Towards a framework for inter-enterprise architecture to boost collaborative networks

A complete Inter-Enterprise Architecture should be conformed to a framework, a methodology and a modelling language. In this sense, this paper proposes an initial Framework for Inter-Enterprise Architecture (FIEA), which organizes, stores, classifies and communicates in a conceptual level the elements of the Inter-Enterprise Architecture (IEA) and their relationships, ensuring their consistency and integrity. This FIEA provides a clear picture about the elements and perspectives that make up the collaborative network and their inter-relationships, supported for technology base on the Internet for its inter-operation.This research has been carried out for the project “Sistema de ayuda a la toma de decisiones ante decisiones no programadas en la planificación jerárquica de la producción (ADENPRO-PJP)” Ref. SP20120703 Universitat Politècnica de València.Vargas, A.; Boza García, A.; Cuenca, L.; Ortiz Bas, Á. (2013). Towards a framework for inter-enterprise architecture to boost collaborative networks. En On the Move to Meaningful Internet Systems: OTM 2013 Workshop. Springer Verlag (Germany). 179-188. https://doi.org/10.1007/978-3-642-41033-8_26S179188Cuenca, L., Boza, A., Ortiz, A.: Enterprise Architecture Framework with Early Business/ICT Alignment for Extended Enterprises. In: Ortiz, Á., Franco, R.D., Gasquet, P.G. (eds.) BASYS 2010. IFIP AICT, vol. 322, pp. 11–18. Springer, Heidelberg (2010a)Vargas, A., Boza, A., Cuenca, L., Sacala, I.: Inter-Enterprise Architecture and Internet of the Future. In: Camarinha-Matos, L.M., Tomic, S., Graça, P. (eds.) DoCEIS 2013. IFIP AICT, vol. 394, pp. 25–32. Springer, Heidelberg (2013)Camarinha-Matos, L., Afsarmanesh, H.: Collaborative networks: Reference Modeling. Media, Springer Science + Business (2008)European Commission European Society and Media: Dygital Business Ecosystems. Office for Official Publications of the European Communities, Luxembourg (2007)Future Internet Enterprise Systems (FInES) Cluster: FInES Research Roadmap 2025, http://cordis.europa.eu/Vargas, A., Boza, A., Cuenca, L., Ortiz, A.: The importance of strategic alignment in enterprise collaboration. In: Prado-Prado, J.C. (ed.) Annals of Industrial Engineering 2012, pp. 1–8. Springer, London (2013)Henderson, J., Venkatraman, N.: Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal 32(1), 472–484 (1993)Vargas, A., Boza, A., Cuenca, L.: Lograr la alineación estratégica de negocio y las tecnologías de la información a través de Arquitecturas Empresariales: Revisión de la Literatura. In: XV Congreso de Ingeniería de Organización, Cartagena-España, pp. 1061–1070 (2011a)ISO 15704: Industrial automation systems - Requirements for enterprise-reference architectures and methodologies (2000)Kosanke, K.: CIMOSA Primer on key concepts, purpose and business value. CIMOSA Association, http://cimosa.cnt.pl/Cuenca, L., Boza, A., Ortiz, A.: An enterprise engineering approach for the alignment of business and information technology strategy. International Journal of Computer Integrated Manufacturing 24(11), 974–992 (2011)Vernadat, F.: Enterprise modelling and integration: From fact modelling to Enterprise Interoperability (2003)Vargas, A., Boza, A., Cuenca, L.: Towards Interoperability Through Inter-Enterprise Collaboration Architectures. In: Meersman, R., Dillon, T., Herrero, P. (eds.) OTM-WS 2011. LNCS, vol. 7046, pp. 102–111. Springer, Heidelberg (2011)Plaza, J., Burgos, J., Carmona, E.: Measuring Stakeholder Integration: Knowledge, Interaction and Adaptational Behavior Dimensions. Journal of Business Ethics 93, 419–442 (2010)Camarinha-Matos, L.M., Afsarmanesh, H.: Collaborative networks: A new scientific discipline, pp. 439–452 (2005)Afsarmanesh, H., Msanjila, S.: Inter-organizational trust in VBEs. In: Camarinha-Matos, L.M., Afsarmanesh, H., Ollus, M. (eds.) Methods and Tools for Collaborative Networked Organizations. Springer (2008)Mehandjiev, N., Grefen, P.: Dynamic business process formation for instant virtual enterprises, London (2010)Kosanke, K., Vernadat, F., Zelm, M.: CIMOSA: enterprise engineering and integration. Computers in Industry 40, 83–97 (1999)Chen, D., Vallespir, B., Doumeingts, G.: GRAI integrated methodology and its mapping onto generic enterprise reference architecture and methodology. Computers in Industry 33, 387–394 (1997)IFIP: GERAM: Generalised Enterprise Reference Architecture and Methodology. In: International Federation for Information Processing, http://dl.ifip.org/index.php/index/indexOrtiz, A., Lario, F., Ros, L.: Enterprise Integration—Business Processes Integrated Management: a proposal for a methodology to develop Enterprise Integration Programs. Computers in Industry 40, 155–171 (1999)Cuenca, L., Ortiz, A., Boza, A.: Business and IS/IT strategic alignment framework. In: Camarinha-Matos, L.M., Pereira, P., Ribeiro, L. (eds.) DoCEIS 2010. IFIP AICT, vol. 314, pp. 24–31. Springer, Heidelberg (2010b)THE OPEN GROUP: TOGAF, http://www.opengroup.org/togaf/Vesterager, J., T{\o}lle, M., Bernus, P.: VERA: Virtual Enterprise Reference Architecture. In: GMNBook, GLOBEMEN Final Plenary (2002)Chalmeta, R., Grangel, R.: ARDIN extension for virtual enterprise integration. The Journal of Systems and Software 67 (2003

