Search results

Cloud computing originated in central data centers that are connected to the backbone of the Internet. The network transport to and from a distant data center incurs long latencies that hinder modern low-latency applications. In order to flexibly support the computing demands of users, cloud computing is evolving toward a continuum of cloud computing resources that are distributed between the end users and a distant data center. The purpose of this review paper is to concisely summarize the state-of-the-art in the evolving cloud computing field and to outline research imperatives.

The authors identify two main dimensions (or axes) of development of cloud computing: the trend toward flexibility of scaling computing resources, which the authors denote as Flex-Cloud, and the trend toward ubiquitous cloud computing, which the authors denote as Ubi-Cloud. Along these two axes of Flex-Cloud and Ubi-Cloud, the authors review the existing research and development and identify pressing open problems.

The authors find that extensive research and development efforts have addressed some Ubi-Cloud and Flex-Cloud challenges resulting in exciting advances to date. However, a wide array of research challenges remains open, thus providing a fertile field for future research and development.

This review paper is the first to define the concept of the Ubi-Flex-Cloud as the two-dimensional research and design space for cloud computing research and development. The Ubi-Flex-Cloud concept can serve as a foundation and reference framework for planning and positioning future cloud computing research and development efforts.

Technological change drives transformation in most sectors of the economy. Industry 4.0 technologies have been applied at different stages of a building’s lifecycle. However, limited studies exist on their application in real estate facilities management (REFM). This study aims to assess the existing knowledge on the topic to suggest further research directions.

Scopus-indexed literature from 2013 to 2023 was examined and visualised using VOSviewer software to output quantitative (descriptive) results. Content analysis was used to complement the quantitative findings.

Findings indicated a concentration of research in China, Norway and Italy. The knowledge areas included three clusters: lifecycle integration and management, data curation and management and organisational and management capabilities. The benefits, challenges and support strategies were highlighted.

More collaboration is needed across countries and territories on technology integration in REFM. Future research using alternative methodologies is recommended, with a focus on adopting and non-adopting REFM organisations. Further, implications for facility managers, employees, technology suppliers or vendors, training, organisations and management exist.

Further, implications for facility managers, employees, technology suppliers or vendors, training, organisations and management exist.

The study reveals the knowledge base on technology use in REFM. It adds to the evidence base on innovation and technology adoption in REFM.

The COVID-19 pandemic has disrupted the ‘real’ world and substantially impacted the virtual world and thus the Internet ecosystem. It has caused a significant exogenous shock that offers a wealth of natural experiments and produced new data about broadband, clouds, and the Internet in times of crisis. In this chapter, we characterise and evaluate the evolving impact of the global COVID-19 crisis on traffic patterns and loads and the impact of those on Internet performance from multiple perspectives. While we place a particular focus on deriving insights into how we can better respond to crises and better plan for the post-COVID-19 ‘new normal’, we analyse the impact on and the responses by different actors of the Internet ecosystem across different jurisdictions. With a focus on the USA and Europe, we examine the responses of both public and private actors, with the latter including content and cloud providers, content delivery networks, and Internet service providers (ISPs). This chapter makes two contributions: first, we derive lessons learned for a future post-COVID-19 world to inform non-networking spheres and policy-making; second, the insights gained assist the networking community in better planning for the future.

Major public cloud providers, such as AWS, Azure or Google, offer seamless experiences for infrastructure as a service (IaaS), platform as a service (PaaS) and software as a service (SaaS). With the emergence of the public cloud's vast usage, administrators must be able to have a reliable method to provide the seamless experience that a public cloud offers on a smaller scale, such as a private cloud. When a smaller deployment or a private cloud is needed, OpenStack can meet the goals without increasing cost or sacrificing data control.

To demonstrate these enablement goals of resiliency and elasticity in IaaS and PaaS, the authors design a private distributed system cloud platform using OpenStack and its core services of Nova, Swift, Cinder, Neutron, Keystone, Horizon and Glance on a five-node deployment.

Through the demonstration of dynamically adding an IaaS node, pushing the deployment to its physical and logical limits, and eventually crashing the deployment, this paper shows how the PackStack utility facilitates the provisioning of an elastic and resilient OpenStack-based IaaS platform that can be used in production if the deployment is kept within designated boundaries.

The authors adopt the multinode-capable PackStack utility in favor of an all-in-one OpenStack build for a true demonstration of resiliency, elasticity and scalability in a small-scale IaaS. An all-in-one deployment is generally used for proof-of-concept deployments and is not easily scaled in production across multiple nodes. The authors demonstrate that combining PackStack with the multi-node design is suitable for smaller-scale production IaaS and PaaS deployments.

The Cloud of Things (IoT) that refers to the integration of the Cloud Computing (CC) and the Internet of Things (IoT), has dramatically changed the way treatments are done in the ubiquitous computing world. This integration has become imperative because the important amount of data generated by IoT devices needs the CC as a storage and processing infrastructure. Unfortunately, security issues in CoT remain more critical since users and IoT devices continue to share computing as well as networking resources remotely. Moreover, preserving data privacy in such an environment is also a critical concern. Therefore, the CoT is continuously growing up security and privacy issues. This paper focused on security and privacy considerations by analyzing some potential challenges and risks that need to be resolved. To achieve that, the CoT architecture and existing applications have been investigated. Furthermore, a number of security as well as privacy concerns and issues as well as open challenges, are discussed in this work.

