| Commodity (109) |  |
| Deflation (10) | |
| Disinflation (3) | |
| Economics (2104) | |
| Economy (6659) | |
| Fiscal policy (11) | |
| Gross margin (5) | |
| Gross profit (3) | |
| Inflation (382) | |
| Liquidity (22) | |
| Macroeconomics (21) | |
| Marginal cost (24) | |
| National income (22) | |
| Opportunity cost (14) | |
| Reflation (3) | |
| Shareholder (126) | |
| Stagflation (3) | |
| Stakeholder (1969) | |
Chapter 4 describes the main experiments being performed around the world that are aiming to amplify innovation by increasing the involvement of more players and stakeholders.
and the dissemination of a culture of innovation for the knowledge economy. She is also an expert for French and European institutions.
How to engage all the stakeholders to a common vision? How to create the safety net in innovation ecosystems for experimenting the new in our seeking for the unexpected?
Open Innovation 2. 0. Living Labs (or any open innovation ecosystem) interlinked with other same-minded sites can be very powerful drivers for large-scale solutions engaging all stakeholders.
However, each new product, technology and process has an impact and consequences on the development of economy, the living and the planet.
such as sustainable development and corporate social responsibility (CSR), mainly focus on social and environmental aspects. xviii The Innovation Biosphere Can we really target sustainable development in a global world of greedy economics designing products
Planned obsolescence CAS 13 and manipulation of customers lead to accumulation of waste and waste economy.
We can observe a knowledge economy paradox †many are overeducated, and this knowledge and the past knowledge are used under.
This mess which we have created leads to waste economy and although it creates jobs for now,
and Communication Technologies (ICTS) enable us to see the connections between seemingly disparate issues, like transport and energy or health and economic growth,
Computer simulation makes a direct contribution to an economy†s progress in terms of sustainability issues, particularly with regard to environmental protection, the scarcity of raw materials and the emergence of a low-carbon economy.
Sweden This provides Facebook center local job creation and impacts the regional economy. Concerning the environmental aspects
Many hospitals have constructed a knowledge-flow connecting patients, doctors and other stakeholders based on patients information and their treatments,
economy, mobility, environment, living and people are among the indicators to define which city is the smartest.
regional competitiveness, transport and digital economics, natural resources, human and social capital, quality of life and participation of citizens in the governance of cities.
To face the economic crisis, cities and territories have to optimize their functioning and reduce their costs.
The knowledge economy is supposed to generate values from our individual and collective knowledge. The main barrier in developing this economy is the psychological barrier †it is a strong culture of context instead of the value of the brain.
Very often, people ask about a company instead of asking about the given person†s knowledge and experience.
While innovators are expected to supply an economic value, they also have a duty to evaluate and reduce the impact of their activity on natural ecosystems
it is now the largest and fastest growing sector of the economy in the Western world.
and analyze the complex relationships that drive innovation in the emerging global economy GRI 09. They examine the governmental
economic and technological factors contributing to country†s innovation ecology that have an impact on sustainable economic growth.
How do we define needs in the context of a greedy economy? According to Por POR 00, by analogy to natural ecosystems, â€oeknowledge ecology is an interdisciplinary field of management theory and practice, focused on the relational and cultural aspects of knowledge creation and utilization.
to turn the Union into a resource-efficient, green and competitive low-carbon economy; and to safeguard the Union's citizens from environment-related pressures and risks to health and well-being†ECO 14a.
†the vitality of a nation's economy; †the advancement of society. This definition focuses on the economic impact of innovation and highlights the importance of knowledge at all levels.
The three pillars of CSR are environment, society and economy. Technological and cultural aspects are still missing here.
It may include economic innovation such as circular economy and PSS. CSR refers to companies taking responsibility for their impact on society. â€oeas evidence suggests,
That is why the expected outcome will be a sustainable success of all stakeholders, including those of our planet.
The economic crisis is affecting national and European funding; the applicants are encouraged to supplement two-thirds of the overall budget by private ones;
which is insufficient to evaluate tangible and intangible benefits for the firm and stakeholders. Technological innovation focuses mainly on technology
because this Environment Social Culture Technology=social networks Economy Environment Social Culture Technology Economy Innovation Ecosystems 69 element is evaluated not for ranking
system and holistic MER 11 ways is also important to succeed in the knowledge economy.
