A Case Study of How Technology and Trust Enable the Projectized Team-Based Organization

2011 ◽  
pp. 111-129
Author(s):  
Marjorie A. Jerrard ◽  
Ting Yee Chang
Keyword(s):  
Organizational Structure ◽  
Software Industry ◽  
Virtual Organization ◽  
Flexible Work ◽  
Mode Of Operation ◽  
Future Challenges ◽  
Virtual Mode

The phenomenon of projectized teams operating via teleworking and moving towards the virtual mode of operation is explored. The major developments in the relevant HRM and trust literature are covered prior to the consideration of how IT can enable the development of unconditional trust as part of the formation of projectized teams. The case study company is a small but rapidly growing enterprise in the technology and software industry. A model of its new organizational structure is developed and recommended steps for moving from a flexible work-based organization to a virtual organization are provided based on the case study and the literature. Finally, future challenges and recommendations for organizations using IT-enabled projectized teams are considered.

E-Services in Danish Research Libraries

2010 ◽  
pp. 1062-1076
Author(s):  
Ada Scupola
Keyword(s):  
Organizational Structure ◽  
Business Model ◽  
Division Of Labour ◽  
Research Library ◽  
Virtual Library ◽  
Knowledge Space ◽  
Research Libraries ◽  
Future Challenges ◽  
Traditional Function

This chapter reports the findings of a case study of e-services adoption at research libraries. The case under consideration is Roskilde University Library (RUB), a research library supporting learning activities at Roskilde University. The research focuses on the main issues that RUB had to deal with in the process of adopting e-services and the future challenges that e-services provide for RUB. The chapter also presents the consequences of e-services adoption for Roskilde University library’s organization, its business model and the relationships with customers, publishers (providers of knowledge), and other research libraries in Denmark. The main results can be summarized as follows: (1) adoption of e-services has forced RUB to innovate rapidly. Innovation is driven, among other factors, by ICT developments (technology push), but innovation is also user-driven and pervasive throughout the organization; (2) e-services have changed RUB’s organizational structure and division of labour by moving more and more towards IT-based jobs and competences; (3) e-services have changed the relationships between users and publishers; (4) e-services have changed and continue to change the business model of the library; and (5) RUB is becoming a combination of a virtual and a physical library, moving more and more towards a virtual library with electronic resources and online communities, but still keeping the traditional function of a “knowledge space.”

Organizational Agility in Universities

2014 ◽  
pp. 15-25
Author(s):  
Sheila Mukerjee
Keyword(s):  
Organizational Structure ◽  
Business Models ◽  
Business Processes ◽  
Organizational Agility ◽  
Online Delivery ◽  
Mode Of Operation ◽  
Future Challenges ◽  
New Business ◽  
Operation Risk ◽  
New Business Models

Organizational agility is a necessary capability for universities in times of turbulence. However, this is not easily achieved as there are a number of tensions and challenges that impact a university's ability to respond to change in a timely manner. This chapter explores and discusses some of the tensions that universities experience as they seek to succeed and thrive in increasingly competitive and innovative spaces. Areas discussed cover clash of culture and values, effect of organizational structure and mode of operation, risk aversion and innovation, optimization of business processes for efficiency and agility, resources and change demands, and technological innovations and disruptions. Many of these are discussed in the context of the changing landscape of education as universities explore new business models such as online delivery and prepare themselves for major transformations and innovations. The concluding call is for universities to develop and nurture agile capability to address their future challenges.

E-Services in Danish Research Libraries

2010 ◽  
pp. 204-217 ◽  
Author(s):  
Ada Scupola
Keyword(s):  
Organizational Structure ◽  
Business Model ◽  
Division Of Labour ◽  
Research Library ◽  
Virtual Library ◽  
Knowledge Space ◽  
Research Libraries ◽  
Future Challenges ◽  
Traditional Function

This chapter reports the findings of a case study of e-services adoption at research libraries. The case under consideration is Roskilde University Library (RUB), a research library supporting learning activities at Roskilde University. The research focuses on the main issues that RUB had to deal with in the process of adopting e-services and the future challenges that e-services provide for RUB. The chapter also presents the consequences of e-services adoption for Roskilde University library’s organization, its business model and the relationships with customers, publishers (providers of knowledge), and other research libraries in Denmark. The main results can be summarized as follows: (1) adoption of e-services has forced RUB to innovate rapidly. Innovation is driven, among other factors, by ICT developments (technology push), but innovation is also user-driven and pervasive throughout the organization; (2) e-services have changed RUB’s organizational structure and division of labour by moving more and more towards IT-based jobs and competences; (3) e-services have changed the relationships between users and publishers; (4) e-services have changed and continue to change the business model of the library; and (5) RUB is becoming a combination of a virtual and a physical library, moving more and more towards a virtual library with electronic resources and online communities, but still keeping the traditional function of a “knowledge space.”

scholarly journals Design Framework Based on TEC21 Educational Model and Education 4.0 Implemented in a Capstone Project: A Case Study of an Electric Vehicle Suspension System

