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Over the past two decades, technological advances have spurred companies to design collaborative processes. Yet most such efforts are difficult to implement, with only a few resulting in sustained competitive advantages. The purpose of this paper is to leverage the tenets of socio-technical theory to examine how collaborative process design may lead to improved collaborative performance.

The authors employ a multi-method – survey and interview – approach to examine the roles of technical and social initiatives in mitigating resistors to collaborative performance, and identify both the short-term appeals of technology investments and long-term social resistors that inhibit additional performance gains.

While initial investments in information technology yield alluring gains, performance benefits diminish as social resistors create limiting conditions. The dynamic capability for firms to recognize and respond to the dual and integrative nature of technical and social systems is required for firms to overcome powerful limiting conditions and change resistors through collaborative process design in order to cultivate new value-creation processes.

This study is the first in the discipline to utilize socio-technical systems theory to examine an issue in supply chain process redesign. The multi-method approach elaborates the difficulty inherent in cultivating new value-creation processes. The results collectively illustrate a need for recognizing the influence of both the reinforcing and limiting processes. Whereas, technical initiatives enable new capabilities, social initiatives remove fear, create vision, and inculcate skills, enabling technology adoption and process change.

This paper aims to acquire underlying knowledge of how IT is adopted in private sector organisations and further explore what factors impact its adoption (optimistically and pessimistically).

An interpretive and qualitative multiple case study approach was selected to test and validate the conceptual model empirically. The selection of the interpretivism viewpoint in the context of this research is to understand how government organisations adopt new technologies and support their decisions and actions. The interpretive research methodology is related to data gathering and generating solid descriptions and interpretations and further allows theory building. Through a multiple case study strategy, factors influencing EAI adoption in the government sector are investigated. In doing so, various data collection methods such as interviews, documentation, and observation are adopted.

The author identified 42 critical success factors (CSF) for IT innovation adoption. These factors provide sufficient understanding of their importance when adopting an innovation (technology). The author exploits these factors further when developing a conceptual EAI adoption model and also presents a taxonomy of the IT innovation adoption process. This taxonomy is an eight‐stage adoption process based on studying 11 IT adoption models. Simply acquiring or adopting a technology is not sufficient – in order to obtain the anticipated benefits, IT must be deployed and used appropriately by the organisation and its intended users. However, this taxonomy would further assist in identifying factors affecting IT innovation adoption at each stage of the adoption process.

The proposed conceptual IT innovation adoption model is a contribution to theory. This model presents a detailed list of factors that impact IT adoption in government sector organisations. The author conjectures that each factor within this model signifies its importance and must be considered by organisations while adopting innovation (technology). The taxonomy of the IT innovation adoption process is another contribution. This taxonomy is developed by studying 11 IT adoption models as presented in this paper. This taxonomy identifies the pre‐adoption and post‐adoption stages of an adoption process. Further in this taxonomy, the author identifies stages where the organisation is impacted, i.e. the pre‐adoption stage and post‐adoption, where individual adopters are impacted.

This chapter describes the change efforts and action research projects at a Dutch multinational which, over a period of 25 years, produced in one of its businesses a zigzag path toward collaborative leadership dynamics at the horizontal and vertical interfaces. The chapter also identifies the learning mechanisms that helped achieve this transformation. Changing the patterns at the vertical interfaces proved to be a most tricky, complex, and confusing operation. The data show that organizations need hierarchical interfaces between levels, but are hindered by the hierarchical leadership dynamics at these interfaces. The data furthermore show that competitive performance requires more than redesigning horizontal interfaces. A business can only respond with speed and flexibility to threats and opportunities in the external environment when the leadership dynamics at agility-critical vertical interfaces are also changed.

To propose Heifetz's adaptive leadership model as the primary process for initiating change in today's more business‐oriented academic environment in which colleges and universities are required to compete to attract students and are facing greater scrutiny and accountability from outside constituencies.

Two case studies are presented that underscore some of the challenges facing today's academic institutions. Heiftez's adaptive leadership model is applied to each case.

Leadership is more than an individual acting in a position. It is a process in which change initiatives must emanate from key stakeholders, all of whom are engaged in that process. The two cases presented in the paper serve to illustrate the greater potential for successful change initiatives offered by the adaptive leadership model.

The research examines two specific case studies in which adaptive leadership dimensions are used to examine the success or failure of a change initiative. The study needs to be expanded to other situations to more fully explore the merits of this model. Other case studies are being examined.

The leadership model applied in this study can be used in any organization, academic or non‐academic, which is confronting change initiatives that require both immediate action and commitment from myriad stakeholders.

To date, no other studies have employed adaptive leadership as a process to address the demands of the more business‐oriented, academic environment.

The purpose of this paper is to describe the different design approaches architects take towards the adaptive reuse of small-scale shipyards. Thereby giving a proposition for future projects by giving insight in how others preceded and showcasing different possibilities.

The research is based on a literary review in combination with a case study, following one main question: What architectural approaches do architects employ in redesigning nineteenth- and twentieth century dockyards in Northern Europe and how do these approaches consider the history of building and context? First, this paper researches the history of adaptive reuse. Additionally, the historical and cultural context of shipyards is researched. Finally, a case study is done linking theory with practice. Selected cases are: Kromhout shipyard in Amsterdam, Verftet Ny-Hellesund in Ny-Hellesund and the Maritime Museum in Helsingør.

