To see the other types of publications on this topic, follow the link: Project-driven organization.
Journal articles on the topic 'Project-driven organization'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Project-driven organization.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Kwak, Young Hoon, and Kenneth Scott LaPlace. "Examining risk tolerance in project-driven organization." Technovation 25, no. 6 (June 2005): 691–95. http://dx.doi.org/10.1016/j.technovation.2003.09.003.
Full text
2
Sergeeva, Natalya, and Sultan Ali. "The Role of the Project Management Office (PMO) in Stimulating Innovation in Projects Initiated by Owner and Operator Organizations." Project Management Journal 51, no. 4 (April 29, 2020): 440–51. http://dx.doi.org/10.1177/8756972820919215.
Full textAbstract:
This article explores the extent to which innovations are driven by the project management office (PMO), an internal unit within owner and operator organizations that is responsible for overall project assurance and control. Semi-structured interviews were conducted with organizational members of Transport for London (TfL), a public transport owner and operator organization and a key stakeholder in the UK infrastructure sector. This was combined with the analysis of four project assurance reviews initiated and delivered by TfL. The findings demonstrate that the PMO provides opportunities for building and enhancing innovative capabilities of the owner and operator organization.
3
Berndtsson, Mikael, Christian Lennerholt, Thomas Svahn, and Peter Larsson. "13 Organizations' Attempts to Become Data-Driven." International Journal of Business Intelligence Research 11, no. 1 (January 2020): 1–21. http://dx.doi.org/10.4018/ijbir.2020010101.
Full textAbstract:
Becoming a data-driven organization is a vision for several organizations. It has been frequently mentioned in the literature that data-driven organizations are likely to be more successful than organizations that mostly make decisions on gut feeling. However, few organizations make a successful shift to become data-driven, due to a number of different types of barriers. This article investigates, the initial journey to become a data-driven organization for 13 organizations. Data has been collected via documents and interviews, and then analyzed with respect to: i) how they scaled up the usage of analytics to become data-driven; ii) strategies developed; iii) barriers encountered; and iv) usage of an overall change process. The findings are that most organizations start their journey via a pilot project, take shortcuts when developing strategies, encounter previously reported top barriers, and do not use an overall change management process.
4
Berndtsson, Mikael, AnnMarie Ericsson, and Thomas Svahn. "Scaling Up Data-Driven Pilot Projects." AI Magazine 41, no. 3 (September 14, 2020): 94–102. http://dx.doi.org/10.1609/aimag.v41i3.5307.
Full textAbstract:
Conducting pilot projects are a common approach among organizations to test and evaluate new technology. A pilot project is often conducted to remove uncertainties from a large-scale project and should be limited in time and scope. Nowadays, several organizations are testing and evaluating artificial intelligence techniques and more advanced forms of analytics via pilot projects. Unfortunately, many organizations are experiencing problems in scaling-up the findings from pilot projects to the rest of the organization. Hence, results from pilot projects become siloed with limited business value. In this article, we present an overview of barriers for conducting and scaling-up data-driven pilot projects. Lack of senior management support is a frequently mentioned top barrier in the literature. In response to this, we present our recommendations on what type of activities can be performed, to increase the chances of getting a positive response from senior management regarding scaling-up the usage of artificial intelligence and advanced analytics within an organization.
5
Tripathy, Swagat, and Bishnu B. Mohanty. "PROJECT MANAGEMENT VALUES DRIVEN IN PHARMA INDUSTRY." International Journal of Drug Regulatory Affairs 4, no. 2 (February 13, 2018): 27–32. http://dx.doi.org/10.22270/ijdra.v4i2.183.
Full textAbstract:
In the pharmaceutical industry, project management is key to addressing the unique regulatory, compliance and quality related needs of the industry. As the process of drug development and the critical issue of time to market can capitalize on project management techniques to effectively apply scheduling, risk management, and comprehensive quality assurance and control to the process of bringing a drug to market in a cost-effective but safe way.
“JUST DO IT” is the approach that XYZ Generic Company was using before this project arrives.
Disclaimer statement: The writing and views expressed are those of purely of author’s personal view and is not related to the organization, where authors are working.
6
�������, Dmitriy Gergert, ������, and E. Ketova. "Value Driven Project Portfolio Management: the study features. Part 2. Application methodology." Russian Journal of Project Management 6, no. 1 (March 31, 2017): 3–14. http://dx.doi.org/10.12737/24608.
Full textAbstract:
In todays fast-moving world, project management gradually covers one activity after another. Increasingly, projects are the major components of the organization. Over time, projects are becoming more complex and dynamic, often, to achieve this goal it is necessary to implement a whole range of projects. Successful implementation of such projects, in most cases is only possible when using the approach to management based on values, the correct application of which makes it possible to optimize and balance the activities of the organization to achieve strategic and tactical objectives. This article discusses the application of value driven project portfolio methodology
7
Rezania, Davar, Ron Baker, and Andrew Nixon. "Exploring project managers’ accountability." International Journal of Managing Projects in Business 12, no. 4 (December 2, 2019): 919–37. http://dx.doi.org/10.1108/ijmpb-03-2018-0037.
Full textAbstract:
Purpose Despite the importance of accountability for the oversight of projects, few studies have directly examined accountability mechanisms at the project level. While the literature already provides descriptions of governance and mechanisms of accountability, the purpose of this paper is to examine how project managers view their accountability relationships within their organizational context. Design/methodology/approach The study is guided by critical realism as a philosophy of science. The authors interviewed 15 project managers from 12 organizations and analyzed the transcripts in the light of existing project management accountability literature. Findings The authors observe the practice of socializing accountability through face-to-face negotiation and symmetries of power due to interdependencies happen to some extent in management of projects. This suggests ambidexterity in accountability in project-based organizations. Therefore, the current models of project accountability and governance that are solely based on the agency theory are not sufficient to explain the accountability relationships in such organizations. Practical implications Accountability arrangements happen within a system for steering projects. Managers should be aware of how project managers view their accountability and how socializing practices of accountability can help the project’s management and the organization’s management interact in order to transform organizational systems by regulating issues of project concern and defining the process and direction of how project deliverables are produced, introduced, absorbed and used within the organization. Originality/value “Theory driven” interviews and analysis are used to confirm or refine conceptualization of accountability in management of projects. Most models of project governance are based on the agency theory or governability theory. The authors have demonstrated that socializing practices of accountability should be included in investigating project governance. The authors observe that project managers are often concerned with the interdependence with their principals and the socializing processes of accountability that arise from this interdependence.
8
Azarian, Mahdieh Sabaghpour, and Abdul Rahman Ahmad Dahlan . "Effectiveness of Knowledge Management in Achieving Success in Malaysian Government Agencies: A Literature Review." Information Management and Business Review 5, no. 7 (July 30, 2013): 324–30. http://dx.doi.org/10.22610/imbr.v5i7.1058.
Full textAbstract:
As knowledge is being accepted as an inseparable imperative strategy of organization, organizations look at knowledge as a power, which drives advantages to them. However, many organizations believe it is not about just the existence of knowledge but the organizational growth is being driven from the act of knowledge sharing. As modern economy, takes knowledge as a point to achieve project success, this competitive advantage is being utilized from the greater degree of inter-organizational utilization of information and data coupled with the harnessing of people’s skills and ideas as well as their commitments and motivations. Therefore, it is undeniable that today's knowledge is an essential asset of every single company and it has become more important than land, labor or capital in today’s economy. This paper investigates on the importance of knowledge management in generating of project success by analyzing whether or not government companies and agencies in Malaysia practice Knowledge Management. In this regard, a research has been conducted amongst fifteen Malaysian governmental companies and agencies to find how effective project managers in Malaysian government companies, integrate Knowledge Management criteria and key success elements in order to achieve project success and gain success.
9
Ponte, Diego, Caterina Pesci, and Pier Franco Camussone. "Between mission and revenue: measuring performance in a hybrid organization." Managerial Auditing Journal 32, no. 2 (February 6, 2017): 196–214. http://dx.doi.org/10.1108/maj-11-2015-1276.
Full textAbstract:
Purpose This paper aims to contribute to the literature concerning performance measurement tools which allow a balanced control of both social goals and financial performances in a hybrid organization. Design/methodology/approach This paper shows the result of an action research project performed within a hybrid organization in Northern Italy. The tool and the main indicators it should reflect were selected cooperating with the management and stakeholders, and the project was brought on by following Lewin’s (1947) three-stage approach (freezing, moving and, unfreezing). Findings The paper shows how a useful tool for measuring social and financial performances has to be driven by the stakeholders’ needs and has to take into consideration the organizational mission. Originality/value The paper contributes to the performance evaluation literature, as it focuses on a hybrid organization with an action research approach which contributes to bridging the gap between research and practice.
