Maintaining centralised application systems : a cross-country, cross-sector, cross-platform comparison

Past studies of software maintenance issues have largely concentrated on the average North American firm. While they have made a substantial contribution to good information system management practice, it is believed that further segmentation of sample data and cross-country comparisons will help to identify patterns of behaviour more akin to many less average organizations in North America and elsewhere. This paper compares the Singapore maintenance scene with the reported North American experience. Comparisons are also made between: Government organizations, Singapore corporations and multinational corporations (MNCs); mainframe and minicomputer installations; and fourth-generation language (4GL) and non-4GL computer installations. Study findings, while in many cases were similar to earlier US studies, do show the importance of Singapore's young application portfolio, the widespread usage of 4GLs and the severe maintenance personnel problems.

Creative interoperability: A new concept to guide, understand and evaluate innovation by cross-sector collaboration

Creative digital media are increasingly utilized by companies in all industries. Here cases studies of creative media innovations in manufacturing, mining and education were facilitated and evaluated. The cases dealt respectively with designs in manufacturing, visualizing mining data, and developing tools for adult literacy. The difficulties of merging creative media teams into these different contexts were noted and the idea of creative interoperability was developed. Creative interoperability explains how creative teams can connect with other disciplines to bring about innovations.

Cross-sector surveys assessing perceptions of key stakeholders towards barriers, concerns and facilitators to the appropriate use of adaptive designs in confirmatory trials

Background Appropriately conducted adaptive designs (ADs) offer many potential advantages over conventional trials. They make better use of accruing data, potentially saving time, trial participants, and limited resources compared to conventional, fixed sample size designs. However, one can argue that ADs are not implemented as often as they should be, particularly in publicly funded confirmatory trials. This study explored barriers, concerns, and potential facilitators to the appropriate use of ADs in confirmatory trials among key stakeholders. Methods We conducted three cross-sectional, online parallel surveys between November 2014 and January 2015. The surveys were based upon findings drawn from in-depth interviews of key research stakeholders, predominantly in the UK, and targeted Clinical Trials Units (CTUs), public funders, and private sector organisations. Response rates were as follows: 30(55 %) UK CTUs, 17(68 %) private sector, and 86(41 %) public funders. A Rating Scale Model was used to rank barriers and concerns in order of perceived importance for prioritisation. Results Top-ranked barriers included the lack of bridge funding accessible to UK CTUs to support the design of ADs, limited practical implementation knowledge, preference for traditional mainstream designs, difficulties in marketing ADs to key stakeholders, time constraints to support ADs relative to competing priorities, lack of applied training, and insufficient access to case studies of undertaken ADs to facilitate practical learning and successful implementation. Associated practical complexities and inadequate data management infrastructure to support ADs were reported as more pronounced in the private sector. For funders of public research, the inadequate description of the rationale, scope, and decision-making criteria to guide the planned AD in grant proposals by researchers were all viewed as major obstacles. Conclusions There are still persistent and important perceptions of individual and organisational obstacles hampering the use of ADs in confirmatory trials research. Stakeholder perceptions about barriers are largely consistent across sectors, with a few exceptions that reflect differences in organisations’ funding structures, experiences and characterisation of study interventions. Most barriers appear connected to a lack of practical implementation knowledge and applied training, and limited access to case studies to facilitate practical learning. Keywords: Adaptive designs; flexible designs; barriers; surveys; confirmatory trials; Phase 3; clinical trials; early stopping; interim analyses

Cross-sector organisational engagement with ethics : a comparison between private sector companies and public sector entities of Sweden

Purpose – The purpose of the paper is to describe and compare similarities as well as differences in the organizational engagement with ethics between private sector companies and public sector entities.

Design/methodology/approach – A survey was conducted in order to examine the organizational engagement with ethics in the largest private sector companies and the largest public sector entities in Sweden. Two adapted questionnaires were developed for each sector. The outcome of this research procedure is reported in this paper.

Findings – There are both minor and major differences between the private sector and public sectors, where the private sector companies overall tend to be more engaged with ethics than the public sector entities in areas such as: ethical bodies, ethical tools, internal and external ethical usage, and ethical support measures and ethical performance measures.

