Chevo one of eleven awardees of this 7-year, $1.9B BPA

Indian company Ray Business Technologies (Raybiztech) has chosen Melbourne as its Australian headquarters. The company plans to create 30 new highly skilled local Information and Communications Technology (ICT) jobs over the next two years. Headquartered in Hyderabad, India, with offices in the USA and UK, Raybiztech delivers cloud, mobility, big data and social media solutions to its enterprise clients around the world, in the sectors of finance, healthcare, manufacturing, media, leisure and utilities.

Background

The Organization for Security and Co-operation in Europe (OSCE) is an international non-profit organization with its Secretariat in Vienna, Austria; detailed information about the work of the OSCE and its presence is available at www.osce.org

Risk Management at the OSCE

The Department of Management and Finance (DMF) provides services in the area of finance, budget, information and communication technology, procurement and assets management, as well as in maintaining the system of internal control and a supporting risk-based approach to management decision-making that facilitates achieving OSCE´s objectives. This is achieved through proactive identification, evaluation and control of major, security and operational risks across the OSCE.

In 2008, the OSCE implemented a web-based Enterprise Risk Management software that supports the collection of risks across the OSCE and reporting on them.

At present, the OSCE is satisfied with the current software solution but interested to learn about alternative products, their technical capabilities, and related pricing information.

Requirements

In view of the above, the OSCE is interested to receive feedback from the market on the following requirements:

1. Product name;
2. Service options - cloud based vs. on premises;
3. Functional capabilities including:
• Multiple browser;
• Enable the OSCE to manage risk in a structured way and assist with embedding the ownership, management, review and reporting of risks to stakeholders;
• Provide full mapping of risks, controls, ownership, risk status, control status;
• Access real-time interactive dashboards and reporting tools allowing to get to the data that is needed promptly for further analysis and/or decision-making;
• Customize reports and their format;
• Customize naming of the fields to be consistent with the OSCE naming convention;
• Operate two sets of naming for the fields to allow for differing terminology for security and operational risks;
• Create drop-down lists with standardized sets of risks and controls;
• Register cross-cutting risks;
• Possibility to include audit recommendations, tracking, compliance and other business functions.  Possibility to cross-link the data (e.g. audit recommendations to the new controls proposed).
4. Technical requirements;
5. Data migration from existing platform to a new solution;
4. Availability of technical support function and related cost. If initial support is provided for free, please specify the timeframe;
5. Possibility of data exchange (integration) with Oracle ERP;
6. Demo access;
7. Success stories (e.g., implementation and usage in the international organizations and agencies e.g., UN, World Bank, etc.;
8. Pricing and licensing information.

The feedback on the above requirements is required by the OSCE to evaluate the quality of current system and support the decision making process toward new system.

Request for Information procedure

Interested Vendors wishing to participate in the pre-qualification process are requested to submit relevant pre-qualification documentation by email to Yury Golovkov at yury.golovkov@osce.org by 28 August 2016 22:00HRS CET.

All responses will be rated against the mandatory requirements and pre-qualification criteria. At the end of the evaluation process, Vendor will be notified where its response rated as acceptable or not.

OSCE Disclaimer

The OSCE reserves the right to accept or reject any pre-qualification documentation, and to annul or to suspend the pre-qualification and subsequent tender process and reject all solicitations at any time and without reason prior to the date of Contract Award, without thereby incurring any liability or responsibility to affected participants of this pre-qualification or tender process.

END.

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Because of the problems of low mining precision and slow mining speed in traditional enterprise marketing investment data mining methods, a fast mining method for enterprise marketing investment databased on improved association rules is proposed. First, the enterprise marketing investment data is collected through the crawler framework, and then the collected data is cleaned. Then, the cleaned data features are extracted, and the correlation degree between features is calculated. Finally, according to the calculation results, all data items are used as constraints to reduce the number of frequent itemsets. A pruning strategy is designed in advance. Combined with the constraints, the Apriori algorithm of association rules is improved, and the improved algorithm is used to calculate all frequent itemsets, Obtain fast mining results of enterprise marketing investment data. The experimental results show that the proposed method is fast and accurate in data mining of enterprise marketing investment.

