Guidelines for key organizational factors for saas organizations

© 2019 Association for Computing Machinery. Software as a Service is a new model of software deployment where a provider licenses an application to customers for use as a service on demand. Due to benefits offered by it, organizations are transferring towards the SaaS delivery model. As compared to traditional organizations, SaaS organizations must consider key factors to stand out in a competitive market. This paper provides a better understanding of key factors for SaaS organization and provides guidelines for these key factors for SaaS organization. Ultimately, these guidelines will be valuable for SaaS vendors to improve SaaS application performance

Meta Modeling for Business Process Improvement

Conducting business process improvement (BPI) initiatives is a topic of high priority for today’s companies. However, performing BPI projects has become challenging. This is due to rapidly changing customer requirements and an increase of inter-organizational business processes, which need to be considered from an end-to-end perspective. In addition, traditional BPI approaches are more and more perceived as overly complex and too resource-consuming in practice. Against this background, the paper proposes a BPI roadmap, which is an approach for systematically performing BPI projects and serves practitioners’ needs for manageable BPI methods. Based on this BPI roadmap, a domain-specific conceptual modeling method (DSMM) has been developed. The DSMM supports the efficient documentation and communication of the results that emerge during the application of the roadmap. Thus, conceptual modeling acts as a means for purposefully codifying the outcomes of a BPI project. Furthermore, a corresponding software prototype has been implemented using a meta modeling platform to assess the technical feasibility of the approach. Finally, the usability of the prototype has been empirically evaluated

Becoming Sustainable in Our Own Way: Sustainability at the Flagship Massachusetts Public University

This presentation was delivered at the 2016 World Symposium on Sustainable Development at Universities . It outlines a case study of the comprehensive sustainability efforts undertaken by the University of Massachusetts Amherst and evaluates its progress by applying Kotter’s 8-step approach to change management to multiple phases of the campus development efforts. Emphasis is placed on efforts to integrate sustainability goals with campus master planning, facility plans, green building policies, governance and educational and operations teaching and research initiatives. The presentation also outlines concrete steps for comprehensive physical planning that universities may consider as they integrate change management practices for sustainable development into their campus’ vision of sustainability. Publication of a paper of the same title will be published by Springer in Handbook of Theory and Practice of Sustainable Development in Higher Education - Volume 3, 2017

Getting organizational change right in public services: the case of European higher education

The purpose of this article is to instigate further debate on why organizational change is currently being initiated and how it is being managed in European Higher Education. It provides suggestions on how to avoid major downsides that come with managerialism and how to enable managers and academics in the sector to concentrate on what Higher Education should be all about: to contribute to the further development of society through knowledge generation and transfer. The article is based on observations of the current developments triggered by the rise of the audit culture and adoption of managerialism. It suggests that not all change currently initiated in Higher Education is required - or indeed in the best interest of the sector or wider society - but rather, based on personal interests resulting in less efficiency and a waste of resources. Furthermore, the article argues that the audit culture and managerialism have created an environment that encourages opportunistic behaviour such as cronyism, rent-seeking and the rise of organizational psychopaths. This development will arguably not only lead to a waste of resources, change for the sake of change, further centralization, formalization and bureaucratization but, also, to a disheartened and exploited workforce, and political and short-term decision-making. The article proposes ways of managing organizational change in Higher Education successfully by providing a new conceptual change management model and a decision-maker's change manifesto

Organisational Change Management: A Critical Review

It can be argued that the successful management of change is crucial to any organisation in order to survive and succeed in the present highly competitive and continuously evolving business environment. However, theories and approaches to change management currently available to academics and practitioners are often contradictory, mostly lacking empirical evidence and supported by unchallenged hypotheses concerning the nature of contemporary organisational change management. The purpose of this article is, therefore, to provide a critical review of some of the main theories and approaches to organisational change management as an important first step towards constructing a new framework for managing change. The article concludes with recommendations for further research