Aim/Purpose: This study identifies the scale types and measurement units used in the measurement of enterprise architecture (EA) and analyzes the admissibility of the mathematical operations used. Background: The majority of measurement solutions proposed in the EA literature are based on researchers’ opinions and many with limited empirical validation and weak metrological properties. This means that the results generated by these solutions may not be reliable, trustworthy, or comparable, and may even lead to wrong investment decisions. While the literature proposes a number of EA measurement solutions, the designs of the mathematical operations used to measure EA have not yet been independently analyzed. It is imperative that the EA community works towards developing robust, reliable, and widely accepted measurement solutions. Only then can senior management make informed decisions about the allocation of resources for EA initiatives and ensure that their investment yields optimal results. Methodology: In previous research, we identified, through a systematic literature review, the EA measurement solutions proposed in the literature and classified them by EA entity types. In a subsequent study, we evaluated their metrology coverage from both a theoretical and empirical perspective. The metrology coverage was designed using a combination of the evaluation theory, best practices from the software measurement literature including the measurement context model, and representational theory of measurement to evaluate whether EA measurement solutions satisfy the metrology criteria. The research study reported here presents a more in-depth analysis of the mathematical operations within the proposed EA measurement solutions, and for each EA entity type, each mathematical operation used to measure EA was examined in terms of the scale types and measurement units of the inputs, their transformations through mathematical operations, the impact in terms of scale types, and measurement units of the proposed outputs. Contribution: This study adds to the body of knowledge on EA measurement by offering a metrology-based approach to analyze and design better EA measurement solutions that satisfy the validity of scale type transformations in mathematical operations and the use of explicit measurement units to allow measurement consistency for their usage in decision-making models. Findings: The findings from this study reveal that some important metrology and quantification issues have been overlooked in the design of EA measurement solutions proposed in the literature: a number of proposed EA mathematical operations produce numbers with unknown units and scale types, often the result of an aggregation of undetermined assumptions rather than explicit quantitative knowledge. The significance of such aggregation is uncertain, leading to numbers that have suffered information loss and lack clear meaning. It is also unclear if it is appropriate to add or multiply these numbers together. Such EA numbers are deemed to have low metrological quality and could potentially lead to incorrect decisions with serious and costly consequences. Recommendations for Practitioners: The results of the study provide valuable insights for professionals in the field of EA. Identifying the metrology limitations and weaknesses of existing EA measurement solutions may indicate, for instance, that practitioners should wait before using them until their design has been strengthened. In addition, practitioners can make informed choices and select solutions with a more robust metrology design. This, in turn, will benefit enterprise architects, software engineers, and other EA professionals in decision making, by enabling them to take into consideration factors more adequately such as cost, quality, risk, and value when assessing EA features. The study’s findings thus contribute to the development of more reliable and effective EA measurement solutions. Recommendation for Researchers: Researchers can use with greater confidence the EA measurement solutions with admissible mathematical operations and measurement units to develop new decision-making models. Other researchers can carry on research to address the weaknesses identified in this study and propose improved ones. Impact on Society: Developers, architects, and managers may be making inappropriate decisions based on seriously flawed EA measurement solutions proposed in the literature and providing undue confidence and a waste of resources when based on bad measurement design. Better quantitative tools will ultimately lead to better decision making in the EA domain, as in domains with a long history of rigor in the design of the measurement tools. Such advancements will benefit enterprise architects, software engineers, and other practitioners, by providing them with more meaningful measurements for informed decision making. Future Research: While the analysis described in this study has been explicitly applied to evaluating EA measurement solutions, researchers and practitioners in other domains can also examine measurement solutions proposed in their respective domains and design new ones.