10
Markus, M. Lynne. "Technochange Management: Using IT to Drive Organizational Change." Journal of Information Technology 19, no. 1 (March 2004): 4–20. http://dx.doi.org/10.1057/palgrave.jit.2000002.
Full textAbstract:
Using IT in ways that can trigger major organizational changes creates high-risk, potentially high-reward, situations that I call technochange (for technology-driven organizational change). Technochange differs from typical IT projects and from typical organizational change programs and therefore requires a different approach. One major risk in technochange—that people will not use information technology and related work practices—is not thoroughly addressed by the discipline of IT project management, which focuses on project cost, project schedule, and solution functionality. Organizational change management approaches are also generally not effective on their own, because they take as a given the IT “solutions” developed by a technical team. Consequently, the potential for the IT “solution” to be misaligned with important organizational characteristics, such as culture or incentives, is great. Merely combining IT project management and organizational change management approaches does not produce the best results, for two reasons. First, the additive approach does not effectively address the many failure-threatening problems that can arise over the lengthy sequential process of the typical technochange lifecycle. Second, the additive approach is not structured to produce the characteristics of a good technochange solution: a complete intervention consisting of IT and complementary organizational changes, an implementable solution with minimal misfits with the existing organization, and an organization primed to appropriate the potential benefits of the technochange solution. With hard work and care, the combined IT project management plus organizational change approach can be made to work. However, an iterative, incremental approach to implementing technochange can be a better strategy in many situations. The essential characteristic of the technochange prototyping approach is that each phase involves both new IT functionality and related organizational changes, such as redesigned business processes, new performance metrics, and training.
11
J Culumber, Janene. "PHYSICIAN EMR ADOPTION IN AN ACADEMIC SETTING." Journal of Information Technology Education: Discussion Cases 5 (2016): 08. http://dx.doi.org/10.28945/3600.
Full textAbstract:
The Chief Information Office at Moffitt Cancer Center worries that his physicians may not be ready for the shift to electronic medical records (EMR). Could he get the organization to change its view from an IT driven project to an institutional change in clinical and operational workflows?
12
Karrbom Gustavsson, Tina, and Anette Hallin. "Goal seeking and goal oriented projects – trajectories of the temporary organisation." International Journal of Managing Projects in Business 8, no. 2 (April 7, 2015): 368–78. http://dx.doi.org/10.1108/ijmpb-03-2014-0027.
Full textAbstract:
Purpose – The purpose of this paper is to contribute to the theory development of “temporary organizing.” Design/methodology/approach – The paper advances the theory of the temporary organization by applying a process ontological-perspective. Findings – This research note conceptualizes “the temporary organization” as constantly changing across time and space; as shifting between two empirically driven modes: “goal seeking” and “goal oriented.” This is done through the shift of the trajectory of the particular “project” at hand. Practical implications – Based on the theoretical suggestions in the paper, further research is encouraged to find empirical support of and to develop its claims. Originality/value – Despite a call for taking the “organizing”-aspect of temporary organizations seriously, there is still a need for theory development of the area. By introducing the concept of “trajectories” into the studies of temporary organizations, the paper builds a theoretical framework through which such studies may be undertaken.
13
Hirsh, Åsa, and Mikael Segolsson. "Enabling teacher-driven school-development and collaborative learning: An activity theory-based study of leadership as an overarching practice." Educational Management Administration & Leadership 47, no. 3 (November 2, 2017): 400–420. http://dx.doi.org/10.1177/1741143217739363.
Full textAbstract:
The current study reported here is one within a research project aimed at the identification of enabling and constraining factors in a two-year school-development project at a large secondary school in Sweden, where all teaching staff were involved in improving the quality of instruction through collaborative analyses. In this project a development group, consisting of one principal and eight lead teachers/middle leaders, played a vital role. Based on activity theory and an understanding of leadership as practice involving individuals, organization and artefacts, this study sets out to deepen the knowledge of leadership practices in locally situated, teacher-driven, school-development work. Organizational changes occurring when the development group sought to achieve a model for systematic collaborative learning are analysed, with a specific focus on the role of middle leaders. Data were collected through observations and interviews during the project’s planning phase and through subsequent interviews and continuously written self-reflections during its operational phase. Several contradictions on various levels in the activity system are identified, and it is suggested that the school’s way of organizing teacher-driven school-development work – by transforming the rules, division of labor and mediating artifacts of the activity system – enabled collaborative learning and analyses of instruction that involved all teachers at the school.
14
Nord, Magnus, Magnus Ysander, Tim Sullivan, and Mayur Patel. "Practical considerations for creating a strategic and proactive clinical safety and pharmacovigilance organization for the future." International Journal of Risk & Safety in Medicine 32, no. 3 (August 13, 2021): 243–58. http://dx.doi.org/10.3233/jrs-200082.
Full textAbstract:
BACKGROUND: In 2012, Patient Safety (PS) in AstraZeneca was facing a situation with multiple challenges, scientifically and structurally. OBJECTIVE: To meet these and support AstraZeneca’s ambition to return to growth after years of patent expiry, we undertook a project to fundamentally revisit ways of working to create an organisation set up to provide strategic safety in support of drug project decision-making. METHOD: In this paper, we describe the challenges we faced, the project to deliver changes to respond to them, and the methodology used. The project had two main components: creating a new operating model and simplifying the procedural framework. RESULTS: It was delivered in a focused effort by internal PS resources with cross-functional input. The framework simplification resulted in a 71% reduction in procedural documents and a survey of PS staff revealed an increase in satisfaction of 10%–20% across all scores. CONCLUSIONS: With >3 years of observation time, this project has provided AstraZeneca with a PS organisation able to provide strategic safety, supporting successful portfolio delivery, while ensuring patient safety and maintaining compliance with global pharmacovigilance regulations. It has driven efficiency and set the foundation for continued organisational evolution to meet future business needs in an everchanging environment.
15
Russo, Daniel. "The Agile Success Model." ACM Transactions on Software Engineering and Methodology 30, no. 4 (July 2021): 1–46. http://dx.doi.org/10.1145/3464938.
Full textAbstract:
Organizations are increasingly adopting Agile frameworks for their internal software development. Cost reduction, rapid deployment, requirements and mental model alignment are typical reasons for an Agile transformation. This article presents an in-depth field study of a large-scale Agile transformation in a mission-critical environment, where stakeholders’ commitment was a critical success factor. The goal of such a transformation was to implement mission-oriented features, reducing costs and time to operate in critical scenarios. The project lasted several years and involved over 40 professionals. We report how a hierarchical and plan-driven organization exploited Agile methods to develop a Command & Control (C2) system. Accordingly, we first abstract our experience, inducing a success model of general use for other comparable organizations by performing a post-mortem study. The goal of the inductive research process was to identify critical success factors and their relations. Finally, we validated and generalized our model through Partial Least Squares - Structural Equation Modelling, surveying 200 software engineers involved in similar projects. We conclude the article with data-driven recommendations concerning the management of Agile projects.
16
Sechehaye, Hélène, and Marco Martiniello. "Refugees for Refugees: Musicians between Confinement and Perspectives." Arts 8, no. 1 (January 16, 2019): 14. http://dx.doi.org/10.3390/arts8010014.
Full textAbstract:
Driven by the solidarity movements following the “refugee crisis” of 2015, the Brussels-based non-profit organization Muziekpublique, specialized in the promotion of so-called “world music”, initiated the Refugees for Refugees project. This album and performance tour featured traditional musicians who had found asylum in Belgium and had artistic, political, and social goals. In comparison to the other projects conducted by the organization, each step of the project benefited from exceptional coverage and financial support. At the same time, the association and the musicians were facing administrative, musical, and ethical problems they had never encountered before. Three years after its creation, the band Refugees for Refugees is still touring the Belgian and international scenes and is going to release a new album, following the will of all actors to go on with the project and demonstrating the important social mobilization it aroused. Through this case study, we aim at questioning the complexity of elaborating a project staging a common identity of “refugees” while valuing their diversity; understanding the reasons for the exceptional success the project has encountered; and determining to what extent and at what level it helped—or not—the musicians to rebuild their lives in Belgium.
17
Łapuńka, Iwona, and Iwona Pisz. "Knowledge Management in the Project Life Cycle - Initial Research on Polish Smes." Foundations of Management 6, no. 2 (December 1, 2014): 67–82. http://dx.doi.org/10.1515/fman-2015-0012.
