ABSTRACT. The digitalization of processes in the rather backward construction sector is a fundamental and strategic step forwards that can no longer be postponed. Inasmuch, there is no doubt that it will bring about a full-scale revolution affecting every player in the building process: clients, builders, professionals, property managers and users, the credit system, the insurance system, etc. However, the broadness and impact of this cultural leap, this change of paradigm, cannot spread among building process stakeholders in a rapid, complete and uniform way. This difficulty seems already to emerge from the initial complicated attempts in the public works sphere where the process of change, which ought to be generated starting from full awareness by Contracting Stations, is only now taking its first steps. The recent ratification of the so-called “BIM Decree” (as envisaged in Article 23 paragraph 13 of the Tender Procurement Code/Legislative Decree No. 50/2016) however, at least confirms the mandatory launch of this approach in coming years for Public Works. The BIM may come forward as an “influential epi-phenomenon of digitization” (A. Ciribini). The way forward towards digitization should therefore embrace organization as an essential element for effective application in processes involving the construction sector, where digitization really should play an increasingly decisive role. Such awareness would also allow designers or small design organizations to approach specific individual aspects, that could be tackled by applying innovative logics, thereby helping to promote necessary widespread distribution of experiences dealt with in a more modern manner. In conclusion, the Italian route towards to digitalization may well start from the organized juxtaposition of individual experiences, thereby stimulating the transition into the future from the particular to the general. The task, therefore, is to identify feasible operational practices rather than improbable and abstract complex theoretical models (as already mentioned, not readily applicable in the Italian context) that are probably premature at the present time. Such operational practices will naturally have to be clearly defined and refer to a broad scenario where university research and the world of standardization are reliable landmarks. This research describes and analyzes some of these practices, which seem to confirm the practicability of this pragmatic approach that, as already mentioned, is perhaps unique in the particular Italian scenario and based on incremental organization and digitalisation of the process or, as suggested, specific parts of it.
This article aims to share experience from a Swedish project on the introduction and implementation of Open Educational Resources (OER) in higher education with both national and international perspectives. The project, OER – resources for learning, was part of the National Library of Sweden Open Access initiative and aimed at exploring, raising awareness of and disseminating the use of OER and the resulting pedagogical advantages for teaching and learning. Central to the project’s activities were a series of regional seminars which all featured a combination of multi-site meetings combined with online participation. This combination proved highly successful and extended the reach of the project. In total the project reached around 1000 participants at its events and many more have seen the recorded sessions.
Article first published in “European Journal of Open, Distance and E-Learning”, 2012/II, ©Ebba Ossiannilsson, Alastair M. Creelman. Reprinted with permission.
When we think of innovation and creativity in India the first thought coming into our mind is the giant software Industry which through its cutting edge technology has created an aura in the global market.
But there is more which Indian legacy has in store, for the corporate world. India is having a rich heritage filled with fables and epics. In the today´s competitive world where uniqueness is the cue it becomes very important to understand the learning´s of this rich heritage and implement them in day to day functioning.
Received: 29 April 2011
Revised: 20 May 2011
Focusing strictly on technology trends can obscure other environmental factors that are drivers for innovation in higher education. The authors identify ten fissures in the landscape that are creating areas of potentially tectonic change.
Article originally published in ‘Educause Review’, V. 46 (2011), n. 1, as open access article, distributed under the terms of the Creative Commons Attribution Licence
The paper presents an integrated framework for IT-enabled organizational innovations. The framework highlights the factors that affect the effective introduction of knowledge and information systems to become organizational innovations. It conceptualizes the innovation process as an open system and takes into consideration knowledge management and performance evaluation. The rationale for this framework is that because of the narrow scope of current frameworks, managers and IT personnel often fail to see the whole picture of their organizations. This difficulty reduces managers´ ability to understand the interrelationships between IT-based innovations and business processes. Consequently, introducing IT/IS into an organizational context doesn´t achieve its intended objectives and often fails entirely. The framework will be useful to managers in their efforts to transform their organizational operations with the use of IT applications.
© 2010 The Author. Article originally published in ‘Journal of Technology Research’, V. 2 (2010), //aabri.com/manuscripts/10524.pdf
Reprinted with permission