5,047 research outputs found
Digital curation and the cloud
Digital curation involves a wide range of activities, many of which could benefit from cloud
deployment to a greater or lesser extent. These range from infrequent, resource-intensive tasks
which benefit from the ability to rapidly provision resources to day-to-day collaborative activities
which can be facilitated by networked cloud services. Associated benefits are offset by risks
such as loss of data or service level, legal and governance incompatibilities and transfer
bottlenecks. There is considerable variability across both risks and benefits according to the
service and deployment models being adopted and the context in which activities are
performed. Some risks, such as legal liabilities, are mitigated by the use of alternative, e.g.,
private cloud models, but this is typically at the expense of benefits such as resource elasticity
and economies of scale. Infrastructure as a Service model may provide a basis on which more
specialised software services may be provided.
There is considerable work to be done in helping institutions understand the cloud and its
associated costs, risks and benefits, and how these compare to their current working methods,
in order that the most beneficial uses of cloud technologies may be identified. Specific
proposals, echoing recent work coordinated by EPSRC and JISC are the development of
advisory, costing and brokering services to facilitate appropriate cloud deployments, the
exploration of opportunities for certifying or accrediting cloud preservation providers, and
the targeted publicity of outputs from pilot studies to the full range of stakeholders within the
curation lifecycle, including data creators and owners, repositories, institutional IT support
professionals and senior manager
SMEs: ERP or virtual collaboration teams
Small firms are indeed the engines of global economic growth. Small and Medium Enterprises (SMEs) play an important role to promote economic development. SMEs in the beginning of implementing new technologies always face capital shortage and need technological assistance. Available ERP systems do not fulfil the specific requirements of Small firms. SMEs has scarce resources and manpower therefore many SMEs don?t have the possessions to buy and operate an ERP System. On the other hand competition and competitiveness of SMEs have to be strengthened. This paper briefly reviews the existing perspectives on virtual teams and their effect on SMEs management. It also discusses the main characteristics of virtual teams and clarifies the differences aspects of virtual team application in SMEs. After outlining some of the main advantages and pitfall of such teams, it concentrates on comparing of ERP and virtual collaborative teams in SMEs. Finally, it provides evidence for the need of ?Software as a Service (SaaS)? where an application is hosted as a service provided to customers across the web for SMEs as an alternative of ERP. It has been widely argued that ERP disadvantage in SMEs such as administrative expenditure and cost, isolated structure, severe lack of software flexibility, insufficient support of SMEs business and high operating cost, lead SMEs to use virtual collaborative team which is net work base solution
Petition for Review of Dole’s Failure to Adhere to OECD General Guidelines
This document is part of a digital collection provided by the Martin P. Catherwood Library, ILR School, Cornell University, pertaining to the effects of globalization on the workplace worldwide. Special emphasis is placed on labor rights, working conditions, labor market changes, and union organizing.ILRF_Petition_Dole_Adherence_OECD_Guidelines.pdf: 372 downloads, before Oct. 1, 2020
Thought for Food: the impact of ICT on agribusiness
This report outlines the impact of ICT on the food economy. On the basis of a literature review from four disciplines - knowledge management, management information systems, operations research and logistics, and economics - the demand for new ICT applications, the supply of new applications and the match between demand and supply are identified. Subsequently the impact of new ICT applications on the food economy is discussed. The report relates the development of new technologies to innovation and adoption processes and economic growth, and to concepts of open innovations and living lab
Towards business integration as a service 2.0 (BIaaS 2.0)
Cloud Computing Business Framework (CCBF) is a framework for designing and implementation of Could Computing solutions. This proposal focuses on how CCBF can help to address linkage in Cloud Computing implementations. This leads to the development of Business Integration as a Service 1.0 (BIaaS 1.0) allowing different services, roles and functionalities to work together in a linkage-oriented framework where the outcome of one service can be input to another, without the need to translate between domains or languages. BIaaS 2.0 aims to allow automation, enhanced security, advanced risk modelling and improved collaboration between processes in BIaaS 1.0. The benefits from adopting BIaaS 1.0 and developing BIaaS 2.0 are illustrated using a case study from the University of Southampton and several collaborators including IBM US. BIaaS 2.0 can work with mainstream technologies such as scientific workflows, and the proposal and demonstration of BIaaS 2.0 will be aimed to certainly benefit industry and academia. © 2011 IEEE
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