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Lindskog, Helena
Publications (10 of 46) Show all publications
Lindskog, H., Brege, S. & Brehmer, P.-O. (2014). Importance of time divide for e-democracy. In: : . Paper presented at Systems and Operational Research – BOS 2014. 24th – 26th September 2014, Warsaw, Poland.
Open this publication in new window or tab >>Importance of time divide for e-democracy
2014 (English)Conference paper, Published paper (Refereed)
Abstract [en]

E(lectronic)-democracy has the potential to promote democracy through the usage of Information Communication Technology (ICT), especially for direct democracy via increased citizen participation.

The paper discusses one aspect of rising importance and should be taken into consideration while discussing e-democracy, namely, time divide or the division into time-rich and time-poor. This division can become more visible and important in the longer perspective than today’s existing digital divide or illiteracy of using Internet.

This is an exploratory paper and the subject will need more investigation in order to compare the situation in different countries and under longer time periods.

Keywords
e-democracy, ICT, time-rich and time-poor, time divide
National Category
Information Systems, Social aspects
Identifiers
urn:nbn:se:liu:diva-125734 (URN)
Conference
Systems and Operational Research – BOS 2014. 24th – 26th September 2014, Warsaw, Poland
Available from: 2016-03-02 Created: 2016-03-02 Last updated: 2016-03-14
Lindskog, H. & Mercier-Laurent, E. (2014). Knowledge Management Applied to Electronic Public Procurement. In: MercierLaurent, E; Boulanger, D (Ed.), ARTIFICIAL INTELLIGENCE FOR KNOWLEDGE MANAGEMENT: . Paper presented at 1st IFIP WG 12.6 International Workshop on Artificial Intelligence forKnowledge Management (AI4KM) (pp. 95-111). SPRINGER-VERLAG BERLIN, 422
Open this publication in new window or tab >>Knowledge Management Applied to Electronic Public Procurement
2014 (English)In: ARTIFICIAL INTELLIGENCE FOR KNOWLEDGE MANAGEMENT / [ed] MercierLaurent, E; Boulanger, D, SPRINGER-VERLAG BERLIN , 2014, Vol. 422, p. 95-111Conference paper, Published paper (Refereed)
Abstract [en]

Public procurement is a knowledge-based process. It involves, amongst others the knowledge of needs and trends, knowledge of concerned products or services, on their evolution in time and knowledge about actors able to offer them. The knowledge of political and legal context should be also considered as well as the environmental and social impact. Electronic procurement aims in reducing the amount of paper, but also in quicker and more knowledgeable processing of proposals and decision taking. We consider procurement activity as a part of a global organizational knowledge flow. This work goal is to analyze the whole process, identify the elements of knowledge necessary for successful purchase processing, to study the contribution of AI approaches and techniques to support the above elements. It is also to position e-procurement in the organizational knowledge flow.

Place, publisher, year, edition, pages
SPRINGER-VERLAG BERLIN, 2014
Series
IFIP Advances in Information and Communication Technology, ISSN 1868-4238 ; 422
Keywords
Procurement; Public Procurement; e-procurement; Knowledge Management
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-112072 (URN)10.1007/978-3-642-54897-0_6 (DOI)000342833100006 ()978-3-642-54897-0 (ISBN)978-3-642-54896-3 (ISBN)
Conference
1st IFIP WG 12.6 International Workshop on Artificial Intelligence forKnowledge Management (AI4KM)
Available from: 2014-11-13 Created: 2014-11-13 Last updated: 2014-11-13
Lindskog, H., Brege, S. & Brehmer, P.-O. (2013). Conflicts in Public Procurement. Operations Research and Decisions (3), 35-42
Open this publication in new window or tab >>Conflicts in Public Procurement
2013 (English)In: Operations Research and Decisions, ISSN 2081-8858, no 3, p. 35-42Article in journal (Refereed) Published
Abstract [en]

During the last couple of years, there has been a tendency to include more and more political goals into public procurements, such as environmental and societal considerations. This can result in higher prices paid by the public sector compared with similar procurements in the private sector. The decision makers at local level are elected and should represent the interest of their communities andvoters, which includes promoting regional/local companies and economic development. This task can sometimes get into conflict with public procurement law or the political goals of a central government.