This paper aims to investigate the factors influencing chief executive officers’ (CEOs') intentions to implement cloud technology in Italian small and medium-sized enterprises (SMEs).

The study proposes a model that integrates the theoretical construct of the technology acceptance model (TAM) with a classification of perceived benefits and risks related to cloud computing. The study employs a structural equation modeling approach to analyze data gathered through a Likert scale-based survey.

The findings indicate that risk perception has a strong negative effect on the intention to introduce cloud technology in firms. This effect is partially offset by the perceived ease of use of the technology.

The study provides a new theoretical framework that integrates the TAM and a classification of perceived risks to provide a clear view of management's cognitive processes during technological change. Moreover, the results show the main factors influencing decisions regarding the implementation of cloud computing in firms in light of the perception of risks. Finally, this study provides interesting findings for cloud service providers (CSPs) about their customers' decision-making processes.

Cloud Manufacturing (CM) is the manufacturing version of Cloud Computing and aims to increase flexibility in the provision of manufacturing services. On-demand manufacturing services can be requested by users to the cloud and this enables the concept of Manufacturing-as-a-Service (MaaS). Given the considerable number of prototypes and proofs of concept addressed in literature, this work seeks real CM platforms to study them from a business perspective, in order to discover what MaaS concretely means today and how these platforms are operating.

Since the number of real applications of this paradigm is very limited (if the authors exclude prototypes), the research approach is qualitative. The paper presents a multiple-case analysis of 6 different platforms operating in the manufacturing field today. It is based on empirical data and inductively researches differences among them (e.g. stakeholders, operational flows, capabilities offered and scalability level).

MaaS has come true in some contexts, and today it is following two different deployment models: open or closed to the provider side. The open architecture is inspired by a truly open platform which allows any company to be part of the pool of service providers, while the closed architecture is limited to a single service provider of the manufacturing services, as it happens in most cloud computing services.

The research shoots a picture of what MaaS offers today in term of capabilities, what are the deployment models and finally suggests a framework to assess different levels of development of MaaS platforms.

This paper aims to use the experience of an in-person event that was forced to go virtual in the wake of COVID-19 as an entryway into a discussion on the broader implications around transitioning events online. It gives both practical recommendation to event organizers as well as broader reflections on the role of digital libraries during the COVID-19 pandemic and beyond.

The authors draw on their personal experiences with the datathon, as well as a comprehensive review of literature. The authors provide a candid assessment of what approaches worked and which ones did not.

A series of best practices are provided, including factors for assessing whether an event can be run online; the mixture of synchronous versus asynchronous content; and important technical questions around delivery. Focusing on a detailed case study of the shift of the physical team-building exercise, the authors note how cloud-based platforms were able to successfully assemble teams and jumpstart online collaboration. The existing decision to use cloud-based infrastructure facilitated the event’s transition as well. The authors use these examples to provide some broader insights on meaningful content delivery during the COVID-19 pandemic.

Moving an event online during a novel pandemic is part of a broader shift within the digital libraries’ community. This paper thus provides a useful professional resource for others exploring this shift, as well as those exploring new program delivery in the post-pandemic period (both due to an emphasis on climate reduction as well as reduced travel budgets in a potential period of financial austerity).

The purpose of this paper is to develop a usable configuration management for Archistar, which utilizes secret sharing for redundantly storing data over multiple independent storage clouds in a secure and privacy-friendly manner. Selecting the optimal secret sharing parameters, cloud storage servers and other settings for securely storing the secret data shares, while meeting all of end user’s requirements and other restrictions, is a complex task. In particular, complex trade-offs between different protection goals and legal privacy requirements need to be made.

A human-centered design approach with structured interviews and cognitive walkthroughs of user interface mockups with system administrators and other technically skilled users was used.

Even technically skilled users have difficulties to adequately select secret sharing parameters and other configuration settings for adequately securing the data to be outsourced.

Through these automatic settings, not only system administrators but also non-technical users will be able to easily derive suitable configurations.

The authors present novel human computer interaction (HCI) guidelines for a usable configuration management, which propose to automatically set configuration parameters and to solve trade-offs based on the type of data to be stored in the cloud. Through these automatic settings, not only system administrators but also non-technical users will be able to easily derive suitable configurations.

Based on the case study of an SME company in the United Kingdom (which we will call SweetStar Cloud), this paper examines the attempts of the company to achieve significant strategic change. The company is attempting to move from being a tradition managed service provider of information services towards becoming a significant influencer in the market for digital services in the UK. As part of a knowledge transfer partnership (KTP), a local UK University has been closely involved in developing this new strategic direction and it is well poised to present and analyse the story. From the use of tried and tested strategic tools, including Porter's generic strategies and segmentation and targeting, the company has also embraced digital-specific approaches for developing partnerships with clients, developing pilot projects and experimenting with its use of social media. At the heart of this research is an analysis of the move from push marketing towards models of attraction. This paper aims to explore how traditional strategic tools are still applicable in the digital era alongside new tactical approaches in the digital sector. This aim has led to an approach to business that is responsible, in terms of moving away from a traditional push-selling model to one of partnership with customers at a strategic level. Strategy in dynamic markets often highlights responsiveness as a key success factor. The ability to respond (a response-ability) requires more agile companies. As SweetStar Cloud has developed its strategy, it has focused in achieving this more effective ability to respond through a more collaborative approach. In this sense, agile response-ability converges with business responsibility, as new abilities in communication, cooperation and trust development become key.