environment for such processes, and the introduction and analysis of the Mobile Workforce Scheduling Problem with Multitask-Processes

Access Anytime Anyplace: An Empircal Investigation of Patterns of Technology Use in Nomadic Computing Environments

With the increasing pervasiveness of mobile technologies such as cellular phones, personal digital assistants and hand held computers, mobile technologies promise the next major technological and cultural shift. Like the Internet, it is predicted that the greatest impact will not come from hardware devices or software programs, but from emerging social practices, which were not possible before. To capitalize on the benefits of mobile technologies, organizations have begun to implement nomadic computing environments. Nomadic computing environments make available the systems support needed to provide computing and communication capabilities and services to the mobile work force as they move from place to place in a manner that is transparent, integrated, convenient and adaptive. Already, anecdotes suggest that within organizations there are social implications occurring with both unintended and intended consequences being perpetuated. The problems of nomadic computing users have widely been described in terms of the challenges presented by the interplay of time, space and context, yet a theory has yet to be developed which analyzes this interplay in a single effort. A temporal human agency perspective proposes that stakeholders’ actions are influenced by their ability to recall the past, respond to the present and imagine the future. By extending the temporal human agency perspective through the recognition of the combined influence of space and context on human action, I investigated how the individual practices of eleven nomadic computing users changed after implementation. Under the umbrella of the interpretive paradigm, and using a cross case methodology this research develops a theoretical account of how several stakeholders engaged with different nomadic computing environments and explores the context of their effectiveness. Applying a literal and theoretical replication strategy to multiple longitudinal and retrospective cases, six months were spent in the field interviewing and observing participants. Data analysis included three types of coding: descriptive, interpretive and pattern coding. The findings reveal that patterns of technology use in nomadic computing environments are influenced by stakeholders’ temporal orientations; their ability to remember the past, imagine the future and respond to the present. As stakeholders all have different temporal orientations and experiences, they exhibit different practices even when engaging initially with the same organizational and technical environments. Opposing forces emerge as users attempt to be effective by resolving the benefits and disadvantages of the environment as they undergo different temporal, contextual and spatial experiences. Insights about the ability to predict future use suggest that because they are difficult to envisage in advance, social processes inhibit the predictability of what technologies users will adopt. The framework presented highlights the need to focus on understanding the diversity in nomadic computing use practices by examining how they are influenced by individual circumstances as well as shared meanings across individuals

A Strategic Roadmap for the Manufacturing Industry to Implement Industry 4.0

Industry 4.0 (also referred to as digitization of manufacturing) is characterized by cyber physical systems, automation, and data exchange. It is no longer a future trend and is being employed worldwide by manufacturing organizations, to gain benefits of improved performance, reduced inefficiencies, and lower costs, while improving flexibility. However, the implementation of Industry 4.0 enabling technologies is a difficult task and becomes even more challenging without any standardized approach. The barriers include, but are not limited to, lack of knowledge, inability to realistically quantify the return on investment, and lack of a skilled workforce. This study presents a systematic and content-centric literature review of Industry 4.0 enabling technologies, to highlight their impact on the manufacturing industry. It also provides a strategic roadmap for the implementation of Industry 4.0, based on lean six sigma approaches. The basis of the roadmap is the design for six sigma approach for the development of a new process chain, followed by a continuous improvement plan. The reason for choosing lean six sigma is to provide manufacturers with a sense of familiarity, as they have been employing these principles for removing waste and reducing variability. Major reasons for the rejection of Industry 4.0 implementation methodologies by manufactures are fear of the unknown and resistance to change, whereas the use of lean six sigma can mitigate them. The strategic roadmap presented in this paper can offer a holistic view of phases that manufacturers should undertake and the challenges they might face in their journey toward Industry 4.0 transition

The impact of artificial intelligence on the nature and quality of jobs. Bruegel WORKING PAPER | ISSUE 14/2022 | 27 JULY 2022.

Artificial intelligence (AI), like any workplace technology, changes the division of labour in an organisation and the resulting design of jobs. When used as an automation technology, AI changes the bundle of tasks that make up an occupation. In this case, implications for job quality depend on the (re)composition of those tasks. When AI automates management tasks, known as algorithmic management, the consequences extend into workers’ control over their work, with impacts on their autonomy, skill use and workload. We identify four use cases of algorithmic management that impact the design and quality of jobs: algorithmic work-method instructions; algorithmic scheduling of shifts and tasks; algorithmic surveillance, evaluation and discipline; and algorithmic coordination across tasks. Reviewing the existing empirical evidence on automation and algorithmic management shows significant impact on job quality across a wide range of jobs and employment settings. While each AI use case has its own particular effects on job demands and resources, the effects tend to be more negative for the more prescriptive (as opposed to supportive) use cases. These changes in job design demonstrably affect the social and physical environment of work and put pressure on contractual employment conditions as well. As technology development is a product of power in organisations, it replicates existing power dynamics in society. Consequently, disadvantaged groups suffer more of the negative consequences of AI, risking further job-quality polarisation across socioeconomic groups. Meaningful worker participation in the adoption of workplace AI is critical to mitigate the potentially negative effects of AI adoption on workers, and can help achieve fair and transparent AI systems with human oversight. Policymakers should strengthen the role of social partners in the adoption of AI technology to protect workers’ bargaining power

Time as Currency: A Value Sensitive Design Exploration of Crowdworkers' Temporal Flexibility

