CHORUS Deliverable 4.5: Report of the 3rd CHORUS Conference

The third and last CHORUS conference on Multimedia Search Engines took place from the 26th to the 27th of May 2009 in Brussels, Belgium. About 100 participants from 15 European countries, the US, Japan and Australia learned about the latest developments in the domain. An exhibition of 13 stands presented 16 research projects currently ongoing around the world

Convergence: How Five Trends Will Reshape the Social Sector

This report highlights five key trends and how their coming together will shape the social sector of the future. Based on extensive review of existing research and in-depth interviews with thought leaders and nonprofit leaders and activists, it explores the trends (Demographic Shifts; Technological Advances; Networks Enabling Work to be Organized in New Ways; Rising Interest in Civic Engagement and Volunteerism; and Blurring of Sector Boundaries) and looks at the ways nonprofits can successfully navigate the changes. The monograph is by La Piana Consulting, a national firm dedicated to strengthening nonprofits and foundations

SMEs and virtual R&D teams: a motive channel for relationship between SMEs

In today?s dynamic marketplace, manufacturing companies are under strong pressure to introduce new products for long-term survival with their competitors. Nevertheless, every company cannot cope up progressively or immediately with the market requirements due to knowledge dynamics being experienced in the competitive milieu. Increased competition and reduced product life cycles put force upon companies to develop new products faster. In response to these pressing needs, there should be some new approach compatible in flexible circumstances. This paper presents a solution based on the popular Stage-Gate system, which is closely linked with virtual team approach. Virtual teams can provide a platform to advance the knowledge-base in a company and thus to reduce time-to-market. This article introduces conceptual product development architecture under a virtual team umbrella. The paper describes all the major aspects of new product development (NPD), NPD process and its relationship with virtual teams, Stage-Gate system finally presents a modified Stage-Gate system to cope up with the changing needs. It also provides the guidelines for the successful implementation of virtual teams in new product development

Values-Based Network Leadership in an Interconnected World

This paper describes values-based network leadership conceptually aligned to systems science, principles of networks, moral and ethical development, and connectivism. Values-based network leadership places importance on a leader\u27s repertoire of skills for stewarding a culture of purpose and calling among distributed teams in a globally interconnected world. Values-based network leadership is applicable for any leader needing to align interdependent effort by networks of teams operating across virtual and physical environments to achieve a collective purpose. An open-learning ecosystem is also described to help leaders address the development of strengths associated with building trust and relationships across networks of teams, aligned under a higher purpose and calling, possessing moral fiber, resilient in the face of complexity, reflectively competent to adapt as interconnected efforts evolve and change within multicultural environments, and able to figure out new ways to do something never done before

Scenario planning for the Edinburgh city region

This paper examines the application of scenario planning techniques to the detailed and daunting challenge of city re-positioning when policy makers are faced with a heavy history and a complex future context. It reviews a process of scenario planning undertaken in the Edinburgh city region, exploring the scenario process and its contribution to strategies and policies for city repositioning. Strongly rooted in the recent literature on urban and regional economic development, the text outlines how key individuals and organisations involved in the process participated in far-reaching analyses of the possible future worlds in which the Edinburgh city region might find itself

From service-oriented architecture to service-oriented enterprise

Service-Oriented Architecture (SOA) was originally motivated by enterprise demands for better business-technology alignment and higher flexibility and reuse. SOA evolved from an initial set of ideas and principles to Web services (WS) standards now widely accepted by industry. The next phase of SOA development is concerned with a scalable, reliable and secure infrastructure based on these standards, and guidelines, methods and techniques for developing and maintaining service delivery in dynamic enterprise settings. In this paper we discuss the principles and main elements of SOA. We then present an overview of WS standards. And finally we come back to the original motivation for SOA, and how these can be realized

Creativity, innovation and the ‘New’ MBA : China and the 21st century knowledge economy

This paper discusses the development of new models of business education in contemporary China. It describes the rise of the Masters of Business Administration (MBA) degree in the context of the growth of a new professional-managerial class in China, as a corollary of modernisation and economic reform. While the Masters of Business Administration (MBA) has its origins in the United States, it has grown into a globally recognized qualification for business status, particularly when acquired from ‘elite’ institutions in a highly competitive and extensively ranked global system. Its growth in Asia is reflective of the significant shortages of managerial expertise as economic success throws traditional family-based or state capitalist models of business organization into question. In China, the rise of the MBA has been more recent, although the original idea was introduced in the late 1970s, not long after the directive of Deng Xiaoping to modernise the economy. We consider the role played by new MBA programs, such as the Executive MBA (EMBA) and the International MBA (IMBA) as new educational products designed, not so much for the re-engineering of management practices in SOEs along more effective commercial lines, but rather upon developing an internationally networked business elite better able to engage with the new challenges of the global knowledge economy