computer components

Computer components

Computer case (81)
Hardware (569)
Input devices (78)
Output devices (588)
Processors (incl names) (1056)
Removable data storage (110)

Synopsis: Ict: Computer: Computer components:

(Focus) Eunika Mercier-Laurent-The Innovation Biosphere_ Planet and Brains in the Digital Era-Wiley-ISTE (2015).pdf.txt

The quick development of technology also has social impacts, such as isolation in ubiquitous screens, virtual friends,

Replacing hardware in place for several years with new models can provide energy savings of up to 40%.

They train their users to monitor energy metrics and carbon savings. In France, in the past 40 years, the population has increased by 10 millions of people.

As a result, we often have to change our devices because the hardware, operating system, applications, interfaces,

this â€oesecondâ€ screen is said to be necessary. Many are playing for hours on these devices.

Addiction to cell phones CIS 14, games and social networks is rampant in Generations Y and Z. The workers from Generation Y use three screens.

a third of which is in the form of monitors and televisions, and plays a leading role in reusing of components such as computers

which is able to recover almost 100%of metal and glass from a conveyor full of TVÂ€ s and monitors.

Three-dimensional (3d printers, invented in the 1980s, are able to print a 3d object of almost any shape from a 3d model or other electronic data source primarily through an additive process in

which successive layers of material are laid down under computer control. 3d printers, which may be considered as industrial robots,

The decreasing price of 3d printers now allows their use in areas such as design STA 14 or in kitchens9. 1. 3. Medicine and biotechnologies Electronics,

Intelligent image mining systems can help to monitor what is happening. The exodus of people looking for jobs from village to town

Intelligent-wear (I-wear) textile integrates a solar power heating, flexible keyboard (ski gloves) and sensors TEX 09.

Microsoft diversifies to lingerie â€ they develop a â€oesmart braâ€ to monitor stress and discourage emotional eating19.

If Douglas Engelbart, the inventor of the computer mouse could be paid per clicks, he would have been immensely rich3.

Or about noninvasive enzyme screen for cancer detecting the presence of a matrix metalloproteinase in urine samples obtained from a patient MOS 04?

While three-dimensional (3d printer is extremely useful for prototyping, quickly providing spare parts, even organs when appropriate, do we really want to have printed a 3d pizza?

and to Member States and regions is a core dimension of our work. We also coordinate the implementation of the Innovation Union actions under the responsibility of General Directory for Enterprise & Industry.

A second core characteristic of the OI2 paradigm is the use of the quadruple helix model where government, industry,

Nevertheless, they can do better in reducing environmental impact by smarter managing of printing tools and supplies.

but because of a core desire to aloha â€ Ä ina â€ to show love for

Though supporting and operating programs in three core mission the foundation strives to nurture the future leaders of Qatar.

The operating model is facilitated the core process (or set of processes) that translate the operating principles into concrete action and tangible results.

connected with the organizationâ€ s core issues and the daily work practice of its personnel (relevancy),

Curiously, none offer 3d printers for printing spare parts instead of recycling. â€oethe Wellmet 2050 project is exploring five options for steel and aluminium:

buildings could be made with a solid steel core and renovations only of add-on components such as windowsâ€.

â€ new professions â€ fixing, cleaning, greening and three-dimensional (3d printing. In general, innovation produces a solution for a given problem or challenge,

and hardware that uses the lock-and-key paradigm to compute by touchâ€ BEN 97.

Eyes on the screens full of various applications and advertisements, headphones in the ears, wearing fitness and health devices, guided by connected objects,

ALP 14 ALPENIA A.,Googleâ€ s Nanotechnology, Red herring, available at http://www. redherring. com/hardware/googles-nanotechnology-microsoft-band-hp-goes-3d/,2 november 2014.

the New world of 3d printing, Wiley, 2013.194 The Innovation Biosphere KIN 10 KING D.,The future of industrial biorefineries, World Economic Forum, available at http://www3. weforum

Bibliography 195 MOL 13 MOLITCH-HOU M.,3d printing Breakthrough Yields Organic and Inorganic Multimaterial, Vista Printhead, available at 3dprintingindustry. com, 6 september 2013.

MOS 04 MOSES M. A.,FREEMAN M. R.,VIEDERSCHAIN D.,Noninvasive enzyme screen for cancer, Patent no. 6811 95 B1, 2004.

