Harnessing Intellectual Resources in a Collaborative Context to Create Value

The value of electronic collaboration has arisen as successful organisations recognize that they need to convert their intellectual resources into customized services. The shift from personal computing to interpersonal or collaborative computing has given rise to ways of working that may bring about better and more effective use of intellectual resources. Current efforts in managing knowledge have concentrated on producing; sharing and storing knowledge while business problems require the combined use of these intellectual resources to enable organisations to provide innovative and customized services. In this chapter the collaborative context is developed using a model for electronic collaboration through the use of which organisations may mobilse collaborative technologies and intellectual resources towards achieving joint effect.electronic collaboration;value creation;collaborative computing;knowledge management and intellectual resources

DecMS : an approach to providing decision support within NEC delivery

Decision-making across the military capability lifecycle phases can vary considerably in terms of the types of decisions made and the manner in which they are made. Although decision-making has received considerable attention within the research community, much work has concentrated on providing decision support for particular styles of decision-making. However, within capability delivery there is a need to develop approaches that can both map styles of decision-making to particular decision problems, and provide decision support at an executable level of detail. This paper presents the Decision Management and Support (DecMS) approach to providing decision support during capability delivery. The approach is based upon refining a fundamental model of decision-making to an executable level of detail. Refinement is controlled using analogical reasoning to ensure that the model is refined in accordance with the needs of the decision problem at hand. Future work will involve testing the effectiveness of the approach

Co-Creation: Viewing Partnerships Through A New Lens

Collaboration remains an on-going discourse throughout the funder community, but little has been written about explorations or innovations into different ways of working collectively, beyond what was established decades ago.The Connecticut legislation calling for a greater coordination of efforts to improve early childhood outcomes explicitly invited "philanthropic organizations" to partner in the development of new policies and a systematic approach for supporting young children and families. The Connecticut Early Childhood Funder Collaborative emerged as the platform for philanthropy to do this work.Similar to other funder collective endeavors, the Collaborative and the state can claim short-term success. They not only had tangible results, but each valued their ability to coalesce to achieve those results. The difference in this effort was the melding of knowledge, networks and funding in a new paradigm. The more difficult question is whether the short-term endeavor creates the necessary conditions to sustain their efforts long enough to realize true systems change and improved outcomes for children and families.For large-scale systems change, co-creation may be a more fitting approach; it acknowledges self-interest, existing alongside shared goals and purpose, as necessary to sustain voluntary efforts. Co-creation is predicated on the notion that traditional top-down planning or decision-making should give way to a more flexible participatory structure, where diverse constituencies are invited in to collectively solve problems.Co-creation doesn't give priority to the group or the individual, but instead supports and encourages both simultaneously. In co-created endeavors, a shared identity isn't needed; members continue to work toward their own goals in pursuit of the common result. Co-creation enables individuals to work side by side, gaining an understanding of the goals, resources, and constraints that drive the behaviors of others, and adjusting accordingly to maintain a mutually beneficial gain.The partnership of the Connecticut Early Childhood Funder Collaborative, the State, and the Connecticut Council for Philanthropy was not originally structured to be an example of co-creation. It does, though, possess many of the attributes of successful co-creation endeavors. Recognizing these similarities in structure and purpose holds much promise to help the public and private sectors understand not only what to sustain, but how best to organize and continue working to achieve the long-term goal

A triangulation approach for design research

Triangulation has been adopted in social science in the study of the same phenomenon through applying and combining several data sources, research methods, investigators, and theoretical schemes. From a post-positivism view point, this paper presents a triangulation approach in design research from two perspectives, data sources and research methods. Data triangulation was achieved through collecting data from multiple sources including company design documents, student design projects, and company design projects. Different research methods, e.g. interview, content analysis, protocol analysis, and questionnaire, were used to conduct data collection and analysis into a particular aspect of design, the nature of coupling design artefact and process knowledge. It was found that triangulation can provide an effective means for design research