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- Okwir, Simon, 1982-, et al.
(författare)
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Collaborative Decision Making (CDM) in Airport Surface : Europe vs usa implementations, challenges and best practices
- 2014
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Konferensbidrag (refereegranskat)abstract
- The purpose of this study is to explore the current status and future challenges of Airport/Surface-Collaborative Decision Making (CDM) implementations, explain the diversity of experiences and different managerial approaches that are mediating in the implementation processes in Europe and the US and propose a framework of best practices for the future. This is done by comparing past historical, operational, and cost-benefit analysis approaches in both continents. The main differences in implementation processes are examined in order to identify common and differentiating aspects in terms of factors of influence. At the backdrop of this study, the authors recognize how many initiatives have been slowed down or stalled due to lack of agreement, communication, or accountability of the involved actors. In order to capture the varying outcomes of past experiences, his study has followed a multi-case study design methodology with various data sources. Findings show different perceptions on implementation factors and motivations for success in both continents, and also between different industries. Results show that a number of issues are inherent to the technological complexity and structural organizations in specific aerospace organizations, but some major aspects as communications, leadership, funding and operation maturity are common to all of them. Finally, a set of recommendations is proposed based on change management techniques to improve CDM implementation in the future.
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| 3. |
- Okwir, Simon, 1982-
(författare)
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Collaborative Measures : Challenges in Airport Operations
- 2017
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Over the last 20 years, internal use of Performance Management(PM) within organizations has become much more complex in terms measurement techniques and approaches as well as their deployment within different organizational structures. In contrast to the traditional use of PM as an intra-organizational system, the emergence of networked operations, has extended organizational boundaries of Performance Management System (PMS) to new operational settings where actors often deal with a challenge of Collaborative Measures. Consequently, there is a significant lack of feedback and feedforward reporting mechanisms. This raises an important question for Performance Measurement & Management (PMM) literature. How do actors manage operations through inter- organizational performance measures? Hence, the purpose of this thesis is to investigate the management of collaborative measures in a quest to attain better operational performance for inter- organizational PM.The thesis builds on four studies investigating a collaborative PMS for capacity enhancements in airport operations. Due to their operational complexity and highly networked subsystems, airport operations provided a fitting empirical scene for studying PM that transcends organizational boundaries. Within the context of this thesis, airports are viewed as a System of System (SoS), and inter- organizational PM is investigated with the dimensions Organizational Complexity, Continuous Improvement and Social system. The studies use a multimethod approach, including longitudinal action research, multiple-case study, Systematic Literature Review (SLR), Classification and Regression Tree method (CART) and Artificial Neural Network (ANN) Method.The findings show that that (1) inter- organizational performance is affected by intrinsic Performance Measurement Complexity (PMC) which aggregates as interactive complexity with many actors. (2) The challenge of feedback and feedforward mechanisms as a dual control for collaborative performance is analysed with four cybernetic functions: sensor, commander, actuator and process. (3) The concept of Reflective Performance Measurement System (RPMS) is introduced with general conditions to facilitate collaborative decision-making within such platforms.
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- Okwir, Simon, 1982-, et al.
(författare)
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Performance Measurement Systems : Art and Science: A Perspective from Complexity Theory
- 2016
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Ingår i: Performance Management Association (PMA) conference, Edinburgh, Scotland 26- 29 June 2016 <em></em>.
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Konferensbidrag (refereegranskat)abstract
- Complexity negatively impacts the process of continually improving Performance Management Systems (PMS). Extant literature in PMS considers complexity to be a result of complex external environments rather than user’s response to it. However, this paper argues that organisations face internal complexity while adopting a PMS. Miscalculations of this complexity increases uncountable costs to organisations. Henceforth, this study adopts a complexity-theory perspective, and explores how organisational controls amplify complexity at the three core process stages of a PMS i.e., design, implementation and use. The paper builds on a Systematic Literature Review, comprising 58 papers, which are analysed in depth using a framework typifying technical and social controls as suggested by Smith and Bititci (2017). Results demonstrate that social and technical controls impact PMS process stages and contribute to complexity of PMS in two ways: First, a lack of clear and concise administration between the balance of objectivity and subjectivity in PMS at each process stage results in social complexity. Second, a range of interacting elements make it difficult to manage PMS and their inter- relationships across the three process stages resulting in technical complexity. The findings reinforce that the interaction of organisational controls in the system is emergent, unintended, unpredictable, and ambiguous in what to measure and how to manage it. In conclusion, this study posits that users’ response to the external environment causes internal Performance Measurement Complexity (PMC). In doing so, this paper highlights the propagation of complexity in six forms i.e. Analytical, Methodological, Technological, Role, Procedural and Task Complexity.
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| 6. |
- Okwir, Simon, 1982-, et al.
(författare)
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Performance Measurement Systems
- 2016
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Ingår i: Proceedings of the Scandinavian Academy of Industrial Engineering and Management conference, Luleå. - : Luleå University of Technology.
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Konferensbidrag (refereegranskat)
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| 8. |
- Okwir, Simon, 1982-
(författare)
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Prediction of Airport Infrastructures performance with Collaborative Decision Making : Studies from Barajas Airport
- 2017
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- The purpose of this paper is to explore among many airport infrastructures and resources, what is critical to collaborative Performance Management System (PMS) to cause delays. To achieve this, operational data from Madrid Barajas airport was used. A sample data consisting of 2100 movements recorded in airport turnaround operations was analyzed using a neural network predictive model. Results show that, aside from Key Performance Indicators (KPIs), airport infrastructures as exogenous factors have an effect on- time performance in turnaround operations with a high degree of relevance. The identified airport infrastructures are stand/gate, size of aircraft, company (Type of airline) and runaway selection.
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| 9. |
- Okwir, Simon, 1982-, et al.
(författare)
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Sources of Complexity within a System of System : Implications for Performance Management
- 2014
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Ingår i: EurOMA Conference, Palermo, Italy, 20- 25 June 2014.
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Konferensbidrag (refereegranskat)abstract
- The purpose of this paper is to identify factors that induce complexity in the airport Turn-Around Process (TAP) so as to understand implications for Perfromance Measurement and Management (PMM). The study is addressed as an inductive/exploratory case study. The unit of analysis is the Turn-Around Process at a major Swedish airport. Data is obtained from conducting twenty-three semi-structured interviews. In addition, participant observations during eight months were conducted. As a result, three implications for PMM are identified as (i) organizational complexity, (ii) Continious improvement, (iii) social system. The findings support the challenge of managing interoperability within complex multi-stakeholder settings. The value of this study is that it enhances our understanding on how inter- organizational performance can be examined and hence managed
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