All these types of knowledge are possessed by the different actors of the company and by the stakeholders.
and grow by progressively integrating new needs of company and stakeholders. Depending on the firm 72 The Innovation Biosphere activity,
The insight may come from external stakeholders such as partners, subcontractors and clients. That is why companies who innovate with clients are more successful than others that don†t
Traditional skills related to industrial economy and still taught in school are aligned not with those required by the new economy.
Table 2. 1 presents the evolution of skills from industrial to knowledge economy. Industrial Economy Knowledge Economy Functional title Focus on New role Enterprise Manager Planning
organizing, staffing, leading or directing, and controlling an organization (a group of people or entities) or effort for the purpose of accomplishing a goal.
Leader, visionary and strategist, focus on dynamic governance, sustainable success manager, stakeholders, strategic alliances R&d Managing research and development projects Manager of the e-co-innovation dynamics
constraints and paradoxes We are living in a global world, practicing global economy without global governance.
and position the public investment where it contributes best to the growth and revitalization of the economy.
and reward the creation of economic value and jobs. What example can be given by politics that never lead a company?
image, creation of joint ventures to extend the initial market, rate of new products and services per year, environmental impact, participation of stakeholders, real-time learning, collaborative watch and opportunity hunting, financial
and will be adapted to each case. 2. 7. Trends and future innovation In search of economic growth and job creation,
Service innovation was pushed by the economists in the 1990s GAL 96 as another means to generate growth
because it reduces the use of materials ZHA 13.80 The Innovation Biosphere Economy of sharing that has already been practiced in the Eastern europe after the WORLD WAR II makes its entry to developed countries becoming poor.
Sharing of cars, tools and houses is a practice by individuals in parallel to the sick economic systems.
impact of sensitive technology to manage, business transformation, economic growth, knowledge preservation, food and water for all,
Only the use of new technologies will allow us to bridge the gap between economic growth
The internal Chinese economy needs to be reformed and opened up to make it more productive. This is politically difficult.
making the EU the most competitive economy in the world and reaching full employment before 2010.
In the industrial era, they contributed to more products and economic growth. According to Brynjolfsson and Mcafee BRY 11, increases in jobs corresponds to increases in productivity,
which fueled more economic activity and created even more jobs. Then, beginning in 2000, the lines diverge;
showing economic growth with no parallel increase in job creation. Brynjolfsson and Mcafee call it the â€oegreat decouplingâ€.
and globalization caused the transition to a service economy. Workers repeatedly adapted by acquiring new skills
†the silver economy, innovation for longevity; †the valuation of big data. These challenges â€oecan be seen as seven critical pillars to initiate in France the process of long-term prosperity and employmentâ€.
96 The Innovation Biosphere Major rethinking University IP policies †including Chief Academic Innovation Officers †with a focus on building the â€oeflow of knowledge†across stakeholders.
New field of Knowledge/Innovation Economics has emerged †learning to measure the intangible value. The recent OECD publication OEC 14a reviews the key trends in science, technology and innovation policies,
and performance in more than 45 economies, including OECD countries and major emerging economies. Eighty pages of this report (see Appendix 2. A in the report) present comparative tables of national STI strategies or plans, OECD countries and some major non-OECD economies.
This policy analysis and measurement use a â€oedata approach†and are based on statistic methods, and not on real knowledge about the current situation.
lack of information on the economy and strong asymmetry with private actors, and the lack of capability in the public sector for effective policy makingâ€.
The green innovation policy is discussed in Chapter 7 of DUT 14 that explores the role that innovation can play in achieving a greener economy.
what are the results in terms of economic growth and how the whole process is monitored. Figure 3. 2. Comparison between Maryland
and make the various stakeholders work together. We do not know what actions make it possible to remove obstacles from innovation.
The Commission proposes to launch the necessary work for the development of a new indicator measuring the share of fast-growing innovative companies in the economy.
They are adapted not to evaluate the progress in facing the main challenges, such as job creation, employment and economic growth.