Research limitations/implications – This paper makes a contribution to theory as it outlines findings for the benefit of other researchers working in private and/or public sectors in the field. A suggestion for further research is to examine the organizational engagement with ethics in other countries/cultures that differ from the ones in this research effort performed in the private and public sectors of Sweden.

Practical implications – The research may be of managerial interest as it provides a grounded framework of areas to be considered in the examination of organizational engagement with ethics in both private sector companies and public sector entities. It may be used as a benchmark by either sector.

Originality/value – It reports a research effort to develop and describe a cross-sector comparison of the organizational engagement with ethics between private sector companies and public sector entities of Sweden. A framework is also introduced and illustrated. It also makes a contribution to theory and practice in the field as it is based upon a dual sample that provides insight into cross-sector organizational engagement with ethics.

Risk and trust in cross-sector R & D projects

The Cooperative Research Centres are hybrid organizations at the leading edge of change in Australia's research culture and are key elements in the new knowledge infrastructure contributing to technological innovation. The paper presents findings from a qualitative study of CRC managers' perceptions and management of downside risk in commercially-focused R&D projects. CRC managers deal with both performance risks (arising from uncertainties about achieving goals) and relational risks (arising from collaborative relationships). They do so through formalisation, the selection of people with desirable characteristics, and the building of relationships. Underlying these risk mitigation strategies is the formation of trust (a willingness to rely on a partner in whom one has confidence), and this occurs at both interorganizational and project levels.

Cross-sector transfer of consolidated financial reporting - conceptual concerns

This article addresses a major concern about the use of particular accounting concepts, notably those of control and assets, for whole-of-government consolidated financial reporting. While whole-of-government consolidated financial reports may resemble the formats required by accounting standards and so provide a benchmark for comparative purposes, inherent weakness in the specification of underpinning concepts means that proper and full application of the consolidation methodology cannot be assumed. A study of the whole-of-government consolidated financial reports of the Commonwealth, state and territory governments of Australia revealed that significant assets, obligations and controlled entities have not been included.

Cross-sector social partnerships, leading by example : a case study of reading for life

Some exceptional social integrative alliances can go unrecognised amid the swell of high profile initiatives. This may be dependent upon the propensity of the partnering organisations to seize publicity opportunities or public sensitivity towards an issue. This paper focuses on one such exemplar of best practice of social investment in Australia.

A joint initiative between a major manufacturing organisation (Unilever Australasia) and a social nonprofit organisation (Learning Links) has led to the creation of the Reading for Life program. This initiative aims to advance the literacy levels of children in the formative years of education. The examination of this case provides a broader picture of the Australian alliance marketplace and the effects this one successful relationship has had on encouraging further  partners, additional programs and promoting best practice.

The research aimed to uncover the objectives of each partner along with the management processes used, outcomes (both perceived and actual) and future direction. In-depth interviews were conducted across different levels of the organisational structure of each partner in multiple locations within Australia.

Preliminary findings provided an insight into alliance formation and the overwhelming importance of social investment as a core motive. Twelve core factors were identified as contributing to the successful implementation of this relationship. In particular, regular reporting of successful outcomes was an important implementation factor, not only in driving the relationship to new levels, but also in the recruitment of further investment partners.

This case demonstrates that multiple positive outcomes can be gained from cross-sector collaboration. Unilever Australasia has successfully developed a positive corporate culture amongst its employees and will leave a legacy of social investment. Learning Links, with the help of a private sector partnership, has increased its operational capacity and is now established as a trans-national nonprofit organisation. Together they have made a noteworthy contribution to
the improvement of literacy in hundreds of children’s lives and fundamentally paved the way for demonstrating that social investment can be considered a good business outcome.

This case is being used to inform theory on cross-sector collaboration and build on the findings of Austin (2000) in relation to the alliance marketplace and factors inherent in integrative alliances.