Strategy of online assessment in case study methodology. A particular case in the subject enterprise computer tools

In this paper we propose that students be involved in active online learning, initially working with casestudy in order to deep in the theme and secondly participating in the evaluation process, assessing the work of other classmates. If students are actively engaged in their learning they will improve their motivation on the subject. The strategy of online assessment in case study methodology has been developed in the subject named “Enterprise Computer Tools”.Boza Garcia, A.; Cuenca González, ML. (2014). Strategy of online assessment in case study methodology. A particular case in the subject enterprise computer tools. En ICERI proceedings. 7th International Conference of Education, Research and Innovation (ICERI). Seville, SPAIN, NOV 17-19, 2014. International Association of Technology, Education and Development. 3207-3211. http://hdl.handle.net/10251/63319S3207321

Experiencia de intercambio de liderazgo en dos trabajos en equipo

[EN] An important aspect of team building is the heterogeneity of its members to enrich the discussion and take on different roles. However, it is not always possible to select teammates and each member has to adapt to his or her group. The aim is to move the student out of its "comfort zone" so it has to assume different roles. This communication presents the results of an experience of teamworks which were formed by pairs of students. The leadership role had to be exchanged in the development of two collaborative works. The experience has revealed that students perceive that their contributions to the partner (leader) are greater than those received when he or she has the leader role. In addition, students assess in a positive way the method followed according with its personal experience, however, this does not happen when they assess from an general perspective. They prefer the traditional method, sharing the implication in the work equally and leaderless teamworks which is understandable for their resistance to change and for assuming roles perhaps not previously assumed.[ES] Un aspecto importante en la formación de equipos es la heterogeneidad de sus miembros para enriquecer la discusión y asumir diferentes funciones. Sin embargo, no siempre es posible seleccionar a los compañeros de equipo y cada integrante debe adaptarse a su contexto grupal. El objetivo perseguido es sacar al alumno de su “zona de confort” para así tener que asumir diferentes roles. La presente comunicación expone los resultados de una experiencia de trabajo en equipo donde éstos estaban formados por parejas de estudiantes que debían intercambiar el rol de líder en el desarrollo de dos trabajos colaborativos. La experiencia ha permitido conocer que los alumnos perciben que las aportaciones que realizan al compañero (líder) son mayores que las que recibe cuando él o ella actúa como líder. Además, los alumnos valoran positivamente el método seguido en su experiencia personal, sin embargo, esto no ocurre cuando lo evalúan desde una perspectiva general, donde prefieren el método tradicional con una implicación por igual en los trabajos (sin liderazgo), lo cual es entendible por su resistencia al cambio y por tener que asumir un rol quizás no asumido previamente.Boza García, A.; Cuenca González, ML. (2016). Experiencia de intercambio de liderazgo en dos trabajos en equipo. En In-Red 2016. II Congreso nacional de innovación educativa y docencia en red. Editorial Universitat Politècnica de València. https://doi.org/10.4995/INRED2016.2016.4380OC

