VirtualECare: group support in collaborative networks organizations for digital homecare

Collaborative Work plays an important role in today’s organizations and normally in areas where decisions must be made. However, any decision that involves a collective or group of decision makers is, by itself, complex but is becoming normal in recent years. In this work we present the VirtualECare project (Figure 10), intelligent multi‐agent system able to monitor, interact and serve its customers, which are, normally, in need of care services. In the last years there has been a substantially increase in the number of people needed of intensive care, especially among the elderly, a phenomenon that is related to population ageing. However, this is not exclusive of the elderly, as diseases as obesity, diabetes, and blood pressure have been increasing among young adults. As a new reality, it has to be dealt by the health sector, and particularly by the public one. Thus, the importance of finding new and cost effective ways for health care delivery are of particular importance, especially when one want them not to be removed from their “habitat”. Following this line of thinking, the VirtualECare project will be presented, like similar ones that preceded it. Recently we have assisted to a growing interest in combining the advances in information society ‐ computing, telecommunications and presentation – in order to create Group Decision Support Systems (GDSS). Indeed, the new economy, along with increased competition in today’s complex business environments, takes the companies to seek complementarities in order to increase competitiveness and reduce risks. Under these scenarios, planning takes a major role in a company life. However, effective planning depends on the generation and analysis of ideas (innovative or not) and, as a result, the idea generation and management processes are crucial. Our objective is to apply the above presented GDSS to a new area. We believe that the use of GDSS in the healthcare arena will allow professionals to achieve better results in the analysis of one’s Electronically Clinical Profile (ECP). This achievement is vital, regarding the explosion of knowledge and skills, together with the need to use limited resources and get better results

Should a Sentinel Node Biopsy Be Performed in Patients with High-Risk Breast Cancer?

A negative sentinel lymph node (SLN) biopsy spares many breast cancer patients the complications associated with lymph node irradiation or additional surgery. However, patients at high risk for nodal involvement based on clinical characteristics may remain at unacceptably high risk of axillary disease even after a negative SLN biopsy result. A Bayesian nomogram was designed to combine the probability of axillary disease prior to nodal biopsy with customized test characteristics for an SLN biopsy and provides the probability of axillary disease despite a negative SLN biopsy. Users may individualize the sensitivity of an SLN biopsy based on factors known to modify the sensitivity of the procedure. This tool may be useful in identifying patients who should have expanded upfront exploration of the axilla or comprehensive axillary irradiation

Taking the customer into account in collaborative design

This article describes the improvement of a model of collaborative design for the ceramic industry. A new stakeholder playing a crucial role is now included in the design process, i.e. the customer. Specifically, we present a pilot validation study for the framework that aims to analyse how the environment, experiences and reference criteria of different types of the customers (commercial dealers, final users, architects and interior designers, etc.) can affect their preferences. Information about these customer preferences could be very useful for designers during the early stages of product development. A multidisciplinary approach to the problem can introduce substantial improvements in defining a truly collaborative design chain

Tourism Destination Management: A Collaborative Approach

Collaboration is a key factor of sustainable growth across territories and industrial sectors. Tourism, one of the largest industries in the world, has been subject to strongest innovation in the last years. Main reasons of this reside both in the availability of new ICTs - Information and Communication Technologies - and organizational models, which directly connect tourists among them and with service providers, and in the always more personalized supply of tourism experience. Tourism destinations can benefit of such innovations if they are able to reorganize the territorial tourism offer around different pattern of collaboration in order to give 2.0 tourists opportunities to live an augmented tourism experience. This paper deals with the possible forms of collaborative networks that can rise within a destination with a focus on relationships between services delivered by the Tourism Destination and the requests of services at the different phases of the tourist 2.0 lifecycle

Aligning Monitoring and Compliance Requirements in Evolving Business Networks

Dynamic business networks (BNs) are intrinsically characterised by change. Compliance requirements management, in this context, may become particularly challenging. Partners in the network may join and leave the collaboration dynamically and tasks over which compliance requirements are specified may be consequently delegated to new partners or backsourced by network participants. This paper considers the issue of aligning the compliance requirements in a BN with the monitoring requirements they induce on the BN participants when change (or evolution) occurs. We first provide a conceptual model of BNs and their compliance requirements, introducing the concept of monitoring capabilities induced by compliance requirements. Then, we present a set of mechanisms to ensure consistency between the monitoring and compliance requirements when BNs evolve, e.g. tasks are delegated or backsourced in-house. Eventually, we discuss a prototype implementation of our framework, which also implements a set of metrics to check the status of a BN in respect of compliance monitorability

Smart Tourism Destinations: Can the Destination Management Organizations Exploit Benefits of the ICTs? Evidences from a Multiple Case Study

Recent developments of ICTs enable new ways to experience tourism and conducted to the concept of smart tourism. The adoption of cutting-edge technologies and its combination with innovative organizational models fosters cooperation, knowledge sharing, and open innovation among service providers in tourism destination. Moreover, it offers innovative services to visitors. In few words, they become smart tourism destinations. In this paper, we report first results of the SMARTCAL project aimed at conceiving a digital platform assisting Destination Management Organizations (DMOs) in providing smart tourism services. A DMO is the organization charged with managing the tourism offer of a collaborative network, made up of service providers acting in a destination. In this paper, we adopted a multiple case studies approach to analyze five Italian DMOs. Our aims were to investigate (1) if, and how, successful DMOs were able to offer smart tourism services to visitors; (2) if the ICTs adoption level was related to the collaboration level among DMO partners. First results highlighted that use of smart technologies was still in an embryonic stage of development, and it did not depend from collaboration levels