Such a ranking encourages competition between the European countries instead of challenging them to act as a whole. 3. 3. 1. 3. Digital Agenda Digital Agenda aims â€oeto reboot Europe†s economy
these technologies should deliver sustainable economic growth. To accomplish this ambitious challenge, 101 actions grouped around seven key areas were elaborated.
It is considered also vital to the continued economic growth in Europe BLE 08. The EU aims at fostering favorable conditions through coordinated action including joint development of related skills.
Successful innovation combines several disciplines, all stakeholders and societal and technological drivers. While the linear innovation model may still be valid for some industries†but the more we shift to knowledge society-related innovation,
All the stakeholders (industry, research, public sector and the user community) need to be involved, and crowdfunding may accelerate the process.
energy storage, recycling of rare metals, exploration of sea resources, vegetable proteins and plant chemistry, personalized medicine, silver economy and longevity and valorization of Big data.
and transportation of goods and people will continue and increase, following the unchanged principles of global economy.
The french ANR supports the development of public†private partnerships that have a direct impact on the economy and competitiveness.
To progress, Europe needs a clear vision elaborated with all stakeholders and measures tangible and intangible, the result of actions and their impact on a regular basis.
such as incubators and clusters, hoping to attract companies and influence economic growth. Traditional policy is applied and there is still a misunderstanding of the difference between innovation and research,
and between the industrial era and the global knowledge economy. A huge amount of money is being spent on public and private initiatives.
and the progress made, probably due to the absence of measures and diversity of stakeholders and institutions involved.
One of them is devoted to green innovation and covers the fields such as food security and sustainable agriculture, the ocean and the blue economy, keeping water clean and fresh, sustainable cities, biodiversity and ecosystems
grounded in classical economics. Some of this is bound to federal funding for research and development (R&d. Other aspects include immigration, training and education.
â€oethe current economic crisis has brought the interplay between innovation and jobs. Countries badly need innovation-driven productivity gains to grow out of debt,
economy is task-centered instead of being centered people; students must learn real-world problem-solving; we have to connect science and business.
The above platform has been developed incrementally by adding other useful services that help not only clients but also other stakeholders such as police, insurance companies and others.
and diversify the economy. With this realization, The Kohala Center was founded in 2000 as an independent, community-based center for research, conservation and education.
It outlines how Qatar will use the vast revenues from its hydrocarbon resources to transform itself 7 http://www. qf. org. qa. 136 The Innovation Biosphere into a modern knowledge-based economy.
Through these activities, the foundation supports an innovative and open society that aspires to develop sustainable human capacity, social and economic prosperity for a knowledge-based economy.
and actions to transform into a green economy. These conditions include social environmental and economic innovation;
researchers and other stakeholders of the living labs. Enoll members meet on a regular basis and continue to collaborate,
There are no reports on how far this investment improved economic growth, job creation and young employment and has addressed other strategic European challenges.
It is important to see how these changes in the drivers for success have led to different policy approaches by all stakeholders.
Also the roles and collaboration of stakeholders is very different from the past†PUB 14.142 The Innovation Biosphere To illustrate this purpose,
It may lead to cocreative and more inclusive economy. The principle is shown in Figure 4. 4. Experimentations
and Results 143 Figure 4. 4. Principle of wealth†welfare†well-being cocreation PUB 14 Stakeholders are considered here as cocreators.
The author believes that cocreation thinking expands the current approach (wealth generation) to create wealth†welfare†well-being in economy and society.
ideas, visions, solutions and action plans are developed through a collaborative process that involves diverse stakeholders;
†assisting stakeholders in building consensus in complicated circumstances; †helping the organization to invent new products, services and ways of working.
improve knowledge about toxic chemicals and help businesses move toward a sustainable economy. They also make sure that member states apply EU environmental law correctly by helping them comply with the legislation they have agreed,
How are the principal stakeholders †citizens †involved, instead of involving only researchers, providers and sponsors?
to develop social and military economies, to buy directly from producers, to plant vegetables to take for free
A greedy economic system empowered with ubiquitous advertisements and continuous innovation 160 The Innovation Biosphere in marketing requires us to transform into buying machines.
And all this with enough economy of effort to provide endurance, which is achieved by means of elastic energy storage in tendons during certain phases of the locomotion cycle and the later return of this energy to the more exigent phases HIL 87.