Four approaches to adaptive re-use were distinguished in the cases: differentiation, continuation, cultivation and optimisation. Each has its own implications for the design and the chosen approach is ultimately related to the important heritage values of each individual shipyard. Heritage professionals proved to have a great say, in the early stages of the adaptation process, in which the adaptive reuse approach was chosen.

This comparative research enables an in-depth analysis and comparison and thorough qualitative understanding. It however limits the insight in the representativeness of these cases.

This paper compares the adaptive reuse of small-scale shipyards in an international perspective. It offers insight into the patterns, principles and context of the architectural reuse of this underexposed industrial heritage.

Manufacturing companies today are part of a dynamic, globalized system of production and consumption. Globally dividing labor is now the predominant way of organizing business, but it is clear that the resource demands of linear supply chains have created vulnerability and harm in the system and beyond. The authors draw inspiration from ecology to explore the role of manufacturers in the transition from linear to circular supply chains. Borrowing the adaptive cycle model, originally developed to describe dynamic ecological systems, they employ case examples to illustrate the ways that supply chain management is being reimagined in the shift to a circular economy. This conceptualization uses the adaptive cycle to consider the transition from linear to circular supply chains as part of broader systems change, and the opportunities for manufacturers to play a transformative role in shaping a sustainable future.

This chapter integrates organization design and sustainability concepts to describe an accelerated transformational change at the Fairview Medical Group (United States).

A case study of the transformation at Fairview Medical Group’s primary care clinics was developed from interviews and first-person accounts of the change. Objective data regarding outcomes was used to evaluate the effectiveness of the redesign process.

The Fairview Medical Group developed an innovation and change capability to transform 35 primary care clinics in six months. All of the clinics were certified by the state of Minnesota as complying with their healthcare standards. Clinical outcomes, costs, and employee and physician engagement also increased. All of the improved measures are sustained.

Healthcare reform in the United States struggles because the organization design challenges are great and the change difficulties even greater. Fairview’s experience provides important evidence and lessons that can help advance our understanding of effective healthcare and create more sustainable healthcare systems. This chapter provides healthcare system administrators evidence and alternatives in the pursuit of implementation.

This paper aims to propose an improved and computationally efficient motion simulation of a flexible variable sweep aircraft.

The motion simulation is performed on hardware-in-the-loop simulation setup using 6 degree-of-freedom motion platform. The dynamic model of a flexible variable sweep aircraft, Rockwell B-1 Lancer is presented using equations of motions for combined rigid and flexible motions. The peak filter is introduced as a new method to separate flexible motion from aircraft motion data. Standard adaptive washout filter is modified and redesigned for an accurate flexible aircraft flight simulation. The flight data are generated using FlightGear software. Another motion profile with significant oscillations is also tested. The peak filter and the modified adaptive washout filter both are used to process the data according to the motion envelop of motion platform.

The performance of the modified adaptive washout filter is evaluated using hardware-in-the-loop simulation setup and results are compared with the standard adaptive washout filter. Results exhibit that the proposed method is computationally cost-effective and improves the motion simulation of flexible aircraft with close to realistic motion cues.

The proposed work presents motion simulation of a flexible aircraft by introducing a peak filter to extract flexible motion in contrast to the traditional motion separation methods. Also, a modified adaptive washout filter is designed and implemented in place of the traditional washout filters for improved flexible aircraft flight motion simulation.

Although it is widely acknowledged that health care delivery systems are complex adaptive systems, there are gaps in understanding the application of systems engineering approaches to systems analysis and redesign in the health care domain. Commonly employed methods, such as statistical analysis of risk factors and outcomes, are simply not adequate to robustly characterize all system requirements and facilitate reliable design of complex care delivery systems. This is especially apparent in institutional-level systems, such as patient safety programs that must mitigate the risk of infections and other complications that can occur in virtually any setting providing direct and indirect patient care. The case example presented here illustrates the application of various system engineering methods to identify requirements and intervention candidates for a critical patient safety problem known as failure to rescue. Detailed descriptions of the analysis methods and their application are presented along with specific analysis artifacts related to the failure to rescue case study. Given the prevalence of complex systems in health care, this practical and effective approach provides an important example of how systems engineering methods can effectively address the shortcomings in current health care analysis and design, where complex systems are increasingly prevalent.

Hospitals have used process redesign to increase the efficiency of the emergency department (ED) to cope with increasing demand. While there are published studies suggesting a positive outcome, recent reviews have reported that it is difficult to conclude that these approaches are effective as a result of substandard research methodology. The purpose of this paper is to explore the perceptions of hospital staff on the impact of a process redesign initiative on quality of care.

A retrospective qualitative case study examining a Lean Six Sigma (LSS) initiative in a large metropolitan hospital from 2009 to 2010. Non-probability sampling identified interview subjects who, through their participation in the redesign initiative, had a detailed understanding of the implementation and outcomes of the initiative. Between April 2012 and January 2013 26 in-depth semi-structured interviews were conducted and analysed with thematic content analysis.

There were four important findings. First, when asked to comment on the impact of the LSS implementation, without prompting the staff spoke of quality of care. Second, there was little agreement among the participants as to whether the project had been successful. Third, despite the recognition of the need for a coordinated effort across the hospital to improve ED access, the redesign process was not successful in reducing existing divides among clinicians and among managers and clinicians. Finally, staff expressed tension between production processes to move patients more quickly and their duty of care to their patients as individuals.

One of the first studies to explore the impact of process redesign through in-depth interviews with participating staff, this study adds further evidence that organisations implementing process redesign must ensure the supporting management practices are in place.