Building institutional capacity for industrial symbiosis development : a case study of an industrial symbiosis coordination network in China

Recent research has examined how the concept of institutional capacity relates to the ability of organisations to deliver industrial symbiosis, and in particular how that ability itself can develop over time. One approach to developing industrial symbiosis has been to build a network of local bodies to work together to this end. Terming such a body an industrial symbiosis coordination network, this study innovatively applies institutional capacity building theory in the context of a Chinese eco-industrial park. It examines how the coordination network developed the expertise to encourage local companies to engage in industrial symbiosis. This research consisted of a qualitative study, including participant observation, semi-structured interviews and document analysis to analyse the development of an industrial symbiosis coordination network in Tianjin Binhai New Area. It is found that the network increased institutional capacity for local IS development by promoting relational links across organisational divisions and governance levels, and by increasing various types of knowledge for coordinating IS. The concept of institutional capacity building is shown to have cross-cultural applicability. Reflections on this study indicate that local government can play a vital role in building and maintaining an IS coordination network in the Chinese context, but that other bodies are also needed to mobilise institutional capacity for IS development

Analyzing the Applicability of an Agile Methodology to Distributed Collaborative Software Development

Today, information technology (IT) has penetrated most domains of business and private life. The knitting of IT-systems and their dependencies are getting more complex every day. For businesses, this development can mean great opportunities. IT has become a main driver for competitive advantage and business success. On the other hand, misled software development (SD) projects can mean an existential threat to the operational and financial situation of a company. The efficient development of effective software is an essential part of optimally facing present and future challenges. Managing SD with traditional methodologies often leads to high planning and management overhead and still, severe schedule deviations and budget overruns cannot be eliminated. The sequential and plan-driven traditional approaches are often not able to support an adequate reaction to either internally or externally caused changes in requirements. Complex and unclear system landscapes with diverse interfaces, ambiguous customer requirements, changing business strategies or fluctuating legal requirements are just a few examples for possible sources of changing system requirements. Today, Extreme Programming (XP) is the most popular agile development methodology supported by the Agile Alliance. Its name was chosen because it claims to bring common sense to an extreme level. It focuses on communication, simplicity, feedback and courage, to improve the speed and quality of SD. Formal processes and documentation are neglected in favor of tacit knowledge to improve flexibility. Close communication between developers and the continuous integration of customer representatives are key components of XP. XP was initially developed for small to medium sized collocated development teams. This paper analyzes to what extent XP can be transferred to larger distributed developing endeavors. The focus is on XP, because it is the methodology with the highest congruence to the original Agile Manifesto. It does not claim to be all new, but to be an aligned composition of well established ideas and practices from other methodologies

Data standardization

With data rapidly becoming the lifeblood of the global economy, the ability to improve its use significantly affects both social and private welfare. Data standardization is key to facilitating and improving the use of data when data portability and interoperability are needed. Absent data standardization, a “Tower of Babel” of different databases may be created, limiting synergetic knowledge production. Based on interviews with data scientists, this Article identifies three main technological obstacles to data portability and interoperability: metadata uncertainties, data transfer obstacles, and missing data. It then explains how data standardization can remove at least some of these obstacles and lead to smoother data flows and better machine learning. The Article then identifies and analyzes additional effects of data standardization. As shown, data standardization has the potential to support a competitive and distributed data collection ecosystem and lead to easier policing in cases where rights are infringed or unjustified harms are created by data-fed algorithms. At the same time, increasing the scale and scope of data analysis can create negative externalities in the form of better profiling, increased harms to privacy, and cybersecurity harms. Standardization also has implications for investment and innovation, especially if lock-in to an inefficient standard occurs. The Article then explores whether market-led standardization initiatives can be relied upon to increase welfare, and the role governmental-facilitated data standardization should play, if at all

Improvisation and Performance in Software Development Teams: The Role of Geographic Dispersion

Software development teams are increasingly faced with unanticipated obstacles to effectiveness that require extemporaneous actions. Team improvisation has been identified as an important team situated response to emergent challenges to team effectiveness. However, the efficacy of team improvisation is not well understood in the context of software development teams—which perform complex, knowledge intensive tasks. We examine the efficacy of team improvisation in enhancing team effectiveness and identify team geographic dispersion as an important boundary condition. We test our hypotheses using data from 299 team leaders and members belonging to 71 teams. We find that team improvisation positively affects team performance, and that the degree of team geographic dispersion moderates the relationship between improvisation and team effectiveness. Theoretical and practical implications are offered

Dancing on a Pin: Health Planning in Arizona

This publication challenges us to step back and reflect on the past, present and future of health systems. Take a deeper look at planning and how we got here, review the roles of competition and regulation, and learn about the health planning matrix along with the concept of health planning bridges. Discover for yourself if these thoughts and tools help the signal of quality health planning rise more clearly from out of the noise

mFish Alpha Pilot: Building a Roadmap for Effective Mobile Technology to Sustain Fisheries and Improve Fisher Livelihoods.

In June 2014 at the Our Ocean Conference in Washington, DC, United States Secretary of State John Kerry announced the ambitious goal of ending overfishing by 2020. To support that goal, the Secretary's Office of Global Partnerships launched mFish, a public-private partnership to harness the power of mobile technology to improve fisher livelihoods and increase the sustainability of fisheries around the world. The US Department of State provided a grant to 50in10 to create a pilot of mFish that would allow for the identification of behaviors and incentives that might drive more fishers to adopt novel technology. In May 2015 50in10 and Future of Fish designed a pilot to evaluate how to improve adoption of a new mobile technology platform aimed at improving fisheries data capture and fisher livelihoods. Full report

Understanding coordination in global software engineering: A mixed-methods study on the use of meetings and Slack

Given the relevance of coordination in the field of global software engineering, this work was carried out to further understand coordination mechanisms. Specifically, we investigated meetings and the collaboration tool Slack. We conducted a longitudinal case study using a mixed-methods approach with surveys, observations, interviews, and chat logs. Our quantitative results show that employees in global projects spend 7 h 45 min per week on average in scheduled meetings and 8 h 54 min in unscheduled meetings. Furthermore, distributed teams were significantly larger than co-located teams, and people working in distributed teams spent somewhat more time in meetings per day. We found that low availability of key people, absence of organizational support for unscheduled meetings and unbalanced activity from team members in meetings and on Slack were barriers for effective coordination across sites. The positive aspects of using collaboration tools in distributed teams were increased team awareness and informal communication and reduced the need for e-mail. Our study emphasizes the importance of reflecting on how global software engineering teams use meetings and collaboration tools to coordinate. We provide practical advice for conducting better meetings and give suggestions for more efficient use of collaboration tools in global projects.publishedVersio