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Accounting for Motives

Accounting for Motives. Stakeholder Comprehension in Business / Academic Collaborative Projects. Activities at the academe/ business interface. Vocational degrees - meeting the contemporary needs of the business sector, school leaver & lifelong learner.

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Accounting for Motives

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  1. Accounting for Motives Stakeholder Comprehension in Business / Academic Collaborative Projects Bernard Griffin 16.11.05

  2. Activities at the academe/ business interface • Vocational degrees - meeting the contemporary needs of the business sector, school leaver & lifelong learner. • Academic rigour & underpinning of transferable skills • Industrial liaison validation of transferable skills in existing and proposed programmes • Course delivery enrichment through visiting speakers & online delivery • Attracting commercial funding support for : • Long term RAE development • Short term knowledge transfer/ R & D projects • Applied PhD research - theory application evaluation -achieving commercial viability Bernard Griffin 16.11.05

  3. Welfare maximisation Publicly funded Public access/ownership Targets accessibility issues Stakeholder added-value Profit maximisation Shareholder/Privately funded IPR ownership Exploits niche/market opportunities Shareholder added-value The economic aspirations at the academe/business interface Bernard Griffin 16.11.05

  4. Preconceived ideas on both sides about people working in either sector Fear of exploitation Stimulation from commercial enhancement through applied theory Fear of the unknown - stick to what we know Apprehension about changing something that already works Apprehension about trusting others outside the business who may not appreciate the finer points Operational stakeholder motivation & misconceptions Bernard Griffin 16.11.05

  5. Applied PhD Research • Case Study – Airport Surface Access Management • The Collaborative Trial • Support v’s Risks • Stakeholder Motivation & Comprehension • Patience, focus & understanding Bernard Griffin 16.11.05

  6. The collaborative e-business trial • Objective - to increase vehicle occupancy levels • Method - to switch car users at the point of sale into MPV’s door-to-door at reduced price • The airport operator - needs to improve surface access management & capacity to get permission to fly more services • The airline operator - wants more flight slots, needs to exploit every possible revenue earning opportunity, whilst maintaining service delivery, passenger satisfaction & market growth • The passengers - need to be sure that they can get to the airport in time to check in comfortably • Airport staff & air crew need 24 hr reliable access & parking Bernard Griffin 16.11.05

  7. Practical e-business issues • Linking to the airline booking system with the right message to effect switching motivation - without interfering with 5.5million existing transactions to negative effect. • Linking to the travel agency booking interface for the MoD as the trial travel agency representative, with a similar switching message • Creating an independent booking platform with server support to cope with high-volume airport passengers • Providing reliable automated interface booking with high quality MPV providers - system must translate into service quality on the ground that meets passenger expectations • Monitoring & measuring passenger responses to the switching offer - how many cars have been eliminated ? • Gathering trip data & converting it into GIS-based forecasting mechanism for future surface access management improvements Bernard Griffin 16.11.05

  8. Surrounding motivational issues • The airline wanted £30k up front to take part - based on costs of modifying existing software, plus fears about lost parking & car hire revenue share • The airport operator had to intervene & alay fears • The franchised airport taxi provider has fears about losing control over taxi revenues & customers to another provider - and refuses to allow access to their database • The trial must not be so successful as to wipe out parking revenues to the airport • Airport Parent company wants to exploit any potential the trial demonstrates at all other locations - who owns what then ??? Bernard Griffin 16.11.05

  9. Recruiting students - case study 2 • Who’s job is it anyway ?? • ‘People buy people first’ - the open day experience • Reputation by word of mouth or first hand experience • Changing function of the University website • To Inform, & what else ? • Opportunities for multi-media adaptation • To enrich the information Meeting the staff - the virtual person Seeing the facilities - the virtual tour Bernard Griffin 16.11.05

  10. Stakeholder motivations • Why students come to us (or not) - where’s the evidence? • External relations service had never considered the ‘internal relations service’ provided by course delivery staff - feeling threatened by their ‘interference’. • Computing subject group teaching & learning staff wanted input into external website format • Web-master felt insecure about teaching & learning principles interfering with state-of-the-art web techniques Bernard Griffin 16.11.05

  11. Organisational culture issues • Role cultures are essential for reliable service delivery • ‘Role cultures rely on tomorrow being the same as yesterday’ (Charles Handy) • Task culture teams rely on cross-functional boundary communications to solve problems - both internal & external (both case studies) • The academe/business interface can be characterised by : • The theory/practice debate • The experiential prejudices of the players • The welfare/profit maximisation economic perspectives • The role/task organisational culture conflict Bernard Griffin 16.11.05

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