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Excerpt from HumanEdj Summary View in tabular format of Plan template for sales of improvement programmes
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Human Interaction Management (HIM) is a holistic theory of human collaborative work that provides management principles and patterns for business processes focused on knowledge work. The Human Interaction Management System (HIMS) is the associated software technology for process design, execution and management. Goal-Oriented Organization Design (G...
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Context 1
... from the Delivery sub-Plan are used together with statistics from the Sales Funnel Plan itself (shown for an example template in Fig. 2 and any sub- Plan for Non-Standard Product Development to generate accurate total cost for provision of the improvement programme to the customer, and hence to create a price that ensures the engagement returns a profit (or a deliberate loss). By explicitly associating the different aspects of customer engagement with one another, the ...
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Under conditions of rapid change, companies compete intensely to achieve competitive advantages. Through technology, the differentiate themselves from other companies to obtain a better market position. Decisions concerning technological variables are thus essential to a firm's overall competitive strategy, positioning and emplacement. Our research...
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... 2012 and 2018 were the two peak years with the maximum publication numbers. The detailed analysis of the collected data revealed that the publications in 2012 focused on STC techniques and tools, analysis of various perspectives, and STC's applicability in different phases of software development [15,19,[50][51][52][53][54][55][56][57]. Conversely, most publications from 2018 focused on two main streams: i) the influence of STC in different fields [58,59] and ii) the applications of STC in OSS development [60,61]. ...
... Next, "global software development" (GSD) has been a hot area of focus for researchers (from 2001 to 2018). The analysis of literature, such as [9,13,16,19,50,51,54,61,[82][83][84][85][86][87], also supports this finding. ...
Ample evidence in the literature emphasizes using socio-technical congruence (STC) to address coordination issues in distributed software development. The recent decades have shown a progressive growth in STC, resulting in an increasing number of research studies in the scientific corpora. However, no existing study has systematically analyzed and illustrated the research patterns, latest trends, and evolution in STC. This study aims to explore the knowledge structure and create evolutionary trajectories from STC publications. To achieve this aim, a scientometric analysis is performed that combined a critical literature review (CLR) of STC-related published research in the Web of Science and Scopus databases from 2000 to 2020.The scientometric analysis is conducted through four scientometric techniques: i) co-word network analysis, ii) co-author network analysis, iii) co-citation analysis, and iv) document clustering with timeline analysis. The study outcomes will help understand and visualize STC’s research status quo. CLR is objectively conducted to recognize the latest research topics, themes, and salient features of STC research in software development. A total of 306 bibliographic data are analyzed to generate study-related networks and density visualizations. The results reveal an evolution in the STC field from its conception to the recent developments of STC models and other related factors. This study primarily contributes to the literature by providing a systematic view related to STC research to assist software practitioners in identifying applications and key research areas. Moreover, the combination of scientometric analysis and CLR reveals key researchers, journals and conferences, institutions, prominent contributing countries, and six major research themes, including “community structure” and “socio-technical congruence” as the most prominent ones.
... At the time of this study, the implementation of the learning organization was still incomplete among nurses, and even more so among other health professionals. The lack of other professionals in the learning organization is an interesting point to underscore, since we could easily imagine that a participatory process that promotes collaboration like the process promoted by the learning organization (Harrison-Broninski and Korhonen, 2012;Song, Jeung, & Cho, 2011) would facilitate multidisciplinarity. However, some of these professionals have already participated in the projects, and the learning organization committee expected that this participation would grow over time. ...
It becomes critical for health care organizations to develop strategies that aim to design new work practices and to manage knowledge. The introduction of learning organizations is seen as a promising choice for better knowledge management and continuing professional development in health care. This study analyzes the effects of a learning organization on nurses’ continuing professional development, knowledge management, and retention in a health and social services centre in Quebec, Canada. The learning organization seemed to affect daily nursing work in a positive manner, despite its variable impact on other professionals and other sites outside the hospital centre. These changes were particularly pronounced with respect to knowledge transfer, support for nursing practices, and quality of health care, objectives that the learning organization had sought to meet since its inception. However, it seemed to have a limited effect on nurse retention.
The study aimed to explore the effects of learning organisation components on staff productivity in the Jihad-e Agriculture Organisation (JAO) of Fars province, Iran. The statistical population was composed of 292 staffs working in this organisation. The sample size was determined by Bartlett’s table and was taken by the systematic technique. The results revealed that most staff in JAO were moderately or poorly productive. Among the components of learning organisations, system approach, team learning, and personal mastery were stronger predictors of this variable. It was found that 39% of the variance of learning organisation was accounted for by five components of system approach, team learning, mental models, shared vision, and personal mastery. In other words, it can be claimed that these components can capture 39% of the variance of the learning organisation variable. Also, learning organisation and its components could predict 43% of the variance of staff productivity.
Many organizations struggle to improve (and support with technology) critical operational business processes due to poor understanding of the different types of business process. This paper categorizes business process types (and supporting technologies) as follows:
• Step-by-step work in which the sequence of steps can be predicted (BPM).
• Step-by-step work in which the steps and their sequence adapt to the situation at hand (ACM).
• Work in which deliverables are provided through collaboration rather than each person carrying out steps individually, but is nevertheless predictable (Project Management).
• Work that is both collaborative and adaptive (Human Interaction Management, or HIM).
There is often a technology support gap for the latter type of business process, particularly since collaborative, adaptive processes typically cross organizational boundaries. This gap can be filled by a Human Interaction Management System (HIMS), a form of cloud technology based on process “design-by-doing”. In its BPM Cool Vendors 2012 report, Gartner Inc. said that “design-by-doing” exemplifies the trend towards social BPM, noting that the ability to "do, then plan" — that is, to alter plans quickly and easily as time progresses and the overall goal evolves, and then reuse plans as new templates — will be useful to teams that need to collaborate on the fly, and then learn from their successes and failures.
This paper explains how to create a HIM Plan template as a set of Stages in which people play Roles to provide deliverables, and how to use a HIMS server, multiple HIMS servers and/or normal email to carry out a HIM Plan across professional, geographical and organizational boundaries.
