Workplace Dispute Resolution and the Management of Individual Conflict —A Thematic Analysis of Five Case Studies

This Acas funded report explores the management of individual conflict and the resolution of employment disputes in five organisations drawing on over one hundred hours of interview data gathered from discussions with HR practitioners, line and operational managers, employee representatives, and trained mediators. In light of increased concern over the impact of employment disputes on public expenditure, economic performance and employee well-being, substantial policy attention has been paid to the ways in which organisations respond to workplace conflict. In particular, there has been an increased focus on the potential for earlier intervention in order to resolve conflict through the use of alternative approaches such as mediation. Surprisingly, there has been relatively little contemporary academic research into these important issues. Therefore, this thematic review aims to provide new insights into the challenges faced by organisations in managing conflict

On Engineering Support for Business Process Modelling and Redesign

Currently, there is an enormous (research) interest in business process redesign (BPR). Several management-oriented approaches have been proposed showing how to make BPR work. However, detailed descriptions of empirical experience are few. Consistent engineering methodologies to aid and guide a BPR-practitioner are currently emerging. Often, these methodologies are claimed to be developed for business process modelling, but stem directly from information system design cultures. We consider an engineering methodology for BPR to consist of modelling concepts, their representation, computerized tools and methods, and pragmatic skills and guidelines for off-line modelling, communicating, analyzing, (re)designing\ud business processes. The modelling concepts form the architectural basis of such an engineering methodology. Therefore, the choice, understanding and precise definition of these concepts determine the productivity and effectiveness of modelling tasks within a BPR project. The\ud current paper contributes to engineering support for BPR. We work out general issues that play a role in the development of engineering support for BPR. Furthermore, we introduce an architectural framework for business process modelling and redesign. This framework consists of a coherent set of modelling concepts and techniques on how to use them. The framework enables the modelling of both the structural and dynamic characteristics of business processes. We illustrate its applicability by modelling a case from service industry. Moreover, the architectural framework supports abstraction and refinement techniques. The use of these techniques for a BPR trajectory are discussed

Work Organisation and Innovation - Case Study: Radiometer, Denmark

[Excerpt] Established in 1935 by two engineers, Radiometer invented the world’s first blood gas analyser in 1954 in connection with the struggle against the childhood polio epidemic. This invention resulted in the development of a company that produces medico-technical products and services for hospitals. The company’s headquarters are in Denmark, where the largest group of employees (948) work. Worldwide, Radiometer has a total of 2,300 employees and subsidiary companies in 23 countries

German and Israeli Innovation: The Best of Two Worlds

This study reviews – through desk research and expert interviews with Mittelstand companies, startups and ecosystem experts – the current status of the Israeli startup ecosystem and the Mittelstand region of North Rhine- Westphalia (NRW), Germany. As a case study, it highlights potential opportunities for collaboration and analyzes different engagement modes that might serve to connect the two regions. The potential synergies between the two economies are based on a high degree of complementarity. A comparison of NRW’s key verticals and Israel’s primary areas of innovation indicates that there is significant overlap in verticals, such as artificial intelligence (AI), the internet of things (IoT), sensors and cybersecurity. Israeli startups can offer speed, agility and new ideas, while German Mittelstand companies can contribute expertise in production and scaling, access to markets, capital and support. The differences between Mittelstand companies and startups are less pronounced than those between startups and big corporations. However, three current barriers to fruitful collaboration have been identified: 1) a lack of access, 2) a lack of transparency regarding relevant players in the market, and 3) a lack of the internal resources needed to select the right partners, often due to time constraints or a lack of internal expertise on this issue. To ensure that positive business opportunities ensue, Mittelstand companies and startups alike have to be proactive in their search for cooperation partners and draw on a range of existing engagement modes (e.g., events, communities, accelerators). The interviews and the research conducted for this study made clear that no single mode of engagement can address all the needs and challenges associated with German-Israeli collaboration

New Forms of Employment

Societal and economic developments, such as the need for increased flexibility by both employers and workers, have resulted in the emergence of new forms of employment across Europe. These have transformed the traditional one-to-one relationship between employer and employee. They are also characterised by unconventional work patterns and places of work, or by the irregular provision of work. However, little is known about these ‘new forms of employment’, their distinctive features and the implications they have for working conditions and the labour market. To fill this knowledge gap, Eurofound conducted a Europe-wide mapping exercise to identify the emerging trends. This resulted in the categorisation of nine broad types of new employment forms. On the basis of this, the available literature and data were analysed; 66 case studies were also conducted and analysed to illustrate how these new employment forms operate in Member States and their effects on working conditions and the labour market

Linking Research and Policy: Assessing a Framework for Organic Agricultural Support in Ireland

This paper links social science research and agricultural policy through an analysis of support for organic agriculture and food. Globally, sales of organic food have experienced 20% annual increases for the past two decades, and represent the fastest growing segment of the grocery market. Although consumer interest has increased, farmers are not keeping up with demand. This is partly due to a lack of political support provided to farmers in their transition from conventional to organic production. Support policies vary by country and in some nations, such as the US, vary by state/province. There have been few attempts to document the types of support currently in place. This research draws on an existing Framework tool to investigate regionally specific and relevant policy support available to organic farmers in Ireland. This exploratory study develops a case study of Ireland within the framework of ten key categories of organic agricultural support: leadership, policy, research, technical support, financial support, marketing and promotion, education and information, consumer issues, inter-agency activities, and future developments. Data from the Irish Department of Agriculture, Fisheries and Food, the Irish Agriculture and Food Development Authority (Teagasc), and other governmental and semi-governmental agencies provide the basis for an assessment of support in each category. Assessments are based on the number of activities, availability of information to farmers, and attention from governmental personnel for each of the ten categories. This policy framework is a valuable tool for farmers, researchers, state agencies, and citizen groups seeking to document existing types of organic agricultural support and discover policy areas which deserve more attention

Semantic discovery and reuse of business process patterns

Patterns currently play an important role in modern information systems (IS) development and their use has mainly been restricted to the design and implementation phases of the development lifecycle. Given the increasing significance of business modelling in IS development, patterns have the potential of providing a viable solution for promoting reusability of recurrent generalized models in the very early stages of development. As a statement of research-in-progress this paper focuses on business process patterns and proposes an initial methodological framework for the discovery and reuse of business process patterns within the IS development lifecycle. The framework borrows ideas from the domain engineering literature and proposes the use of semantics to drive both the discovery of patterns as well as their reuse

Innovation activities in call and contact centres - an exploratory study

Call and contact centres play an important role in the global economy, employing millions of people in the USA and UK and hundreds of thousands in other parts of Europe, Africa and Asia (Russell, 2008). They are often the main point of contact for customers accessing organisations, so have a key part to play in the overall perception customers have of the entire organisation (Dean, 2002). However, the centres in developed countries are facing increased pressures from low-cost alternatives in developing countries and increasing customer demands, which results in these centres needing to enhance their competitive advantage. One method for increased competitiveness is through an increased focus on innovation; organisations that can continually renew and adapt through advances in their services, products and processes will stay ahead of the competition (Bessant, 2003). Innovation is concerned with the organisational processes and tools necessary to translate ideas into new processes, products, services or businesses (Isaksen and Tidd, 2006). Although innovation poses many risks, organisations that do not renew their products, processes or services on a continuing basis place their survival in danger (Tidd et al., 2001)