2021 ◽  
Vol 13 (11) ◽  
pp. 5768
Author(s):  
Hugo A López ◽  
Pedro Ponce ◽  
Arturo Molina ◽  
María Soledad Ramírez-Montoya ◽  
Edgar Lopez-Caudana
Keyword(s):  
Electric Vehicle ◽  
Industry 4.0 ◽  
Engineering Students ◽  
Traditional Education ◽  
Educational Model ◽  
Capstone Project ◽  
Future Challenges ◽  
Vehicle Suspension System ◽  
Competencies Development

Nowadays, engineering students have to improve specific competencies to tackle the challenges of 21st-century-industry, referred to as Industry 4.0. Hence, this article describes the integration and implementation of Education 4.0 strategies with the new educational model of our university to respond to the needs of Industry 4.0 and society. The TEC21 Educational Model implemented at Tecnologico de Monterrey in Mexico aims to develop disciplinary and transversal competencies for creative and strategic problem-solving of present and future challenges. Education 4.0, as opposed to traditional education, seeks to provide solutions to these challenges through innovative pedagogies supported by emerging technologies. This article presents a case study of a Capstone project developed with undergraduate engineering students. The proposed structure integrates the TEC21 model and Education 4.0 through new strategies and laboratories, all linked to industry. The results of a multidisciplinary project focused on an electric vehicle racing team are presented, composed of Education 4.0 elements and competencies development in leadership, innovation, and entrepreneurship. The project was a collaboration between academia and the productive sector. The results verified the students’ success in acquiring the necessary competencies and skills to become technological leaders in today’s modern industry. One of the main contributions shown is a suitable education framework for bringing together the characteristics established by Education 4.0 and achieved by our educational experience based on Education 4.0.

Technology in Context: Mediating Factors in the Utilization of Planning Technologies

2005 ◽  
Vol 37 (5) ◽  
pp. 895-907 ◽  
Author(s):  
Ari Goelman
Keyword(s):  
Organizational Structure ◽  
Information Technologies ◽  
Public Access ◽  
Web Gis ◽  
Gis Technology ◽  
Additional Insight ◽  
Mediating Factors ◽  
The Impact ◽  
Insight Into

My research explores the question: how can theorists better understand the ways in which planning technologies are used by municipal planners? In the case-study municipality, a recently introduced web-GIS technology had little demonstrable success in attaining two of its stated goals: enabling increased public access to municipal geographic information and encouraging planners to produce their own maps. My research links these outcomes not only to the technologies themselves, but to organizational structure and human agency. Planners and planning theorists can gain additional insight into the impact of planning technologies through closer attention to the process through which planners come to use information technologies and the way this process both alters and is constrained by existing organizational constraints, including previously adopted technologies.

Success and failure: a case study of two rural telemedicine projects

2003 ◽  
Vol 9 (3) ◽  
pp. 125-129 ◽  
Author(s):  
Pamela Whitten ◽  
Inez Adams
Keyword(s):  
Data Collection ◽  
Organizational Structure ◽  
Health Organizations ◽  
Telemedicine Application ◽  
Clinical Utilization ◽  
Steady Growth ◽  
Multiple Data ◽  
One Year ◽  
Collection Strategies

We studied two rural telemedicine projects in the state of Michigan: one that enjoyed success and steady growth in activity, and one that experienced frustration and a lack of clinical utilization. Multiple data collection strategies were employed during study periods, which lasted approximately one year. Both projects enjoyed a grassroots approach and had dedicated project coordinators. However, the more successful project benefited from resources and expertise not available to the less successful project. In addition, the more successful project possessed a more formalized organizational structure for the telemedicine application. A comparison of the two projects leads to a simple conclusion. Telemedicine programmes are positioned within larger health organizations and do not operate in a vacuum. It is crucial that the organization in which it is intended to launch telemedicine is examined carefully first. Each organization operates within a larger environment, which is often constrained by fiscal, geographical and personnel factors. All these will affect the introduction of telemedicine.

scholarly journals Examining Effect of Organizational Structure Dimensions on the Knowledge management (Case Study: Payame Noor Universities of Semnan Province)

2015 ◽  
Vol 16 (SE) ◽  
pp. 347-355
Author(s):  
Alireza Mikaeili ◽  
Alireza Ghorbani ◽  
Vahid Babaei Agha Maleki – Poyan Ali ◽  
Abbas Zadeh ◽  
Mahmood Omrani
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Structural Equation ◽  
High Volume ◽  
Internal Factors ◽  
Management Case Study ◽  
Internal And External Factors ◽  
Positive Effect ◽  
Management Effect

Transferring and understanding high volume of information and knowledge in organizations are affective internal and external factors. One of the effective internal factors on the knowledge management in organizational activities are divided, organized and coordinated. Organizations have created structures to coordinate factors of doing task and to control acts of members. In this research, structural Equation Method (SEM) is used for examining whether organizational structure dimensions have positive effect on knowledge management in Payame Noor organization in Lorestan province or not. Results of the research showed that there is direct and significant relationship between complexity dimension and knowledge management, formality dimension and knowledge management and centralization dimension and knowledge management. This means that the more complexity, formality and centralization dimensions, the more knowledge management effect in the organization.

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