The Max Planck Advanced Study Group (ASG) at the Center for Free Electron Laser Science (CFEL) has created the CFEL-ASG Software Suite CASS to view, process and analyse multi-parameter experimental data acquired at Free Electron Lasers (FELs) using the CFEL-ASG Multi Purpose (CAMP) instrument Strüder et al. (2010) [6]. The software is based on a modular design so that it can be adjusted to accommodate the needs of all the various experiments that are conducted with the CAMP instrument. In fact, this allows the use of the software in all experiments where multiple detectors are involved. One of the key aspects of CASS is that it can be used either ‘on-line’, using a live data stream from the free-electron laser facility’s data acquisition system to guide the experiment, and ‘off-line’, on data acquired from a previous experiment which has been saved to file
Digital Transformation (DT) is expected to have a massive impact on different branches and even societies. In the manufacturing industry, value creation processes change as information and communication technologies merge with production processes. The change may enable efficiency gains and new business models. However, many firms still struggle to drive their digital transformation forward. To understand the barriers which hinder or even stop DT is essential for the successful transformation. Our study aims at identifying the barriers on the basis of 46 expert interviews. These practical insights are further used to develop a research agenda. To determine the research gaps, we conduct a literature review on the topics mentioned by the interviewees. Thus, we contribute by first of all identifying major barriers which can support firms by reflecting their DT. Moreover, we give an outlook for researchers on possible future exploration. So, we bring together perspectives from research and practice.
Although growing in popularity in other countries, the business professional doctorate has yet to gain traction in the U.S. Such programs, intended to offer advanced disciplinary and research training to individuals who later plan to apply that training to employment in industry, are frequently seen to be inferior to their academically-focused Ph.D. program counterparts. Furthermore, if the sole purpose of a doctorate is to develop individuals focused on producing scholarly research articles, that assessment may well be correct. We argue, however, that such a narrowly focused view of the purpose of doctoral programs is self-defeating; by exclusively focusing on scholarly research and writings, we virtually guarantee that our research will never make it into practice. The paper begins by identifying a variety of types of doctoral programs that exist globally and placing these in a conceptual framework. We then present a detailed case study of the information systems (IS) doctoral programs offered in Osnabrueck, Germany-where as many as 90% of candidates choose careers in industry in preference to academia. Finally, we proposesupported using both conceptual arguments drawn from the study of complex informing and observed examples-that the greatest benefit of business professional doctorates may be the creation of enduring informing channels between practice and industry. Presented in this light, the business professional doctorate should be viewed as an essential part of the broader research ecology, rather than as a weak substitute for the disciplinary Ph.D.
Digital Transformation (DT) is an essential trend for manufacturing companies as digitalization of the value chain affects the entire company. Strategic management functions should consider DT technologies and their impact on assets and resources. The knowledge of the possible factors that influence DT positively may ease a realization of gains due to DT. In 20 qualitative interviews, we examined critical factors for DT's success in manufacturing companies. Based on the IS success model of DeLone and McLean, we have derived success factors that can trigger DT success. The success factors describe the three major dimensions in which DT takes place: technology, organization, and environment. The results show that DT can only be successful if companies collaborate with customers, suppliers and also other firms from the branch. A cultural change is necessary to enable an agile working environment as well as more interdisciplinary activities. It becomes evident that the choice of technology is essential. However, driving only technology forward is not enough to gain benefits from DT.
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