Spartan Daily, March 19, 1990

Volume 94, Issue 36https://scholarworks.sjsu.edu/spartandaily/7966/thumbnail.jp

Spartan Daily, March 19, 1990

Volume 94, Issue 36https://scholarworks.sjsu.edu/spartandaily/7966/thumbnail.jp

The New Hampshire, Vol. 67, No. 23 (Dec. 7, 1976)

An independent student produced newspaper from the University of New Hampshire

Profile Vol: 40 Issue 1 January/February 1991

January/February 1991 employee monthly newsletter printed for employees

Washington University Record, March 28, 1996

https://digitalcommons.wustl.edu/record/1718/thumbnail.jp

The Application of Soft Systems Methodology for Improving the Agrotechnology Transfer Process Responding to Tree Crop Farming Concerns in Kona, Hawaii

This dissertation applied soft systems methodology for improving the agrotechnology transfer process responding to tree crop farming concerns in Kona, Hawaii. The ten-month study undertook on-site research activities involving randomly selected Kona farmers, leaders of commodity organizations and university staff. The analyst engaged participants in the methodology's seven-stage process. They 1) described non-commodity specific and coffee, macadamia nut and avocado concerns, 2) envisioned improvements, 3) developed models of improved situations, 4) compared these models with the actual situation, 5) debated feasible and desirable changes and 6) implemented agreed-upon changes. Major conclusions of the study were that: 1) soft systems methodology caused change in agrotechnology transfer because it accounted for multiple worldviews affecting the process, 2) the current agrotechnology transfer structure, the Industry Analysis Program, had shortcomings, 3) participants requested soft systems methodology for improving the agrotechnology transfer process and on-farm research activities in Kona for assisting small-scale farmers, and 4) the analyst was a catalyst that assisted community members in bringing changes to the agrotechnology transfer process

Development of a Business Case for Investment in Analytic Software: An Organization Development Perspective

Expenditures for data and analytics may be among the most costly investments an organization can make, and yet the traditional cost-benefit models that support decision making about those investments have themselves become outdated approaches – often leaving out the social and socio-economic factors that are related to development of new capabilities. This exploratory case study considers alternative perspectives about the construction of the business case for organizational investments in software used in analytics. As investments in new analytic capabilities are considered, costs for new technology are often evaluated and weighed against potential benefits. Although there are many potential points of view that could be considered, legacy organization development theory and the Socio-economic Approach to Management (SEAM) provide critical perspective. Cross-model comparisons show how paradigms of thought can affect evaluation and measurement of costs, benefits and productivity. Findings from this research are discussed in context with organization development and capability-building for data and analytics