Aim/Purpose: To understand the process of social change creation in social entrepreneurial ventures (SEVs), specifically emphasizing the role and nature of the communicative process in social change creation. Background: Drawing on data from seven SEVs from India and the US and employing a grounded theory methodology, this research scrutinizes the social change process and uncovers the role and characteristics of dialogue in this process. Methodology: Qualitative data was collected from seven social entrepreneurial organizations over a period of eight months from July 2011 to February 2012. Semi-structured interviews were conducted with a wide range of members within these social entrepreneurial organizations (n=27) with additional informal interviews with field workers and volunteers. Data from the semi-structured interviews and notes from observations were integrated with analyses of archival resources. Contribution: There is little scholarship about the process of social change creation and the necessary conditions to promote social change over time. Understanding the process of social change creation and the individual, interpersonal, and organizational conditions that facilitate the process is central to design of effective trans-sector TD problem solving ventures. This paper focuses on the process of social change creation in social entrepreneurial settings, specifically emphasizing the role and nature of the communicative process in social change creation. Findings: The reflections and experiences of the members of SEVs revealed that social entrepreneurship is a collective endeavor and this collective character is essential to its success. Collective organization and synergy, deep intra-organizational communication, and a conducive organizational context are critical for the creation of collective wisdom and knowledge networks for long-term collaborative community capacity building. Dialogue emerged as a central category linking the other categories to explain the process of social change creation. Organic organizational structure enables knowledge creation and integration through the process of organizational learning through deep and continuous social interaction, or dialogue. Recommendations for Practitioners: This research elucidated the key characteristics of the organizational context required to support the creation of social change. It also identified the critical role and characteristics of the communicative process required to generate structural knowledge and collective wisdom at the organizational level. Recommendation for Researchers: For individual and organizational learning, trans-sector transdisciplinary organizations require an appropriate organizational context. Key elements of such an organizational context include (1) understanding the ecology of the social problem; (2) organic organizational structure; (3) continuous and deep social interaction among all levels of the organization; (4) employee and community autonomy and empowerment; and (5) attention to subtle environmental changes in the system. These elements in combination lead to the creation of collective wisdom. Collective wisdom then feeds back into the conception, planning, and action stages of the iterative cycle of organizational knowledge creation to create positive social change. Impact on Society: Same as above Future Research: Future research model theoretically and study empirically the ecology of social entrepreneurship and trans-sector TD problem solving more broadly. For example, the ways in the personal attributes of social entrepreneurs (e.g., their leadership style, networking abilities) combine with circumstances at organizational, institutional, and international levels to influence the effectiveness of their efforts to promote positive social change within local and global communities. Second, the grounded theoretical framework developed here should be further refined and elaborated through the identification of additional key contextual factors that affect SEVs’ capacity to promote positive social change and to achieve sustainability in different socio-environmental contexts. There is also a need to translate the findings from this research to facilitate the creation of more inclusive problem solving contexts and practices.

