A VOC Based Approach to Support Virtual Organizations

Employing IT as the key enable technology, virtual organization (VO) is primarily characterized as being a network of independent, geographically dispersed organizations (member organization) providing electronic services via Internet. To align these services effectively, one of the main challenges is to model cooperation in VO and provide correspondent management tools. Here we present a VOC (VO Structure-Organization Resource-Character) approach to model and run VO. VOC consists of three models. VO Structure model describes how VO functions in terms of VO Role (VR), Protocol; Organization Resource model describes potential service providers (potential member organization) capable participate VO. Character Model describes dynamic binding relationship between VO role and member organization. Following the VOC model，a platform supporting the design, administration, and running of VOC is given

The Internet's Effects on Global Production Networks: Challenges and Opportunities for Managing in Developing Asia

Placing global production networks (GPN) on the Internet poses a fundamental challenge, but also creates new opportunities for managing in Developing Asia. Network flagships can now select best-performing suppliers on a global scale, increasing the pressure on Asian suppliers. But the transition form EDI to the Internet may also provide new opportunities for Asian suppliers, by reducing barriers to network entry, and by enhancing knowledge diffusion. A conceptual framework is introduced to assess how the Internet reshapes business organization and GPN. That framework is applied to one of the role models of managing in Asia, Taiwan's Acer Group. The paper highlights a vicious circle that must be broken to reap the benefits of the Internet: Asian firms must reduce a huge efficiency gap between manufacturing and the management of supporting digital information systems (DIS). The challenge is to embrace the Internet as flexible infrastructures that support not only information exchange, but also knowledge sharing, creation and utilization. The Internet facilities this task: it provides new opportunities for the outsourcing of mission-critical support services.

Mapping analysis and planning system for the John F. Kennedy Space Center

Environmental management, impact assessment, research and monitoring are multidisciplinary activities which are ideally suited to incorporate a multi-media approach to environmental problem solving. Geographic information systems (GIS), simulation models, neural networks and expert-system software are some of the advancing technologies being used for data management, query, analysis and display. At the 140,000 acre John F. Kennedy Space Center, the Advanced Software Technology group has been supporting development and implementation of a program that integrates these and other rapidly evolving hardware and software capabilities into a comprehensive Mapping, Analysis and Planning System (MAPS) based in a workstation/local are network environment. An expert-system shell is being developed to link the various databases to guide users through the numerous stages of a facility siting and environmental assessment. The expert-system shell approach is appealing for its ease of data access by management-level decision makers while maintaining the involvement of the data specialists. This, as well as increased efficiency and accuracy in data analysis and report preparation, can benefit any organization involved in natural resources management

Networked by design: can policy constraints support the development of capabilities for collaborative innovation?

While there has been some recent interest in the behavioural effects of policies in support of innovation networks, this research field is still relatively new. In particular, an important but under-researched question for policy design is “what kind of networks” should be supported, if the objective of the policy is not just to fund successful innovation projects, but also to stimulate behavioural changes in the participants, such as increasing their ability to engage in collaborative innovation. By studying the case of the innovation policy programmes implemented by the regional government of Tuscany, in Italy, between 2002 and 2008, we assess whether the imposition of constraints on the design of innovation networks has enhanced the participants’ collaborative innovation capabilities, and we draw some general implications for policy

Early Learning Innovation Fund Evaluation Final Report

This is a formative evaluation of the Hewlett Foundation's Early Learning Innovation Fund that began in 2011 as part of the Quality Education in Developing Countries (QEDC) initiative.  The Fund has four overarching objectives, which are to: promote promising approaches to improve children's learning; strengthen the capacity of organizations implementing those approaches; strengthen those organizations' networks and ownership; and grow 20 percent of implementing organizations into significant players in the education sector. The Fund's original design was to create a "pipeline" of innovative approaches to improve learning outcomes, with the assumption that donors and partners would adopt the most successful ones. A defining feature of the Fund was that it delivered assistance through two intermediary support organizations (ISOs), rather than providing funds directly to implementing organizations. Through an open solicitation process, the Hewlett Foundation selected Firelight Foundation and TrustAfrica to manage the Fund. Firelight Foundation, based in California, was founded in 1999 with a mission to channel resources to community-based organizations (CBOs) working to improve the lives of vulnerable children and families in Africa. It supports 12 implementing organizations in Tanzania for the Fund. TrustAfrica, based in Dakar, Senegal, is a convener that seeks to strengthen African-led initiatives addressing some of the continent's most difficult challenges. The Fund was its first experience working specifically with early learning and childhood development organizations. Under the Fund, it supported 16 such organizations: one in Mali and five each in Senegal, Uganda and Kenya. At the end of 2014, the Hewlett Foundation commissioned Management Systems International (MSI) to conduct a mid-term evaluation assessing the implementation of the Fund exploring the extent to which it achieved intended outcomes and any factors that had limited or enabled its achievements. It analyzed the support that the ISOs provided to their implementing organizations, with specific focus on monitoring and evaluation (M&E). The evaluation included an audit of the implementing organizations' M&E systems and a review of the feasibility of compiling data collected to support an impact evaluation. Finally, the Foundation and the ISOs hoped that this evaluation would reveal the most promising innovations and inform planning for Phase II of the Fund. The evaluation findings sought to inform the Hewlett Foundation and other donors interested in supporting intermediary grant-makers, early learning innovations and the expansion of innovations. TrustAfrica and Firelight Foundation provided input to the evaluation's scope of work. Mid-term evaluation reports for each ISO provided findings about their management of the Fund's Phase I and recommendations for Phase II. This final evaluation report will inform donors, ISOs and other implementing organizations about the best approaches to support promising early learning innovations and their expansion. The full report outlines findings common across both ISOs' experience and includes recommendations in four key areas: adequate time; appropriate capacity building; advocacy and scaling up; and evaluating and documenting innovations. Overall, both Firelight Foundation and TrustAfrica supported a number of effective innovations working through committed and largely competent implementing organizations. The program's open-ended nature avoided being prescriptive in its approach, but based on the lessons learned in this evaluation and the broader literature, the Hewlett Foundation and other donors could have offered more guidance to ISOs to avoid the need to continually relearn some lessons. For example, over the evaluation period, it became increasingly evident that the current context demands more focused advance planning to measure impact on beneficiaries and other stakeholders and a more concrete approach to promoting and resourcing potential scale-up. The main findings from the evaluation and recommendations are summarized here

Bipartite electronic SLA as a business framework to support cross-organization load management of real-time online applications

Online applications such as games and e-learning applications fall within the broader category of real-time online interactive applications (ROIA), a new class of ‘killer’ application for the Grid that is being investigated in the edutain@grid project. The two case studies in edutain@grid are an online game and an e-learning training application. We present a novel Grid-based business framework that makes use of bipartite service level agreements (SLAs) and dynamic invoice models to model complex business relationships in a massively scalable and flexible way. We support cross-organization load management at the business level, through zone migration. For evaluation we look at existing and extended value chains, the quality of service (QoS) metrics measured and the dynamic invoice models that support this work. We examine the causal links from customer quality of experience (QoE) and service provider quality of business (QoBiz) through to measured quality of service. Finally we discuss a shared reward business ecosystem and suggest how extended service level agreements and invoice models can support this