Full textAbstract:
Abstract Contemporary organizations run their activities in an environment, which might be defined as fully uncertain and turbulent. Due to variations that occur in the surrounding environment, an increased attention of management practitioners and theoreticians is paid to new management concepts frequently in an integrated version. The authors express a deep belief that consolidation of approaches to project management and knowledge management constitutes a response to challenge for modern organizations. Research into the issue was based on an attempt to determine significance of the knowledge management issue in a life of projects performed by Polish small and medium-sized enterprises (SMEs). Systemizing of desired knowledge management results in a project, from the point of view of its crucial success factors, is essentially substantiated in providing success of projects performed. Preliminary research included SMEs in construction engineering industry. The enterprises perform project- driven orders or apply a project approach in economic activities that they execute. Research conducted by the authors so far, implies, that the SME sector is characterized by a particularly low efficiency in project management. Hypothetic assumptions indicate that one of the main reasons of reaching an unsatisfactory level of project proficiency shaped mainly by processes of synchronizing and coordination of project activities, is an insufficient level of development of social, organization and technological systems and methods of capitalization, as well as transmission of useful project management knowledge. Essential function is performed by a group of selected respondents - 25 enterprises from the group of SMEs, including 5 micro enterprises, 12 small enterprises, and 8 medium-sized enterprises. Analyses performed so far, take into consideration the economic situation of SMEs in Poland.
18
Lattuch, Frank. "Sustaining family-firm innovation through value and process principles." Journal of Business Strategy 41, no. 4 (August 19, 2019): 39–45. http://dx.doi.org/10.1108/jbs-03-2019-0049.
Full textAbstract:
Purpose Organization renewal through innovation represents a difficult managerial challenge in family firms. This paper aims to reveal a framework for sustaining innovation capabilities through a perspective of value and process principles. Design/methodology/approach The author examined the findings from consulting projects in high performing family firms and literature from the areas of family firm strategy and leadership. Findings The author describes how combining patterns of innovative organizations with patterns of high-performing family firms can help leaders to sustain innovation. This study indicates that a value- and process-driven perspective is important for effective innovation. In particular, the four value principles are continuity-, community-, connection- and command-related factors (4C’s). The four process principles, in turn, are profession-, project-, product- and purchase-related factors (4P’s). Originality/value This paper is a part of a wider study of innovative German family firms initiated in 2012. The 4C’s and 4P’s framework suggests a practical means to better implement innovation by reconciling the firm’s innovation strategy, leadership behavior and organizational learning.
19
Law, Kris M. Y., and K. B. Chuah. "The story of project-based action learning (PAL)." International Journal of Organizational Analysis 27, no. 5 (November 4, 2019): 1442–64. http://dx.doi.org/10.1108/ijoa-08-2018-1505.
Full textAbstract:
Purpose Since the late 1980s, the concepts of organizational learning (OL) and learning organization (LO) has prospered and been advocated as an effective strategy for organizational excellence. However, there was a lack of systematic documentation or cases reported proving the sustaining effect of OL. The purpose of this paper is to present a successful 15-year OL case in China, with which to prove PAL is a sustainable vehicle for OL. Design/methodology/approach This study documents a 15-year successful journey of a project-based action learning (PAL) driven OL setting in a multinational high-tech manufacturing company in China. The case study has been focusing on the progress of the four pillars in the PAL framework (i.e. policy and strategy; learning facilitation; resources and technology; and performance management) throughout the 15-year journey. Besides secondary data collection, on-site interviews with participants and the management of the company were carried out. Findings From this longitudinal case study, it can be seen that the four pillars form a very robust infrastructure supporting PAL for driving OL within the company. Each pillar is indispensable and evolves according to the needs of the others. Both management and learning team members perceived that PAL is an effective tool to drive OL within the case company. Originality/value This paper presents a unique15-year longitudinal examination of a successful OL story in a high-tech company in China, through the adoption of the PAL driven framework and the evolutionary road of the associated parts. While successful, this paper is considered as a “stage” summary of the long range road of OL adoption, with PAL proven to be a sustainable OL vehicle.
20
Wang, Fu-Kwun, Chen-Hsoung Hsu, and Gwo-Hshiung Tzeng. "Applying a Hybrid MCDM Model for Six Sigma Project Selection." Mathematical Problems in Engineering 2014 (2014): 1–13. http://dx.doi.org/10.1155/2014/730934.
Full textAbstract:
Six Sigma is a project-driven methodology; the projects that provide the maximum financial benefits and other impacts to the organization must be prioritized. Project selection (PS) is a type of multiple criteria decision making (MCDM) problem. In this study, we present a hybrid MCDM model combining the decision-making trial and evaluation laboratory (DEMATEL) technique, analytic network process (ANP), and the VIKOR method to evaluate and improve Six Sigma projects for reducing performance gaps in each criterion and dimension. We consider the film printing industry of Taiwan as an empirical case. The results show that our study not only can use the best project selection, but can also be used to analyze the gaps between existing performance values and aspiration levels for improving the gaps in each dimension and criterion based on the influential network relation map.
21
Chen, Dan. "The Projected Implementation of Human Geography on the basis of Practical Design: A Case Study of Taking a Map to the Journey." Science Insights Education Frontiers 10, S1 (September 13, 2021): 20. http://dx.doi.org/10.15354/sief.21.s1.ab050.
Full textAbstract:
This paper begins with the quality analysis of the current project-based learning task of Humanities Geography, and further analyzes the “inauthenticity” and “"insubstantiality" phenomenon in the process of project-based learning design, mainly in analyzing the problems of the entire process of determination of objectives, creation of situations, design of driving tasks, implementation, presentation and evaluation of tasks. This paper chooses Taking a Map to the Journey as an example, which is the project task “the Application of Maps in Daily Life” in Humanities Geography, from the development of resources and determination of the theme to the creation of a realistic situation, from the design of higher-order thinking-driven "real" tasks to the organization and implementation of group “real” cooperation, and finally presents personalized achievement and designs the gauge to deepen the "real evaluation". By these means, the classroom project-based learning can be more effective and efficient and fully indicate the subject's core literacy, and thus realizing the "real design" of project-based learning.
22
Jayaraman, R. "An Empirical Study of Delays in Large Engineering Projects: An Indian Experience." Jindal Journal of Business Research 10, no. 1 (April 29, 2021): 49–76. http://dx.doi.org/10.1177/22786821211000222.
Full textAbstract:
This article analyzes factors responsible for delays in two large projects undertaken by an Indian organization over a period of 7 years. The research work critically examines the reasons for delays using questionnaires in four core areas of project work. An in depth analysis has identified 10 factors, which cause delays, viz., inept project planning practices, inadequate and inexperienced consultant personnel, recurring stakeholders interactions, incomplete understanding of the client’s requirements, unfamiliarity with documentation needs in the client country, subsequent client and inspection agency-driven change requirements, incomplete preparation at the hook-up yard, and delays in vendor mobilization/inadequate vendor expertise. The original contribution of this research is in the areas of analyzing and understanding delays due to doing work in offshore locations, doing project management work using documents in offshore country language, understanding offshore country laws and regulations, in-depth understanding of the root causes of delays using detailed, segmented questionnaires and analysis of the sequential nature of project management work.
23
Collins, Paul E., Jon R. Skafel, David I. Atkinson, and Sandra Jenkins. "Continuum: Measuring and Managing the Patient Care Process." Healthcare Management Forum 7, no. 3 (October 1994): 27–40. http://dx.doi.org/10.1016/s0840-4704(10)61065-4.
Full textAbstract:
The authors describe the CONTINUUM project which was initiated in a community hospital to manage the appropriateness, timeliness and acceptability of the patient care process on a concurrent or day-to-day basis. CONTINUUM is a quality and data-driven approach to continuous improvement of the patient care process. The St. Thomas-Elgin General Hospital researched “appropriateness of care” measurements and adapted their use for the CONTINUUM project. A concurrent care plan evaluation tool is applied to every care every day. This intensity of service (needs-based) strategy is called the ACTIVITY index. Patients are categorized ACTIV (appropriate) or non-ACTIV (perhaps inappropriate). Non-ACTIV patients are further subdivided into various “barriers to care,” from which service, hospital or physician-related factors can be stratified. Practice patterns and hospital resource use are then rapidly identified. The operational dimensions of the project (bedside, organization and community) are described as well as the inhibitors and enablers of this change process.