Aim/Purpose: This paper examines the impact of the transformational, servant, and paternalistic leadership styles on employee performance at the middle and senior levels. Background: Transdisciplinary research promotes the integration and development of various sciences. It provides more choices for leaders to adopt ways and practical activities to promote enterprise development. Complexity leadership theory emphasizes that effectively functioning organizations need distinct forms of leadership to work together. Leaders rely on different leadership practices in an emergent collaborative context, and finding an optimal balance is challenging. Many scholars have attempted to explore which leadership styles have a more significant impact on employees by distinguishing and defining types of leadership styles and explaining the process by which they influence employee behavior and performance. Various scholars have further explored and empirically demonstrated the impact of these three types of leadership styles (transformational, servant, paternalistic)on employee performance. While transformational and servant leadership have their roots in the West, paternalistic leadership has roots in China. Few scholars have conducted comparative studies on their positive impact on employee performance. How do these three leadership styles affect employee performance at the middle and senior levels in the Chinese context? Which combination of middle and senior leadership styles performs best? These are the second area that this paper will attempt to explore. Methodology: This study constructs a three-tier model at the senior, middle, and grassroots levels. A questionnaire survey was used to collect data. SPSS 22.0 and Amos were used for data analysis. Contribution: Through its construction of a three-tier model (senior, middle, and grassroots levels), the paper explores the combined effect of three leadership styles (transformational, servant, and paternalistic) on grassroots employees. It explores the impact of senior leaders across levels on grassroots employee performance, which is expected to provide a valuable addition to theories on leadership styles. It is also instructive to examine which leadership style performs better and what middle and senior leadership configurations are more conducive to driving beneficial employee behavior and, ultimately, corporate growth. Findings: The transformational, servant, and paternalistic leadership styles, both at the top and middle levels, have a significant positive relationship with employee performance; the middle leadership style plays a positive mediating role between the top leadership style and employee performance. In terms of impact on employee performance, transformational leadership shows the best results at both the top and middle levels, with paternalistic leadership second and servant leadership at the same level. Regarding which middle and senior leadership style pairing is the best, the sample is relatively small, and the gap between various pairing combinations is not evident from the data. If the sample size is enlarged, the coefficient will likely expand year-on-year. Therefore, we can assume that the pairing effect of top servant leadership and middle transformational leadership is the best, top paternalistic leadership and middle transformational leadership is the second-best, and the combination of top paternalistic leadership and middle-level servant leadership leaders is the weakest. Recommendation for Researchers: This paper extends the study of top and middle leadership’s combined effect on employee performance as a positive response to the call for multi-layer or cross-layer analysis in leadership research. The findings further enrich the literature on leadership style-related theories. The middle leadership style plays a positive mediating role between the top leadership style and employee performance. The trickle-down effect is further verified, i.e., the top leadership will have a permeating influence on employees through the middle leadership, and the top’s influence on the middle is generally more significant than the influence on grassroots employees. However, the difference between the influence of the middle leadership on the grassroots and that of the top on the grassroots is not apparent, which is inconsistent with the trickle-down effect that the middle leadership communicates more with the grassroots and has more influence on the grassroots, and further verification is needed. All three types of leaders positively affected employee performance, with the best being transformational leadership, paternalistic leadership, and servant leadership. This finding is consistent with some scholars and inconsistent with some scholars. The interested scholars can do further research. The better performance of diverse pairings in middle and senior leadership combinations is consistent with previous research suggesting that leadership styles have their own strengths and can be complementary. This paper further provides a comparative study of multiple leadership styles to validate the recognition and adaptability of leadership styles and further explain the complex relationship between leadership styles and employee job performance. Scholars can conduct comparative research on other leadership styles, and there may be different results. Future Research: Because of the cross-sectional data taken, the findings’ generalizability still needs further validation. There are many types of leadership styles, and there are other types of leadership styles that can be explored comparatively, perhaps leading to different findings. From another point of view, various leaders have their strengths, and they are not mutually hindering. More research is needed on team formation in a variety of contexts. Organic organizational structure enables knowledge creation and integration through the process of organizational learning through deep and continuous social interaction or dialogue. So we can further examine the influence process of leaders on employees from how to give full play to their advantages, such as improving shared leadership and shared communication.

In this inductive study, we shift the focus of stigma research inside organizational boundaries by examining its relationship with organizational identity. To do so, we draw on the case of Keystone, a social enterprise in the East of England that became stigmatized after it initiated a program of support for a group of migrants in its community. Keystone's stigmatization precipitated a crisis of organizational identity. We examine how the identity crisis unfolded, focusing on the forms of identity work that Keystone's leaders enacted in response. Interestingly, we show not only that the internal effects of stigmatization on identity can be managed, but also that they may facilitate unexpected positive outcomes for organizations.

Social enterprise has gained widespread acclaim as a tool for addressing social and environmental problems. Yet, because these organizations integrate the social welfare and commercial logics, they face the challenge of pursuing goals that frequently conflict with each other. Studies have begun to address how established social enterprises can manage these tensions, but we know little about how, why, and with what consequences social entrepreneurs mix competing logics as they create new organizations. To address this gap, we develop a theoretical model based in identity theory that helps to explain: (1) how the commercial and social welfare logics become relevant to entrepreneurship, (2) how different types of entrepreneurs perceive the tension between these logics, and (3) the implications this has for how entrepreneurs go about recognizing and developing social enterprise opportunities. Our approach responds to calls from organizational and entrepreneurship scholars to extend existing frameworks of opportunity recognition and development to better account for social enterprise creation.

