The Experts below are selected from a list of 21654 Experts worldwide ranked by ideXlab platform
Toshihiko Tamiya - One of the best experts on this subject based on the ideXlab platform.
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Does cultural assimilation affect organizational decision-making on quality-related Incidents? — A company's post-M&A experience
Journal of International Management, 2012Co-Authors: Shuzo Fujimura, Toshihiko TamiyaAbstract:Differences in organizational culture have been suggested as the major reason for the failure of mergers and acquisitions (M&A) to achieve synergies. We analyze an M&A case, focusing on the assimilation of organizational culture particularly with regard to quality. The purpose is to explore the consequences that internal inconsistencies in quality culture exert on quality performance, and to illustrate whether the assimilation of quality culture relates to organizational decision-making as corporate integration proceeds after a merger. We collect a unique data set that is not generally available, including internal quality data, customers' quality ratings, and records of quality-related Incident Resolution. A total of 301 Incidents occurring during five years after a merger are analyzed by measuring the time taken to address the Incidents and conducting a questionnaire survey followed by interviews. Further, a modeling study of the cultural assimilation process is conducted to establish a relationship between our theory and empirical findings. The results reveal that the efficiency of organizational decision-making is associated with the degree of cultural assimilation and how deeply into the layers of quality culture the assimilation extends. The findings suggest pragmatic implications as well as effective strategies managers could adopt for M&As and stimulate further research on corporate consolidations.
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does cultural assimilation affect organizational decision making on quality related Incidents a company s post m a experience
Journal of International Management, 2012Co-Authors: Shuzo Fujimura, Toshihiko TamiyaAbstract:Differences in organizational culture have been suggested as the major reason for the failure of mergers and acquisitions (M&A) to achieve synergies. We analyze an M&A case, focusing on the assimilation of organizational culture particularly with regard to quality. The purpose is to explore the consequences that internal inconsistencies in quality culture exert on quality performance, and to illustrate whether the assimilation of quality culture relates to organizational decision-making as corporate integration proceeds after a merger. We collect a unique data set that is not generally available, including internal quality data, customers' quality ratings, and records of quality-related Incident Resolution. A total of 301 Incidents occurring during five years after a merger are analyzed by measuring the time taken to address the Incidents and conducting a questionnaire survey followed by interviews. Further, a modeling study of the cultural assimilation process is conducted to establish a relationship between our theory and empirical findings. The results reveal that the efficiency of organizational decision-making is associated with the degree of cultural assimilation and how deeply into the layers of quality culture the assimilation extends. The findings suggest pragmatic implications as well as effective strategies managers could adopt for M&As and stimulate further research on corporate consolidations.
Shuzo Fujimura - One of the best experts on this subject based on the ideXlab platform.
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Does cultural assimilation affect organizational decision-making on quality-related Incidents? — A company's post-M&A experience
Journal of International Management, 2012Co-Authors: Shuzo Fujimura, Toshihiko TamiyaAbstract:Differences in organizational culture have been suggested as the major reason for the failure of mergers and acquisitions (M&A) to achieve synergies. We analyze an M&A case, focusing on the assimilation of organizational culture particularly with regard to quality. The purpose is to explore the consequences that internal inconsistencies in quality culture exert on quality performance, and to illustrate whether the assimilation of quality culture relates to organizational decision-making as corporate integration proceeds after a merger. We collect a unique data set that is not generally available, including internal quality data, customers' quality ratings, and records of quality-related Incident Resolution. A total of 301 Incidents occurring during five years after a merger are analyzed by measuring the time taken to address the Incidents and conducting a questionnaire survey followed by interviews. Further, a modeling study of the cultural assimilation process is conducted to establish a relationship between our theory and empirical findings. The results reveal that the efficiency of organizational decision-making is associated with the degree of cultural assimilation and how deeply into the layers of quality culture the assimilation extends. The findings suggest pragmatic implications as well as effective strategies managers could adopt for M&As and stimulate further research on corporate consolidations.
