Crowdsourcing User-Contributed Solutions to Aerospace Product Development Issues through Micro-Blogging

Revenue and production output of the United Kingdom’s Aerospace Industry (AI) is growing year on year and the need to develop new products and innovative enhancements to existing ranges is creating a critical need for the increased utilisation and sharing of employee knowledge. The capture of employee knowledge within the UK’s AI is vital if it is to retain its pre-eminent position in the global marketplace. Crowdsourcing, as a collaborative problem solving activity, allows employees to capture explicit knowledge from colleagues and teams and also offers the potential to extract previously unknown tacit knowledge in a less formal virtual environment. By using micro-blogging as a mechanism, a conceptual framework is proposed to illustrate how companies operating in the AI may improve the capture of employee knowledge to address production-related problems through the use of crowdsourcing. Subsequently, the framework has been set against the background of the product development process proposed by Maylor in 1996 and illustrates how micro-blogging may be used to crowdsource ideas and solutions during product development. Initial validation of the proposed framework is reported, using a focus group of 10 key actors from the collaborating organisation, identifying the perceived advantages, disadvantages and concerns of the framework; results indicate that the activity of micro-blogging for crowdsourcing knowledge relating to product development issues would be most beneficial during product conceptualisation due to the requirement for successful innovation.

The effects of conflict in driving forward innovation in shared leadership management consultant teams

It is argued in this study that current investigations of the role of conflict in shared leadership teams and, thus, teams in which all members have the opportunity to participate in its decision-making process are insufficient as they have focused on the downsides of these conflicts. This study demonstrates that task conflict is beneficial in that it can have positive effects on innovation in teams. It shows that particularly in shared leadership management consultant teams task conflict can stimulate innovation. Therefore, this research investigates the relationships among shared leadership, conflict and innovation. The research develops and empirically tests a conceptual model which demonstrates the relationships between these concepts and for which the inclusion of multiple research methods was essential. The sequential explanatory approach included a combination of quantitative and qualitative methods, the order of which can be adapted for other domains of application. The conceptual model was first tested with a sample of 329 management consultants. This was followed by 25, in-depth, face-to-face interviews conducted with individual survey respondents. In addition, weekly meetings of a management consultant team in action were video recorded over several months. This allowed for an in-depth explanation of the findings from the survey by providing an understanding of the underlying processes. The inclusion of observational methods provided a validating role and explained how and why conflicts contributed to the development of team innovation, through the analysis of subtleties and fleeting disagreements in a real-life management consultant team. The results deliver an assessment of the theoretical model and demonstrate that task conflict can allow for additional innovation in management consultant teams operating under a shared leadership structure. A practical model and guidelines for management consultant teams wanting to enhance their innovatory capacities are provided. In addition, a novel-user methodology which includes video observations is developed, with recommendations and steps aiding researchers aiming to employ a similar combination of methods. An original contribution to knowledge is made regarding the positive effects that task conflict can have towards innovation in shared leadership teams. Collaboration and trust are identified as important mediators between shared leadership and task conflict and significant regarding the development of innovation. The effectiveness of shared leadership in reducing negative relationship conflict and the benefits of both shared leadership and task conflict in enhancing innovation are demonstrated.

A Global Review on Peri-Urban Development and Planning

Urban regions worldwide are increasingly facing the challenge of dealing with highly dynamic metropolitan growth and, at the same time, institutional changes like decentralisation and globalisation. These kinds of changes express themselves most evidently in peri-urban areas, where urban and rural life meets. These peri-urban areas in particular have been the stage for rapid physical, social and economic transformations, both in developed and developing countries. Peri-urbanization takes place here. Based on literature review, this paper presents an effort to identify generic attributes of peri-urbanisation and the way in which development planning tends to reply. Three major attributes are identified: peri-urban space (the spatial expression of peri-urban development), peri-urban life (the functional appearance of land uses, activities and peri-urban innovation), and peri-urban change (a causal and temporal perspective featuring flows and drivers of change). It is also shown that prevalent institutional replies in planning and development generally fail to acknowledge the dynamic and increasingly fragmented attributes of global peri-urbanisation.

Community-led upgrading for self-reliance in informal settlements in South Africa: a review

Around the world, informal and low-income settlements (so-called “slums”) have been a major issue in city management and environmental sustainability in developing countries. Overall, African cities have an agenda for slum management and response. For example, the South African government introduced the Upgrade of Informal Settlements Program (UISP), as a comprehensive plan for upgrading slum settlements. Nevertheless, upgrading informal settlements from the bottom-up is key to inform broad protocols and strategies for sustainable communities and `adaptive cities´. Community-scale schemes can drive sustainability from the bottom-up and offer opportunities to share lessons learnt at the local level. Key success factors in their roll-out are: systems thinking; empowered local authorities that support decentralised solutions and multidisciplinary collaboration between the involved actors, including the affected local population. This research lies under the umbrella of sustainable bottom-up urban regeneration. As part of a larger project of collaboration between UK and SA research institutions, this paper presents an overview of in-situ participatory upgrade as an incremental strategy for upgrading informal settlements in the context of sustainable and resilient city. The motivation for this research is rooted in identifying the underpinning barriers and enabling drivers for up-scaling community-led, participatory upgrading approaches in informal settlements in the metropolitan area. This review paper seeks to provide some preliminary guidelines and recommendations for an integrated collaborative environmental and construction management framework to enhance community self-reliance. A theoretical approach based on the review of previous studies was combined with a pilot study conducted in Durban (South Africa) to investigate the feasibility of community-led upgrading processes.