scholarly journals Searching for sustainability in the digital agriculture debate: an alternative approach for a systemic transition

Teknokultura ◽  
2020 ◽  
Vol 17 (2) ◽  
pp. 224-238
Author(s):  
Roy William Cobby
Keyword(s):  
Climate Change ◽  
Business Models ◽  
Current System ◽  
Green Revolution ◽  
For Profit ◽  
Not For Profit ◽  
Alternative Approach ◽  
Hardware Production ◽  
Digital Agriculture ◽  
Sustainability Principles

One of the key challenges for agriculture today is feeding an increasing population without contributing to climate change. Increasingly, digital agriculture is discussed as a new sociotechnical regime that could help limit emissions for farmers worldwide. While sustainability is an important issue, recent papers in the field of digital agriculture do not address the problem directly. After a literature review, this paper will focus on the importance of shared perspectives as enablers in socio-technical transitions. This paper argues that the myth of the digital sublime could act in favour of the existing and unsustainable model of agriculture. This is partly a result of hardware production and connectivity already being resource-intensive. Precisely because of this high environmental impact, the following discussion will employ the legacy of the Green Revolution to highlight the importance of precaution in deploying digital agriculture. In theory, in order to address the shortcomings of the current system, private sector companies are developing proprietary software solutions that could in practice entrench unsustainable business models. As an alternative, this paper suggests, existing open-source platforms that encourage not-for-profit collaborations between farmers should be scaled up. Through bottom-up processes, future researchers and developers should seek ways to place sustainability at the centre of their analyses, and encourage the adoption of practices that can be tailored to the diverse needs of farmers. Ultimately, stakeholders in digital agriculture should understand that sustainability principles must be encoded at all stages in the deployment of digital agriculture technologies.

scholarly journals Using Business Models beyond Business

2021 ◽  
Vol 7 (1) ◽  
pp. 27
Author(s):  
Helen Kavvadia
Keyword(s):  
Policy Making ◽  
Business Models ◽  
The Political ◽  
Organizational Analysis ◽  
Economic Governance ◽  
Non Profit ◽  
For Profit ◽  
Not For Profit ◽  
Non Profit Organizations ◽  
Dot Com

Business models describe the way organizations create and deliver value necessary for their existence. In the mid-1990s, they arose as a buzzword relating to the development of “dot-com” firms and their hunt for capital. The theory and application of business models have focused on business.Consequently, the definitions and archetypes of business models proposed in the extant literature have addressed profit-making organizations. This paper argues that business models are equally useful in the establishment, evolution, and analysis of non-profit organizations. Moreover, there is a real need for these models, as non-profit organizations are part of the national and international economic governance. Thus, the paper reframes business models through a non-entrepreneurial lens and proposes a new archetype with generalized applicability to all organizations, whether for-profit, non-profit, public, or private. A “hybrid” archetype is developed, synthesizing existing business model archetypes while extending their reach to better embrace the overarching core logic of organizations, reflecting the political mandate of not-for-profit entities and the business remit of firms. The validity of the proffered archetype is tested on two international not-for-profit organizations and serves well as a conceptual map of their decision-making and policy-making activity. Furthermore, the testing process demonstrates that business models, when devised externally and retrospectively, can be equally well used in hindsight as organizational analysis tools, possibly conjointly with other methods.

Revisiting Project Definition/Initiation for Telemedicine Services

2020 ◽  
pp. 1215-1241
Author(s):  
Suzanne J. Wood ◽  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Joseph Tan
Keyword(s):  
Best Practices ◽  
Network Model ◽  
Business Models ◽  
Private Hospital ◽  
Key Factors ◽  
Healthcare Organizations ◽  
For Profit ◽  
Not For Profit ◽  
Key Stakeholders ◽  
Multiple Domains

Healthcare organizations and stakeholders are profoundly challenged in transiting a telemedicine project into a sustainable telehealth service line. While project management best practices have added values across multiple domains, a knowledge gap exists on informed execution of telehealth best practices. Project definition, or initiation, sets the strategic vision (and plan) for a project. It is the predominant stage in a project. As project initiation hugely defines project success, revisiting this stage for telemedicine may help to inform key actors on ways to achieve an optimal delivery of such services. Indeed, winning telehealth services require well-knitted intra- and inter-organizational collaboration on technology adoption across different organizational arrangements and among key stakeholders. Hence, a model redefining key project initiation components is used to drive our analysis. Drawing from collected data of a multisite telestroke implementation and anchoring on the model's conceptualization, the authors explore in-depth how project initiation can be strategically framed within the telemedicine context. The interpretative findings from the data analysis, with each case surmising a distinct telemedicine business model, provide further insights on the collaborative uptake of telestroke programs. More specifically, the authors extend the analysis through comparative examination of key factors that promote or impede adoption via the lens of five distinct telecare business models: (1) the outsourced model; (2) the alliance model; (3) the not-for-profit private hospital network model; (4) the not-for-profit university sponsored network model; and (5) the for-profit private hospital network model. Together, the insights provided by this contribution will help efforts directed towards contextualizing key elements of project initiation in telemedicine and highlight the alignments of critical factors that can impact future telehealth efforts.

