Conference Agenda

In order to cope with the increased demand for air transportation, air traffic system modernization projects have been undertaken in many countries. In future air traffic, the concept of time-based management (TBM) is being considered to improve the efficiency of air traffic flow. However, TBM is currently only a concept and it is not clear how it should be implemented in practice. This study therefore identifies the potential needs of stakeholders for time-based management. We created a stakeholder value network (SVN) for the stakeholders involved in the next generation air traffic management system and identified the primary stakeholders. We also conducted systemized interviews based on the Kano model with the primary stakeholders to identify their needs. By analyzing the SVN and interview results, the discussion was conducted on the potential needs of the primary as well as secondary stakeholders for a future control system to realize TBM.

Universities, while central to knowledge dissemination, face challenges in integrating their academic expertise into operational processes, often showing resistance to new technologies. This results in technological debt and inefficiencies in management systems, inadequately addressing the demands of digitalisation and affecting the quality of education and support services. There is a gap in the academic literature between theoretical models and their practical application in university administration, with existing methods not meeting the needs of modern educational environments. The contribution of this paper is the development of a transdisciplinary management framework designed to enhance the administration of academic institutions. This framework, derived from a comprehensive literature review, critiques traditional approaches, introduces a novel data model, explores its practical applications, and integrates digital strategies. A distinctive aspect of this review is the conceptualisation of academic quality as a quantitative construct, positioning it as both a deliverable and a critical axis for a digiyal transformation in Higher Education Institutions. This framework aims to standardise and modernise administrative processes in higher education, ensuring they align with the expectations of all stakeholders, including university staff, faculty, students, and the broader society. By implementing it, universities can make significant strides towards more effective and efficient administration, indirectly contributing to societal advancement. It focuses on improving institutional management and suggests a pathway towards a more accessible and high-quality educational landscape. This initiative exemplifies the potential of technological innovation in administrative practices, leveraging engineering principles to impact society positively.

High education institutions face significant challenges in hiring part-time faculty, a process that is often tedious and ineffective. Part-time professors struggle to find employment that aligns with their skills, experience, and preferences. This issue arises from the lack of national/international standards for profiling professors and courses, leading to ambiguity in matching faculty with appropriate courses. The importance of resolving this issue lies in its direct impact on the quality and efficiency of educational institutions. This research seeks to address the primary gap in the literature, which is the absence of an inter-institutional mechanism for the standardized profiling and matching of educators to courses in higher education. While there are governmental efforts to catalogue fields of knowledge, they rarely translate into practical, regulated applications within the educational sector. The contribution of this paper relies on developing a transdisciplinary profiling standard utilizing national and international methodologies, coupled with artificial intelligence, to create a profiling and coding algorithm. This approach is validated through quantitative analysis using actual data from a university system, including pre and post-implementation variations in key performance indicators. By standardizing and enhancing the match between educators' skills and competencies versus course requirements, reducing costs, and increasing opportunities for educators, this research fosters a more efficient and socially responsive educational environment aligned with all stakeholders (faculty, students, accreditation bodies, and university managers, among others). It encapsulates the essence of engineering for societal advancement, improving the quality of education and creating a more dynamic and equitable academic landscape.

Families who own and operate a family business face unique challenges when measuring the achievement of their individual and family-wise goals through corporate financial indicators. These firms comprise approximately 70% of the global gross domestic product and 65% of employment; local economies benefit through the improvement of their financial and inter-familial decisions involved in new investments. While corporate finance strives for maximum enterprise value, small family business owners are generally more interested in cash flows and dividends. While corporate finance literature covers the company's investment decision-making process, there is scant literature coverage of individual and family investment measurements. This paper addresses these challenges and proposes a decision-support tool for stakeholders, individuals and family to invest in their business as a systemic triad. The purpose is to maximise both business and individual values. This work builds upon accepted financial engineering valuation methods and incorporates analysis from family business management and accounting practice. It aims to develop a standardised method for valuing an individual and a group's decision to invest in their company as equity or capital expenditures by each system component in isolation or as an interaction. This work concludes with a decision-making tool for valuing investments by the systemic triad: individuals as shareholders, family as individuals behaving as a group, and their business. The contribution is twofold: a stakeholder investment framework and a numerical illustration highlighting its benefits; the method allows financial decisions with better involvement of family members and their personal goals.