MPO 14 MPOFU T. P.,MAVERE C.,MUKOSERA M.,The Impact and Application of 3d printing Technology, International Journal of Science and Research, vol. 3, no. 6

-D printing for Bespoke design, available at http://blogs. wsj. com/digits/2014/04/11/philippe-starck-betting-on-3-d-printing-for-bespoke-design/,2014.

SUT 11 SUTCLIFFE H.,Report on responsible research and innovation, available at http://ec. europa. eu/research/science-society/document library/pdf 06/rri-report

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(Management for Professionals) Jan vom Brocke, Theresa Schmiedel (eds.)-BPM - Driving Innovation in a Digital World-Springer International Publishing (2015).pdf.txt

, operations in and across organizational functions, are at the core of every organization, the relevance of BPM for companies of all kinds of industries, private,

However, we might observe a shift in one of the core institutional logics that BPM professionals draw from:

The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.

The core function of the MADE Open Factory is the ability to experiment with new business processes enabled by advanced process technology.

For maximum benefit, the social aspect is integrated directly into the core business applications that people are using,

The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.

one core area of process innovation must lie in the embedding of technology in an organization,

these systems differ from other IT solutions as they (1) support the core business processes of an organization,(2) show a high degree of horizontal and vertical integration on different system layers,

Cloud computing is considered to be a new delivery model enabling a focus on core competences while outsourcing the IT-related activities to professional cloud sourcing providers.

Enterprise systems are considered to be at the core of enterprise operations and therefore follow the dynamics of organizational change.

2) the high processing power utilizing multi-core processor architecture and increased memory capabilities, and (3) the sensing capabilities.

as illustrated in Fig. 1. The probe monitors and transmits risk-related information to the insurers such as the speeding,

and mobile application that attracts car-drivers, especially new customers, based on the core-technology; â€¢Increase sales volumes;

The core technology of the smartphone-driven insurance telematics has yielded the advantage of improving risk assessments activities by collecting

The CLM consists of seven layers, from the core inner layer, encompassing technology (innovation/disruptive technology design),

business process design for the core technology implementation, product/services Process Innovation with Disruptive Technology in Auto Insurance 97 implementation, individual organization readiness for innovation implementation, towards business models and the outer

Due to the unique context and core subject of this case study, the generalization of the results may be limited.

The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.

in that creative staff were finding new solutions for products, display and service, and sometimesâ€ where appro-priateâ€ willingly deviated from the standardized process.

these techniques provide a basis to monitor ongoing executions of a process (a k a. cases) in order to assess whether they comply with the constraints in question.

process experiences can be the core input for process model designs using a more innovative bottom up approach with inductive methods,

Up to now there are no approaches on how to measure, monitor, and evaluate ecosystem-wide performance. Coming to an understanding of how to conceive ecosystem is one essential step towards the development of such approaches.

At the core of this traditional view, defined by Goldkuhl and Lind (2008) as â€oebusiness process as sequential transformationâ€,

fulfilling, and evaluating expectations are made core issues, thereby constituting structures for actions. Expectations are covered by the assignment in

the focus is put upon the door-to-door travellerâ€ s process with three core processes (to, within,

or finds out which terminal he/she is expected to depart from. 3. 4 At the Core of the Door-to-door Process:

For other processes such activities are seen rather to occur between the different core processes. Since these activities are outside the project scope

there is a lack of approaches to measure, monitor, and evaluate the performance of ecosystems covering co-production of value by multiple actors.

and turn-around 208 M. Lind and S. Haraldson core of this innovation is a tool for providing digital images (see Fig. 6 above) based on information from different key actors,

including similar systems that have airports as their core connection point, for ecosystems within the transport domain,

This value chain describes a process view of an organization that builds on a set of core processes.

The core processes are those that create value for the customer, such as sales, logistics, etc.

but required for conducting core processes. These are called support processes (e g. HR, finance, etc..Explicit interdependencies between both these processes can be identified.

Core processes Management processes Supporting processes Manage compliancy Manage audits Manage governance Financial reporting Fig. 2 Process map example found at http://www. ariscommunity. com

Organizations commonly differentiate between core processes, support processes and management processes. In addition, there are some companies that keep the analysis

where a core process is decomposed into smaller part-processes, so-called sub-processes (Malinova & Mendling, 2013).

When a core process starts, the set of its corresponding sub-processes need to be executed in order for the core process to finish.