Examining partner experience in cross-sector collaborative projects focused on the commercialization of R & D

The paper reports key findings from a four year study of cross-sector collaborative R&D projects in Australia testing a theoretical model formulated to explain partner collaboration experience and perceived project success. The study contributes to the understanding of knowledge-intensive collaborations, and indicates how their benefits can be sustained under conditions of high uncertainty. The study was of cross-sector collaborative projects within the Australian Cooperative Research Centre (CRC) Program which involved multiple partners and which were focused on the commercialization of R&D. The model was empirically tested through a survey of project leaders and the results provided support for the three main effects hypothesized. The theoretical, methodological and practical implications of the study's findings for the field of interorganizational relations (IOR) are discussed, and a new construct of project management competence is proposed as a determinant of positive partner experiences at the project level. This study adds to the growing body of work on interorganizational collaborative arrangements by providing systematic empirical support for a theoretical model of cross-sector R&D collaboration at the project level and at the completion or near completion phase of project development.

The dance of trust in high risk multi-partner collaborations : an exploration of the antecedents of trust in cross-sector R&D projects

This paper explores the dance of trust in cross-sector R&D collaborations, and does so by drawing on a multi-method study (involving qualitative research, case studies and a survey of project leaders) of the Australian Cooperative Research Centre (CRC) Program. R&D collaborations formed under this Program involve two main types of risk, venture or performance-related and relational, and these are problematic given power, information and risk impact asymmetries among the partners. Within the CRCs these risks are addressed through formalisation, employing the “right people”, and through relationship building. Trust (theorised following Sako as a multi-dimensional construct) is central to these processes. Where trust is formed among CRC participants, and is reinforced over repeated interactions, then relational and performance risks cease to become a major concern for CRC managers. In the CRCs, trust is formed and sustained as a multi-level process. Engagement and relationship commitment is achieved at an organizational level, and partner reputation, credible commitments and the institutional context are important factors here. At the project level, trust, in conjunction with a task focus, leads to a positive collaboration experience and this is associated with positive project outcomes. Within CRC projects, capabilities for communication and cross-sector management are important for the formation and maintenance of trust. The paper concludes by discussing the managerial implications of the study’s findings and by identifying areas for further research and conceptual development.

Building trust in cross-sector R&D collaborations : the role of credible commitments

This paper reports selected findings from a study of one form of cross-boundary relationship: cross-sector R&D collaboration under the Australian Cooperative Research Centre (CRC) Programme. The study sought to explain project partners’ collaboration experience using a theoretical model which was empirically tested with a survey of CRC project leaders. It was hypothesised (H1) that the higher the level of relational trust (measured, following Sako, in terms of contractual, competence, and goodwill trust) amongst the partners in a collaborative project team, the more positive would be the partners’ experience of the project. The construct of credible commitments (the making of pledges, or the economic equivalent of the taking of hostages, which bind partners to a relationship) was posed in the model as an antecedent of relational trust. Accordingly it was hypothesised (H2) that the more that credible commitments are made by the project partners, the higher would be the level of relational trust between them. Data from the achieved sample (n = 156, 51% response rate) were analysed using PLS Graph. The results of the analysis provided support for hypothesis 1 but not for hypothesis 2. It was concluded that this latter finding could be due to the specific context of the study (cross-sector R&D collaborations under the CRC Programme differ markedly from inter-firm strategic alliances), or it could be due to the complex nature of credible commitments which was not adequately captured by our measure of this construct. Further research is required in this area to clarify the nature credible commitments, and the circumstances under which they contribute to a spiral of rising trust, in different cross-boundary contexts.

Engaging in collaborative R&D : an international case study of cross-sector collaboration

This paper examines cross-sector engagement by drawing on a case study of a successful R&D project which involved an Australian Cooperative Research Centre (with CSIRO as a partner), and the eyecare products company Ciba Vision. This project resulted in the market launch of an extended wear contact lens, a break-through product. The engagement process moved through two phases. In an initiation phase, partner reputation and the potential for complementary resources were important in the partnering decision. In an engagement phase, the partners built a relationship and focused on the tasks to be completed. In doing so, they made a number of credible commitments to the venture (most notably to jointly assign project intellectual property between the public and private sector partners), developed a trusting relationship, adopted a disciplined and effective project management approach, learned the capability for cross-sector collaboration management, and put much effort into fostering communication to facilitate team building and the task focus. The management approach taken lead to a positive experience of the project among the partners, and this was positively associated with tangible project outcomes. Such collaborations may persist across projects, but in a disengagement phase negotiations on the conditions of exit may be required. It is concluded that to build a successful cross-sector collaboration requires interpersonal engagement within and across the organizations involved.