Drivers of revenues and expenses in higher-education non-profit institutions

Double Degree

Smart-RBAC

Generally, smart campus applications do not consider the role of the user with his/her position in a university environment, consequently irrelevant information is delivered to the users. This dissertation proposes a location-based access control model, named Smart-RBAC, extending the functionality of Role-based Access Control Model (RBAC) by including user’s location as the contextual attribute, to solve the aforementioned problem. Smart-RBAC model is designed with a focus on content delivery to the user in order to offer a feasible level of flexibility, which was missing in the existing location-based access control models. An instance of the model, derived from Liferay’s RBAC, is implemented by creating a portal application to test and validate the Smart-RBAC model. Additionally, portlet-based applications are developed to assess the suitability of the model in a smart campus environment. The evaluation of the model, based on a popular theoretical framework, demonstrates the model’s capability to achieve some security goals like “Dynamic Separation of Duty” and “Accountability”. We believe that the Smart-RBAC model will improve the existing smart campus applications since it utilizes both, role and location of the user, to deliver content.

Asking why

The growth of a solid, knowledge-intensive firm, OutSystems—an IT company recognized in 2003 by Fortune magazine as one of the most promising start-ups in the world—is accompanied by efforts to create a strong culture that preserves the traits that have driven OutSystems’ success and that drives innovation, adaptability, high performance, and accountability. The lessons OutSystems learned from previous international experiences are presented along with its latest growth model of branded local partners. The case study is intended to introduce concepts related to organizational culture, traits of cultures that drive innovation, national versus organizational culture, and the challenges of globalization. It is designed to be used in Organizational Behavior classes and is appropriate for MBA- and Master’s-level courses in the area of management. It is suggested as a guideline for 60- to 90-minute classes. Participants are invited to discuss the importance of organizational cultures and their fit with the company strategy. Participants are also encouraged to brainstorm about the best approach to face OutSystems’ new stage of growth, specifically the advantages and consequences of growing as a metanational company. Finally, in the conclusion, the most relevant findings taken from the discussions proposed are revisited: The importance of an organizational culture adapted to the market needs and the potential of innovation behind metanational companies. Other considerations are made about: how the case illustrates the importance of leadership, group age, and group size in the process of building a culture; and how OutSystems’ culture solves the apparent contradiction behind adaptable culture.