Sistema de Ayuda a la Toma de Decisiones para la gestión de Incidencias

[ES] Este artículo aborda los DSS, sistemas de ayuda a la toma de decisiones, cuando estas deben tomarse por incidencias en la empresa. La incidencia no es más que un evento no programado por la empresa, que puede repercutirnos negativamente en la empresa. Con lo que tenemos que crear métodos para actuar en su resolución de forma rápida y eficaz. Lo principal es definir los tipos de decisión por su forma de resolución, tanto por estar guiadas por las políticas y las normas de la empresa, como por quien toma las decisiones, creando una jerarquía en la toma de decisiones en la empresa, y dando importancia a una adecuada recogida de información y un tratamiento efectivo de la misma por la organización.[EN] This article talks about how the DSS (Decision Support Systems), working in support of decision making when these incidents are given by the company. The incidence is an event not expected by the company, which may have a negative impact in the company. So, it is necessary developing methods to act on its resolution quickly and efficiently. The main thing is to define the types of decisions by way of resolution, both being guided by the policies and rules of the company, as the decision maker, creating a hierarchy in decision-making in the company, and giving importance a good collection of information and the most effective treatment of this for use in the company.Esta investigación se ha llevado a cabo en el marco del proyecto financiado por el Vicerrectorado de Investigación de la Universitat Politècnica de València titulado “Sistema de ayuda a la toma de decisiones ante decisiones no programadas en la planificación jerárquica de la producción (ADENPRO-PJP)” Ref. SP20120703.Valero, R.; Boza García, A.; Vicens Salort, E. (2013). Sistema de Ayuda a la Toma de Decisiones para la gestión de Incidencias. En Industrial Engineering and Complexity Management. Grupo INSISOC. 1043-1049. http://hdl.handle.net/10251/78108S1043104

A model-driven DSS architecture for delivery management in collaborative supply chains with lack of homogeneity in products