24
Rossing, Walter A. H., Annemarie Groot Kormelinck, Florencia Alliaume, Santiago Dogliotti, Jessica Duncan, Carlos Huenchuleo, Laurens Klerkx, Jacques Trienekens, and Daniel Gaitán-Cremaschi. "Transitioning to the safe and just space inside ‘the doughnut’ by means of agroecological niche food systems: insights from Chile and Uruguay." International Journal of Agriculture and Natural Resources 47, no. 3 (December 2020): 295–311. http://dx.doi.org/10.7764/ijanr.v47i3.2258.
Full textAbstract:
To operate within the safe and just operating space captured by the doughnut metaphor, sustainability transitions are needed in the food system. Niche food systems with highly distinct practices and organization constitute a treasure chest of alternatives from which society can build new futures. Policy has little awareness of niche food systems and their potential contributions to sustainability transitions. Importantly, this limits society’s ability to adapt. Here, we review findings from an ongoing scientific project into different components of the vegetable food systems in Chile and Uruguay. The aim of the project is to investigate options for transitioning to low- or no-pesticide vegetable food systems. The results show: 1. the presence of promising alternative vegetable food systems in Chile, which are, however, highly marginalized and disempowered; 2. a diversity of vertical and horizontal producer arrangements in Uruguay and the need for value-driven as well as market-driven engagement; and 3. major possibilities for improving production systems to arrive within the doughnut by taking a systems perspective at the farm scale that includes the farm families and their networks. Consequences of these findings for alternative vegetable food systems are discussed.
25
Adeola, Oladele Stephen, and Adesina Rafiu Ganiyu. "A Fuzzy System for Evaluating Human Resources in Project Management." International Journal of Technology Diffusion 11, no. 1 (January 2020): 66–95. http://dx.doi.org/10.4018/ijtd.2020010105.
Full textAbstract:
The key lubricants for the necessary functioning of any organization are money, machines, time, and humans. Human resources is the most important ingredient among them. Most projects fail because of ineptitude of those who administer the project, notably in government projects. Alternatively, advertisement for expert positions suffers as a result of poor coverage, late responses, non-transparency, and subjective selection during recruitment process. This work proposes a fuzzy system for the evaluation of human resources for the management of projects in core areas where professional services are expedient for supervision. It exposes the level of experience on the job, core competencies, exposure, and knowledge scope. A prototype fuzzy system for evaluation of human resource for project management, consisting of a user friendly menu-driven interface, was developed for evaluating the suitability of professionals for different roles within a project team. At the end of the work, it is expected that governments, companies, and various donor agencies would find the system useful when embarking on projects for an optimal result.
26
Kosfeld, Michael, and Susanne Neckermann. "Getting More Work for Nothing? Symbolic Awards and Worker Performance." American Economic Journal: Microeconomics 3, no. 3 (August 1, 2011): 86–99. http://dx.doi.org/10.1257/mic.3.3.86.
Full textAbstract:
We study the impact of status and social recognition on worker performance in a field experiment. In collaboration with an international non-governmental organization, we hired students to work on a database project. Students in the award treatment were offered a congratulatory card honoring the best performance. The award was purely symbolic to ensure that any behavioral effect is driven by non-material benefits. Our results show that the award increases performance by about 12 percent on average. The results provide strong evidence for the motivating power of status and social recognition in labor relations. (JEL C93, J33, M12, M52)
27
Painter, Michael, and Oscar Castillo. "The Impacts of Large-Scale Energy Development: Indigenous People and the Bolivia-Brazil Gas Pipeline." Human Organization 73, no. 2 (May 1, 2014): 116–27. http://dx.doi.org/10.17730/humo.73.2.9h502275372j30jm.
Full textAbstract:
In 1997, construction began on the Bolivia-Brazil Gas Pipeline to link the gas fields of southeastern Bolivia with the Brazilian cities of São Paulo and Porto Alegre. One indigenous organization, the Capitanía de Alto y Bajo Isoso, led alliances with other regional actors to negotiate a redesign of the impact mitigation and compensation program. The resulting program won international recognition for setting standards for best practices. The experience provides lessons for improving approaches to impact mitigation, the complexities of establishing governance arrangements that permit meaningful involvement of local people, and the opportunities and limitations on addressing the negative impacts of development driven by extractive industries. Because both the pipeline project and the response of the indigenous organization occurred in the context of neoliberal economic policies, the case also offers insights into the complexities of local responses to neoliberal reform.
28
Wargadinata, Ella Lesmanawaty. "ASSESSING COMMUNITY PARTICIPATION." International Journal of Kybernology 3, no. 1 (July 22, 2019): 30–38. http://dx.doi.org/10.33701/ijok.v3i1.581.
Full textAbstract:
Since 2007 Government of Indonesia implementing mass National Community Empowerment Program, well-known as PNPM which is reaches thirty three provinces. This program has become an important development program for national as well as local and regional level across Indonesia. The program using bottom up approaches since it implemented based on fostering local community participation; strengthening local community organization with the ultimate goals is to reduce poverty at local level. The regulation and technical guidance affirmed by ministry and it is running by local community organization. The study goes to examine the research findings that the Indonesia CDD’s program is effective to enhance local participation. It also examines the extent to which research findings used to increase higher public participation on this project since the program focus on small scale infrastructure and mostly it has taken up uniform activity of the program agenda all over the countries. The program basically focus on building basic need infrastructure projects, such as, piping drinking water project, paving small roads at rural or paving narrow ‘labyrinth’ at dense urban area. However, hardly to find innovation program from the local governments since they have no adopted anything remotely near the ‘National Package’. Moreover, the quality of participation is still questionable. This study concludes with a discussion of the limits to evaluation and recommend stragies for promoting forther practice and methods of The Urban-Poverty Project public participation evaluation. Based on the literature study, this paper try to give contribution on an understanding of the successful of project implementation, in turn could be used to formulate future public partcipation project.
Keywords: Empowerment, Poverty Reduction, Local Participation, Community Driven Development
29
Smith, C. H. Llewellyn. "International collaboration in science and technology: lessons from CERN." European Review 7, no. 1 (February 1999): 77–92. http://dx.doi.org/10.1017/s1062798700003756.
Full textAbstract:
here is a long and beneficial tradition of international collaboration in science and technology. There are, however, trends working against collaboration, and tensions between (for example) collaboration and competition, and European integration and increasing emphasis on national competitiveness. It is therefore important to have a clear understanding of when and in what form international collaboration is desirable. This paper considers these issues, drawing lessons from CERN – the European Laboratory for Particle Physics. CERN, which pioneered European collaboration, is now becoming in a sense a world organization. Physicists from 47 countries will participate in experiments at CERN's next project, the Large Hadron Collider (LHC), which is set to be the first megascience project constructed by a global partnership, driven ‘bottom up’ by the scientists involved. CERN's experience with the LHC could provide an excellent precedent for other projects.
30
Vilminko-Heikkinen, Riikka, and Samuli Pekkola. "Master data management and its organizational implementation." Journal of Enterprise Information Management 30, no. 3 (April 10, 2017): 454–75. http://dx.doi.org/10.1108/jeim-07-2015-0070.
Full textAbstract:
Purpose Master data management (MDM) aims to improve the value of an organization’s most important data, such as customer data, by bridging the silos between organizational units and information systems. However, incorporating data management practices into an organization is not a simple task. The purpose of this paper is to provide a new understanding of the challenges in establishing and developing the MDM function within an organization. Design/methodology/approach This papers report an ethnographic study within a municipality. The data were collected from two consecutive MDM development projects over the time period of 32 months by observing MDM-related activities and interviewing appropriate actors. Observations, interviews, and impressions were documented to a diary that was later qualitatively analyzed. Various project documentation were also used. Findings In total 15 challenges were identified. Seven of these were not identified earlier in the literature. New challenges included legislation-driven challenges, mutual understanding of master data domains, and the level of granularity for those domains. Eight issues, such as data owner and data definitions, were MDM specific, others being more generic. All of the issues were identified as preconditions or as affecting factors for the others. Three of the issues were identified as pivotal. The issues emphasize strong alignment between the complex concept of MDM and the organization adopting it. Research limitations/implications This research was based on a single qualitative case study, and caution should be exercised with regard to generalizations. The findings increase understanding about the complex organizational phenomena. The study offers public sector and private sector practitioners insights of the organizational issues that establishing a MDM function can encounter. Originality/value The issues discovered in the research shed light on the strong alignment between the complex concept of MDM and the organization. The results of this study assist researchers in their endeavor to understand the organizational aspects of MDM, and to build theoretical models, frameworks, practices, and explanations.