Another commonly observed primary notation concept is the sequential relation between the core processes. This can be observed from the close proximity of two core processes,

when these stand next to each other. For this, many maps use Porterâ€ s value chain concept (Malinova & Mendling, 2013;

As a result, all core processes are represented in such a way that there is a temporal sequential order between them.

when each core process is executed. Moreover, when process maps that represent the core processes in a value chain manner,

they also indicate the input of the value chain and its consequent output. The input is usually a customer request,

For example, core processes are represented either by a rectangle-shaped symbol, which obviously indicates a singular process,

pointing to the direction of the core process category. This direction (position and orientation) also infers some meaning,

in which the support processes apparently are there to support the core processes, while the management processes manage the execution of the core processes.

This way, a relation also between the processes that belong to different categories can be depicted implicitly.

Moreover, the close proximity of two core processes typically implies a sequential order between these processes.

For example, an input pointing only to the core process category means that this particular input will trigger the execution of one or a set of core processes.

clusters are defined for core, support and management processes. Beyond this, the map also indicates a notion of process containment within the core process Fig. 3 The original process map of a European insurance company Leveraging Innovation Based on Effective Process Map Design:

Insights from...223 category. This we infer from the labels used for each sub-process.

For example, the processes shown in the core process category win customers and control sales are clearly a subset of the core process sales.

In addition, based on the order of the four core processes (sales, actuarial, administration and capital allocation) and the inputs and outputs coming from and to some of the core processes (sealed contracts, fees,

estimates) we could infer certain sequence of execution. This company used few visual variables to complement the primary notation.

On the other hand, the light brown color differentiates between core processes and their corresponding sub-processes. The management and support processes are using the rectangle-shaped symbol,

while the core processes and sub-processes use a pentagon-shaped symbol positioned horizontally. This might indicate that these processes include activities that are done in a particular order.

The input/output notions we found to be primary concepts are complemented by an arrow between the core processes.

indeed, there is a sequential order between the core processes. The explicitly labeled inputs and outputs, together with the directed arrow, clearly depict what a core process needs to produce in order to finish,

thus starting the execution of the next in line process. 4. 3 Discussion of the Original Process Map For a process map to be cognitively effective it needs to reflect the principles of visual notations by Moody (2009).

Despite the fact that the symbols used for the core processes differ from the rest, the color remains the same.

There is a notion of process order between the core processes. However, it is difficult, only by looking at the process map,

On the other hand, we can observe the use of additional text to indicate the output of one core process and the input of another (e g. sealed contracts.

While this significantly assists in 224 M. Malinova and J. Mendling understanding the nature of the respective core processes,

this input/output text is shown not between all core processes (e g. actuarial). As such, it will potentially lead to misinterpretations and misunderstandings among the end-users.

Now, management as well as support processes are visualized with symbols different to the ones of the core processes.

Second, the core business has been subdivided into three segments which are interrelated. The customer-facing processes partially interact with the recipient-facing processes.

This was also the main reason for the missing input between the actuarial and administrative core processes from Fig. 3. The original process map provided an inappropriate representation of the interfaces

which were in fact necessary for the relation between the two core processes. In this way, innovation at these crossroads was blocked by the fact that it was captured simply not in an explicit manner.

Then, the system collects and monitors such metrics during the execution of the process. Due to the popularity of the BSC methodology among executives, many packaged solutions offer standard business process models that are mapped already into BSC metrics (Brignall & Ballantine, 2003.

The Adaptation Agent is a stand-alone application that monitors the process execution in the Bonita BPM engine,

the visual feedback given by ROSAS helps them recognize changes in the Fig. 3 Bonita BPM interface enriched by ROSAS to display strategic recommendations Implementing a Digital Strategy through Business Process Management 239 priorities

Since validation is the core of compliance (Cannon & Byers, 2006) and it is usually a â€oemanualâ€ task requiring noteworthy time and effort,

Further methods and tools like the so-called (rule-based) monitors or ex post auditing approaches, e g.,

and found out that already 88%monitor customer feedback and conversations on social media platforms and 64%of respondents collect online feedback and also turn them into process improvements or product improvements.

The six core elements of business process management. In J. vom Brocke & M. Rosemann (Eds.

which are a core part of a governance model, supports process-oriented decision-making and managing cross-functional processes more effectively (Braganza & Lambert, 2000;

Spender & Kessler, 1995) by defining communication flows which are presented in Fig. 4. FAR+uses five core communication flows,

Prozessmanagement als Kernkompetenz (Process management as core competence)( 5 ed.).Wiesbaden: Gabler. Rosemann, M, . & De Bruin, T. 2005).

and had a core role in applying BPM-related research leading to tangible results. Today she is engaged substantially in the EU-project MONALISA 2. 0 that has the goal to introduce a sea traffic management system for sustainable maritime transports.