Over the past decade, there has been a rise in the number of people working on crowdsourcing platforms. Although those who work on crowdworking platforms (i.e., crowdworkers) value having autonomy over scheduling their own time, research suggests that they do not benefit from the temporal flexibility to choose when and for how long to work. Therefore, in this thesis, we aim to understand what limits the temporal flexibility of crowdworkers, and how this aspect impacts the workers. Our ultimate goal is to inform the design of future crowdsourcing platforms. To achieve the aim of this thesis, we employ Value Sensitive Design (VSD) as our theory and design framework. Using the lens of VSD and a combination of qualitative and quantitative methods, we show that crowdworkers’ temporal flexibility is limited by three different types of time constraints: (i) worker-imposed time constraints, (ii) client-imposed time constraints, and (iii) platform-imposed time constraints. These time constraints limit: (a) the temporal working preferences of workers, (b) the time workers have to make decisions, and (c) the work pace and work schedules of workers. Ultimately, we confirm that the existing features of crowdsourcing platforms do not fully support flexible temporal arrangements for workers; instead, these platforms favour clients’ flexibility to workers’ detriment. In this thesis, we make three contributions to HCI and CSCW. The contributions are to the knowledge, practice, and design of crowdsourcing platforms. Firstly, we provide empirical evidence to show how time constraints impact crowdworkers. Secondly, we provide a conceptual framework of time constraints within crowdsourcing platforms. Finally, we provide a series of design goals that embody temporal flexibility as a value of central interest for crowdworkers

A Phenomenological Inquiry Into The Perceptions Of E-Leaders On Virtual Team Leadership

Corporations are facing a more complex and challenging global business environment, and many have implemented a virtual workforce to maintain their competitive advantage through maximizing productivity, reducing product time to market, and cost reduction. The purpose of this qualitative phenomenological study was to gain a deeper understanding of the phenomenon of virtual leadership, as seen through the eyes of study participants (Merriam, 2009). Participants included fifteen Fortune 500 virtual team leaders who had prior experience leading traditional co-located teams. Data collected through telephone interviews were transcribed verbatim and NVivo 11 assisted in the coding, analyses, and presentation. The data analysis emerged with four major themes: (a) establishing and maintaining rapport with subordinates in the absence of physical cues; (b) monitoring and assessing individual performance and the importance of follow-up on observed performance issues; (c) having inherent people skills to bridge the distance created by working over a virtual platform and across different time zones and geographic locations; and (d) establishing effective virtual communications systems and workflow processes (Lepsinger, 2014)

Social entrepreneurship and experiential learning

Social entrepreneurship is a growing, but currently ill-defined area of innovation and business development. It is about accountability not just to commercial imperatives but to the wide range of stakeholders in a social enterprise, potentially an area of great tension. Social responsibility is about a commitment to society, entrepreneurship is usually understood to provide a business outlook on the enterprise &ndash; it needs to be sustainable commercially.To educate the modern or millennial learner (born after about 1980 and grappling with burgeoning youth needs for creative employment development) into developing a small to medium enterprise with a social responsibility, modern postgraduate coursework programs have looked closely at experiential learning. This provides a performative learning through transforming theory into applied situations. The workplace based projects used for the postgraduate programs are effective immersive learning. This paper will include a case study of two postgraduate coursework units New Ventures in Creative Enterprise, and Building Creative Teams, part of a Masters in Communication/Creative Enterprise. These provide experiential learning about strategic planning for startup creative businesses, and work-based projects which build on interpersonal skills for ongoing success. </div

Understanding Stage Management in the 21st century in Australia: A Preliminary Survey

As a vocation that has been around for at least 150 years, stage management has gone through years of evolution in its scope of practice. From existing as a purely mechanical part of the theatre process to becoming vital co-creators in collaboration with Directors, Designers, and Playwrights, the roles and skills of a Stage Manager has expanded beyond the theatre into the events and entertainment industry that includes large sporting events, rock concerts, and corporate productions. Academic research into Stage Management is presently in its infancy, with a dearth of published literature. This research contributes a timely and critical reflection of what it is to be a Stage Manager in Australia in the 21st century through presenting the findings of an online survey conducted from March to May 2020 by industry professionals. The survey was conducted before the COVID-19 pandemic developed, and therefore the impact of this event is not reflected in the working lives of the participants. However, the research does include a presentation of several approaches to blended learning in Stage Management in response to how the pandemic has affected the teaching of Stage Management during COVID-19. This research showed that although the industry is dynamic and offers secure and consistent employment, there are areas of possible development in education and the management of work-life balance. The survey revealed that industry professionals on reflection would have liked more industry connections and opportunities for internships at an undergraduate level; whilst for mid-career workers, the development of a professional master\u27s degree would be appropriate to cover areas of business management, new technologies, and intensive courses in a second language to further career progression and to open opportunities for the industry to internationalise within the region.

ACHIEVING UNIVERSAL LIAISONS AND HEALTHCARE CONTACT CENTER CENTRALIZATION THROUGH THE USE OF DECISION SUPPORT TOOLS

Healthcare contact centers often experience a large volume of calls and traditional standardized guidelines can be difficult to follow during an active call. While more common workflows can be memorized, they change often because Healthcare is a dynamic field. Constant updates to workflows, an abundance of different processes and provider preferences, and a fast paced environment can lead Customer Service Liaisons (CSLs) to handle patient inquiries incorrectly. Active decision support tools enable a CSL to follow an updated workflow without needing to navigate through complex guidelines and emails. This research shows that contact center centralization through the use of decision support tools can reduce Average Speed to Answer by 70 seconds even with an increase to Average Handle Time by 30 seconds. This research also identifies key features the tool may need to facilitate widespread adoption by clinicians and CSL alike