This is an Accepted Manuscript of an article published by Taylor & Francis in Production Planning & Control: The Management of Operations on 2014, available online: http://www.tandfonline.com/10.1080/09537287.2013.798085Uniform product deliveries are required in the ceramic, horticulture and leather sectors because customers require product homogeneity to use, present or consume them together. Some industries cannot prevent the lack of homogeneity in products in their manufacturing processes; hence, they cannot avoid non-uniform finished products arriving at their warehouses and, consequently, fragmentation of their stocks. Therefore, final uniform product amounts do not match planned production ones, which frequently makes serving previous committed orders with homogeneous quantities impossible. This paper proposes a model-driven decision support system (DSS) to help the person in charge of delivery management to reallocate the available real inventory to orders to satisfy homogenous customer requirements in a collaborative supply chain (SC). The DSS has been validated in a ceramic tile collaborative SC.This research has been carried out within the framework of the project funded by the Spanish Ministry of Economy and Competitiveness (Ref. DPI2011-23597) and the Polytechnic University of Valencia (Ref. PAID-06-11/1840) entitled 'Methods and models for operations planning and order management in supply chains characterized by uncertainty in production due to the lack of product uniformity' (PLANGES-FHP). Also, we thank the comments and suggestions made by the Editors and the Reviewers. In our opinion, these changes have improved the quality of the paper.Boza García, A.; Alemany Díaz, MDM.; Alarcón Valero, F.; Cuenca, L. (2014). A model-driven DSS architecture for delivery management in collaborative supply chains with lack of homogeneity in products. Production Planning and Control. 25(8):650-661. https://doi.org/10.1080/09537287.2013.798085S650661258Abid, C., D’amours, S., & Montreuil, B. (2004). Collaborative order management in distributed manufacturing. International Journal of Production Research, 42(2), 283-302. doi:10.1080/00207540310001602919Akkermans, H., Bogerd, P., & van Doremalen, J. (2004). Travail, transparency and trust: A case study of computer-supported collaborative supply chain planning in high-tech electronics. European Journal of Operational Research, 153(2), 445-456. doi:10.1016/s0377-2217(03)00164-4Alarcón, F., Alemany, M. M. E., Lario, F. C., & Oltra, R. F. (2011). La falta de homogeneidad del producto (FHP) en las empresas cerámicas y su impacto en la reasignación del inventario. Boletín de la Sociedad Española de Cerámica y Vidrio, 50(1), 49-58. doi:10.3989/cyv.072011Alarcón, F., Alemany, M. M. E., & Ortiz, A. (2009). Conceptual framework for the characterization of the order promising process in a collaborative selling network context. International Journal of Production Economics, 120(1), 100-114. doi:10.1016/j.ijpe.2008.07.031Alemany, M. M. E., Alarcón, F., Lario, F.-C., & Boj, J. J. (2011). An application to support the temporal and spatial distributed decision-making process in supply chain collaborative planning. Computers in Industry, 62(5), 519-540. doi:10.1016/j.compind.2011.02.002Alemany, M. M. E., Alarcón, F., Ortiz, A., & Lario, F.-C. (2008). Order promising process for extended collaborative selling chain. Production Planning & Control, 19(2), 105-131. doi:10.1080/09537280801896011Alemany, M. M. E., Lario, F.-C., Ortiz, A., & Gómez, F. (2013). Available-To-Promise modeling for multi-plant manufacturing characterized by lack of homogeneity in the product: An illustration of a ceramic case. Applied Mathematical Modelling, 37(5), 3380-3398. doi:10.1016/j.apm.2012.07.022Arshinder, Kanda, A., & Deshmukh, S. G. (2008). Supply chain coordination: Perspectives, empirical studies and research directions. International Journal of Production Economics, 115(2), 316-335. doi:10.1016/j.ijpe.2008.05.011Azevedo, A. ., & Sousa, J. . (2000). A component-based approach to support order planning in a distributed manufacturing enterprise. Journal of Materials Processing Technology, 107(1-3), 431-438. doi:10.1016/s0924-0136(00)00680-4Balakrishnan, A., & Geunes, J. (2000). Requirements Planning with Substitutions: Exploiting Bill-of-Materials Flexibility in Production Planning. Manufacturing & Service Operations Management, 2(2), 166-185. doi:10.1287/msom.2.2.166.12349Bhakoo, V., Singh, P., & Sohal, A. (2012). Collaborative management of inventory in Australian hospital supply chains: practices and issues. Supply Chain Management: An International Journal, 17(2), 217-230. doi:10.1108/13598541211212933Bititci, U., Turner, T., Mackay, D., Kearney, D., Parung, J., & Walters, D. (2007). Managing synergy in collaborative enterprises. Production Planning & Control, 18(6), 454-465. doi:10.1080/09537280701494990Boza, A., Ortiz, A., & Cuenca, L. (2010). A Framework for Developing a Web-Based Optimization Decision Support System for Intra/Inter-organizational Decision-Making Processes. IFIP Advances in Information and Communication Technology, 121-128. doi:10.1007/978-3-642-14341-0_14Framinan, J. M., & Leisten, R. (2009). Available-to-promise (ATP) systems: a classification and framework for analysis. International Journal of Production Research, 48(11), 3079-3103. doi:10.1080/00207540902810544Gomes da Silva, C., Figueira, J., Lisboa, J., & Barman, S. (2006). An interactive decision support system for an aggregate production planning model based on multiple criteria mixed integer linear programming. Omega, 34(2), 167-177. doi:10.1016/j.omega.2004.08.007Hernández, J. E., Poler, R., Mula, J., & Lario, F. C. (2010). The Reverse Logistic Process of an Automobile Supply Chain Network Supported by a Collaborative Decision-Making Model. Group Decision and Negotiation, 20(1), 79-114. doi:10.1007/s10726-010-9205-7Holweg, M., & Pil, F. K. (2007). Theoretical perspectives on the coordination of supply chains. Journal of Operations Management, 26(3), 389-406. doi:10.1016/j.jom.2007.08.003Jagdev, H. S., & Thoben, K.-D. (2001). Anatomy of enterprise collaborations. Production Planning & Control, 12(5), 437-451. doi:10.1080/09537280110042675Kubat, C., Öztemel, E., & Taşkιn, H. (2007). Decision support systems in production planning and control. Production Planning & Control, 18(1), 1-2. doi:10.1080/09537280600940572Lambert, D. M., & Cooper, M. C. (2000). Issues in Supply Chain Management. Industrial Marketing Management, 29(1), 65-83. doi:10.1016/s0019-8501(99)00113-3Lejeune, M. A., & Yakova, N. (2004). On characterizing the 4 C’s in supply chain management. Journal of Operations Management, 23(1), 81-100. doi:10.1016/j.jom.2004.09.004Okongwu, U., Lauras, M., Dupont, L., & Humez, V. (2011). A decision support system for optimising the order fulfilment process. Production Planning & Control, 23(8), 581-598. doi:10.1080/09537287.2011.566230Pibernik, R. (2006). Managing stock‐outs effectively with order fulfilment systems. Journal of Manufacturing Technology Management, 17(6), 721-736. doi:10.1108/17410380610678765Poler, R., Hernandez, J. E., Mula, J., & Lario, F. C. (2008). Collaborative forecasting in networked manufacturing enterprises. Journal of Manufacturing Technology Management, 19(4), 514-528. doi:10.1108/17410380810869941Romano, P. (2003). Co-ordination and integration mechanisms to manage logistics processes across supply networks. Journal of Purchasing and Supply Management, 9(3), 119-134. doi:10.1016/s1478-4092(03)00008-6Zschorn, L. (2006). An extended model of ATP to increase flexibility of delivery. International Journal of Computer Integrated Manufacturing, 19(5), 434-442. doi:10.1080/0951192050039903

