Monitoring your Friends, not your Foes: Strategic Ignorance and the Delegation of Real Authority

In this laboratory experiment we study the use of strategic ignorance to delegate real authority within a firm. A worker can gather information on investment projects, while a manager makes the implementation decision. The manager can monitor the worker. This allows her to better exploit the information gathered by the worker, but also reduces the worker's incentives to gather information in the first place. Both effects of monitoring are influenced by the interest alignment between manager and worker. Our data confirms the theoretical predictions that optimal monitoring depends non-monotonically on the level of interest alignment. We also find evidence for hidden costs of control and preferences for control, but these have no substantial effects on organizational outcomes.delegation, real authority, strategic ignorance

2016: a year of dramatic changes in South Asia

Harsh V Pant reflects on how developments in 2016 highlight that the Modi government is gradually altering the foundations of Indian foreign policy. He notes that India’s non-committal attitude to the 17th non-alignment summit, combative Pakistan policy, and efforts to woo the US and key neighbours all indicate the South Asian strategic milieu is in flux and old rules no longer apply

Implementing collaborative improvement, top-down, bottom-up, or both?

The research presented in this paper was aimed at increasing the current understanding of the process of developing collaborative improvement in Extended Manufacturing Enterprises (EME). Based on action research and action learning of three EMEs involving a total of thirteen companies from five European countries, the present study identifies three different approaches to collaborative improvement (CoI), that is, inter-organisational continuous improvement. One approach to CoI focuses on learning at a practical level, developing this knowledge into strategic and theoretical knowledge. We call this the bottom-up learning-bydoing approach. Another approach focuses on goal alignment and assessment to provide a foundation for improvement before actually improving. We call this the top-down directive approach. Yet another approach focuses on shared goals/vision and meeting on equal terms, and joint work in a non-directive matter. This is the laissez-faire approach. The different approaches influence the collaborative improvement results achieved, and how and why they do so is the question addressed this article

Indian strategic thinking about East Asia

Since the end of the Cold War, India's strategic horizons have moved beyond its traditional preoccupations in South Asia. India is developing a strategic role in East Asia in particular. At the same time India's strategic thinking has undergone a revolution, as the country that prided itself on non-alignment has moved closer to the West. But India's culture, history and geography still fundamentally shape its worldview. In engaging with East Asia, India is guided by a mosaic of strategic objectives about extending its sphere of influence, developing a multipolar regional system and balancing against China. The interplay of these objectives will frame India's role in East Asia in coming years

Modelling the Strategic Alignment of Software Requirements using Goal Graphs

This paper builds on existing Goal Oriented Requirements Engineering (GORE) research by presenting a methodology with a supporting tool for analysing and demonstrating the alignment between software requirements and business objectives. Current GORE methodologies can be used to relate business goals to software goals through goal abstraction in goal graphs. However, we argue that unless the extent of goal-goal contribution is quantified with verifiable metrics and confidence levels, goal graphs are not sufficient for demonstrating the strategic alignment of software requirements. We introduce our methodology using an example software project from Rolls-Royce. We conclude that our methodology can improve requirements by making the relationships to business problems explicit, thereby disambiguating a requirement's underlying purpose and value.Comment: v2 minor updates: 1) bitmap images replaced with vector, 2) reworded related work ref[6] for clarit

Investigation of eGovernment Services and Alignment between Business and Information Systems

Inhabitant’s implementation of eGovernment services is a key objective for the Government of developed and developing countries. However, to improve the eGovernment services it is important for any Government to align all stakeholders so that the needs of citizens can be examined and addressed. This paper proposed a framework of an ideal pattern of alignment for the Government of Saudi Arabia. The framework has been validated empirically and the result indicates that the Government of Saudi Arabia is spending a huge amount of budget to improve the Government services, but still many services are slow and are not as per expectations. Therefore, citizens of KSA recommended alignment between eGovernment agencies and IS department

Do (and say) as I say: Linguistic adaptation in human-computer dialogs

© Theodora Koulouri, Stanislao Lauria, and Robert D. Macredie. This article has been made available through the Brunel Open Access Publishing Fund.There is strong research evidence showing that people naturally align to each other’s vocabulary, sentence structure, and acoustic features in dialog, yet little is known about how the alignment mechanism operates in the interaction between users and computer systems let alone how it may be exploited to improve the efficiency of the interaction. This article provides an account of lexical alignment in human–computer dialogs, based on empirical data collected in a simulated human–computer interaction scenario. The results indicate that alignment is present, resulting in the gradual reduction and stabilization of the vocabulary-in-use, and that it is also reciprocal. Further, the results suggest that when system and user errors occur, the development of alignment is temporarily disrupted and users tend to introduce novel words to the dialog. The results also indicate that alignment in human–computer interaction may have a strong strategic component and is used as a resource to compensate for less optimal (visually impoverished) interaction conditions. Moreover, lower alignment is associated with less successful interaction, as measured by user perceptions. The article distills the results of the study into design recommendations for human–computer dialog systems and uses them to outline a model of dialog management that supports and exploits alignment through mechanisms for in-use adaptation of the system’s grammar and lexicon

Moving Ideas and Money: Issues and Opportunities in Funder Funding Collaboration

Presents an overview of funder collaboratives, ranging from information exchange, co-learning, informal and formal strategic alignments to pooled funding, joint ventures, and hybrid networks. Discusses elements of success, outcomes, and challenges

A Project Portfolio Management model adapted to non-profit organizations

As they strive towards greater professionalism in carrying out their activities, non-profit organizations (NPOs) have begun paying attention to project management. The non-profit sector (NPS) has also begun to adopt strategic planning techniques, thus making the acceptance of project portfolio management (PPM) methodology a natural consequence. This article aims to propose a project portfolio management model adapted to the context of NPOs