Place, publisher, year, edition, pages
Wroclaw, Poland: Wroclaw University of Technology, 2013
Keywords
public procurement, political goals, costs, public administration
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-106558 (URN)
Note

DOI does not work: 10.5277/ord130303

Available from: 2014-05-11 Created: 2014-05-11 Last updated: 2018-03-09Bibliographically approved
Lindskog, H., Brege, S. & Brehmer, P.-O. (2012). Conflicts in public procurement. Paper presented at MODEST - MODelling of Economies and Societies in Transition, 17-19 September 2012, Warsaw, Poland.
Open this publication in new window or tab >>Conflicts in public procurement
2012 (English)Conference paper, Published paper (Other academic)
Abstract [en]

Public procurement is one of the most frequent types of transactions between organizations, in this case between public and private ones. All types of transactions follow specific laws that regulate the rights and obligations of all parties involved.  All parties involved in public procurement have to adhere to the national public procurement law, which in the case of the European Union member states is based on the European Union directives for public procurement. The decision making process and a number of stakeholders as well as their specific goals in the public procurement differ from the purchasing process between private organizations.

This paper points out conflicts of interest in public procurement within three main areas:

-          Political versus value of money approach

-          Interest of EU versus member states

-          Interest of Central government versus regional/local governments

Already the base for the EU directives for public procurement can be a source of conflicts as the EU directives are derived from the five pillars of the Rome Treatise. These pillars are the base for the EU common market and none of them directly deals with public procurement. The EU directives, hence, also national public procurement laws, are there in order to fulfill the political goals of the common European market, which can be in conflict with economical and/or political goals of member states.

During the last couple of years, there has been a tendency to include more and more political goals into public procurements such as environmental and societal considerations. This can result in higher price paid by the public sector compared with similar procurements in the private sector.

The decision makers on regional/local levels are elected and should represent the interest of their communities and voters, which includes promoting regional/local companies and economic development. This task can sometimes get into conflict with the public procurement law or the central government political goals.

Keywords
public procurement, political goals, value for money
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-88326 (URN)
Conference
MODEST - MODelling of Economies and Societies in Transition, 17-19 September 2012, Warsaw, Poland
Available from: 2013-01-31 Created: 2013-01-31 Last updated: 2013-08-29
Lindskog, H. (2012). Electronic Public Procurement of Telecommunications Services. Paper presented at Global Forum 2012 : SHAPING A CONNECTED DIGITAL FUTURE, 12-13 November 2012, Stockholm, Sweden.
Open this publication in new window or tab >>Electronic Public Procurement of Telecommunications Services
2012 (English)Conference paper, Oral presentation with published abstract (Other (popular science, discussion, etc.))
Abstract [en]

KNUT is one of the projects financed by VINNOVA, the Swedish Governmental Agency for Innovation Systems. It is a project on public procurement of telecommunication services and was one of the few projects, especially in the area of public procurement, where private and public sectors cooperated on an equal basis. The project lead was done by the academia.

 KNUT (Electronic Procurement of Telecommunications Services for the Swedish Public Sector) challenged the question of how to create a service of electronic procurement for both buyers and  sellers.

The project created a tool to carry out the whole public procurement process electronically, starting from analysing the needs of an organization, through the evaluation of tenders up to contract administration, and even further. KNUT also aimed at creating a model for analysing the needs of end-users, both in terms of telecommunications and organizational needs. If done correctly, this can empower organizations to do the public procurement themselves by using the same tools, which leads to cost reduction and better deals for both buyers and suppliers.

 The organisational procurement process of telecommunications services has been analysed and structured in the KNUT-project. The buying process can be broken up into ten phases, starting with the anticipation of the need to procure, over the collection of needs, market investigations, the collection of information regarding legacy to contract administration.

The analysis of needs is structured with mandatory and non-mandatory requirements for all end-users and specific working situations.

