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More and more manufacturing enterprises realize that, by operating as single enterprises in traditional supply chains, they cannot cope with the challenges of the modern demanding environment, and that they need to adopt new and innovative strategies in order to remain competitive. The establishment of Dynamic Manufacturing Networks (DMNs) brings together various innovations, such as just-in-time delivery, flexible manufacturing, organizational streamlining, and total quality, and emerges therefore as an advanced reaction of collaborating enterprises to the constantly changing business environment and its characteristics. This paper aims to expose the benefits and risks involved in such networks, and create thereby the foundation for elaborating further on the key factors that could be utilized for attracting organizations and enterprises into embracing the vision of DMNs, supporting thus not only industrial organizations and practitioners interested in implementing such solutions, but also scholars and researchers who study these new forms of business.

Exiting the global economic crisis, the manufacturing domain seeks new ways to take a leap forwards, mostly by exploiting the latest advancements in ICT that promise a more productive, cost-effective and sustainable future. Distributed and flexible manufacturing configurations have been around the latest years, however the lack of an agile and responsive management methodology of such structures has hindered them from reaching their full potential. Today, the novel concept of Dynamic Manufacturing Networks stands out as a cutting-edge solution in this quest, carrying a wide set of assets that aim to drive manufacturing organisations into the new global economy. This concept is incarnated through the IMAGINE DMN end-to-end Management Methodology presented in this paper, along with the benefits and risks that the former promises to respectively enhance and mitigate.

Governments are striving to deliver more efficient and effective public services in order to achieve better public service quality, with reduced waiting times, improved cost effectiveness, higher productivity and more transparency. It's an issue of doing things in new ways that requires fundamental change in the provision of public services in the future and a complete new approach for Governments to work and interact with their citizens. Currently, Societies witness more than ever that Web 2.0 and social media in particular, constitute the emerging, if not already established, mass collaboration and cooperation platform between citizens and administrations, as the latter have started to realise the benefits of such applications. The COCKPIT project builds on these developments and based on a highly synergetic approach aims to define a new Governance model for the next generation public service delivery, by combining various research areas.

Abstract. "Monitoring and Governance" is the most important phase of every Dynamic Manufacturing Network (DMN) lifecycle and aims at managing and controlling in a continuous way the operations of the network, resulting either in "small and corrective" actions towards the network's operation optimisation or to "larger and structural" changes, which are fed back to the initial phases of the network's lifecycle, for reconstructing the network towards better results. The study at hand aims to review current approaches for controlling and monitoring plant operation or traditional supply chains, and to examine thereby their maturity and adequacy for the management and monitoring of dynamic manufacturing networks, leading to useful conclusions with regard to the requirements and challenges encountered in this particular phase of the DMN lifecycle.

Whenever decision-makers are presented with a new technology that will change society, they are typically sceptical-and rightly so. Technology evangelist, either out of sincere conviction or of industrial interests, too often promised a technodeterministic solution to all societal problems. None more than Morozov (2013) is able to depict this approach in the title of his book: "To save everything, click here. The folly of technological solutionism." The advent of web 2.0 was hailed by many as yet another hype. Indeed, because of its definition, experts immediately started "leapfrogging" directly to the advent of web 3.0 and 4.0. What is surprising today is how deep and long-lasting has been the impact of the "2.0" metaphor across all societal domains. Almost 10 years after the invention of the term, the implications of the change remain alive and pervasive. Almost every aspects of human life has been touched, and one can find analysis on love, religion, science, art-anything 2.0. Government is one of the main impact area. E-government scholars know too well how slow and difficult change is in governmental culture. Yet the adoption of the 2.0 culture and technologies has been surprisingly fast, for government standards. The main driver has not been evidence though: as scholars, we've been unable to convince policy-makers about the importance of this phenomenon. The drivers of adoption have rather been more prosaic. Firstly, the traditional institutional isomorphism: as Codagnone (2005) puts it, "each single organisation/ institution tend to imitate the most legitimated and/or successful players in their population of reference (we could call them Champions), in order to become legitimised too, and to reduce uncertainty about their future". After Obama was elected (with the substantial role of social media), his first act was to sign a presidential memo on transparency that was imbued with the 2.0 culture; European government soon followed this example. Secondly, citizens pressure: the adoption rate of social media proved to be simply too staggering to be ignored. Citizens were talking (often negatively) about government on social media, and government had to join the conversation. Thirdly, civil servants themselves started using these tools (often without permission) and created the change from within. These factors led to an organic, rather than rationally planned, adoption of government 2.0 across governments. This was probably inevitable in view of the very

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