Innovation Through Social Media

This chapter explores the potential of work-oriented social media (WOSM) platforms for generating innovative ideas. A case study of a single WOSM platform, focused on innovation, is analysed from the perspective of features influencing adoption. The features are examined using the unified theory of acceptance and use of technology (UTAUT) framework. Primary research was conducted through a study on the use of a WOSM platform called Brightidea to promote crowdsourced innovation. The work included investigation of features that influenced adoption and usage of the platform. Additionally, the potential for domain-crossing innovation was explored through data analysis of ideas on the platform. The study was built on data collected from a survey of employees of Kerpoc (a pseudonym), a large company in the oil and gas (O&G) sector, and interviews with Kerpoc staff. The chapter concludes that although the business value of the platform may have been below expectations, its social media-like features were positively viewed by users and facilitated discipline crossing.

Analisis Biaya Pemeliharaan Bangunan Gedung Dengan Konsep Green building Dan Bangunan Gedung Dengan Konsep Non Green building

The concept of green building must also consider the cost of building maintenance in the post-construction stage so as not to reduce the large company costs each year. Green building is defined as a high-performance building that is made environmentally friendly, economically beneficial and healthy for life and workplace. This study intends to analyze the cost of building maintenance using the concept of green building non-green building. The data used in this study is the data on the maintenance costs of green buildings and non-green buildings. This data was taken by surveying the building management directly. Based on the analysis, the difference in the cost of maintaining green buildings and non-green buildings is Rp 10,283.22/m2/year. Based on the calculation, the maintenance costs of green building and non-green building still conform the standards of the Minister of Public Works Regulation and the standard of the Minister of Finance Regulation.

Comparative Analysis of Collaborative Filtering-Based Predictors of Scores in Surveys of a Large Company

Collaborative Filtering (CF) can be understood as the process of predicting the preferences of users and deriving useful patterns by studying their activities. In the survey context, it can be used to predict answers to questions as combinations of other available answers. In this paper, we aim to test five CF-based algorithms (item-item, iterative matrix factorization, neural collaborative filtering, logistic matrix factorization, and an ensemble of them) to estimate scores in four survey applications (checkpoints) composed of 700,000 employee's ratings. These data have been collected from 2019 to 2020 by a large Brazilian tech company with more than 10,000 employees. The results show that collaborative filtering approaches provide relevant alternatives to score questions of surveys. They provided good quality estimates. This result can be further explored to eventually reduce the size of questionnaires, avoiding burden phenomena faced by respondents when dealing with large surveys.

I Unplugged What?

Dear KV, I'm sure by now you've read about the latest large systems failure, and I wondered if you'd share your thoughts on how such a large company can fail so miserably at infrastructure. I'm probably lobbing a softball, but how is it possible that these large and pervasive failures happen?

Effects of Action Planning After Employee Surveys

Employee surveys are commonly used tools in organizations for the purpose of organizational development. We investigated the post-survey action planning process in 3,091 organizational units (OUs) of one large company in Germany. We expected action planning to lead to improvements on subsequent employee survey scores, with OUs that continuously and repeatedly planned actions showing the greatest improvements. Results suggest that the development of action plans can lead to improvements on subsequent survey scores, but effect sizes were generally small. Furthermore, managers who initiated action planning in the previous year were more likely to do so again the following year. Overall, these findings contribute to the literature on employee surveys by investigating effects of post-survey action planning.

An outbreak of salmonellosis among Filipinos in a private camp, Saudi Arabia

In October 1994, 19 Filipino professional staff of a large company in Damman city were hospitalized with acute febrile gastroenteritis. All ate three daily meals at the company cafeteria. A case-control investigation was begun to determine the cause of the outbreak. We searched the compound for any resident with a diarrhoeal illness. Both cases and controls were asked where and when foods were eaten during the three days before onset. Stool cultures were done for all patients and all 25 kitchen employees. Food cooking, handling and storage procedures were reviewed

Pelaksanaan Promosi Jabatan Guna Mendorong Peningkatan Prestasi Kerja Karyawan PT. Berkah Handelar Qualitama

Every company that is established must have a goal that the company wants to achieve, namely seeking profit and improving employee social welfare. The company's success in achieving these goals depends on whether the company has quality human resources so that it is able to manage other resources properly. Therefore, human resources must be handled properly. Human resources are one of the biggest or most important assets for any company, be it a large company or a small company, therefore it is necessary to establish a division or division within a company that specifically handles these human resources, so that these human resources can be considered. specifically by the company. Promotion has an important role for every employee, because promotion means that the company has the trust and recognition of the ability and ability of the employee to hold a higher position. Thus promotion will generate motivation that encourages employees to actively participate in a company in order to get opportunities to advance, better social status, authority and responsibility as well as greater income for these employees.

Conflict of Laws on Occupational Accident Death Benefits: Presented with Actual Cases in Taiwan

When a worker dies due to an occupational accident, the labor insurance death benefit being applied for by his/her survivors subject to more conditions due to the revision of the Act. When the survivor does not meet the requirements, the labor insurance will not be paid. At this time, the survivor of the occupational accident worker shall instead turn to the employer for compensation to pay the labor insurance premium as the Bureau of Labor Insurance did not pay. The employer had to pay out of its pocket to compensate the survivor for the absurdity of the death compensation by the Labor Standards Act. A large company can take care of family members in terms of corporate responsibility or financial resources, if it is a small and medium-sized enterprise or even a microenterprise, it cannot pay this huge amount, and family members have to fight for compensation through litigation. However, it is not commonly known that the premiums of the labor accident insurance are not shared by the government or workers, and 100% of the total amount is paid by the employer.

Creating and Implementing Standardized Management Innovation in a Large Organization

Management innovation represents one of the most important and sustainable sources of competitive advantage due to its context-specific nature. Still, current academic literature on management innovation and standardization is slightly limited. This intensive case study explores management innovation in a large European telecommunications company with the focus on standardization in managerial practices. The research data were gathered through interviews with managers from different levels of the case company. The results show that highly standardized management innovation is effective for reaching a standard level of management in a large company; it is also a prerequisite for further systematic development. Research questions: The purpose of this study is to gain insight into how standardization emerges in management innovation in a large organization by studying the construction and conduction of a managerial toolkit in a European telecommunications company. Links to theory: The theoretical framework is based on a study of management innovations and related processes by Birkinshaw et al. (2008) and a standardization study by Wright, Wylie & Sturdy (2012) in which the tasks of an internal change agent were divided into “ standardizing agendas” and “ standardizing methods”. Phenomenon studied: Adoption process of a standardized management innovation in a large company. Case context: The case company is a large European telecommunications company which operates in a highly competitive market where organizational excellence is extremely beneficial. The case study focuses on the case company management innovation process for creating a “toolkit” for day-to-day management in the retail sales channel. Research findings: The research findings gathered through systematic combining approach show that standardized management innovation is an effective tool for implementing managerial best practices from management fashions into organizational standards. Through adapting these learnings systematically to managers’ individual work, the good “standard” level of managing can be achieved in a large-size company. Reaching these standards also appears as a prerequisite for a further systematic managerial development in the organization. Discussion: This study contributes to management innovation research by highlighting planning and coordination in introduction and successful adoption of standardized management innovation. Planning communications, setting achievable timeframes and choosing the right implementers are important aspects of implementation. Clear guidelines help employees understand the ideological background of management innovation, and close interaction between change agents and store managers promotes the adoption of management innovation. A standardized management toolkit is an effective tool for putting external leadership ideologies, known as management fashions, into practice in a large organization. However, practical implementation requires comprehensive communication and preferably internal recruitment of change agents.