31
Pikas, Ergo, Lauri Koskela, and Olli Seppänen. "Improving Building Design Processes and Design Management Practices: A Case Study." Sustainability 12, no. 3 (January 26, 2020): 911. http://dx.doi.org/10.3390/su12030911.
Full textAbstract:
The aim of this case study, underpinned by participative action research and design science research methodologies, is to show how design and design management practices can be improved based on a new conception of design activity and lean design management. First, problems related to design and design project management are identified using a triangulation of methods, and a root-cause analysis is conducted. Second, interventions are developed, implemented, and evaluated over two iterations. The methods and practices employed in the organization under study imply it had adopted the transformation view of the conceptualization of design. It was also observed that the organization considered design strictly a technical activity. Both choices appeared to be the root causes of the problems faced by the organization. To complement the transformation view, methods and practices following the flow and value views were introduced. To counteract the strictly “technical understanding of design”, “social” concepts were introduced. As a direct result of theory-driven interventions, there were significant improvements in building design processes and design management practices.
32
Fairey, Tiffany, and Rachel Kerr. "What Works? Creative Approaches to Transitional Justice in Bosnia and Herzegovina." International Journal of Transitional Justice 14, no. 1 (March 1, 2020): 142–64. http://dx.doi.org/10.1093/ijtj/ijz031.
Full textAbstract:
ABSTRACT∞ Scholars and practitioners of transitional justice have begun to seek alternative approaches in the arts and culture as a means to pursue core goals of peace and reconciliation. This Special Issue asks what creative approaches can do that conventional transitional justice mechanisms cannot, and invites us to reflect on the possibilities, and the potential challenges, risks and constraints. In response, this article discusses two arts-based initiatives in Bosnia and Herzegovina, one involving a national museum, the History Museum of Bosnia and Herzegovina, and one with a Bosnian peacebuilding organization, the Post Conflict Research Centre, that provided opportunities for plural, dialogical and localized forms of transitional justice. Analyzing the question of what worked in these two distinct initiatives, we highlight four common qualities and offer them as non-prescriptive ‘good-practice principles’ in strategic arts-based peacebuilding practice: iterative working over time; carving space for plural, locally driven narratives; amplifying the capacities and networks of local actors; and context-driven project design.
33
J Culumber, Janene. "PHYSICIAN EMR ADOPTION IN AN ACADEMIC SETTING." Muma Case Review 1 (2016): 1–20. http://dx.doi.org/10.28945/3582.
Full textAbstract:
Mark Hulse, Chief Information Officer at Moffitt Cancer Center wondered out loud as he stared at the results of the survey used to determine organizational readiness for change. Much about this implementation seemed to be different from his prior experiences: the academic setting, the physician led leadership structure, the regulatory requirements driving change, and the government incentives to reduce the financial burden of implementation. Hulse’s decision of how to proceed was influenced by a number of issues. First, electronic clinical documentation was implemented but very few physicians had adopted the technology, as it was more cumbersome then their current process. Attempts to push adoption had resulted in considerable frustration from the physicians. Second, the organization was running out of time. To earn government incentives for meaningful use (approximately $6 million), certain aspects of the electronic records had to be in place in six months. The project was plodding along, but it was feasible to continue with the current path and implement just enough to meet the requirements for year 1. But after the initial year, the next phase would be Computerized Provider Order Entry, requiring even further adoption and significant clinical workflow changes. The risks would continue to compound making it challenging to hit stage 1 in time to achieve any incentives. Both Hulse and Dr. Phil Smith, the Chief Medical Information Officer, believed there was another alternative. The organization needed to change its view from an IT driven project to an institutional change in clinical and operational workflows. But, that would entail a much longer process and would require the organization to forgo the significant financial incentives. Would the executive leadership even entertain such an idea? Hulse and Smith stared at each other; they both knew neither proposition was without great risk. They were already receiving angry emails from physicians and the executive team was anxious, to say the least. Hulse sighed, “This is not going to be an easy decision to make.”
34
Weis, Susanne, Kaustubh R. Patil, Felix Hoffstaedter, Alessandra Nostro, B. T. Thomas Yeo, and Simon B. Eickhoff. "Sex Classification by Resting State Brain Connectivity." Cerebral Cortex 30, no. 2 (June 28, 2019): 824–35. http://dx.doi.org/10.1093/cercor/bhz129.
Full textAbstract:
Abstract A large amount of brain imaging research has focused on group studies delineating differences between males and females with respect to both cognitive performance as well as structural and functional brain organization. To supplement existing findings, the present study employed a machine learning approach to assess how accurately participants’ sex can be classified based on spatially specific resting state (RS) brain connectivity, using 2 samples from the Human Connectome Project (n1 = 434, n2 = 310) and 1 fully independent sample from the 1000BRAINS study (n = 941). The classifier, which was trained on 1 sample and tested on the other 2, was able to reliably classify sex, both within sample and across independent samples, differing both with respect to imaging parameters and sample characteristics. Brain regions displaying highest sex classification accuracies were mainly located along the cingulate cortex, medial and lateral frontal cortex, temporoparietal regions, insula, and precuneus. These areas were stable across samples and match well with previously described sex differences in functional brain organization. While our data show a clear link between sex and regionally specific brain connectivity, they do not support a clear-cut dimorphism in functional brain organization that is driven by sex alone.
35
Bonanomi, Marcella M., Daniel M. Hall, Sheryl Staub-French, Aubrey Tucker, and Cinzia Maria Luisa Talamo. "The impact of digital transformation on formal and informal organizational structures of large architecture and engineering firms." Engineering, Construction and Architectural Management 27, no. 4 (November 6, 2019): 872–92. http://dx.doi.org/10.1108/ecam-03-2019-0119.
Full textAbstract:
Purpose The purpose of this paper is to understand the impact of digital technologies adoption on the forms of organization of large architecture and engineering (A/E) firms. Network theory has attracted scholarly and managerial attention, particularly from the perspective of the changes of project organization. However, little research focuses on network theory as a lens for understanding and managing the new forms of firms’ organization. Additionally, conventional organizational analyses are hampered by the lack of methods for understanding the changes in roles and relationships due to the adoption of digital technologies and examining their impact on organizational structures. Design/methodology/approach To address this gap, this research adopted a mixed-method case-study approach. This approach combined interviews, regular check-ins, and document analysis with data mining and social network analysis (SNA) to capture the changes of intra-organizational roles and relationships and for understanding their impact on the firm’s organizational structure. Using the data gathered, the authors created a dendrogram that shows the formal organizational structure, a sociogram that displays the informal organizational structure and a network map that visualizes the interplay between the two structures. Findings From this analysis, the authors identified four main findings: informal roles – as go-to people for advice and information about digital technologies – play within A/E firms facing digital transformation; such go-to people operate through informal networked relationships and beyond their formal roles; most of these relationships do not overlap with the formal reporting relationships; the combination of both these roles and relationships create an informal social network. The authors also show how managers can use SNA to understand the changes in roles and relationships due to the adoption of digital technologies and to diagnose their impact on organizational structures. Originality/value This research contributes to the literature of organizational design and change management from a network perspective in the context of the digital transformation of large A/E firms. It provides a systematic data-driven approach to understanding the changes of intra-organizational roles and relationships within A/E firms facing digital transformation and to diagnosing the impact of these changes on firms’ organizational structures.
36
Murray, Andrea, Martha Wadsworth, Jennifer Kraschnewski, Kathleen Best, and Carmen Henry-Harris. "4481 Better Together Harrisburg: Community-Driven Research Day." Journal of Clinical and Translational Science 4, s1 (June 2020): 81–82. http://dx.doi.org/10.1017/cts.2020.260.