The greedy economic system which produces things to throw out should be replaced by Environment and Sustainable Success 175 a more sustainable one.
Many stakeholders are used to perpetuate the same mental schema †to reuse that which they already know,
Conditions for a Sustainable Future Jeremy Rifkin RIF 14 claims that â€oezero margin cost†is a trigger for a new economic system based on two things:
â€oezero margin cost†will replace the old economy which is looking for an increase in productivity and a reduction in margin cost.
AMI 97 AMIDON D.,The Innovation Strategy for the Knowledge Economy, Butterworth Heinemann, Boston, 1997 AMI 98 AMIDON D. ed.),Collaborative Innovation and the Knowledge
Economy, The Society of Management Accountants of Canada available at http://www. entovation. com/backgrnd/future. htm, 1998.
and Irreversibly Transforming Employment and the Economy, Lexington: Digital Frontier Press, 2011. BUL 13 BULL GROUP, Corporate social responsibility and sustainable development 2013-2014, Sustainability by and for IT, available at http://www. bull. com/download/bull/Bull csr report 2013-2014 gri4 en
RIF 14 RIFKIN J.,The Zero Marginal cost Society, The Internet of things, the Collaborative Commons, and the Eclipse of Capitalism, Palgrave Macmillan, 2014.
STA 94 STAHEL W.,The Utilisation-Focused Service Economy: Resource Efficiency and Product-Life Extension, National Academy Press, WASHINGTON DC, pp. 178†190,1994. 198 The Innovation Biosphere STA 14 STARCK P.,Betting on 3
success indicators, 176 knowledge discovery, 9 ecology, 54 economy 47,55, 70,73, 123 cultivators, 60,63, 64,137, 178 management, 46,67, 71,103, 139 processing, 177 knowledge-based systems, 99 Kohala Center, 128
, 8, 34,35, 38,46, 51,87, 130,134, 137,145, 148, 153†156,160, 168,169 stakeholders, 23,60, 68,71, 72,79, 103,108, 121,127, 141,143, 146
â'Value and Economy of Marine Resources MUTTIN Frã dã ric Marine Coastal and Water pollutions:
Chapter 4 describes the main experiments being performed around the world that are aiming to amplify innovation by increasing the involvement of more players and stakeholders.
and the dissemination of a culture of innovation for the knowledge economy. She is also an expert for French and European institutions.
Consequently, BPM can contribute to one of the most important challenges of our modern economies and societies,
They all share the spirit that it is important to emphasize the strong contribution BPM can make to the economy and society,
Innovations that have a substantive influence on many or even all parts of the economy (e g. the Internet.
On the one hand, both internal and external requirements from involved stakeholders can lead to the redesign of business processes.
While stakeholder requirements have always been triggers for change and innovation, new technologies of the digital age represent a key source of numerous affordances for process innovations today.
stakeholders need to be involved aptly in each of these activities. Potentials for achieving this lie in social media,
as an increasingly popular option in the digital world with which to involve the creativity and opinions of various stakeholders from both within and outside an organization.
stakeholders need to be involved properly in each of these activities. In fact, principles of involvement (the need to integrate all stakeholder groups)
and continuity (continuous gains in efficiency and effectiveness) are among the 10 main principles of business process management (vom Brocke et al.,
as an increasingly popular option in the digital world with which to involve the creativity and opinions of various stakeholders from both within and outside an organization (Kaplan & Haenlein, 2010;
We here understand SM to be a service that facilitates networking among employees and stakeholders,
or also encompasses external stakeholders. Several authors have discussed already coupling strategies, benefits, and the requirements for successful implementation of SM (Bruno et al.,
Social networking tools provide intensified collaboration among all stakeholders by providing a common network for interaction,
BPM should combine the views of several stakeholders in order to define, analyze and (re) create business processes (Dumas et al.,
Now, in the digital age, it is possible to include new stakeholders (e g. co-workers, business partners or consumers) in various phases of business processes through the utilization of SM.
With SM, employees and stakeholders are given much more freedom of choice to collaborate and connect.