According to the different behavior characteristics of knowledge contribution of enterprise employees, a multi-task principal-agent relationship of knowledge contribution between enterprise and employees is established based on principal-agent theory, analyzing staff’s knowledge contribution behavior of knowledge creation and knowledge participation. Based on this, a multi-task principal agent model for knowledge contribution of enterprise staff is developed to formulate the asymmetry of information in knowledge contribution Then, a set of incentive measures are derived from the theoretic model, aiming to prompt the knowledge contribution in enterprise. The result shows that staff’s knowledge creation behavior and positive participation behavior can influence and further promote each other Enterprise should set up respective target levels of both knowledge creation contribution and knowledge participation contribution and make them irreplaceable to each other. This work contributes primarily to the development of the literature on knowledge management and principal-agent theory. In addition, the applicability of the findings will be improved by further empirical analysis.

Aim/Purpose: A vital business activity within socio-technical enterprises is tacit knowledge externalization, which elicits and explicates tacit knowledge of enterprise employees as external knowledge. The aim of this paper is to integrate diverse aspects of externalization through the Enterprise Ontology model. Background: Across two decades, researchers have explored various aspects of tacit knowledge externalization. However, from the existing works, it is revealed that there is no uniform representation of the externalization process, which has resulted in divergent and contradictory interpretations across the literature. Methodology : The Enterprise Ontology model is constructed step-wise through the conceptual and measurement views. While the conceptual view encompasses three patterns that model the externalization process, the measurement view employs certainty-factor model to empirically measure the outcome of the externalization process. Contribution: The paper contributes towards knowledge management literature in two ways. The first contribution is the Enterprise Ontology model that integrates diverse aspects of externalization. The second contribution is a Web application that validates the model through a case study in banking. Findings: The findings show that the Enterprise Ontology model and the patterns are pragmatic in externalizing the tacit knowledge of experts in a problem-solving scenario within a banking enterprise. Recommendations for Practitioners : Consider the diverse aspects (what, where, when, why, and how) during the tacit knowledge externalization process. Future Research: To extend the Enterprise Ontology model to include externalization from partially automated enterprise systems.

Aim/Purpose: This study aimed to examine the relationships among compatibility, relative advantage, complexity, IT Infrastructure, security, top Management Support, financial Support, information Policies, employee engagement, customer pressure, competitive pressure, information integrity, information sharing, attitude toward adopting technology factors, and CRM adoption Background: Customer relationship management (CRM) refers to the use of the process, information, technology, and people for the management of the interactions between the organization and its customers. Therefore, there is a need for SMEs to implement CRM practices in their businesses for competitive advantage. However, in developing nations, the adoption rate of such practices remains low. This low rate may be attributed to the lack of important factors that guide CRM adoption, and as such, the present study attempts to investigate the factors affecting CRM adoption in Palestinian SMEs. This paper used the Diffusion of Innovation Theory (DOI), Resource-Based View (RBV), and Technology, Organization, and Environment Framework (TOE) framework to identify the determinant factors from the technological, organizational, environmental, and information culture perspectives. Methodology: This study uses a quantitative approach to investigate the relationships between the variables. A questionnaire was designed to collect data from 420 SMEs in Palestine. 331respondents completed and returned the survey. The Partial Least Square-Structural Equation Model (PLS-SEM) approach was used to assess both the measurement and structural models. Contribution: This study contributes to both theory and practitioners by providing insights into factors that affect CRM adoption in Palestinian SMEs, which did not explore before. Future research suggestions are also provided. Findings: The results of the study prove that the adoption of CRM depends on compatibility (CMP), security (SEC), top management support (TMS), information policies (INP), financial resources (FR), employee engagement (EEN), competitive pressure (COP), customers pressure (CUP), attitude toward adopting technology (ATA), information integrity (INI), and information sharing (INS). Surprisingly, complexity (CMX), IT infrastructure (ITI), and relative advantage (RLA) do not play any role in CRM adoption in Palestine. Recommendations for Practitioners: This study provides practitioners with the important factors for CRM adoption upon its successful implementation in the context of Palestinian SMEs. Recommendation for Researchers: Our findings may be used to conduct further studies about compatibility, security, top management support, information policies, financial resources, employee engagement, competitive pressure, customers pressure, attitude toward adopting technology, information integrity, information sharing factors, and CRM adoption by using different countries, procedure, and context. Impact on Society: The proposed framework provides insights for SMEs which have significant effects for research and practice to help facilitate the adoption of CRM Future Research: The findings may also be compared to other studies conducted in different contexts and provide deeper insights into the influence of the examined contexts on the employees’ intention toward CRM adoption in banking and universities. It would be fruitful to test whether the results hold true in developed and developing countries.