Business and IT alignment in companies of Valencian Community in Spain

[EN] In order to create value for the organization, the projects of information technology (IT) need to be in line with the needs of the organization. The management and improvement of this connection is the alignment of business and IT. The aim of this paper is to analyze the degree of alignment in companies of the Valencian community in Spain. The analysis was conducted on a sample of twenty-four companies under the aspects:value IT, communication, IT priority projects and performance, innovation, reliability and IT opportunities in the enterprise. The sectors analyzed were real estate activities, professional and administrative.[ES] Con el fin de generar valor para la organización, los proyectos de tecnología de información (TI) necesitan estar en consonancia con las necesidades de la organización. La gestión y mejora de esta conexión es la alineación de negocio y TI. El objetivo es analizar el grado de alineación en empresas de la Comunidad Valenciana. El análisis se ha llevado a cabo sobre una muestra de veinticuatro empresas bajo los aspectos: valor de TI, comunicación, prioridad de proyectos TI y rendimiento, innovación, fiabilidad y oportunidades de TI en la empresa. Los sectores analizados han sido actividades inmobiliarias, profesionales y administrativas.Esta investigación ha sido llevada a cabo en el marco del proyecto de innovación y mejora (PIME/2013/A/016/B) ‘RECICRE – Rúbrica para la evaluación de la competencia de innovación, creatividad y emprendimiento’. Avalado por la Universitat Politècnica de València y la Escuela Técnica Superior de Ingeniería Informática.Cuenca, L.; Milla, JDD.; Boza García, A. (2015). Análisis de la alineación de las tecnologías de la información y el negocio en empresas de la Comunidad Valenciana. Dirección y Organización. 55:38-43. http://hdl.handle.net/10251/63398S38435