1) increase awareness of all stakeholders regarding Leveraging Social media for Process Innovation. A Conceptual Framework 63 process modeling and execution,(2) aggregate information, relevant for process modeling by different participants,
1) enabling continuous support during process execution by connecting all stakeholders (especially for immediate coordination in unexpected situations),(2) coordination support for distribution of execution processes among geographically-dispersed co-workers,
The monitoring phase can benefit from including SM for (1) receiving the (quantitatively measured) data and feedback from all stakeholders of the network and (2) sharing the process performance results with co-workers and customers/end-users alike.
) Involving more stakeholders in the modeling process can facilitate a more holistic perspective of the business process and its requirements.
or providing feedback on process models from external stakeholders Process execution phase Supporting employees in process execution Outsourcing process activities or providing users†support during execution Process
and evaluating ideas for process improvement from stakeholders Leveraging Social media for Process Innovation. A Conceptual Framework 65 4. 2 Modeling Phase for External Participants Organizations today strive to be customer-centric
Further examples of using SM in the recruitment process are connections and referrals through existing employees or other stakeholders. 4. 5 Monitoring Phase for Internal Participants In the monitoring phase,
Including SM in the monitoring process provides stakeholders throughout the organization with a chance to contribute
Organizations can use SM to collect information from a variety of stakeholders and present the findings via SM as well.
2009). 4. 7 Improvement Phase for Internal Stakeholders All processes need to be improved continuously due to ever changing technological development, organizational changes and market demands.
Hassan, 2009). 4. 8 Improvement Phase for External Stakeholders Of course, also external stakeholders can contribute to optimizing processes.
The external stakeholders are in this case not only limited to customers, but extend to business partners as well, acting as â€oeinternal†customers (Weske, 2013).
Incorporating SM into BPM provides flexibility by enabling communication and collaboration among a widespread net of employees and external stakeholders.
The types of SM use differ according to the stakeholders included and the business process life cycle phase.
The framework showcases how practitioners can use SM for internal and external stakeholder integration and provides a more structured approach to including SM in BPM.
not only lead to some marginal gains in a company†s reputation but to real improvement in business processes as well as employee and stakeholder satisfaction.
International Journal of Production Economics, 90 (2), 129†149. Ante, S. E. 2009. Amazon: Turning consumer opinions into gold.
Disruptive technologies have the great potential to transform life, business and the global economy. Process innovation is adopting a process view in managing business in combination with applying innovation into key processes.
Since one or more of the stakeholders who were responsible or accountable for capabilities required for the innovation lacked the necessary motivation, competence or empowerment/mandate, due to a stable business environment and low risk tolerance,
Different stakeholders should interpret event data in the same way. GL2: There should be structured a
2012), conducted through open innovation with customers or other stakeholders (Chesbrough, 2003), or through a focus on mergers and acquisitions to source innovative new products, services or business models.
in order to provide guidance to stakeholders so that they can steer the process towards consistent and compliant outcomes and higher process performance.
and communicated across all relevant process stakeholders. 4 Predictive Monitoring The execution of business processes is generally subject to internal policies, norms, best practices, regulations, and laws.
it is also true that†by the very nature of a BPM project†not each and every stakeholder can be a modeling expert.
and included several stakeholders involved in realizing the door-to-door process. The empirical data was derived from a series of workshops and interviews with the key stakeholders along the process steps
in conjunction with observations. Among other things, this project resulted in several process models that covered the entire door-to-door process
and its variants, can facilitate an increased consensus among the involved stakeholders. Optimal and integrated performance within ecosystems does need
Understanding these preparatory steps would enable the establishment of expectations on diverse organizations/actors involved in satisfying the needs of different stakeholders.
1. traveller satisfaction 2. profitable business (business revenue) and acting for the public good 3. environmentally friendly operations 4. state of the art collaboration management with involved stakeholders
The ambition with a management dashboard is to enable digital images providing status of the D2d process for key stakeholders with relevant data in real time for the purpose of increased punctuality and customer satisfaction.
position and orientation. 3. 3 Impact of Process Map Design The design of a process map has a strong impact on how stakeholders cognitively capture the operations of a company.
Economics of controls. In Proceedings of the international workshop on information systems for social innovation 2011 (ISSI 2011)( pp. 230†236.
