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.
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.
The public sector needs to transform itself in order to reap full benefits of new digital technologies. In this regard, a paradigm shift is proposed from New Public Management (NPM) to Digital-Era Governance (DEG). Moving from NPM to DEG entails a full socio-technical change, and it is necessary to investigate what new business models will be needed, and what the impact will be on management, strategy, and governance. This research investigates the implications of moving from NPM to DEG. First, by applying Action Design Research (ADR) in the context of a government lab to examine the implications on strategy in a DEG context. Second, this thesis investigates how the literature is paving the way towards DEG by performing a literature review on open data case studies. In this specific aspect of DEG transformation, focused on ecosystem platforms, it explores how knowledge-based interactions are fostered by open data platforms. Together with the understanding of how to design a DEG strategy, this contributes to a holistic view on how to move towards DEG.
This case study covers the story of a process reengineering effort at Belgacom Mobile, the largest Belgian mobile telecommunications operator. It describes how a smart combination of theoretical concepts can lead to process innovation, and product innovation. The process innovation effort consisted of a large automation pillar and the rebuilding of the enterprise backbone system SPOMS. Architectural principles were applied to allow the redesigned process to be flexible and capable of dealing with newly emerging SIM card types and technological advances. The sub-processes will be orchestrated by the process owner who controls the entire process from a process dashboard. This case shows the potential benefits of Business Process Management (BPM), IT-enabled innovation and Product Factory. The redesigned SIM card ordering process thus provides a sustainable answer to the ever shortening life-cycle of products and technologies, SIM cards in particular, and the call for process flexibility in fast changing environments. The contribution of this project to the general understanding IT-enabled innovation lies in the innovative approach. Namely, product and process were separated from each other by means of Production Process ID creation. The redesigned SIM card ordering process thus provides a sustainable answer to the ever shortening life-cycle of products and technologies, SIM cards in particular. The redesigned sub-processes are orchestrated by the process owner who controls the entire process from a process dashboard. In terms of performance improvement, the project resulted in (1) increased process flexibility (2) and consistency, (3) dramatically shortened lead-times and (4) better control over the process.
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