Full textAbstract:
OBJECTIVES/GOALS: The overall goal of the Community-Engaged Research Core, supported by the Penn State Clinical and Translational Science Institute, is to invest in opportunities that promote collaboration between researchers and communities. Research in which community members are participating in the research process will more likely lead to reducing health disparities when compared to more traditional approaches. This abstract describes a community research day that brought researchers and community-based organizational leaders together to discuss critical areas of research. We aim to highlight a successful approach for how to work with a community, particularly one that has been distrustful of research, to facilitate and support collaborations between academic researchers and community-based organizational leaders (CBOs). Community-based organizational leaders are often the most knowledgeable individuals when it comes to identifying and discerning the needs and research priorities of their communities and they are generally in the best positions to help build greater trust between academic researchers and communities. METHODS/STUDY POPULATION: A Community Research Day Steering Committee was formed in the spring of 2018 and consisted of 10 community-based organizational leaders from Harrisburg, Pennsylvania, two Penn State University staff, and one Penn State University faculty member. The Steering Committee’s purpose was to design, plan, and execute an event (Better Together: Community Driven Awareness) in which community-organizational leaders and faculty researchers came together to discuss possible research collaborations to improve community health. The Steering Committee participated in bi-monthly planning meetings leading up to the event, Better Together: Community-Driven Awareness. During these planning meetings, members determined that mental health and nutrition were two critical areas deserving of more attention from research within their geographical community. Organizations were asked to identify sub-categories within mental health and nutrition that they saw as most relevant to their communities. The sub-categories that they selected became the theme topics for round table discussions at the main event. This information was also used to determine which academic researchers to invite to the event, based on scientific expertise. In addition to selecting these topics for table discussions, the Steering Committee provided advice on the agenda and program materials. The agenda for Better Together: Community-Driven Awareness featured a presentation from a successful collaboration between a faculty member and a community-based organization whose project was centered around suicide prevention in the school system. After the presentation, researchers and CBOs sat at round tables for facilitated discussions about their table’s theme. The facilitated discussions fostered new relationships and led to collaborations outside of the event. Following the round-table discussions, there was a presentation about funding and next steps. Lastly, feedback forms were given to each attendee to assess their experience of the event and to better understand what to improve upon for the future. RESULTS/ANTICIPATED RESULTS: Following the Community-Driven Awareness event, the Community-Engaged Research Core at Penn State released a call for proposals for planning grants to be awarded to faculty/community-based organization teams. These grants were intended to build capacity for externally-funded research that seeks to address important community-identified research questions. The internal grants support meetings to discuss mutual interests, develop research questions, identify leaders, conduct literature reviews, and collect pilot data. A team must have included, at a minimum, one Penn State faculty researcher and one community-based organizational leader as co-principal investigators. In the proposal, the team was asked to describe its preliminary research question, the work to be accomplished during the planning period, anticipated outcome(s) and deliverables, and preliminary ideas for seeking future external funding. A two-page narrative briefly described how the team members’ expertise/experience/constituencies would address the specified research question. In addition, the team provided a budget and budget justification. Planning grants ranged from $500-$5,000. Funds were allocated for a 6-12 month period. After the call was sent out, seven proposals were submitted and three were selected for external funding. Proposal topics included: * Exploring the Mechanism of Engagement in HIV Testing, Prevention, and Care Among African American and Hispanic/Latino Men who Have Sex with Men * Educator Translation of a Universal Social-Emotional Learning Program in School Practice * Growing Nutritious Communities: Gardening to increase access to and knowledge about fresh fruits and vegetables among residents in South Harrisburg, Hall Manor community. DISCUSSION/SIGNIFICANCE OF IMPACT: There are several academic institutions that have implemented similar events whose goal is to bring together academic researchers and community-based organizational leaders. To our knowledge, this is one of a few examples of an event that was developed from the ground up by a committee comprised mostly of community organization leaders. The community leaders guided the decisions made in all phases of the event design from determining the research themes to providing input on program materials. Additionally, our Steering Committee garnered the interest and attendance from over 20 community participating organizations, which attests to their commitment and dedication to seeing this event through from beginning to end. The feedback received from the event was overwhelmingly positive. Both academic researchers and community-based organizational leaders expressed their appreciation for an event that brought both parties together in a space where they felt comfortable to share ideas and knowledge. When asked how we could improve this event in the future, most attendees shared that they wanted more time and more opportunities to connect. One limitation of the event noted by attendees was that attendees were not able to sign up for the round table discussions themselves but were placed strategically at them by our Steering Committee. Therefore, at our next event, attendees will be able to select their tables and determine which themed topic they prefer to participate in. Lastly, we are considering how to best summarize the ideas that are generated from these round table discussions in a way that can be shared with the larger group and in a way that might foster collaborations outside of the event.
37
Holm, Rochelle H., and Alice Ngulube Magombo. "Between water stewardship and independent global water certification: learning from smallholder rice farmers, Karonga, Malawi." Waterlines 40, no. 1 (January 1, 2021): 61–72. http://dx.doi.org/10.3362/1756-3488.20-00006.
Full textAbstract:
Cooperation and locally driven water management are at the forefront of food production water management for smallholder farmers in low-income countries. The aim of this paper was to critically reflect on the experiences of 5,819 smallholder rice farmers in Karonga District, Malawi, who were members of a farmers’ organization that achieved improved water stewardship, but could not achieve Alliance for Water Stewardship certification within a three-year project. The data for this paper were obtained through farmer and stakeholder interviews. The partnership attempted to bring together four parties: academics, farmers, local government, and a non-governmental organization. The farmers were trained by combining stewardship and certification topics through a train-the-trainer approach. The farmers’ organization primarily focuses on agribusiness; therefore, they did not have any water-related data or detailed farm boundaries from the large and dispersed group of farmers and could not obtain a collective water permit. Understanding water governance was difficult for many farmers. Furthermore, moving from stewardship to certification presented some financial challenges. Critical thinking and questioning are required, along with a deeper understanding of the local context, logistical hindrances, priorities, alternatives, culture, and science, to evaluate how projects are designed and partially succeed or fail from the perspective of low-income farmers in the Global South.
38
Czekierda, Łukasz, Krzysztof Zieliński, and Sławomir Zieliński. "Automated Orchestration of Online Educational Collaboration in Cloud-based Environments." ACM Transactions on Multimedia Computing, Communications, and Applications 17, no. 1 (April 16, 2021): 1–26. http://dx.doi.org/10.1145/3412381.
Full textAbstract:
Integrated collaboration environments (ICEs) are widely used by corporations to increase productivity by fostering groupwide and interpersonal collaboration. In this article, we discuss the enhancements of such environment needed to build an educational ICE (E-ICE) that addresses the specific needs of educational users. The motivation for the research was the Małopolska Educational Cloud (MEC) project conducted by AGH University and its partners. The E-ICE developed by MEC project fosters collaboration between universities and high schools by creating an immersive virtual collaboration space. MEC is a unique project due to its scale and usage domain. Multiple online collaboration events are organized weekly between over 150 geographically scattered institutions. Such events, aside from videoconferencing, require various services. The MEC E-ICE is a complex composition of a significant number of services and various terminals that require very specific configuration and management. In this article, we focus on a model-driven approach to automating the organization of online meetings in their preparation, execution, and conclusion phases. We present a conceptual model of E-ICE-supported educational courses, introduce a taxonomy of online educational services, identify planes and modes of their operation, as well as discuss the most common collaboration patterns. The MEC E-ICE, which we present as a case study, is built in accordance with the presented, model-driven approach. MEC educational services are described in a way that allows for converting the declarative specification of E-ICE application models into platform-independent models, platform-specific models, and, finally, working sets of orchestrated service instances. Such approach both reduces the level of technical knowledge required from the end-users and considerably speeds up the construction of online educational collaboration environments.
39
Ningsih, Intan Kurniati, Verina Ingram, and Sini Savilaakso. "Voluntary Sustainability Certification and State Regulations: Paths to Promote the Conservation of Ecosystem Services? Experiences in Indonesia." Forests 11, no. 5 (May 1, 2020): 503. http://dx.doi.org/10.3390/f11050503.
Full textAbstract:
The Forest Stewardship Council initiated a Forest Certification for Ecosystem Services (ForCES) project from 2011 to 2017 to improve and promote sustainable forest management addressing a range of ecosystem services. Three sites in Indonesia were included in the pilot. Whilst the development of the certification standard was largely the result of a partnership between the certification standard organization, civil society and research organizations, implementation and monitoring of the impact of this sustainability standard will entail interactions with state regulations. This study examined how voluntary certification, other market-based approaches and state regulations concerning ecosystem services in Indonesia interplay, particularly in the agenda setting and negotiation stage. Using the conceptual lenses of transition theory and state and non-state market-based governance, interrelationships between ecosystem services certification and regulations were found to be complementary and antagonistic. The majority of interrelations were complementary and supporting. However, antagonism exists where regulations do not address multiple land uses and when there are contradictions in how state regulations define ecosystem services. There was limited state involvement in developing the ecosystem services certification standard, with no substitution between the voluntary standard and regulations occurring. To scale and transition this innovatory standard from a niche to a sociotechnical regime level, it is recommended that market-driven governance arrangements at farm, forest concession and landscape level are developed in collaboration with national and local governments. Collaboration can create synergies to incentivize the acceptance, adoption and effectiveness of non-state market driven instruments to positively enhance the conservation of ecosystem services.
