CO2Y the intelligent green solution: minimising carbon emissions by maximising shared travel opportunity.

It is in the interests of everybody that the environment is protected. In view of the recent leaps in environmental awareness it would seem timely and sensible, therefore, for people to pool vehicle resources to minimise the damaging impact of emissions. However, this is often contrary to how complex social systems behave – local decisions made by self-interested individuals often have emergent effects that are in the interests of nobody. For software engineers a major challenge is to help facilitate individual decision-making such that individual preferences can be met, which, when accumulated, minimise adverse effects at the level of the transport system. We introduce this general problem through a concrete example based on vehicle-sharing. Firstly, we outline the kind of complex transportation problem that is directly addressed by our technology (CO2y™ - pronounced “cosy”), and also show how this differs from other more basic software solutions. The CO2y™ architecture is then briefly introduced. We outline the practical advantages of the advanced, intelligent software technology that is designed to satisfy a number of individual preference criteria and thereby find appropriate matches within a population of vehicle-share users. An example scenario of use is put forward, i.e., minimisation of grey-fleets within a medium-sized company. Here we comment on some of the underlying assumptions of the scenario, and how in a detailed real-world situation such assumptions might differ between different companies, and individual users. Finally, we summarise the paper, and conclude by outlining how the problem of pooled transportation is likely to benefit from the further application of emergent, nature-inspired computing technologies. These technologies allow systems-level behaviour to be optimised with explicit representation of individual actors. With these techniques we hope to make real progress in facing the complexity challenges that transportation problems produce.

Going global in small steps: e-internships in SMEs.

Technological developments over the last thirty years increasingly shaped the means by which we recruit, select and appraise employees. Today, technology supports more flexible and geographically dispersed working modes: From teleworkers, to virtual workers, to e-interns (also known as virtual interns). The current article describes how developments in e-HRM and changes in employment forms contribute to the development and increasing popularity of e-internships (better known as virtual internships) amongst small and medium-sized enterprises. In this paper, we reflect on the rise of e-internships across different countries and relate this to e-HRM and technological advances. We explore the opportunities and challenges. These include developing effective global talent and knowledge management practices, managing diversity as well as intellectual and social capital. We furthermore link the employment of e-internship practices to strategic organizational goals and learning. In the final section, we also critically reflect on the high investment required for e-internships to succeed. The discussion on e-internships is set in the literature on e-HRM, virtual teams and knowledge management, which is furthermore supported by interviews conducted with e-interns or internship managers. Keywords: e-internships, virtual internships, computer-mediated communication

How to run successful e-internships: a case for organizational learning.

Purpose – The purpose of this paper is to outline unique learning experience that virtual/e-internships can offer small and medium-sized enterprises and start-up organizations. Design/methodology/approach – We interviewed 18 experts on e-internships (interns and managers of internships) across several countries to learn more about the learning experiences for both organizations and interns. The information from these interviews was also used to formulate a number of recommendations. Findings – The interviews provided insights into how e-internships can provide development opportunities for interns, managers and staff within these organizations. One important benefit pertains to the skill development of both interns and managers. The interns get unique working experiences that also benefit the organizations in terms of their creativity, input and feedback. In return, managers get a unique learning experience that helps them expand their project management skills, interpersonal skills and mentoring. Practical implications – We outline a number of recommendations that consider skill development, the benefit of diversity in numerous forms as well as mutual benefits for enterprises and start-ups. Originality/value – The discussion of the various benefits and conditions under which virtual internships will succeed in organizations provide practitioners an insight into the organizational opportunities available to them given the right investment into e-interns and internship schemes.