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does cultural assimilation affect organizational decision making on quality related Incidents a company s post m a experience
Journal of International Management, 2012Co-Authors: Shuzo Fujimura, Toshihiko TamiyaAbstract:Differences in organizational culture have been suggested as the major reason for the failure of mergers and acquisitions (M&A) to achieve synergies. We analyze an M&A case, focusing on the assimilation of organizational culture particularly with regard to quality. The purpose is to explore the consequences that internal inconsistencies in quality culture exert on quality performance, and to illustrate whether the assimilation of quality culture relates to organizational decision-making as corporate integration proceeds after a merger. We collect a unique data set that is not generally available, including internal quality data, customers' quality ratings, and records of quality-related Incident Resolution. A total of 301 Incidents occurring during five years after a merger are analyzed by measuring the time taken to address the Incidents and conducting a questionnaire survey followed by interviews. Further, a modeling study of the cultural assimilation process is conducted to establish a relationship between our theory and empirical findings. The results reveal that the efficiency of organizational decision-making is associated with the degree of cultural assimilation and how deeply into the layers of quality culture the assimilation extends. The findings suggest pragmatic implications as well as effective strategies managers could adopt for M&As and stimulate further research on corporate consolidations.
Renuka Sindhgatta - One of the best experts on this subject based on the ideXlab platform.
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Service Delivery Resource Management Using a Socially Enhanced Resource Model
Maximizing Management Performance and Quality with Service Analytics, 2015Co-Authors: Shivali Agarwal, Renuka SindhgattaAbstract:Executing knowledge-intensive business processes often requires knowledge workers to collaborate effectively on complex activities. Social network analysis is increasingly being applied to understand the underlying interaction patterns between teams and foster meaningful collaboration. The social positions of workers in such networks can be identified and used to assist effective collaboration. Resource synergies are another important factor considered during team formulation. In this chapter, we present a novel resource model that incorporates the concept of communities, social positions, and resource synergies together. We demonstrate our model and approach through real industry processes - IT Incident management and software development projects. This resource model can be used to accelerate the collaboration between work groups by dedicating a collaborative unit to each incoming Incident during Incident Resolution. For software development projects, this extended resource model can be used to formulate a synergetic team to handle tasks with a complex dependency structure.
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BPM - Accelerating collaboration in task assignment using a socially enhanced resource model
Lecture Notes in Computer Science, 2013Co-Authors: Shivali Agarwal, Renuka SindhgattaAbstract:Knowledge-intensive business processes require knowledge workers to collaborate on complex activities. Social network analysis is increasingly being applied in organizations to understand the underlying interaction patterns between teams and foster meaningful collaboration. The social positions of a worker, i.e. the role played in working with others, can be identified through analyzing process logs to assist effective collaboration. In this paper, we present a novel resource model that incorporates the concepts of resource communities and social positions. We demonstrate our resource model through a real industry process - IT Incident management process. This socially enhanced resource model is also used to accelerate the collaboration between various work groups by dedicating collaborative units in the task of Incident Resolution.
Claudio Bartolini - One of the best experts on this subject based on the ideXlab platform.
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a knowledge rich similarity measure for improving it Incident Resolution process
ACM Symposium on Applied Computing, 2010Co-Authors: Yongbin Kang, Arkady Zaslavsky, Shonali Krishnaswamy, Claudio BartoliniAbstract:The aim of Incident management is to restore a given IT service disruption, simply called Incident, to normal state as quickly as possible. In Incident management, it is essential to resolve a new Incident efficiently and accurately. However, typically, Incident Resolution process is largely manual, thus, it is time-consuming and error-prone. This paper proposes a new knowledge-rich similarity measure for improving this process. The role of this measure is to retrieve the most similar past Incident cases for a new Incident without human intervention. The solution information contained the retrieved Incident cases can be utilized to resolve the new Incident. The main feature of our similarity measure is to incorporate additional useful meta knowledge, outside of Incident description that is the only exploited information in typical similarity measures used in CBR, to improve effectiveness. Moreover, this measure exploits as much semantic knowledge as possible about features contained in previous Incident cases. Through an experimental evaluation, we show the effectiveness, technical coherence and feasibility of this measure using a real dataset.