40
Rabner, Barry S. "How to Help Hospitals Achieve Their Mission Through Good Design." HERD: Health Environments Research & Design Journal 5, no. 3 (April 2012): 7–11. http://dx.doi.org/10.1177/193758671200500302.
Full textAbstract:
In 2003, Princeton HealthCare System (PHCS) completed a strategic plan that called for replacing its 220-bed acute care hospital—a decision driven by the need to serve a growing and aging population and the demand for new programs, services, technologies, and clinical strategies. As hospitals nationwide undertake similar projects to replace aging facilities, they face many of the same challenges. Various factors must be considered when designing a new hospital. Two significant obstacles to great design exist: First, hospital executives understand the economic and clinical drivers that affect hospital care and financial performance but often lack an appreciation for how design decisions can impact these critical factors. Second, CEOs often delegate oversight to others in the organization. The CEO's direct participation is necessary to ensure that the project reflects the organization's values and strategic and operational objectives. Solutions to address this dilemma include increased use of evidence-based design and strategies such as tying payment for design services to long-term facility performance indicators. Effective partnerships among healthcare planners, facility designers, and hospital executives will result in a new facility whose design promotes improved clinical outcomes, greater patient satisfaction, and financial viability.
41
Janusz, Artur, Agata Bednarek, Leszek Komarowski, Pawel Boniecki, and Per Engelseth. "Networked interdependencies and interaction in a biotechnology research project." IMP Journal 12, no. 3 (November 12, 2018): 460–82. http://dx.doi.org/10.1108/imp-01-2018-0009.
Full textAbstract:
Purpose The purpose of this paper is to reveal the interdependencies involved and how interaction takes place in the context of a project organization as a network of academic and business actors. Design/methodology/approach This study focuses on relationships between business and academia and applies a single case research strategy. Data are collected through a series of theoretically sampled in-depth interviews including company observations. The single case study provides a rich narrative of the network structure and processes involved in establishing, implementing and completing a research project in Poland. The Industrial Marketing and Purchasing Group network approach focusing on resource combinations that emerge in a network structure characterized by interdependency and integration is applied to analyze interaction in this project-organized network. Findings Change in interdependencies, interaction and integration are analyzed individually, and in conclusion in relation to each other. While supply chain management literature postulates that integration is a management goal, a driver of successful business, this study points out that integration is an outcome of interaction in a context of changing interdependencies. This means that managerial focus should rather be driven to understanding the nature of network interdependencies, their path of change and how interaction is carried out in this emergent context. Originality/value The study aims to help better understand the potential for research project cooperation by explaining how businesses and research units can cooperate through an understanding that integration is a complex phenomenon, focusing on how management may better support services production through careful consideration of that integration is developed through considerations of interdependencies as context of interaction in the varied business cultures a project network comprises. Project management is more a learning process than a planning process.
42
Chiș, Diana-Maria, and Emil Lucian Crișan. "A framework for technology transfer success factors: validation for the Graphene4Life project." Journal of Science and Technology Policy Management 11, no. 2 (April 2, 2020): 217–45. http://dx.doi.org/10.1108/jstpm-06-2019-0066.
Full textAbstract:
Purpose The purpose of this paper is to develop a theoretical framework for technology transfer success factors from a technology provider viewpoint and to test this framework considering the perceptions of graphene researchers from a Romanian research project (Graphene4Life). Design/methodology/approach The authors conducted a literature review and a case study with three units of analysis. Semi-structured face-to-face interviews and content analysis were used. Findings The five-category framework for technology transfer success factors from a technology provider viewpoint, which portrays success factors in an expansive way from technology to the market (technology, organization, context, collaboration and customer absorptive capacity factors), is confirmed by the qualitative analysis, while new factors in all categories are discovered. Research limitations/implications The results are limited given the qualitative nature of this research. The extrapolation of the results to other technologies and contexts is a scientific challenge. Originality/value In this paper, the authors develop, based on a detailed literature review, a framework for technology success factors from a technology provider viewpoint, which classifies technology transfer success factors in an expansive way from technology to the market (technology, organization, context, collaboration and customer absorptive capacity factors). Technology itself is settled as the foundation of the framework, underlining the need for a technology-driven technology transfer process. In comparison to existing frameworks that analyze technology transfer success factors, the present framework is a more complex one, covering all facets of the technology process. The new factors discovered through the qualitative analysis are also an important contribution of this research.
43
BABA, YASUNORI, MASARU YARIME, and NAOHIRO SHICHIJO. "SOURCES OF SUCCESS IN ADVANCED MATERIALS INNOVATION: THE ROLE OF "CORE RESEARCHERS" IN UNIVERSITY–INDUSTRY COLLABORATION IN JAPAN." International Journal of Innovation Management 14, no. 02 (April 2010): 201–19. http://dx.doi.org/10.1142/s1363919610002611.
Full textAbstract:
This article aimed to identify the effect of university-industry collaborations on the innovative performance of firms operating in the advanced materials field, and it proposed an original classification of the research organization partners. The main contribution resides in the estimation of the role played by collaborations with differently experienced corporate researchers. In the advanced materials industry the most effective collaborations are driven by "core researchers," who have been involved in authoring scientific papers, in addition to applying sizeable patents. The results of the case study focusing on partner firms collaborating with "Pasteur scientists" such as Fujishima and Hashimoto of the University of Tokyo confirm the idea that core researchers have the quality to work as boundary spanners between science and technology, and that their becoming heavy-weighted project leaders pushed the firms' R&D towards commercialization.
44
Niederer, Ulrich. "Hopes and sighs: the Swiss Cooperative Storage Facility." Library Management 37, no. 4/5 (June 13, 2016): 170–81. http://dx.doi.org/10.1108/lm-05-2016-0037.
Full textAbstract:
Purpose – The purpose of this paper is to present the Swiss Cooperative Storage Facility, a high bay, high density, automated, and oxygen reduced off-site storage facility which serves five research libraries from the German speaking part of Switzerland; it opened in February 2016. Design/methodology/approach – It describes the complete process of evaluating and planning this innovative facility. Findings – It explains the way the cooperation of the five libraries in highly federalist Switzerland was achieved, what principles guided its organization, and how the libraries prepared their holdings for this off-site storage. It shows the construction as an ecologically driven green building with economical advantages. Originality/value – The project seems to be the second automated and oxygen-reduced library storage facility worldwide, after the British Library’s Additional Storage Buildings, and the depth and detail of the evaluation phase is new.
45
Moore, Nancy J. "Restating Intentional Torts: Problems of Process and Substance in the ALI’s Third Restatement of Torts." Journal of Tort Law 10, no. 2 (September 25, 2018): 237–79. http://dx.doi.org/10.1515/jtl-2017-0031.
Full textAbstract:
AbstractThe American Law Institute’s Third Restatement of Torts was initially conceived as a series of separate projects, each with its own reporters. From 1998 through 2010, the ALI completed and published three different segments: Products Liability, Apportionment of Liability, and Liability for Physical and Emotional Harm. Initially, the ALI did not intend to restate the intentional torts, believing that the Second Restatement’s treatment of these torts was clear and largely authoritative. It was ultimately persuaded that there were numerous unresolved issues that needed to be addressed. As a result, it authorized a new project on Intentional Torts—a project that is currently ongoing. Rather than applaud or critique the specific choice the reporters are making, I have chosen to discuss two broader concerns regarding the project. The first concern is that the piecemeal nature of assembling all the separate projects of the Third Restatement of Torts (including the review and adoption of different sections within Intentional Torts) has made the Intentional Torts reporters’ task more difficult than it should have been and may contribute to an overall product that is flawed in important respects, primarily because of inconsistencies that cannot easily be corrected. The second concern is that the Intentional Torts reporters have too often lost sight of the conceptual distinctions between intentional and nonintentional torts. Although I agree that these conceptual distinctions should not have driven the basic organization of the project, as was once suggested, I argue that the reporters are making doctrinal decisions that further blur, rather than clarify, the boundaries between the intentional torts and other torts, primarily negligence.
46
Campanale, Cristina, Lino Cinquini, and Andrea Tenucci. "Time-driven activity-based costing to improve transparency and decision making in healthcare." Qualitative Research in Accounting & Management 11, no. 2 (June 10, 2014): 165–86. http://dx.doi.org/10.1108/qram-04-2014-0036.