Inter Enterprise Framework for Hierarchical Decisions

Due to the condition of the current global environment, organizations have to compete not only with single companies, but also with Supply Chains (SC) or Collaborative Networks (CN). In this sense, companies that make up this kind of organizations have to integrate their processes and must collaborate with each other in order to be competitive. To achieve this goal, companies have to deal with collaborative decision-making processes, which in this context are more complex than in a single organization. Some of these collaborative networks have a hierarchical structure, which means that each level in the structure has a different role in the decision-making process. Enterprise Engineering through Enterprise Architecture (EA) can be used by enterprises to facilitate the integration of all elements and to analyse the complex hierarchical decision processes. Therefore, in order to understand the decision-making process in a hierarchical inter enterprise context using Enterprise Architecture concepts, this paper proposes a framework for inter-enterprise architecture for supporting Hierarchical Decision.This research has been carried out in the framework of the project “Sistema de ayuda a la toma de decisiones ante decisiones no programadas en la planificación jerárquica de la producción (ADENPRO-PJP)” Ref. SP20120703 funded by the Vicerrectorado de Investigación de la Universitat Politècnica de València.)Vargas, A.; Boza García, A.; Cuenca, L.; Ortiz Bas, Á. (2013). Inter Enterprise Framework for Hierarchical Decisions. En Industrial Engineering and Complexity Management. Grupo INSISOC. 594-602. http://hdl.handle.net/10251/78101S59460

Innovación docente en la asignatura Gestión Integral para reforzar la competencia transversal Instrumental Específica

[EN] The teaching innovation presented in this paper has as main objective that students are able to make use of the most appropriate software solutions for a given business context, knowing their uses and possibilities of integration to improve an organization. All this in the context of the transversal competence "Specific Instruments". The innovation is based on the design of a set of activities to achieve this goal: i) Laboratory practices. To have contact with real ERP systems; ii) Fieldwork. To approach a business reality and apply the knowledge acquired to prescribe improvement proposals. The indicators that include the scoring rubric used for its evaluation are: I1: Identifies advanced tools and their usefulness; I2: Handles advanced tools; I3: Selects and combines the right tools to prescribe an improvement in a real business context. For each indicator, the evidence to be gathered from laboratory practices and field practices has been established. The proposed activities have allowed the students to manage tools both in the laboratory and in real contexts. Also note that the use of the rubric has facilitated the design and structuring of activities for teachers.[ES] La innovación docente presentada tiene como objetivo principal que el alumno sea capaz de hacer uso de las soluciones software más adecuadas para un determinado contexto empresarial, conociendo sus utilidades y las posibilidades de integración para la mejora de una organización. Todo ello en el contexto de la competencia transversal “Instrumental Específica”. La innovación se basa en el diseño de un conjunto de actividades para alcanzar dicho objetivo: i)Prácticas de laboratorio. Para tener contacto con sistemas ERP reales; ii) Trabajo de campo. Para acercarse a una realidad empresarial y aplicar los conocimientos adquiridos para prescribir propuestas de mejora.Los indicadores que incluye la rúbrica utilizada para su evaluación son: I1: Identifica las herramientas avanzadas y su utilidad; I2: Maneja las herramientas avanzadas; I3: Selecciona y combina las herramientas adecuadas para prescribir una mejora en un contexto empresarial real. Para cada indicador se han establecido las evidencias a recoger de las prácticas de laboratorio y prácticas de campo realizadas. Las actividades planteadas han permitido el manejo de las herramientas por parte de los alumnos tanto en el laboratorio como en contextos reales. También destacar que el uso de la rúbrica ha facilitado el diseño y estructuración de las actividades al profesorado.Boza García, A.; Oltra Badenes, RF.; Cuenca González, ML. (2017). Innovación docente en la asignatura Gestión Integral para reforzar la competencia transversal Instrumental Específica. En In-Red 2017. III Congreso Nacional de innovación educativa y de docencia en red. Editorial Universitat Politècnica de València. 817-823. https://doi.org/10.4995/INRED2017.2017.6792OCS81782