His core research interests are Enterprise resource planning systems (ERP systems Serviceoriented Architectures (SOA), and Business Process Management (BPM).

Getting to the Airport 3. 4 At the Core of the Door-to-door Process: Actions Performed Within Airports 3. 5 The Final Steps of the Door-to-door Process:

2008 Innovation in Ireland.pdf.txt

In short, our ambition is to put innovation at the core of our policies and strategies for the future,

Innovation in Ireland Summary 2008 Building knowledge partnerships Our development agencies are attuned fully to keeping innovation at the core of their strategies and policies.

The Global Entrepreneurship Monitor ranks Ireland second in the EU and fifth among OECD countries for entrepreneurial activity.

2010 OECD SME Entrepreneurship and Innovation Report.pdf.txt

2009). 2 The Global Entrepreneurship Monitor survey in 53 countries suggests that only 6. 5%of new entrepreneurs are â€oehigh-expectation entrepreneursâ€,

Autio, E. 2007) Global Entrepreneurship Monitor 2007 Global Report on High-Growth Entrepreneurship, Babson College, Massachusetts.

2011 Missing an Open Goal_UK public policy and open innovation.pdf.txt

UK Public policy and open innovation Perhaps the most fundamental strategic decisions facing any company concern its core business model:

Hamel, G. and Prahalad, C. K. 1990) â€ The Core Competence of the Corporationâ€, Harvard Business Review, Vol 68, No.

and when new ideas developed within the firm do not fit with the core business they can be sold

Amazon has increased the range of activities using its core IT capability by opening it up to a range of other companies.

â€¢The rise of a well educated workforces â€ knowledge not confined to an elite core within major corporations,

At its core the centreâ€ s mission is: â€ To make the UK a global open innovation hub,

Vol. 40, No. 3: 213-221 Hamel, G. and Prahalad, C. K. 1990) â€ The Core Competence of the Corporationâ€, Harvard Business Review, Vol 68, No.

2012 Evaluation_of_Enterprise_Supports_for_Start-Ups_and_Entrepreneurship-Publication.pdf.txt

The framework was informed by international best practice regarding the core principles and methodologies required. The evaluations focus on the appropriateness

Figures compiled from Entrepreneurship in Ireland 2010 Global Entrepreneurship Monitor (GEM) Report and GEM Report 2011;*

Global Entrepreneurship Monitor 2010. FORFÃ S EVALUATION OF ENTERPRISE SUPPORTS FOR START-UPS & ENTREPRENEURSHIP 23 Table 1. 1:

Global Entrepreneurship Monitor, 2004&2010. Key Indicators Database at:<<http://www. gemconsortium. org/key-indicators>Accessed 04 may 2012.24 Chart 1. Source:

The core role of the team involves assessing enquiries, project building and getting a company past the crucial milestone of a first investment43.

(and forms the core part of the Enterprise Ireland Policy framework set out by DETE in 1998).

export-focused companies. â€ Increasing export potential of entrepreneurs is at the core of both of these reports.

and that â€oesupporting these companies is a key objective. â€ This fits with the core objective of Propel

Projecte dents Prope Grant Conne ed numbers ics the core stra by utilising t o strengthen er of the asp ve, such as th mme and the rs.

s July 2013 Global Entrepreneurship Monitor (GEM) 2012 Global Entrepreneurship Monitor July 2013 Annual Employment Survey 2012 Forfã¡

2012 Flanders DC Open Innovation in SMEs.pdf.txt

because the open innovation network is at the core of the business model. The existing business model (innovation) frameworks do not pay attention to strategic partners

Based o n a combination of two technologies (displays and three-dimensional scanning the company wants to change both the physical shop and the shopping experience.

After scanning, customers see themselves on large screens as a virtual, three-dimensional model dressed in clothes from various collections that the shop offers.

It is remarkable that the firms we interviewed did not diversify over time into new businesses that were not or only weakly related to their core business.

innovative company should stick to its core products. First, new product markets have their own specific challenges.

It had to team up with different parties to develop the two basic technologies (displays and 3d scanning) to make virtual shopping possible.