As well as creating the hub with a £27,000 grant, the government has given out 17 grants totalling £1m to charities and social enterprises

People from minority backgrounds and marginalised communities have been able to fill leadership roles in social enterprises far more easily than at charities

Washington – In what OSHA is calling a “precedent-setting” decision, a judge has determined that the Occupational Safety and Health Review Commission may have the authority to order enterprise-wide abatements of hazards.

Awarded to a social enterprise or charity that has significantly improved its income from its commercial activities in recent years

While physical security departments understand the need to manage and protect their IP-based devices, they often face a number of challenges. 

Sentry Enterprises has launched SentryCard360 to address the escalating risks of employee identity fraud, including the rise of new hire bait & switch schemes.

Industry experts weigh in on the end user expectations and megatrends — like the cloud and AI — that are shaping the enterprise-level access control space.

Developed to help small-to-medium sized businesses (SMBs) and content creators manage data from edge to cloud, the portfolio delivers a range of enterprise-scale solutions.

Earlier this year, US Food and Drug Administration Commissioner Robert M. Califf, M.D. laid out a bold vision to transform the agency's human foods enterprise. I am thrilled to have joined the FDA last month as the first Deputy Commissioner for Human Foods to help make this vision a reality.

After years of mergers and acquisitions, large food and beverage companies seek operational data visibility across multiple plants to drive efficiencies.

Mark Bischoff, president and CEO of Starnet, shares his perspective on how its flooring contractor member companies have built infrastructures for growth and longevity.

The expansion is anticipated to more than quadruple the facility's current production output and help support the company's continued plans for growth in novelty and packaged ice cream.

Are you passionate about technology and information/cyber security? Do you want to know what it feels like to be part of a growing team that is building the foundations of a world-class information security program? We have more work than we can handle.

We are offering an internship with opportunities to gain experience in Threat monitoring and investigation, Risk management and mitigation, Incident management, Architectural governance and consultation, Vulnerability Management, and Security awareness and user behaviors.

What will I be accountable for?

Key projects may include:

• Monitoring incident management queues
• Creating or implementing security tooling
• Automating monitoring of internal controls
• Roll-out and education of a new set of information security policies
• Working with business units to create “get well” plans
• Helping to research and analyse requests for changes to policies and standards
• Conducting security reviews of third parties
• Developing training programs for users

We are an Equal Opportunity Employer and do not discriminate against any employee or applicant for employment because of race, color, sex, age, national origin, religion, sexual orientation, gender identity, status as a veteran, and basis of disability or any other federal, state or local protected class.

About the role

Are you passionate about technology and information/cyber security? Do you want to know what it feels like to be part of a growing team that is building the foundations of a world-class information security program? We have more work than we can handle.

We are offering an internship with opportunities to gain experience in Threat monitoring and investigation, Risk management and mitigation, Incident management, Architectural governance and consultation, Vulnerability Management, and Security awareness and user behaviors.

What will I be accountable for?

Key projects may include:

• Monitoring incident management queues
• Creating or implementing security tooling
• Automating monitoring of internal controls
• Roll-out and education of a new set of information security policies
• Working with business units to create “get well” plans
• Helping to research and analyse requests for changes to policies and standards
• Conducting security reviews of third parties
• Developing training programs for users

EKM, the software solutions provider for simplified managed print, remote service automation, and anything-as-a-service (XaaS) subscription enablement, has entered into an international partnership with Global Document Lifecycle Solutions Integrator, @DOCS, an end-to-end provider for document, records, print and visitor management solutions.

Datalogic, the global provider of automatic data capture and industrial automation solutions, has announced that the Memor 30/35 has been officially certified as a rugged device under the prestigious Android Enterprise Recommended (AER) program, meeting and surpassing key standards set by Android.

WHEN: Wed, November 18Time: 10am PT / 1pm ET  Join Now!SPONSORED BY: Nortel and AT&TJoin leading mobility experts to hear why only the mobile enterprise will survive! Join Now!Why the mobile ...

