No abstract

No abstract

Analysis and simulation of complex systems are facilitated by the availability of appropriate modeling formalisms and tools. In many cases, no single analysis and modeling method can successfully cope with all aspects of a complex system: a multi-formalism multisolution approach is very appealing, since it offers the possibility of applying the most suitable formalisms and solution techniques to model and analyze different components or aspects of a system. Another important feature that a successfull modeling approach should include is the possibility of reusing (sub)models: by composing parameterized submodels and then instantiating the parameters, complete models of different scenarios can be obtained and analyzed. This paper introduces an innovative approach to multi-formalism modeling of systems that is part of the OsMoSys (Object-based multi-formaliSm MOdeling of SYStems) framework. OsMoSys uses the proposed modeling approach to build multi-formalism models, and workflow management to achieve multi-solution. Our modeling approach is based on meta-modeling, allowing to easily define and integrate different formalisms, and on some concepts from object orientation. Its main objectives are the interoperability of different formalisms and the definition of mechanisms to guarantee the flexibility and the scalability of the modeling framework.

No abstract

No abstract

Summary\ud Purpose\ud –\ud This paper aims to consider how and to what extent it is possible to interpret a performance\ud management system (PMS) as a typical control mechanism or in a more innovative way as a learning\ud tool. PMSs are typically used for planning and coordination purposes. However, they may also be used\ud as an opportunity to foster learning inside the organization.\ud Design/methodology/approach\ud –\ud The empirical analysis was carried out during January-May 2014. A\ud single case study was developed, in the first phase, through document analysis and semi-structured\ud interviews with three top managers, to investigate the purpose and rationale of the design of the PMS.\ud The investigation then continued with non-participant observation.\ud Findings\ud –\ud The picture shows the dominance of “command and control” thinking, based on a\ud cybernetic control system connected to targets and linking the achievement of these targets to\ud individual performance.\ud Practical implications\ud –\ud This paper helps to contextualize reflections on PMSs and potential learning\ud outcomes in knowledge organizations, with specific reference to the airport industry.\ud Originality/value\ud –\ud This paper contributes to the extant debate on the relationship between PMSs\ud and learning. Traditionally, the literature has focused only on particular aspects of PMSs. Other\ud authors, relying on a contingent approach, have instead put forward the need of a more\ud comprehensive and integrated frameworks encompassing organic conception of PMSs, as well as\ud of the interdependencies among their components. In the case study under scrutiny in this paper,\ud adaptive or single-loop learning is taking place, in which adaptive changes occur but do not lead\ud to any major changes

Purpose -This article sets out to investigate the relationship between performance management systems (PMSs) and knowledge in public universities. In particular, this paper intends to verify how different choices related to PMS affect the nature of knowledge, in terms of the well-known tacit vs explicit dichotomy. Design/methodology/approach -The empirical focus is on the recent PMS changes that have been developing in the "modernisation agenda" of the Italian public sector. In particular, 15 case studies of PMS design in Italian universities are presented. The interpretation of the results is based on the Simon's theoretical framework related to the four levers of control. Findings -Results show how PMSs (in the different forms presented in the universities' evaluation plans) could represent an important social tool to facilitate the management of organizational knowledge, combining explicit and tacit forms of knowledge. Originality/value -This paper tackles a topic neglected in the knowledge management literature, aiming to open up a discussion on the possible interconnections between PMSs and knowledge in the public arena.

No abstract