This paper takes our research work with VDAB (Vlaamse Dienst voor Arbeidsbemiddeling en Beroepsopleiding), the public employment service for the Flemish region in Belgium, as a starting point to study the transformation of government from New Public Management (NPM) to Digital Era Governance (DEG). This study focuses on how to work towards disruptive DEG innovation in a turbulent strategic context by employing a strategy of simple rules. Together with VDAB we apply an Action Design Research (ADR) approach to develop a set of “boundary breaking rules”. Coining these simple rules represents a first significant step in VDAB’s journey towards achieving a radical business innovation. In addition to the main artifact designed using our ADR approach in the VDAB context, i.e. the “boundary breaking rules”, we derive lessons from this approach concerning the nature of this artifact specific for the VDAB case. Although this paper represents an early stage of the research and has not yet reached the final ADR stage of formalization of learning, we aim for it to lay the foundations for a more broadly applicable design theory of simple rules, useful in contexts generalizable from the specific VDAB context.
Smart city is a label internationally used by cities, researchers and technology providers with different meanings. As a popular concept it is widely used by city administrators and politicians to promote their efforts. It is hard enough to find a good definition for smart cities, but even harder to find a trustworthy description of what it takes to become a smart city and how a city administration is impacted. This paper sets out to investigate how a city, aspiring to become a 'smart city', can manage the organization to realize that ambition. Specifically, the paper describes the case of the City of Ghent, Belgium, and the key challenges it has been facing in its ongoing efforts to be a smart city. Based on in depth interviews with city representatives six key challenges for smart city realization were identified and tested with a panel of representatives from five European cities that are in the process of becoming a smart city. This way, the study contributes to a more professional pursuit of the smart city concept.
In this article, we introduce a framework that can be used by organizations as a positioning instrument to think of business-ICT alignment decisions in light of the strategic importance of ICT (Information and Communication Technology) in their organization. We make a distinction between organizations where ICT is of high strategic importance and those where ICT is of low strategic importance. Based on this difference we argue that heavily investing in business-ICT alignment processes, structures and roles (PSRs) will not necessarily always be beneficial when ICT is of low strategic importance to the business. Furthermore, organizations that have a minimalist approach to the use of ICT do not necessarily need to invest in business-ICT alignment PSRs. We explain the dynamics and possible migration scenarios of our proposed framework after testing the statistical significance of the relationship between the strategic importance of ICT and the investment in business-ICT alignment. We end this article with a short empirical study which combines survey and case study results. Both the framework and framework dynamics still need further empirical validation, preferably with longitudinal data. Therefore, we stress and acknowledge that many of the discussions in this article are still explorative in nature. However, this article illustrates the possibilities and the need for a more fine-grained approach to business-ICT alignment.
Poelmans, Jonas; Elzinga, Paul; Neznanov, Alexei A.; Dedene, Guido; Viaene, Stijn; Kuznetsov, Sergei O. (2012)
In this paper we introduce a novel human-centered data mining software system which was designed to gain intelligence from unstructured textual data. The architecture takes its roots in several case studies which were a collaboration between the Amsterdam-Amstelland Police, GasthuisZusters Antwerpen (GZA) hospitals and KU Leuven. It is currently being implemented by bachelor and master students of Moscow Higher School of Economics. At the core of the system are concept lattices which can be used to interactively explore the data. They are combined with several other complementary statistical data analysis techniques such as Emergent Self Organizing Maps and Hidden Markov Models.
Purpose - The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers' processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner. Design/methodology/approach - A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach. Findings - The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers' internal processes into the scope of improvement. Research limitations/implications The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality. Practical implications - The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers' processes. In this way BPM can be implemented in a truly customer-oriented way. Originality/value - This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.
When KBC Bank introduced their mobile banking application in 2011 they delivered much more than a piece of software. Mobile banking was a way to focus on their customers and rebuild trust. Yet, this case is not so much about what they delivered but how they delivered it. Agile development brought along both challenges and opportunities for KBC. The case explores how agile compares to traditional ways of ICT development. Can banks, given the new digital challenges, really build their future ICT portfolios on agile development?
This paper provides a comparative analysis on the role of training and its impact on firm performance in some economies in transition in Asia. The starting point is an examination of country contexts and training, and how these have shaped organizational approaches to human resource (HR) training. The paper also reviews the results of recent studies that have investigated the relationship between training and firm performance in Vietnam and China. The review results show that training is positively related to firm performance and reveals some convergence of HR training in both countries. On the basis of this, some caveats on HR training development in the future in these two countries are given. The paper ends with theoretical and practical implications.
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