How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Context Systematic mapping studies are used to structure a research area, while systematic reviews are focused on gathering and synthesizing evidence. The most recent guidelines for systematic mapping are from 2008. Since that time, many suggestions have been made of how to improve systematic literature reviews (SLRs). There is a need to evaluate how researchers conduct the process of systematic mapping and identify how the guidelines should be updated based on the lessons learned from the existing systematic maps and SLR guidelines. Objective To identify how the systematic mapping process is conducted (including search, study selection, analysis and presentation of data, etc.); to identify improvement potentials in conducting the systematic mapping process and updating the guidelines accordingly. Method We conducted a systematic mapping study of systematic maps, considering some practices of systematic review guidelines as well (in particular in relation to defining the search and to conduct a quality assessment). Results In a large number of studies multiple guidelines are used and combined, which leads to different ways in conducting mapping studies. The reason for combining guidelines was that they differed in the recommendations given. Conclusion The most frequently followed guidelines are not sufficient alone. Hence, there was a need to provide an update of how to conduct systematic mapping studies. New guidelines have been proposed consolidating existing findings.

Guidelines for conducting systematic mapping studies in software engineering : An update

Dorothy Leonard-Barton warns readers upfront that her new book, "Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation," is not a quick read. Indeed it is not, though the author, a Harvard Business School professor, tries hard to soften a knot of strategy research with true-life examples from several technology companies. Unfortunately, business books tend to be like Arnold Schwarzenegger movies: the special effects and twists are a lot more important than the basic plot, which doesn't change much.

"Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation"

The corporation of the 1990s: Information technology and organizational transformation

Cloud computing is a new way of delivering computing resources and services. Many managers and experts believe that it can improve health care services, benefit health care research, and change the face of health information technology. However, as with any innovation, cloud computing should be rigorously evaluated before its widespread adoption. This paper discusses the concept and its current place in health care, and uses 4 aspects (management, technology, security, and legal) to evaluate the opportunities and challenges of this computing model. Strategic planning that could be used by a health organization to determine its direction, strategy, and resource allocation when it has decided to migrate from traditional to cloud-based health services is also discussed.

Opportunities and challenges of cloud computing to improve health care services.

This paper proposes an integrated threat management framework to improve outcomes of software projects. Current best practice prescribes risk management and issue management to control threats. However, these processes cover only part of the spectrum of uncertainty. A broader framework of threat management is proposed that integrates issue management, risk management and crisis management. Case examples and steps to transition beyond risk management are also provided. Implications for research and practice are discussed. The framework provides a basis to extend efforts in research and practice to improve the capability of organizations to manage uncertainty and improve project results.

Toward An Integrated Framework of Software Project Threats

This paper extends recent research on the risk implications of software project organization structures by considering how structure-related risk might be managed. Projects, and other organizations involved in projects, are usually structured according to common forms. These organizational entities interact with each other, creating an environment in which risks relating to their structural forms can impact the project and its performance. This source of risk has previously been overlooked in software project research. The nature of the phenomenon is examined and an approach to managing structure-related risk is proposed, responsibility for which is assigned as a new role for project governance. This assignment is necessary because, due to the structural and relational nature of these risks, the project is poorly placed to manage such threats. The paper argues that risk management practices need to be augmented with additional analyses to identify, analyze and assess structural risks to improve project outcomes and the delivery of quality software. The argument is illustrated and initially validated with two project case studies. Implications for research and practice are drawn and directions for future research are suggested, including extending the theory to apply to other organization structures.

Managing Structure-Related Software Project Risk: A New Role for Project Governance

This position paper examines software architecture through the lenses of four organizational perspectives and identifies opportunities for research to improve the positioning and support of the discipline within organizations. It concludes that while software architecture may rest on solid technical foundations, its position in the organization is not as firm.

Software architecture: Organizational perspectives

Researching organization structures is no longer in fashion. However, a recent study uncovered gaps in our knowledge about the structure of software projects and their associated risks. This paper develops risk profiles from the literature of four common structures (functional, project, matrix and adhocracy forms) and validates them against data from a public sector study. Understanding structure as a source of project risk could unlock deeply embedded performance problems in software projects that have been overlooked or attributed to other causes.

Paul L. Bannerman

Papers

Toward An Integrated Framework of Software Project Threats

Managing Structure-Related Software Project Risk: A New Role for Project Governance

Software architecture: Organizational perspectives

Risk Implications of Software Project Organization Structures

Structuring risk into projects