Aim/Purpose: Drawing on theories of organizational learning, this study analyzes the mechanism of Internet integration capability affecting knowledge generation by 399 Chinese enterprises. This paper will further explore whether there is a moderating role of learning orientation in the mechanism of Internet integration capability affecting enterprise knowledge generation. Background: The Internet has gradually integrated into the enterprise innovation system and penetrated into all aspects of technological innovation, which has promoted the integration and optimization of resources inside and outside the organization. However, there is limited understanding of how the combination of the Internet and integration capability can drive enterprise knowledge generation. Methodology: The study uses survey data from 399 organizations in China. Through structural equation modeling, this study assesses the relationship between Internet integration capability, organizational learning, knowledge generation, and uses PROCESS macro program to test the mediated moderation effect of learning orientation. Contribution: First, this study provides empirical evidence for managers to better build Internet integration capability and ambidextrous learning to promote enterprise knowledge generation. Second, this study highlights the important moderating role of learning orientation in the mediating role of ambidextrous learning. Findings: First, the study confirms the mediating role of exploratory learning and exploitative learning in knowledge generation driven by Internet integration capability. Second, the results show that when organizations have a strong learning orientation, the indirect path of Internet integration capability influencing knowledge generation through exploratory learning will be enhanced. Recommendations for Practitioners: Enterprises should pay full attention to the improvement of internet integration capability and ambidextrous learning to promote knowledge generation. In addition, enterprises should establish a good learning atmosphere within the organization to strengthen the bridge role of exploratory learning between Internet integration capability and knowledge generation. Recommendation for Researchers: Researchers could collect data from countries with different levels of economic development to verify the universal applicability of the proposed theoretical model. Impact on Society: This study provides references for enterprises using Internet integration capability to promote their knowledge generation capability under the internet background. Future Research: Future research can compare the impact of Internet integration capability on knowledge generation in different industries.

Aim/Purpose: The aim of this study is to identify Critical Success Factors (CSF) of Business Intelligence (BI) and provide a framework to classify CSF into layers or perspectives using an enterprise architecture approach, then rank CSF within each perspective and evaluate the importance of each perspective at different BI maturity levels as well. Background: Although the implementation of the BI project has a significant impact on creating analytical and competitive capabilities, the lack of evaluation of CSF holistically is still a challenge. Moreover, the BI maturity level of the organization has not been considered in the BI implementation project. Identifying BI critical success factors and their importance can help the project team to move to a higher maturity level in the organization. Methodology: First, a list of distinct CSF is identified through a literature review. Second, a framework is provided for categorizing these CSF using enterprise architecture. Interviewing is the research method used to evaluate the importance of CSF and framework layers with two questionnaires among experts. The first questionnaire was done by Analytical Hierarchy Process (AHP), a quantitative method of decision-making to calculate the weight of the CSF according to the importance of CSF in each of the framework layers. The second one was conducted to evaluate framework layers at different BI maturity levels using a Likert scale. Contribution: This paper contributes to the implementation of BI projects by identifying a comprehensive list of CSF in the form of a holistic multi-layered framework and ranking the importance of CSF and layers at BI maturity levels. Findings: The most important CSF in BI implementation projects include senior management support, process identification, data quality, analytics quality, hardware quality, security standards, scope management, documentation, project team skills, and customer needs transformation, which received the highest scores in framework layers. In addition, it was observed that as the organization moves to higher levels of maturity, the average importance of strategic business and security perspectives or layers increases. But the average importance of data, applications, infrastructure, and network, the project management layers in the proposed framework is the same regardless of the level of business intelligence maturity. Recommendations for Practitioners: The results of this paper can be used by academicians and practitioners to improve BI project implementation through understanding a comprehensive list of CSF and their importance. This awareness causes us to focus on the most important CSF and have better planning to reach higher levels of maturity according to the maturity level of the organization. Future Research: For future research, the interaction of critical success factors of business intelligence and framework layers can be examined with different methods.