Safety intelligence: An exploration of senior managers' characteristics

Senior managers can have a strong influence on organisational safety. But little is known about which of their personal attributes support their impact on safety. In this paper, we introduce the concept of ‘safety intelligence’ as related to senior managers' ability to develop and enact safety policies and explore possible characteristics related to it in two studies. Study 1 (N = 76) involved direct reports to chief executive officers (CEOs) of European air traffic management (ATM) organisations, who completed a short questionnaire asking about characteristics and behaviours that are ideal for a CEO's influence on safety. Study 2 involved senior ATM managers (N = 9) in various positions in interviews concerning their day-to-day work on safety. Both studies indicated six attributes of senior managers as relevant for their safety intelligence, particularly, social competence and safety knowledge, followed by motivation, problem-solving, personality and interpersonal leadership skills. These results have recently been applied in guidance for safety management practices in a White Paper published by EUROCONTROL.     

技术创新战略联盟支撑战略性新兴产业发展的机制研究

发展战略性新兴产业已经成为了世界主要国家抢占新一轮经济和科技发展制高点的重大战略。构建和发展产业技术创新战略联盟,是实现技术创新、支撑战略性新兴产业发展的有效途径。阐述了产业技术创新战略联盟的内涵,探讨了其体制机制,分析了它在发展过程中存在的问题,并提出了相关的应对策略。这为构建新型产业技术创新战略联盟,促进战略性新兴产业发展提供了理论基础,进而为政府制订相关政策提供了决策参考。     

Information systems use as strategy practice: A multi-dimensional view of strategic information system implementation and use

Information systems (IS) are strategic in so far as they are used to realize strategic intent. Yet, while much has been said about aligning IS functionality with the strategic intent and how to organizationally implement strategically aligned systems, less is known of how to successfully implement strategic change associated with system use – a truly critical challenge within strategic IS implementation. Drawing on a strategy-as-practice perspective we address this gap by developing a multi-dimensional view of IS strategy, conceptualizing three key challenges in the IS strategy process, to explain how and why a paper mill, despite successfully implementing a strategic production management system, failed to produce intended strategic change. We call this outcome strategy blindness: organizational incapability to realize the strategic intent of implemented, available system capabilities. Using a longitudinal case study we investigate how cognitive rigidity of key actors and fixed, interrelated practices shaped the implementation of the new production system. We also identify core components and dynamics that constitute a richer multi-dimensional view of the IS strategy implementation (alignment) process. In particular, we identify three salient factors that contribute to strategy blindness – mistranslation of intent, flexibility of the IT artifact and cognitive entrenchment – and discuss how they affect strategic implementation processes. We conclude by discussing implications of our findings for IS strategy theory and practice, especially the contribution of strategy-as-practice to this stream of research.     

面向产业链协同商务平台的权限控制模型研究*

分析了产业链企业间协作关系和支持产业链企业间业务协同商务平台的特点,建立了面向动态联盟的四级授权控制模型,对联盟授权管理、企业按联盟协作类别的权限继承管理、企业部门授权管理和部门内具体操作人员的授权管理进行了研究,提出了产业链协同商务平台权限控制算法,并在汽车产业链协同商务平台权限管理中进行了应用验证。     

选煤厂信息物理系统任务调度研究

建立了选煤厂信息物理系统模型,将动态联盟思想引入选煤厂信息物理系统任务调度中,并提出了一种基于改进离散粒子群优化算法的选煤厂信息物理系统任务调度算法。该算法首先采用离散粒子群优化算法进行全局寻优,然后采用禁忌搜索算法进行局部搜索,求得全局最优解。仿真结果表明,该算法提高了任务调度的收敛速度、精度以及处理器的平均利用率。     

Strategic reasoning about business models: a conceptual modeling approach

Strategic reasoning about business models is an integral part of service design. In fast moving markets, businesses must be able to recognize and respond strategically to disruptive change. They have to answer questions such as: what are the threats and opportunities in emerging technologies and innovations? How should they target customer groups? Who are their real competitors? How will competitive battles take shape? In this paper we define a strategic modeling framework to help understand and analyze the goals, intentions, roles, and the rationale behind the strategic actions in a business environment. This understanding is necessary in order to improve existing or design new services. The key component of the framework is a strategic business model ontology for representing and analyzing business models and strategies, using the i* agent and goal oriented methodology as a basis. The ontology introduces a strategy layer which reasons about alternative strategies that are realized in the operational layer. The framework is evaluated using a retroactive example of disruptive technology in the telecommunication services sector from the literature.     

