Athanasios Kriemadis, Professor of Strategic Planning
Department of Management Science and Technology, University of the Peloponnese.
Dr. Athanasios (Thanos) Kriemadis is Professor of Strategic Planning in the Department of Management Science and Technology at the University of Peloponnese. He is Deputy Head of the Department, President of the Innovation and Entrepreneurship Committee, and former Deputy Rector of Financial Management and Infrastructure. He received his B.Sc in Management from the American College of Greece, his M.I.B.A. in Strategic Management and International Business from The United States International University, San Diego, California, USA, under the guidance of Dr. Ansoff (The Father of Strategic Management), his M.A. in Sport Management and Marketing from Springfield College, Massachusetts, USA, and his Ph.D. from the University of New Mexico, USA, specialized in Strategic Planning in sport organizations and Business Administration. He was an active member of the San Diego Deming User Group where he was introduced to Total Quality Management (TQM) by Dr. Deming’s disciples (Dr. Deming is considered as The Father of TQM and Transformation of organizations worldwide). Dr. Kriemadis is Quality Auditor for Quality Management Systems (ISO 9001:2015) and Certified Lean and Six Sigma Black Belt. He was Quality Assessor of the EFQM Excellence Award promoted by the European Foundation for Quality Management (EFQM) specialized in Small and Medium Enterprises and the Public sector-Education. Before moving to academia Dr. Kriemadis held several management posts in both the public and private sectors in the USA and Greece. In USA, he worked in the Department of Quality Assurance in Motorola, Inc. using the Lean Six-Sigma methodology, a variety of Total Quality Management principles and practices, the Malcolm Baldrige National Quality Award criteria, and the Deming Management Method. He also served as a quality and strategy consultant developing and auditing quality systems and strategic plans in Greece, European Union and USA. Research interests include TQM and Strategic Management issues applied to service organizations. He has written 7 Books in Management, 60 papers published in International Journals, and 200 papers presented in International Conferences
Developing an innovative company
Several authors and management experts argue that continuous innovation can help a company sustain its competitive advantage and attain better organizational performance. An innovative company encourages and supports innovation at the individual level as well as the organizational level. At the individual level, innovation is actually a personal effort including continuous learning, experimentation, risk taking and a sense of curiosity about everything. At the organizational level, leadership should develop and promote the innovation process in the company, establish a measurement system and provide a recognition scheme and rewards for innovation (McCarty et al., 2004). An innovative company incorporates the following factors: (a) Leadership and Strategy: leadership has a clear vision and strategy for innovation and support mechanisms such as technology, financial assistance and a measurement system for innovative actions; (b) Organizational culture: the innovative company’s culture is based on creativity and risk-taking as well as on knowledge creation and knowledge sharing for developing new ideas and promoting innovation; (c) Organizational Structure: the innovative company’s structure is based on decentralization, teamwork and horizontal communication; (d) Human resource management: an innovative company concentrates on training and motivating employees for developing skills relevant to creativity and innovation management, and rewarding and recognizing employees (Chutivongse and Gerdsri (2020).
Costas Vassilakis, Professor of Information Systems
Department of Informatics and Telecommunications, University of the Peloponnese.
Prof. Costas Vassilakis is a Professor in the Department of Informatics and Telecommunications of the University of the Peloponnese. He holds a degree from the Department of Informatics of the University of Athens and a PhD from the same department. He has published over 200 scientific papers in international scientific journals and conferences and has participated in more than 30 European and national research and development projects. He has served as PC member and referee in several international journals and conferences. His research interests include information systems, system architectures, data privacy and security, virtual and mixed reality systems, semantic web technologies and applications and cultural informatics.
The Crowd-Factor in Innovation
Traditional innovation models based on the efforts of organizations to incept new ideas, and subsequently design and realize relevant products or processes. In these models, design and realization are conducted within the organization and funded by it, while idea inception is typically carried out either within the organization or by individuals outside the organization, which subsequently offer it to the organization under some IPR licensing agreement. In the new era however, new potentials emerge: the inception and design phases can be carried out by gathering the intelligence of multiple otherwise unrelated individuals, through a crowdsourced innovation process. Project realization can be conducted through crowdworking, and the necessary funds can be gathered using crowdfunding. In this presentation, we explore the different crowd-* underpinnings to the innovation process, discussing their merits and potential pitfalls.
Dionisis Margaris, Assistant Professor
Department of Digital Systems, University of the Peloponnese
Dionisis Margaris received the B.Sc., M.Sc., and Ph.D. degrees from the Department of Informatics and Telecommunications, University of Athens, Greece, in 2007, 2010, and 2014, respectively. He is currently an Assistant Professor in Personalization Software with the Department of Digital Systems, University of Peloponnese, Greece. He has published more than 50 articles in international journals, conferences and books, while his research interests include software, information systems, personalisation and social networks. He has served and is currently serving as a PC and TPC member of several international conferences and workshops, as well as a Guest Editor of international journals.
Boost your business success with personalisation
The success of a business is based, to a large extent, on how easily it can retain its existing customers, as well as attract new customers online. However, the information available on the internet is chaotic, so the business itself must ensure that the intended message “reaches” its potential customers. In this direction, businesses can adopt and make use of the extensive research that has been done in the field of personalization, since, the more personalization techniques they adopt and use, the more appealing to their clients they seem to be. In this presentation, the basic principles of personalization will be presented, as well as the current trends and techniques of this research field.
Department of Management Science and Technology, University of the Peloponnese
Dimitris Spiliotopoulos received his B.Sc., M.A. and M.Phil. degrees from the University of Manchester, UK and his Ph.D. from the Department of Informatics and Telecommunications of the University of Athens, Greece, in 2009. He is an Ass. Professor in the Department of Management Science and Technology of the University of Peloponnese, Greece, in the area of Intelligent Information Systems. His research interests include human-computer interaction, social media analysis, usability, accessibility and recommender systems. Dr. Spiliotopoulos has served as a Technical Programme Committee member for many international journals and conferences, while he has also participated in several international research projects.
The importance of cognitive skills for future corporation executives
The social nature of negotiation between humans, as an interaction process, maps into the need for metacognitive skill training. This is apparent in any given social, educational and business exchange (interaction) which requires knowledge (awareness), consideration (reflection) and control (regulation) over ones’ objectives in a way that directly relates to successful task performance and decision-making improvement. In cases when humans do perform well, they (a) are more likely to indicate higher levels of self-efficacy (i.e., the positive motivational attitude of accomplishing challenging tasks), (b) differentiate and self-regulate their learning approach for subsequent activity and vice versa (i.e., self-regulation), (c) seem to practice their skill to use logical reasoning for problem-solving and communicate successfully with others to evaluate the relevant context (i.e., interpersonal and problem-solving skills), (d) are oriented toward adopting mastery-as-a-goal in their choices (i.e., mastery goal motivational disposition) and choose assignments that adhere to inspiring and advocate additional training and learning ones. In taking an active social presence role when relating to others, facilitating rapport and fostering cooperation and coordination, they are expected to benefit from activities to engage with the community by proactively assisting others (i.e., civic action) and exhibit positive reactions towards the deployment of changes (i.e., readiness to change). This presentation details how cognition and metacognition skills may benefit all active citizens, including business executives and government officials, and how those skills can be trained and evaluated.