1,720,975 research outputs found
Conceptualisation of decentralized blockchain-based, open-source ERP marketplaces : disruptive decentralized technologies for co-creation
No full textIn order to reduce the misunderstandings between the providers/implementers of the ERP software solutions and the clients, but also to achieve marketplace fairness and coopetition, we suggest that an overarching, large, but decentralized system can offer important improvements. The main goal we would like to achieve is a decentralized ERP solution, and the current blockchain technology and open-source approaches offer a substantial foundation for conceptualizing a solution. We are portraying a decentralized ERP solution which is both open source and decentralized, by using blockchain technology, and designing its marketplace, business model, functionalities, and mechanisms. The Open-Source aspect of the ERP software solution means it can be updated and maintained by independent software teams, independent implementation teams, and the clients who are many (many-to-many, not one-to-one). Within the blockchain technology, we find fit in EOS/Reef operative systems, their decentralization, their dispersion as well as possibility to use smart contracts, providing opportunities to overcome the above-mentioned burning issues. In such a decentralized system, the users will be able to use various implementation teams for the same software solution, also use various teams for software production and various for software updates. The basis for remuneration can be tokens for deliberately introduced coins. Another very important component is a dashboard on which the users will publish their needs as well as state how many tokens will be transferred to the implementer team, the cumulative number of tokens offered from many users with the same needs will be the incentive for the teams to uptake an assignment and fulfill it with best possible quality. That will maintain a high level of motivation, quality, and user service as well as a mechanism for improvement of the ERP on a continuous basis, as a very important feature of any system. When a team considers the number of tokens sufficient for their work, they will be able to complete the task and obtain the tokens, on the first-come-first-served principles. This allows decentralization and liberation of the process of acquiring, production and implementation of any software solution. The teams that would work on maintenance and improvement of the software based on user needs or its implementation would have to freeze a certain number of tokens and will be in position to uptake tasks that are in number maximum 20 times higher than their frozen tokens. The smart contract will allow distribution of the tokens to the team who has completed the task, if and only if it is done properly and with the expected quality. The teams who receive negative references for bad performance will not be able to uptake future tasks or assignments or will be excluded as teams from the decentralized systems. Such a framework, based on blockchain technology would allow more fair coopetition (collaboration and competition) and position of both providers/implementers and users
Facilitation in Complexity From Creation to Co-creation, from Dreaming to Co-dreaming, from Evolution to Co-evolution
No full textKey directions for the new project manager : project management tactics (PMT)
No full textIn this moment of redefining the paradigm of how we live and work, it is more than obvious that change is one of the main elements of every process. The global pandemic has impacted on business, resources, and all environmental factors that influence the development of the economic systems. In this chapter, we spot the defining elements of the needed adaptation in management in order to facilitate a complex adaptive system and manage to deliver effective and efficient solutions. We, as humans, need to both initiate change and adapt to it, beyond our focus or influence. Purposeful, facts-based, dynamic, iterative, risk-prone, flexible time-bound, and sustainable decision-making are the postulates of the change we need to make nowadays in order to create a system that will work for both the business and its employees
PDIA in the Balkans: The Western Balkans Alumni Association (WBAA) as Positive Deviance: EU Enlargement and Regional Cohesion
No full textThis chapter aims to portray why and how WBAA, as an organism, organization, entity, agent, actor, network, … produces emergent effects as a regional entity is a Positive Deviance, as recognized in theory, and more specifically within the Problem Driven Iterative Adaptation by Harvard’s Center for International Development. Positive Deviance is one of the core principles in the PDIA strategy—by “creating (and protecting) environments within and across organizations that encourage experimentation and positive deviance.” First we will briefly elaborate on PDIA and its concepts and describe and encode the distinctiveness of WBAA arguing why and how it is a positive deviance for our Balkans. The expected outcome: to inspire leaders, institutions, CSOs, citizens, academia, … to take the regional approach, moves beyond the silos of a country/domain, has functional bridges with developed countries (for knowhow, funding, coopetition, alignment), and shows “how” coopetition within Western Balkans is to be done. If volunteers can do it, others can surely follow. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG
Circular production chains : a micro and meso approach
No full textCircular economy (CE) aims to create a sustainable economy while keeping economic growth intact, by internalizing negative externalities, such as waste. Research on this subject has come far on the macro level (e.g., legislative recommendations) and the meso level (e.g., life cycle engineering (LCE), circular supply chain (CSC), and circular value chain (CVC)), but less so on the micro level (i.e., the level of the individual firm). The issue this creates is that the businesses (which are the very basis of the economy) do not have clear frameworks, guidelines, or tools to reshape their own business in such a way that they can participate in a circular economy, hence hampering the development of a circular economy. In this research, we have created a circular production chain (CPC) that takes into account the resources, production process, product, and waste a company produces, through three aspects: imput, design, and output, but also places the company in the bigger picture, that is, the economy, and shows how CE is achieved by multiple companies working together, highlighting the importance of tactical management. In the process we uncover three main influences that facilitate or inhibit the implementation of CE practices in a single business
