Information sharing organizations

Information related to broader industry issues, newly recognized hazards, and lessons learned from near misses and actual incidents can also be shared with customers and users as part of product stewardship. Trade, professional, and other cooperative organizations such as universities and local emergency planning committees (LEPCs) can be effective vehicles for information sharing, in addition to individual company initiatives. 

Information sharing Whether organizations or facilities disclose or withhold any relevant information or specific data needed for the specification and calculation of an exposure... 

Dacha communities are typically a hybrid of formal and informal bureaucratic organization. During the Soviet period, the Nadezhda community was organized into a formal cooperative whose members shared the responsibility for the general maintenance and safety of public spaces... 

Comprehensive collection/analysis of error information through the organization s global information-sharing network. 

Hence, we have identified two important requirements for flexible cooperation support in dynamic development processes (1) An organization should be able to use powerful and flexible mechanisms for defining the visibility of process information shared with other organizations. (2) Interoganizational cooperation has to be supported insofar as the different processes of the cooperation partners can be integrated with each other not exclusively according to delegation-based relationships between them. A broad set of customizable cooperation relationships has to be supported instead. 

In this stage, we also train managers on a number of organizing principles that facilitate inclusion. In addition to the proximity principle, we emphasize the rule that no decision should be made about a function without prior consultation with the people who perform that function. Furthermore, we describe the importance of cross-level and cross-department teams. Each team that is constructed within the organization should comprise individuals from one hierarchical layer above and one below the primary members, and whenever possible it should also involve relevant stakeholders in different departments or functions (cf. Erickson, 2000). Such structural changes provide the necessary mechanisms for multidirectional information sharing. 

Seidmann, A., and Sundarajan, A. Sharing Logistics Information Across Organizations Technology, Competition and Contracting 1—31, May 2003. http //oz.stern.nyu.edu/papers/slog.pdf, downloaded September 2012. 

In many cases, these types of policy changes are implemented by people situated very high in the organization who typically have many objectives to consider. In some cases, these decision makers may not be familiar with process safety and its implications for the business. In this case, it may be necessary to educate these high-level executives on what process safety is and how it may affect the business metrics that they may be more familiar with such as profitability and corporate image. One tool for this information sharing is a video and associated reference material that is being produced by CCPS entitled, Executive Process Safety Seminar. ... 

Some informal communication is maintained, sharing out performance information, but organized review meetings within teams are not regularly conducted. 

Barcodes and Electronic Data Interchange (EDI) are also examples of ways to improve communications among companies. A barrier has been the lack of integrated software both inside and outside the company. Efforts underway sponsored by organizations like the Supply-Chain Council seek to standardize definition of data elements and processes. This facilitates supply chain information sharing along the supply chain. 

The individual gap s criticality for the organization s competitiveness should be assessed. Deviations from the desired states in categories such as strategic supply chain orientation are more vital to an organization s performance than differences in areas like the information sharing level with customer and suppliers, and should therefore be addressed first (which is not to mean that the... 

The quality of information shared between an organization and its chain partners is influence by the strengths of their business relationships (Kanter, 1994 Morgan and Hunt, 1994 Barlow and Jashapara, 1998 Bessant and Tsekouras, 2001 O Keeffe and Mavondo, 2005 Preiss and Murray, 2005). 

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