Collaborative Infrastructures for Mobilizing Intellectual Resources: assessing intellectual bandwidth in a knowledge intensive organization

The use of intellectual assets of key professionals to provide customized goods and services is seen to be a key characteristic of knowledge intensive organizations. While knowledge management efforts have become popular in organizations that depend on the knowledge and skills of their employees, it is unclear what the benefits of such efforts are and how these intellectual resources may actually create value for the organization. At the same time, vast information and communication technology infrastructures are being implemented to tap into the diverse intellectual resources to little effect. This paper uses the Intellectual Bandwidth Model originally developed by Nunamaker et al. (2001) to investigate the extent to which do collaborative technologies support the mobilization of intellectual resources to create value for an organization. Following a investigation of the intellectual bandwidth of a large multinational consulting company, this paper provides insight into the role of technology for mobilizing intellectual resources and offers implications for developing infrastructure to support core business processes

Adaptivenes in Virtual Teams

Computer supported teams are capturing the attention of academics and practitioners as organisations increasingly put them into practice as virtual teams. The practical relevance of current research into computer supported teams could be increased if greater attention is paid to organisational challenges as they form the context within which virtual teamwork takes place. A model of organisational challenges mapped against processes of adaptation is developed to highlight principle factors affecting virtual teams. A sample of current research groups studying computer-supported teams is plotted onto this map to reveal the extent to which current research addresses these contextual factors. From this map insights are distilled with respect to what is known and is not known about virtual teams. This paper concludes with specific research needs in the study of virtual teams

Satisfaction Attainment Theory as a Model for Value Creation

Organizations exist to create value for their stakeholders that stakeholders cannot create through individual effort. Information systems exist to increase an organization’s ability to create value using intellectual capital. A theoretical explanation of value might therefore be useful to increase the likelihood that IS/IT professionals would design and deploy systems in ways that increase value for stakeholders. This paper proposes Satisfaction Attainment Theory (SAT) as causal model of value creation. An organizational stakeholder is a person whose wellbeing might be advanced by an organization. Perceptions of value have reference to some object-of-value. The term, object, in the context of this paper, means anything to which one could ascribe value – e.g. goods, services, states, or outcomes. SAT assumes that people hold multiple, conflicting goals, and so must sacrifice the yield of some goal to attain others. It posits that an individual automatically and subconsciously sets an expectation for some level of utility from attaining a goal and assesses the likelihood that a goal will be attained. It also posits that individuals automatically and subconsciously assess yield the yield of a Set of Salient Goals (SSG). Any perceived Shift in the Yield Assessment (SYA) for the salient set of goals is automatically accompanied by an affective arousal proportional to and with a valence in the direction of the perceived SYA. SAT proposes that the value of an object is a positive function of the SYA that occurs when an individual contemplates sacrificing the yield of other goals to obtain the yield that could be derived from the object. Value is therefore created by making an individual aware of an opportunity to attain a positive SYA by sacrificing the yield of one set of goals to attain the yield of another set

A Phenomenological Exploration of Adaptation in a Polycontextual Work Environment

The rise of new ways of working through the use of information and communication technology brings about new phenomena that are powerful in the effects that they have on people. The potency of phenomenology lies in its philosophical simplicity and it provides the researcher with the ability to study the essence of an observable but scarcely understood phenomena: How do people perform effectively and efficiently in a geographically and temporally dispersed work environment? Collective action across multiple time zones continues to challenge both academics and practioners. This study provides a unique view of how globally dispersed participants achieve collective action. It throws light into how the creation of shared understanding is tempered by differences in time zones and how participants adapt through their choice of media, work practices and communication. Following an analysis of a case studied using phenomenology, this paper concludes with a model of adaptation in polycontextual work environments

Harnessing Intellectual Resources in a Collaborative Context to Create Value

The value of electronic collaboration has arisen as successful organisations recognize that they need to convert their intellectual resources into customized services. The shift from personal computing to interpersonal or collaborative computing has given rise to ways of working that may bring about better and more effective use of intellectual resources. Current efforts in managing knowledge have concentrated on producing; sharing and storing knowledge while business problems require the combined use of these intellectual resources to enable organisations to provide innovative and customized services. In this chapter the collaborative context is developed using a model for electronic collaboration through the use of which organisations may mobilse collaborative technologies and intellectual resources towards achieving joint effect

What Does It Mean for an Organisation to Be Intelligent? Measuring intellectual bandwidth for value creation

The importance of electronic collaboration has risen as successful organisations recognize that they need to convert their intellectual resources into goods and services their customers will value. The shift from personal computing to interpersonal or collaborative computing has given rise to ways of working that may bring about better and more effective use of intellectual resources. Current efforts in managing knowledge have concentrated on producing, sharing and storing knowledge while business problems require the use of these intellectual resources to create value. This paper draws upon Nunamaker et. al.'s (2001) Intellectual Bandwidth Model to measure an organization's potential to create value. Following an analysis of initial data collected at the Netherlands branch of Cap-Gemini Ernst & Young, conclusions are drawn with respect to what it means for an organisation to be intelligent and how such organisations can create value through the use of information and collaboration technologies to increase its intellectual bandwidth

Catheter, MRI and CT Imaging in Newborns with Pulmonary Atresia with Ventricular Septal Defect and Aortopulmonary Collaterals: Quantifying the Risks of Radiation Dose and Anaesthetic Time

A comprehensive understanding of the native pulmonary blood supply is crucial in newborns with pulmonary atresia with ventricular septal defect and aortopulmonary collaterals (PA/VSD/MAPCA). We sought to describe the accuracy in terms of identifying native pulmonary arteries, radiation dose and anaesthetic time associated with multi-modality imaging in these patients, prior to their first therapeutic intervention. Furthermore, we wanted to evaluate the cumulative radiations dose and anaesthetic time over the study period. Patients with PA/VSD/MAPCA diagnosed at < 100 days between 2004 and 2014 were identified. Cumulative radiation dose and anaesthetic times were calculated, with imaging results compared with intraoperative findings. We then calculated the cumulative risks to date for all surviving children. Of 19 eligible patients, 2 had echocardiography only prior to first intervention. The remaining 17 patients underwent 13 MRIs, 4 CT scans and 13 cardiac catheterization procedures. The mean radiation dose was 169 mGy cm2 (47–461 mGy cm2), and mean anaesthetic time was 111 min (33–185 min). 3 children had MRI only with no radiation exposure, and one child had CT only with no anaesthetic. Early cross-sectional imaging allowed for delayed catheterisation, but without significantly reducing radiation burden or anaesthetic time. The maximum cumulative radiation dose was 8022 mGy cm2 in a 6-year-old patient and 1263 min of anaesthetic at 5 years. There is the potential to generate very high radiation doses and anaesthetic times from diagnostic imaging alone in these patients. As survival continues to improve in many congenital heart defects, the important risks of serial diagnostic imaging must be considered when planning long-term management