Simulating collaborative innovation in volunteer groups : a PLS-agent based model with multiple aggregation levels
No full textThe lack of analysis of complex phenomena and results emerging from volunteer events organized by public entities leads to very limited understanding of how these collaborative events innovate public services or solutions to social problems. With this chapter, we contribute to expand this understanding by proposing a method to simulate how participants’ perceptions of their collaborative groups outcomes form. Using the PLS-agent methodology over a sample of original data (n = 219), we have been able to simulate the discussion rounds in work groups of volunteer events in the LivLab Simulator project. The method departs from a partial least squares on structural equations model (PLS-SEM) that aggregates data into three hierarchical levels. The PLS path model allows to calculate each criteria scores per simulation run and per agents’ interaction. This method simplifies the architecture of the artificial agents, the modeling of their environment and relationships between the criteria, and clarifies the agent model outputs visualization. This is important because the resulting longitudinal data provide ways to answer questions at the micro level (e.g., how an event should be organized if the objective is to improve relations in a community), and facilitate others at the meso level (e.g., how to improve public innovation through co-creation with citizens)
MultiCREATION : multi-stakeholder problem-driven approach : entrepreneurship and social entrepreneurship
No full textCollaboration among several different actors is of vital importance in co-creation and for new value creation. The MultiCreation approach defined by Petrevska-Nechkoska et al. for collaboration among academia, policy makers, businesses, community, and civil society organizations was the foundation for generalizing a new model that will contribute to defining the distinctive roles for co-creation and establishing the processes of creating new values. The MultiCreation approach was focused on establishing the fundamentals for a competitive and compatible model for successful co-creating approach and action in line with internationally recognized norms and standards, as well as with the requirements that are imposed by new technologies and changes and to add a vision that underscores prospective scientific, technological, and societal trends. In this chapter, taking into account the theoretical foundations, the already established Triple Helix model, Quadruple Helix model, Quintuple Helix model, N-tuple Helix model and the extensive inspiration in the literature review, as well as upon the qualitative comparative analysis of three case studies which generated and traced the MultiCreation approach in different problem-based missions we are able to propose a generic n-units (turbine) model for collaboration and co-creation. There are three types of roles in the model: Initiator, Facilitator, and Implementer. Each of these types of roles can be populated and represented by n-actors from various profiles. Number and types of actors depend on the nature of the existing problem that can be addressed by co-creation. Finally, a generic iterative co-creation process model has been developed. This model consists of three different interconnected stages with intertwined processes in each stage: Collaboration in Problem identification, Collaboration in Solutions identification, and Collaboration in Problem solving and solution implementation. With this we are wrapping up a design process of several years in projects, incorporating multiple disciplines and modeling the learnings for generic use in diverse contexts and domains, fit for use of the MultiCreation approach
The gig economy in the post-COVID era
No full textThe economy worldwide undergoes tremendous changes due to the impact of various factors such as technological development, digitalisation, and globalisation. Technology has become an inevitable part of our everyday lives. We all use smartphones, enjoy the help of computers embedded in almost all machines, heavily rely on information from the Internet, etc. It seems that as never before, the world has become a global village where people can interact freely and easily. The last episode of the COVID-19 pandemic has just emphasised the role of the new technologies in the opportunities to communicate and work remotely. Therefore, the labour markets do not remain apart from these tendencies and are urged to adapt quickly. We are witnessing a proliferation of different new features that just some time ago were characterised as marginal cases. This is particularly relevant regarding the so-called non-standard forms of employment that nowadays are commonly known under the name of “gig economy”
Denica 2.0 and Tactical Management Information System (TMIS)
No full textMiddle managers are often operating in complex and fast-moving environments, resulting in having to deal with enormous challenges in a short span of time, maneuvering diverse and numerous “givens” and aiming to achieve specific goals. These challenges are very diverse and require support tailored to the needs and characteristics of middle management. Due to the lack of tailored tools, middle managers often use methods that were originally designed for strategic or operational management, which they then adapt as best as possible to fit their tactical management needs. We thus see middle managers as the prototype of managers that have tactical management responsibilities, even though tactical management issues are also faced by executive, operational, and project managers. In a fast-changing world, heavily impacted by globalization and digitization, adaptability is one of the most essential characteristics of a middle manager. However, because of the lack of methods and systems tailored specifically to the tactical management level, middle managers are often not sufficiently supported to be able to deal with numerous givens, unpredictability, and a dynamic, turbulent, and complex environment. Hence, they lack proper support for being adaptable
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