Revisiting Project Definition/Initiation for Telemedicine Services

2018 ◽  
pp. 439-466
Author(s):  
Suzanne J. Wood ◽  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Joseph Tan
Keyword(s):  
Best Practices ◽  
Network Model ◽  
Business Models ◽  
Private Hospital ◽  
Key Factors ◽  
Healthcare Organizations ◽  
For Profit ◽  
Not For Profit ◽  
Key Stakeholders ◽  
Multiple Domains

Healthcare organizations and stakeholders are profoundly challenged in transiting a telemedicine project into a sustainable telehealth service line. While project management best practices have added values across multiple domains, a knowledge gap exists on informed execution of telehealth best practices. Project definition, or initiation, sets the strategic vision (and plan) for a project. It is the predominant stage in a project. As project initiation hugely defines project success, revisiting this stage for telemedicine may help to inform key actors on ways to achieve an optimal delivery of such services. Indeed, winning telehealth services require well-knitted intra- and inter-organizational collaboration on technology adoption across different organizational arrangements and among key stakeholders. Hence, a model redefining key project initiation components is used to drive our analysis. Drawing from collected data of a multisite telestroke implementation and anchoring on the model's conceptualization, the authors explore in-depth how project initiation can be strategically framed within the telemedicine context. The interpretative findings from the data analysis, with each case surmising a distinct telemedicine business model, provide further insights on the collaborative uptake of telestroke programs. More specifically, the authors extend the analysis through comparative examination of key factors that promote or impede adoption via the lens of five distinct telecare business models: (1) the outsourced model; (2) the alliance model; (3) the not-for-profit private hospital network model; (4) the not-for-profit university sponsored network model; and (5) the for-profit private hospital network model. Together, the insights provided by this contribution will help efforts directed towards contextualizing key elements of project initiation in telemedicine and highlight the alignments of critical factors that can impact future telehealth efforts.

The Development of Not-For-Profit Hospital Cost Models

1988 ◽  
Vol 6 (1) ◽  
pp. 35-48
Author(s):  
Greg M. Thibadoux ◽  
Nicholas Apostolou ◽  
Ira S. Greenberg
Keyword(s):  
Hospital Cost ◽  
Cost Models ◽  
For Profit ◽  
Not For Profit

10. Designing an online curriculum supporting risk management and patient safety

2007 ◽  
Vol 30 (4) ◽  
pp. 33
Author(s):  
T. Gondocz ◽  
G. Wallace
Keyword(s):  
Risk Management ◽  
Medical Education ◽  
Patient Safety ◽  
Online Learning ◽  
Online Courses ◽  
Learning System ◽  
Online Curriculum ◽  
For Profit ◽  
Not For Profit ◽  
Managing Risk

The Canadian Medical Protective Association (CMPA) is a not for profit mutual defence organization with a mandate to provide medico-legal assistance to physician members and to educate health professionals on managing risk and enhancing patient safety. To expand the outreach to its 72,000 member physicians, the CMPA built an online learning curriculum of risk management and patient safety materials in 2006. These activities are mapped to the real needs of members ensuring the activities are relevant. Eight major categories were developed containing both online courses and articles. Each course and article is mapped to the RCPSC's CanMEDS roles and the CFPC's Four Principles. This poster shares the CMPA’s experience in designing an online patient safety curriculum within the context of medico-legal risk management and provides an inventory of materials linked to the CanMEDS roles. Our formula for creation of an online curriculum included basing the educational content on real needs of member physicians; using case studies to teach concepts; and, monitoring and evaluating process and outcomes. The objectives are to explain the benefits of curricular approach for course planning across the continuum in medical education; outline the utility of the CanMEDS roles in organizing the risk management and patient safety medical education curriculum; describe the progress of CMPA's online learning system; and, outline the potential for moving the curriculum of online learning materials and resources into medical schools.

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