In the 2000s, Champy (2002) responded to criticism of BPR by explaining how BPR can create value for all stakeholders.
and five stakeholder perspectives in the rows, resulting in 36 categories. 264 A. Van Looy †The six communication questions are:(
¢Daily management This process management capability plays an essential role in digital innovations by maintaining communication and collaboration between process participants, customers and other external stakeholders,
and other stakeholders †Roles and responsibilities (e g. a process owner+an optimization team) †Skills to perform such roles(+training,
and Daniel Beimborn Abstract Many stakeholders are involved in process operation and, consequently, also in process improvement and innovation.
For the coordination of all stakeholders, an effective governance model with clearly defined roles and tasks can support process-oriented decision-making,
BPM †Driving Innovation in a Digital World, Management for Professionals, DOI 10.1007/978-3-319-14430-6 18 275 Numerous stakeholders are involved therein
and stakeholder relations (Doebeli et al.,2011) are influenced positively. By adapting and modifying Weill and Ross†(2004) definition of IT governance to BPM,
and Economics pursuing his Master of science degree in the field of Information technology Engineering. His research activities mainly focus on practical solutions for integrating business process models,
Economics) in information systems at AË bo Akademi University, Finland in 2005. Since 2001, she started her research and practice in mobile services.
He has a background in business economics und computer science and has obtained his economic doctorate degree from the Martin-Luther-University Halle-Wittenberg in 2013.
Curricula Vitae 295 Monika Malinova Vienna University of Economics and Business, Austria Monika Malinova is a teaching
and research associate and a doctoral candidate at the Institute for Information Business at the Vienna University of Economics and Business,
Jan Mendling Vienna University of Economics and Business, Austria Jan Mendling is a Full professor and head of the Institute for Information Business at WU Vienna.
After studying political economics at the University of Freiburg he received a doctorate in 2003 and a professorship in information systems and business economics (Habilitation) in 2010.
His main research interests are compliance in flexible workflows, economics of controls, risk management, and IT-support for disaster response management.
Curricula Vitae 299 Bernd Schenk University of Liechtenstein, Liechtenstein Bernd Schenk is senior lecturer for Information systems at the University of Liechtenstein.
He holds a Ph d. in Information systems from the Vienna University of Economics and Business and a MSC from the University of Innsbruck, Austria.
She holds a Ph d. in business economics from the University of Liechtenstein and a Diploma in economics from the University of Hohenheim, Stuttgart, Germany,
Slovenia Peter Trkman is Associate professor at the Faculty of Economics of the University of Ljubljana.
IEEE Transactions on Engineering Management, International Journal of Information management, International Journal of Production Economics, Journal of Strategic Information systems, Long Range Planning and Wirtschaftsinformatik.
Curricula Vitae 301 Amy Van Looy Ghent University, Belgium Amy Van Looy holds a Ph d. in applied economics.
, 13, 85†100,291 Intelligent processes, 12,52 Internal and external stakeholders, 70 Internal controls, 248,249 Internet of events (Ioe
7, 9, 12,13, 59†70,136, 257,260, 262,263 Social networks, 53,54, 60,61, 136 Stakeholder, 10, 59†65, 67†70,99, 111,131, 150,186, 195,196
, 200,201, 208,221, 260,264, 269,272, 276 Stakeholder involvement, 59,69 Standardization, 13,62, 78,171, 172, 177†189,289, 292 Strategic alignment, 11,14, 232,269, 272
for External Participants 4. 5 Monitoring Phase for Internal Participants 4. 6 Monitoring Phase for External Participants 4. 7 Improvement Phase for Internal Stakeholders
4. 8 Improvement Phase for External Stakeholders 5 Conclusion References The Role of Enterprise Systems in Process Innovation 1 Introduction 2 Different Roles of Enterprise
, Sweden Peter Loos Saarland University, Germany Fabrizio Maggi University of Tartu, Estonia Monika Malinova Vienna University of Economics and Business, Austria Jan Mendling
Vienna University of Economics and Business, Austria Charles Møller Aalborg University, Denmark Jens Ohlsson Stockholm University, Sweden Cà sar Augusto L
< Back - Next >
Overtext Web Module V3.0 Alpha
Copyright Semantic-Knowledge, 1994-2011