The Effect of Modeling Qualities, Tones and Gages in Ceramic Supply Chains' Master Planning

[EN] Ceramic production processes are characterized by providing quantities of the same finished goods that differ in qualities, tones and gages. This aspect becomes a problem for ceramic supply chains (SCs) that should promise and serve customer orders with homogeneous quantities of the same finished good. In this paper a mathematical programming model for the centralized master planning of ceramic SC is proposed. Inputs to the master plan include demand forecasts in terms of customer order classes based on their order size and splitting percentages of a lot into homogeneous sub-lots. Then, the master plan defines the size and loading of lots to production lines and their distribution with the aim of maximizing the number of customer orders fulfilled with homogeneous quantities in the most efficient manner for the SC. Finally, the effect of modeling qualities, tones and gages in master planning is assessed. Keywords: Ceramic Supply Chains, Mathematical Programming Model, Qualities, Tones, Gages, Lack of Homogeneity in the ProductThis research has been carried out in the framework of the project funded by the Spanish Ministry of Economy and Competitiveness (Ref. DPI2011-23597) and the Polytechnic University of Valencia (Ref. PAID06-11/1840) entitled “Methods and models for operations planning and order management in supply chains characterized by uncertainty in production due to the lack of product uniformity” (PLANGES-FHP)Mundi, I.; Alemany, MME.; Boza García, A.; Poler Escoto, R. (2012). The Effect of Modeling Qualities, Tones and Gages in Ceramic Supply Chains' Master Planning. Informatica Economica Journal. 16(3):5-18. http://hdl.handle.net/10251/63521S51816

Innovation, Creativity and Entreprenaeurship Learning Outcomes in Higher Education

A major trend in higher education is the current shift towards improving students’ creativity and individual thinking. The aim of this shift is to bring students closer to the real world and the complex problems they will encounter outside formal education. Competencies describe what training participants should be able to do at the end of such training. This paper defines the learning outcomes associated with the innovation, creativity and entrepreneurship competency. This proposal draws on a review of the innovation and competencies literature and the expertise of selected staff. According to the literature review and the following analysis by the authors, the main indicators (key aspects) associated with the competency are as follows: seek opportunities, generate ideas, execute plans and add value. These indicators vary by educational level to reflect increasing complexity and difficulty in the learning outcomes at each stage of university education. This paper proposes learning outcomes and indicators associated with the competencies of innovation, creativity and entrepreneurship. It corresponds to the first essential step associated with the definition of a competency assessment.This research has been partially supported by: Project for educational improvement B019/14. Integrating teamwork and leadership in class, funded by School of Higher Technical Studies in Engineering and Design and the Vice-Rector of Studies, Quality and Accreditation. Project for educational improvement (PIME/2014/A09). Students' perceptions and motivations in the development and assessment of competencies at the UPV, funded by the Escuela Técnica Superior de Ingeniería Industrial, Escuela Técnica Superior de Ingeniería Informática and the Vice-Rector of Studies, Quality and Accreditation. European Union [FINCODA 554493-EPP-1-2014-1-FI-EPPKA2-KA] and Universitat Politècnica de València [PIME/2014/A/013/A - Barómetro INCODE: Evaluación de Competencias de lnnovación en la Empresa y en la Universidad]. (The European Commission’s support for this publication does not constitute an endorsement of its contents, which reflect the views of the authors only. The European Commission cannot be held responsible for any use of the information contained herein). Project for educational improvement (PIME/2013/A/016/B) RECICRE - Rubric for evaluating competence of innovation and Tempus IDEA Inter Disciplinary Education Agenda.Cuenca, L.; Bonet Espinosa, MP.; Boza García, A.; Fuentes-Durá, P.; Lajara-Camilleri, N.; Marín García, JA.; Peris-Ortiz, M.... (2015). Innovation, Creativity and Entreprenaeurship Learning Outcomes in Higher Education. IATED, International Association of Technology, Education and Development. http://hdl.handle.net/10251/7284