 In the short run, KNUT can facilitate the analysis of needs and the writing of requirements specifications for the agencies as well as the compilation of tenders for the companies aiming to bid. The project helps reducing misunderstandings between buyers and suppliers through common definitions and standards. It also reduces dependencies on consultants and increases the possibilities for adaptation and selection of services specific to a particular agency. KNUT increases the possibilities for SMEs to bid and can be used by private companies for their procurement of telecommunication services.

 In the long run, KNUT can be used in other complex procurement areas. It facilitates proactive acting for the development of standards derived from the users’ priorities and needs, and also facilitates to push changes in the procurement law, where necessary. KNUT can be used internationally since telecommunication services do not vary significantly from country to country.

 The KNUT project raised several questions to be answered: Are framework contracts still relevant? What can and should be procured centrally and locally, respectively? How can experiences from the KNUT project be transferred to other complex procurement areas? How will the KNUT model and tool influence the private sector’s procurements? What are possibilities to transfer Swedish experiences to other EU member states? How can experiences from KNUT be considered from the Knowledge Management perspective? And finally, electronic procurement – will there be other ways to procure?

Keywords
public procurement, electronic procurement
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-89489 (URN)
Conference
Global Forum 2012 : SHAPING A CONNECTED DIGITAL FUTURE, 12-13 November 2012, Stockholm, Sweden
Available from: 2013-02-26 Created: 2013-02-26 Last updated: 2013-03-07
Lindskog, H., Brege, S. & Brehmer, P.-O. (2012). How Can Public Procurement Influence Business and Social Development?. In: Gregory T. Papanikos (Ed.), Economic Essays: (pp. 147-159). Athens, Greece: ATINER
Open this publication in new window or tab >>How Can Public Procurement Influence Business and Social Development?
2012 (English)In: Economic Essays / [ed] Gregory T. Papanikos, Athens, Greece: ATINER , 2012, p. 147-159Chapter in book (Refereed)
Abstract [en]

Public procurement is a large part of any country's economy, independently of its geographical location, political inclination or level of development. On average, public procurements amount to 17% of GDP among the EU countries (Bolkenstein, Frits, 2004).

Public procurement can be considered as a special case of business transactions between organizations. Public procurement is based on a different and stricter jurisdiction than transactions between private companies.

Just as in the private sector, the public sector strives to get the best possible deal. However, profit is not the driving force in the public sector, which means that public procurements have other and broader consequences than the private sector's purchasing activities.

Purpose

This paper explores, investigates and analyses positive and negative  consequences of different aspects of public procurement and its influence on the market and as a tool to achieve political goals.

Place, publisher, year, edition, pages
Athens, Greece: ATINER, 2012
Keywords
public procurement, business development
National Category
Business Administration
Identifiers
urn:nbn:se:liu:diva-80593 (URN)978-960-9549-84-4 (ISBN)
Available from: 2014-05-09 Created: 2012-08-27 Last updated: 2014-05-28Bibliographically approved
Lindskog, H., Brege, S. & Brehmer, P.-O. (2012). How public Procurement Can Influence Business and Social Development?. In: Dr. Gregory T. Papanikos (Ed.), Economic Essays: . Paper presented at 4th Annual International City-Break Conference: Business and Society in a Global Economy, Athens, Greece, 20-23 December 2010 (pp. 147-161). Athens, Greece: Athens Institute for Education and Research (ATINER)
Open this publication in new window or tab >>How public Procurement Can Influence Business and Social Development?
2012 (English)In: Economic Essays / [ed] Dr. Gregory T. Papanikos, Athens, Greece: Athens Institute for Education and Research (ATINER), 2012, p. 147-161Conference paper, Published paper (Other academic)
Abstract [sv]

The public sector is the biggest buyer on all national markets. The focus on public procurement and especially electronic public procurement has for several reasons increased in later years with more choices due to more competition nationally and internationally, rapid technical development which provides competing solutions, buying services instead of building own solutions etc.

Public procurement aims in the same way as the private sector’s purchasing for the best possible outcome in the short and long run. However, public procurement often also aims for achieving certain political goals, which can result in an array of consequences both for the procuring organization as well as for businesses and citizens.