Strategic innovation through outsourcing – A theoretical review

Competition in the Information Technology Outsourcing (ITO) and Business Process Outsourcing (BPO) industry is increasingly moving from being motivated by cost savings towards strategic benefits that service providers can offer to their clients. Innovation is one such benefit that is expected nowadays in outsourcing engagements. The rising importance of innovation has been noticed and acknowledged not only in the Information Systems (IS) literature, but also in other management streams such as innovation and strategy. However, to date, these individual strands of research remain largely isolated from each other. Our theoretical review addresses this gap by consolidating and analyzing research on strategic innovation in the ITO and BPO context. The article set includes 95 papers published between 1998 and 2020 in outlets from the IS and related management fields. We craft a four-phase framework that integrates prior insights about (1) the antecedents of the decision to pursue strategic innovation in outsourcing settings; (2) arrangement options that facilitate strategic innovation in outsourcing relationships; (3) the generation of strategic innovations; and (4) realized strategic innovation outcomes, as assessed in the literature. We find that the research landscape to date is skewed, with many studies focusing on the first two phases. The last two phases remain relatively uncharted. We also discuss how innovation-oriented outsourcing insights compare with established research on cost-oriented outsourcing engagements. Finally, we offer directions for future research.     

Ruminations of an Editor-in-Chief

The Journal of Strategic Information Systems (JSIS) was first published December 1991 by Robert (Bob) D. Galliers, its Founding Editor-in-Chief (EiC). Early on Bob invited me to join the JSIS International Editorial Board¹ (the Board then being more operational, with members serving as quasi-AEs, an arrangement we’ve reinstituted more recently). I became Pacific Asia Region Editor in 2003, with JSIS shifting from region editors to Senior Editors in 2007, in which role I served the journal through the end of 2018. Mid-2018 Bob and Sirkka (Sirkka Jarvenpaa joined as co-EiC in 2000) jointly decided it was time; and announced they would both step down from their co-EiC roles at the end of that year. In September 2018, I was endorsed by Bob and Sirkka, the Senior Editors and Elsevier, to succeed Bob and Sirkka and assume the role of Editor-in-Chief of JSIS commencing 1 January 2019. I served as Editor-in-Chief through 1 July 2021 after which Yolande Chan and I served as co-Editors-in-Chief. Now the end of 2022, I am stepping down from operational involvement with the journal. In this my final editorial I focus on my time as EiC, also reflecting on my almost 3 decades with the journal. I much appreciate being invited to write these brief ruminations and am honoured to be included amongst the journal’s Emeritus, along with the esteemed Robert Galliers and Sirkka Jarvenpaa.     

Open Innovation and Team Leaders’ Innovation Traits

Open innovation has transformed internal novel resource allocation and facilitated diverse interorganizational cooperation models. Previous studies have investigated open innovation archetypes and their formation. However, most researchers have neglected the crucial role that team leaders play in integrating internal and external resources and connecting creative ideas in open innovation. This study investigated the influence of open innovation archetypes and team leaders’ innovation traits on team performance. On the basis of the literature review, the analytical hierarchy process was applied to construct a framework for assessing and selecting team leaders in open innovation. The analysis was completed based on samples from 45 valid respondents (88% return rate) in Taiwan’s high-tech industry. The study results suggested that innovation knowledge is the most crucial innovation criterion for a leader, particularly core knowledge and advanced knowledge. Among the various sub-criteria, extrinsic motivation was the second most important sub-criterion. Leaders with strong innovation motivations are suitable to lead inbound open innovation projects.     

模糊需求下转运联盟车辆路径及混沌粒子群优化

建立了基于模糊需求的企业间转运联盟车辆路径问题,并基于模糊结构元理论将模糊需求问题转化为清晰需求问题．针对该模型,提出了一种混沌粒子群算法,该算法在经典粒子群算法的基础上融入了两次混沌变换,有效的利用了粒子群算法和混沌算法各自的优势．