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SAC - A knowledge-rich similarity measure for improving IT Incident Resolution process
Proceedings of the 2010 ACM Symposium on Applied Computing - SAC '10, 2010Co-Authors: Yongbin Kang, Arkady Zaslavsky, Shonali Krishnaswamy, Claudio BartoliniAbstract:The aim of Incident management is to restore a given IT service disruption, simply called Incident, to normal state as quickly as possible. In Incident management, it is essential to resolve a new Incident efficiently and accurately. However, typically, Incident Resolution process is largely manual, thus, it is time-consuming and error-prone. This paper proposes a new knowledge-rich similarity measure for improving this process. The role of this measure is to retrieve the most similar past Incident cases for a new Incident without human intervention. The solution information contained the retrieved Incident cases can be utilized to resolve the new Incident. The main feature of our similarity measure is to incorporate additional useful meta knowledge, outside of Incident description that is the only exploited information in typical similarity measures used in CBR, to improve effectiveness. Moreover, this measure exploits as much semantic knowledge as possible about features contained in previous Incident cases. Through an experimental evaluation, we show the effectiveness, technical coherence and feasibility of this measure using a real dataset.
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A computer-facilitated method for matching Incident cases using semantic similarity measurement
2009 IFIP IEEE International Symposium on Integrated Network Management-Workshops, 2009Co-Authors: Yongbin Kang, Arkady Zaslavsky, Shonali Krishnaswamy, Claudio BartoliniAbstract:This paper presents a new computer-facilitated approach for Incident management to improve typical Incident management. Our approach automates typical manual-based Incident Resolution process by proposing a new semantic similarity measurement between a given Incident call and Incident cases stored already in a case base. The proposed semantic similarity measurement distinguishes traditional similarity measures by incorporating additional useful information and exploiting semantic knowledge about features appeared in two Incident descriptions to be compared. First, we state how typical Incident management is processed and what its problems are. We then propose our automated Incident Resolution process with its core components. After that we introduce our identified additional useful information for our similarity measurement and describe how our similarity measurement algorithm is carried out. In an experimental evaluation, we show the technical coherence and feasibility of the proposed solution using a real dataset.
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DSOM - SYMIAN: A Simulation Tool for the Optimization of the IT Incident Management Process
Managing Large-Scale Service Deployment, 2008Co-Authors: Claudio Bartolini, Cesare Stefanelli, Mauro TortonesiAbstract:Incident Management is the process through which IT support organizations manage to restore normal service operation after a service disruption. The complexity of IT support organizations makes it extremely hard to understand the impact of organizational, structural and behavioral components on the performance of the currently adopted Incident management strategy and, consequently, which actions could improve it. This paper presents SYMIAN, a decision support tool for the improvement of Incident management performance. SYMIAN is a discrete event simulator that permits to test possible corrective measures for the IT support organization before the expensive actual implementation. SYMIAN models the IT support organization as a queuing system, considering both the time spent by operators working on Incidents and the time spent when waiting for operator's availability. Experimental results show the SYMIAN effectiveness in the performance analysis and optimization of the Incident Resolution time for a fictitious organization designed according to real-life experiences.
Shivali Agarwal - One of the best experts on this subject based on the ideXlab platform.
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Service Delivery Resource Management Using a Socially Enhanced Resource Model
Maximizing Management Performance and Quality with Service Analytics, 2015Co-Authors: Shivali Agarwal, Renuka SindhgattaAbstract:Executing knowledge-intensive business processes often requires knowledge workers to collaborate effectively on complex activities. Social network analysis is increasingly being applied to understand the underlying interaction patterns between teams and foster meaningful collaboration. The social positions of workers in such networks can be identified and used to assist effective collaboration. Resource synergies are another important factor considered during team formulation. In this chapter, we present a novel resource model that incorporates the concept of communities, social positions, and resource synergies together. We demonstrate our model and approach through real industry processes - IT Incident management and software development projects. This resource model can be used to accelerate the collaboration between work groups by dedicating a collaborative unit to each incoming Incident during Incident Resolution. For software development projects, this extended resource model can be used to formulate a synergetic team to handle tasks with a complex dependency structure.
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BPM - Accelerating collaboration in task assignment using a socially enhanced resource model
Lecture Notes in Computer Science, 2013Co-Authors: Shivali Agarwal, Renuka SindhgattaAbstract:Knowledge-intensive business processes require knowledge workers to collaborate on complex activities. Social network analysis is increasingly being applied in organizations to understand the underlying interaction patterns between teams and foster meaningful collaboration. The social positions of a worker, i.e. the role played in working with others, can be identified through analyzing process logs to assist effective collaboration. In this paper, we present a novel resource model that incorporates the concepts of resource communities and social positions. We demonstrate our resource model through a real industry process - IT Incident management process. This socially enhanced resource model is also used to accelerate the collaboration between various work groups by dedicating collaborative units in the task of Incident Resolution.