Place, publisher, year, edition, pages
Athens, Greece: Athens Institute for Education and Research (ATINER), 2012
Keywords
Public procurement, private sector, social development
National Category
Social Sciences Economics and Business
Identifiers
urn:nbn:se:liu:diva-65819 (URN)978-960-9549-84-4 (ISBN)
Conference
4th Annual International City-Break Conference: Business and Society in a Global Economy, Athens, Greece, 20-23 December 2010
Available from: 2011-02-24 Created: 2011-02-21 Last updated: 2014-05-23Bibliographically approved
Lindskog, H., Mercier-Laurent, E. & Boulanger, D. (2012). Knowledge Management applied to Electronic Public Procurement. Paper presented at Workshop Artificial Intelligence for knowledge Management joint to 20th European Conference on Artificial Intelligence ECAI 2012, France.
Open this publication in new window or tab >>Knowledge Management applied to Electronic Public Procurement
2012 (English)Conference paper, Published paper (Other academic)
Abstract [en]

Public procurement is a knowledge-based process. It involves, amongst others the knowledge of needs and trends, knowledge of concerned products or services, on their evolution in time and knowledge about actors able to offer them. The knowledge of political and legal context should be also considered as well as the environmental and social impact. Electronic procurement aims in reducing the amount of paper, but also in quicker and more knowledgeable processing of proposals and decision taking. We consider procurement activity as a part of a global organizational knowledge flow. This work goal is to analyze the whole process, identify the elements of knowledge necessary for successful purchase processing and to study the contribution of AI approaches and techniques to support the above elements.

Keywords
public procurement, knowledge management, electronic procurement
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-88325 (URN)
Conference
Workshop Artificial Intelligence for knowledge Management joint to 20th European Conference on Artificial Intelligence ECAI 2012, France
Available from: 2013-01-31 Created: 2013-01-31 Last updated: 2013-02-19
Lindskog, H., Brege, S. & Brehmer, P.-O. (2011). Procurement after outsourcing in the public sector. Paper presented at 10th Annual ISOneWorld 2011 Conference, May 4-6, Las Vegas, Nevada, USA.
Open this publication in new window or tab >>Procurement after outsourcing in the public sector
2011 (English)Conference paper, Published paper (Other academic)
Abstract [en]

Outsourcing has long term implications that sometimes can be difficult to foresee at the time of the deal. After the original outsourcing contract expires it becomes necessary to purchase the now outsourced functionality through recurring procurements. This is especially important in case of the public sector. This paper identifies three main types of outsourcing in the public sector: hiving off, outsourcing with taking over of the staff and without taking over of the staff.

Keywords
public procurement, outsourcing
National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-74770 (URN)
Conference
10th Annual ISOneWorld 2011 Conference, May 4-6, Las Vegas, Nevada, USA
Available from: 2012-02-08 Created: 2012-02-08 Last updated: 2013-08-29
Lindskog, H., Brege, S. & Brehmer, P.-O. (2011). Public Procurement and Small and Medium Enterprises. Paper presented at The 7th International Conference on Information Technology in Business ITIB 2011 15-17 June, 2011, Saint-Petersburg, Russia.
Open this publication in new window or tab >>Public Procurement and Small and Medium Enterprises
2011 (English)Conference paper, Published paper (Refereed)
Abstract [en]

The public sector as the biggest buyer on national markets is an important client for and enterprise and for the SMEs in particular.

For the SMEs to be a tenderer for governmental contracts as well as for the public agencies to choose a SME as a supplier can have considerable consequences – both positive and negative. To be a supplier for the public sector means recognition and can give a boost for new contracts. For the public agency it can mean to receive an innovative, cost reducing solution. But it can also be risky for both the SME and the public agency. By choosing an enterprise without previous documented records can put an agency in the situation of not fulfilling its obligations towards the general public and for the SME to go bankrupt.

National Category
Economics and Business
Identifiers
urn:nbn:se:liu:diva-75020 (URN)978-5-7310-2676-5 (ISBN)
Conference
The 7th International Conference on Information Technology in Business ITIB 2011 15-17 June, 2011, Saint-Petersburg, Russia
Available from: 2012-02-14 Created: 2012-02-14 Last updated: 2013-08-29Bibliographically approved
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