Sonata Software announced that its Unified Enterprise Mobility Platform, Halosys, has been enhanced with additional features that boost optimization and usability

The National Academy of Sciences has established a new Strategic Council for Research Excellence, Integrity, and Trust, which will convene stakeholders across the research enterprise to develop ways to promote high-quality research practices and to address challenges to research ethics and integrity.

Using lessons learned from COVID-19, a new report outlines recommendations to strengthen the U.S. Public Health Emergency Medical Countermeasures Enterprise (PHEMCE) to better protect the nation from future threats, and ensure it can deliver the vaccines, medicines, and personal protective equipment needed during a public health emergency.

The theme of the National Academy of Medicine’s 52nd Annual Meeting, taking place Oct. 16-17, is “Revolutionizing the Biomedical and Health Sciences.” NAM President Victor Dzau discusses challenges and opportunities for the health and medicine research enterprise in the decades ahead.

Amongst the areas that Ericsson and Intel have identified for collaboration is the joint development of enterprise use cases in selected verticals such as manufacturing, transport and logistics.

Recently, India's Hon’ble Prime Minister, Narendra Modi, inaugurated the 5G service, affirming that "India will lead the Industry 4.0 revolution with 5G at the helm." Commenting on this technology, certain experts predicted that by 2035, 5G will have a cumulative economic impact of US$ 1 trillion, and between 2025 and 2040, it could deliver an additional GDP of US$ 150 billion for the country. This aligns with India's vision of becoming a US$ 5 trillion economy by 2025.

However, telecom operators associations COAI recently said private 5G network deployments by system integrators may lead to operational inefficiencies, capital burden, and eventually prove to be counter-productive.

Harnessing data is a multifaceted endeavor including CX, privacy, modernization, etc. Industry leaders talk about how data can drive substantial business impact while navigating the inherent challenges.

The biggest gaps lie in technology readiness, with only 9 per cent of companies possessing the necessary AI capabilities like machine learning frameworks, prebuilt algorithms, and dynamic compute.

For large enterprises, Conversational AI isn't just another digital tool; it's becoming a strategic imperative. Consider this: a typical Fortune 500 company handles over 50 million customer interactions annually across various channels – from social media and websites to mobile apps and contact centers.

A BT One Enterprise Cisco solution makes voice calls between the UK and India simple and immediate. In most cases they’re free of charge too. Best of all, the employees feel as one with the BT global team.

Speaking to investors at a Morgan Stanley conference, Altman said the AI company will focus on building a platform that sells APIs to others and creates killer apps like ChatGPT.

According to Zachary Ginsburg, senior director, research in the Gartner Risk & Audit Practice, while the upcoming US election generates headlines over the candidates' regulatory, trade and other proposals, organisations have difficulty considering the actual risk implications from the many scenarios that might unfold.

According to a release, Infosys will work closely with Sector Alarm to migrate their disparate, on-premises Enterprise Resource Planning (ERP) platform onto Microsoft Dynamics 365 Finance and Operations (F&O), helping them modernize their financial and business operating models.

MRHB Network has now expanded to the Kingdom Of Saudi Arabia, by receiving the license from the Ministry of Investment.

SK Chemical publishes a sustainable management report annually from 2010 in order to disclose the company's will and accomplishments on sustainable management transparently to various stakeholders including clients.

Kent home cinema installers partner with Together for Cinema

Forest James is lauded for his leadership expertise with EnerTribe Inc. and Earthprint Technologies

Kakao Mobility will demonstrate the long-distance platooning demonstration based on this research achievement.

Rx.Health will support Yale New Haven Health's goal of improving care coordination, patient engagement and communication with an enterprise-wide unified messaging platform

FiveBy finds that data-driven fraud prevention solutions still require human experts to implement the fix

50% of Motiva AI R&D now dedicated to Responsible AI

Intuitive complementary sports betting app empowers sports bettors with insights across major sports books and betting platforms

New product addresses Large Language Model data security and privacy, offering per-customer solutions - a first in MarTech.

Revolutionary AI-powered Matchmaking for Enterprises and Startups

Driving Innovation Forward with Real-Time Data and Strategic Foresight

Chevo One of Seven Awardees of BPA Valued at $450M