The core ideas of this book are summarised in the following HBR article: Other definitions of open innovation have been provided by Johnson.

three core process archetypes, R&d Management Conference RADMA, Lisbon, Portugal. 30 Larsen P. and Lewis, A. 2007), How award-winning SMES manage the barriers to innovation, Creativity

2012 InterTrade Ireland Innovation Ecosystem Report.pdf.txt

RAG analysis of innovation ecosystem â€ large firms 22 Intertradeireland would like to thank the companies which participated in our Business Monitor survey undertaken by Perceptive Insight.

This approach points to the significance of organisations outside the firm that can act as catalysts

and â€¢License-out to gain value from ideas and technologies that do not fit the core strategy of the company.

as catalysts, contributors or collaborators. Serial innovators may draw on higher education institutions for intellectual property and talent, on the financial resources of venture capitalists and angel investors and on the capacities and facilities of other companies

Intertradeireland, Business Monitor (May 2012; European commission, Annual Report on EU SMES (November 2011), Eurostat, Regional GVA per capita (March 2012;

Intertradeireland Business Monitor was used as the method of reaching a sample of 1, 104 owner/managers to assess the views of business on their current performance,

The Intertradeireland Business Monitor telephone survey was undertaken in 2011 and the sample is structured to allow subgroup analysis by region, sector (seven of these), size of business (small, medium and large) and export orientation (exporters off the island, cross-border traders and non-exporters).

Intertradeireland Business Monitor (2011. n=1, 104) Figure 5: Firmsâ€ innovation activities, by type of innovation Past 3 years Next 12 months Both Neither 0 20 40 60 80 100 New/improved products

Intertradeireland Business Monitor (2011). 0 40%10 50 20 60 30 70 Export off island Cross Border Not Exporter New/improved products

Intertradeireland Business Monitor (2011). 16 In terms of resources, over half of past innovators (53%)have dedicated sales staff.

Intertradeireland Business Monitor (2011). 17 The scorings come from a scale of 1 (for â€ Extremely poorâ€) to 7 (for â€ Excellentâ€.

Intertradeireland Business Monitor (2011. Figure 10: Use of formal external supports for innovation by innovation-active businesses On your own Mainly in-house but with some external input or support Mainly external but with some internal support Undertaken jointly with others (50:50) Unsure 0

Intertradeireland Business Monitor (2011. Clients/Customers Suppliers Intermediary Bodies Financial services Organisations Innovation Support Agencies Business Services Organisations Higher education Institutes 0%20 40 60 80

Intertradeireland Business Monitor (2011. Figure 12: Ranking of the effectiveness of external partners by innovative businesses Clients/Customers Suppliers Financial services Organisations Innovation Support Agencies Intermediary Bodies Business Services Organisations Higher education

Intertradeireland Business Monitor (2011. International Cross-Border Local%0 25 50 75 100 C lie nt s S up p lie rs In te rm ed

2013-competitiveness-innovation-productivity-clearing-up-confusion.pdf.txt

For example, a printing firm in Michigan that sells printed material to customers across the United states would be traded a firm from the perspective of the Michigan economy,

2014 Irish Entrepreneurship Forum Report.pdf.txt

-10-1 Kauffman Foundation Research Series (July 2013) â€ Firm Formation and Economic Growthâ€. 2 The 2012 Global Entrepreneurship Monitor Report shows that the rate

the 8-12 successful entrepreneurs who take time to give back who act as catalysts for entrepreneurial activity.

In the ICT hardware and maker community these are called often â€ hackerspacesâ€. Co-working spaces are effective creation engines for startups as they lower barriers to entry for founders while increasing learning/information sharing.

, printing, telephone, postal and storage facilities) at affordable costs. Co-working spaces usually range from 2,

The Department of Jobs, Enterprise and Innovation should create an Entrepreneurship Policy Unit. 7. 2 Monitoring progress of entrepreneurship policy It is important that the Government monitors performance to ensure that actions taken are showing positive results.

Use of up-to-date performance data to monitor startup levels will be important. The Forum proposes the establishment of a â€ Startup Monitorâ€ by the Department of Jobs,

The Startup Monitor should capture information on numbers of new companies created to include: â€¢Numbers of individuals starting a self employment project. â€¢Numbers of newly incorporated companies. â€¢Industry NACE code. â€¢Startup size classification â€ number of employees

The Startup Monitor should also have capabilities to produce up-to-date information on: â€¢Progress of startups over time (eg.

Our Cities, Drivers of National Competitiveness Global Entrepreneurship Monitor. Reports GEM Ireland National Report,(2012) GEM USA National Report (2012) Gibb, A.,Haskins, G,

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