Full textAbstract:
Purpose – The purpose of this paper is to discuss the potentialities of innovative accounting tools in supporting “transparency” and “resource allocation” in public hospitals, by describing the implementation of a pilot project of time-driven activity-based costing (TDABC). Design/methodology/approach – An interventionist research (IR) approach has been adopted: two medical doctors, three financial controllers and three researchers were involved. Collection of data used to implement the accounting model is based on hospital databases and interviews. Findings – The information produced may allow a higher coherence between resources and activities. TDABC may enhance transparency and support decisions toward a better organization of work and an informed allocation of resources. Research limitations/implications – Further studies are required to analyze decisions following the implementation of the TDABC model. Originality/value – The accounting literature lacks case studies describing the application of TDABC in hospital settings, despite its good informative potentialities and the limited investment required to introduce TDABC. Moreover, the use of the IR approach and the involvement of medical doctors may help to get coherence between accounting data and clinical work and may support the further diffusion and development of this costing model in hospitals.
47
Vorraber, Wolfgang, Dietmar Neubacher, Birgit Moesl, Julia Brugger, Sigmar Stadlmeier, and Siegfried Voessner. "UCTM—An Ambidextrous Service Innovation Framework—A Bottom-Up Approach to Combine Human- and Technology-Centered Service Design." Systems 7, no. 2 (April 18, 2019): 23. http://dx.doi.org/10.3390/systems7020023.
Full textAbstract:
Digital innovation is a key success factor for business enterprises and organizations concerned with public safety. Increasingly shorter technology cycles produce a stream of highly promising gadgets and smart devices and this innovative provision opens a gap between what is currently in use for the value-creation processes of an organization and what could potentially be used. The presented framework provides guidance on how to implement dynamic capabilities needed for business model and service innovation within a complex socio-technical system. A way to combine technology and use-case sensing with the ultimate aim of creating innovative artifacts for organizations is presented. While Business Model Innovation (BMI) literature mainly focuses on a strategic top-down process, we propose a bottom-up process-driven approach to complement business frameworks. Based on these insights, new service artifacts can be designed and analyzed in a systemic way. The applied research methodology is based on the design science research concept. A qualitative approach with focus groups was used to gather user requirements and facilitate participatory and user-centered design of information systems. In this paper, we provide a framework that supports business executives as well as IT experts on how to cope with and integrate new technologies into organizations, their processes, and their business models. In addition to a comprehensive theoretical overview of the proposed framework, we also provide practical results, since this framework was applied in the course of a service design and engineering research project. A use case of alpine rescue missions serves as an example to demonstrate the practical application of the proposed framework.
48
Ercanbrack, Jonathan. "The Standardization of Islamic Financial Law: Lawmaking in Modern Financial Markets." American Journal of Comparative Law 67, no. 4 (December 2019): 825–60. http://dx.doi.org/10.1093/ajcl/avz010.
Full textAbstract:
Abstract The project to standardize the commercial elements of the sharia as undertaken by standard-setting bodies, such as the Accounting and Auditing Organization for Islamic Financial Institutions (AAOIFI), is a lawmaking effort that is incentivized by market forces and the interaction of municipal legal systems. This Article examines the ways in which these factors contribute to the development of private Islamic legal standards, and in doing so, contribute to an emergent legal architecture that is integrated within the global economy. Contrary to the primary role assigned in existing analyses to sharia scholars and sharia supervisory boards, the Article shows that the processes that determine the composition of Islamic financial law (IFL) highlight the starkly reduced role of jurists in developing law in accordance with the traditional methodology (usul al-fiqh). Such analyses have failed to consider the standardization effort as a lawmaking project driven by market forces, which must be realized if authentic sharia principles are to be given effect. Therefore, examination of these market-led processes and their contribution to the creation of Islamic standards is essential for understanding what standardization means in relation to the fulfillment of Islamic principles and whether a high degree of standardization is desirable. First, the Article examines the role of interpretation, which highlights the methodological challenges of the standardization project. Second, the Article investigates the AAOIFI’s standard-setting efforts, including the methods of standardization, its market- and law-driven incentives, and the status of standardization efforts including the madhahib (schools of law)’s differences of legal thought. Third, an analysis of the interaction of IFL and the law of municipal legal systems (the United Arab Emirates, England and Wales, and Malaysia) highlights the legal incentivization for developing sharia standards. Finally, an analysis of the commercial practice of IFL, particularly in retail markets, demonstrates commercial law’s trend toward standardized contractual practices. Market forces compel the use of standard-form documentation, comprising standards that reflect the commercial practice of law firms and corporations.
49
Mitsuyuki, Taiga, Kazuo Hiekata, Takuya Goto, and Bryan Moser. "Evaluation of Project Architecture in Software Development Mixing Waterfall and Agile by Using Process Simulation." Journal of Industrial Integration and Management 02, no. 02 (June 2017): 1750007. http://dx.doi.org/10.1142/s2424862217500075.
Full textAbstract:
For software development, especially massive software systems, a waterfall process is used traditionally. A waterfall process can be highly effective on the condition that a master plan is fixed and the possibility of changes and uncertain rework is low. However, in software development projects, many kinds of reworks occur corresponding to uncertain requirement changes and program bugs. In addition, with the advent of cloud-based software platforms and continuous development operations, it is possible to develop a software system while operating the system. To respond to this situation, software development projects often adopt an agile process. Agility may allow conditional response to uncertain rework, yet at the same time it may be difficult to control the achievement of known project targets. Recently, many cases of adopting mixed processes including waterfall and agile have been reported in the massive software development projects. In this paper, we argue that the mixed process architecture should be designed, considering the scale of the targeted software project, the culture of organization, the probability of uncertain requirement changes, and so on. This paper proposes a methodology of evaluating the impact of waterfall, agile, and mixed project architectures by using process simulation. A project architectural approach is evaluated with a simulator which includes a software reliability growth model and uncertain rework driven by requirement change and error propagation. The proposed methodology was applied to a development project for a simple shopping website. The results showed that the proposed methodology allows exploration of partial agile adoption depending on the nature of the system development project, including its scale and chances of change. For example, in this paper, if the scale of the project is small, the positive effect of increasing agility by adopting agile processes is low. On the other hand, if the scale of the project is large, the effect of increasing agility by adopting agile process can increase. Furthermore, it became clear that it is important to not apply an agile process blindly, but instead to design a mixed project architecture considering the number of errors and development schedule targets across the project scope.
50
Wujcik, Debra, Susan T. Owenby, Moh'd M. Khushman, Daniel Cameron, Thomas Wayne Butler, Cathy Tinnea, Austin Cadden, Jennifer Young Pierce, and Sachin Gopalkrishn Pai. "Oncology practice changes during a multistep Oncology Care Model practice transformation project." Journal of Clinical Oncology 37, no. 31_suppl (November 1, 2019): 88. http://dx.doi.org/10.1200/jco.2019.37.31_suppl.88.
Full textAbstract:
88 Background: Treatment of lung cancer has seen a paradigm shift in recent years. While the availability of newer treatment options such as targeted therapy and immunotherapy have provided new hope for better outcomes, this has added to the cost of care. Participation in the Center for Medicare Services’ Oncology Care Model (OCM) provides opportunities for oncology practices to identify practice transformation (PT) change strategies that result in improved quality of care (QOL) and cost savings. Methods: A lung cancer PT team convened to facilitate changes that improve patient outcomes and decrease costs at an OCM organization. The year-long project included clinical treatment updates, quantitative and qualitative assessments, and data sharing. Practice changes focused on biomarker driven treatment selection, nurse navigation to better manage symptoms and decrease emergency department (ED) visits and hospitalizations, and earlier advanced care planning (ACP) discussions. Surveys were completed by oncology physicians and nurse practitioners at baseline (n = 9) and end of the project (n = 7). Results: After education, there were more correct responses in 3 of 6 knowledge questions and providers noted less concern about performance status or co-morbidities when prescribing immunotherapy. Providers noted fewer barriers with biomarker documentation; self-reported confidence in 4 questions of biomarker selection was unchanged. Providers reported increased participation of nurse navigators to impact ED visits and hospitalizations over time. Documentation of ACP discussions increased, 42% (8/19) to 56% (13/23), but did not reach statistical significance due to sample size. Although providers reported changes toward earlier ACP discussions, 1 in 3 still wait until performance status declines to initiate discussion. Conclusions: Systematic PT can improve quality of patients care and measures used in value-based care reimbursement models. Providers need ongoing education, practice feedback, and organizational support to effect positive practice changes. In addition, new strategies to increase provider ability to initiate end of life discussions need to be explored.