Automation surprises in aviation continue to be a significant safety concern and the community’s search for effective strategies to mitigate them are ongoing. The literature has offered two fundamentally divergent directions, based on different ideas about the nature of cognition and collaboration with automation. In this paper, we report the results of a field study that empirically compared and contrasted two models of automation surprises: a normative individual-cognition model and a sensemaking model based on distributed cognition. Our data prove a good fit for the sense-making model. This finding is relevant for aviation safety, since our understanding of the cognitive processes that govern human interaction with automation drive what we need to do to reduce the frequency of automation-induced events.
Research, advisory companies, consultants and system integrators all predict that a lot of money will be earned with decision management (business rules, algorithms and analytics). But how can you actually make money with decision management or in other words: Which business models are exactly available? In this article, we present seven business models for decision management.
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In our in-depth case study on two circular business models we found important roles for material scouts and networks. These key partners are essential for establishing circular business models and circular flow of materials. Besides, we diagnose that companies are having difficulties to develop viable value propositions and circular strategies. The paper was presented at NBM Nijmegen 2020 and will be published at a later date
