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INFORMATION THEORY AIMS AT THE STUDY AND MODELING OF INFORMATION EXCHANGE PROCESSES AMONG INTERACTING AGENTS. THIS PAPER DEVELOPS A MODEL FOR INFORMATION EXCHANGE. THE CONCEPTS OF PROTOCOLS, TYPES OF INFORMATION SYSTEMS, MISINFORMATION AND INFORMATION DISTORTION, CODIFICATION, AND INFORMATION DISTANCE ARE INTRODUCED. EXAMPLES OF INFORMATION EXCHANGE PROCESSES ARE GIVEN.

Schlecker

PurposeVendor managed inventory (VMI) is a model for supply chain collaboration gaining ground in multiple industries around the world. Forecasting is one of several means to predict future demand. The purpose of this paper is to identify what types of advance demand data would be valuable to the supplier for successful replenishment planning in cases of VMI, frequency and means of information exchange.Design/methodology/approachThe work is based on a literature review and a multiple case study where both successful and unsuccessful VMI collaboration programs are studied. In all cases, the supplier or the customer was a manufacturer. The discussion is based on case‐observations of causes and effects that are compared with existing literature.FindingsIt is found that current inventory status and sales forecasts are the most important kinds of information to be made available to the supplier in a VMI relationship. This also conforms with the general perception of the literature review. Some kinds of information are found valuable while other kinds are found not to be of importance. It was also found that kinds of information differ with the type of supply chain activities being performed by the customer, i.e. there is a different kind of information recommended when the customer makes to stock than when he is a wholesaler or a manufacturer making to order. This observation has not been discussed in the literature reviewed.Research limitations/implicationsThe value of generalization from case studies is subject to general discussion. The cases applied in this research encompass Norwegian suppliers and dyads at the upstream end of the value chain. Geographically related cultural differences might limit the applicability of this work.Originality/valueThe findings support the existing literature and this paper takes a practitioner's perspective on information sharing. The aim is to offer a comprehensive yet educational view of information sharing and VMI.

The aim of this paper is to provide an insight into the influencing factors of international police information exchange conducted by the Single Points of Contact (SPOC) and the Police and Customs Cooperation Centre (PCCC) within the EU. The author achieves this goal by introducing the relevant scientific theories and the results of the conducted quantitative research. The research identifies the influencing environments of cross-border information exchange and through this, finds supporting and hindering factors such as organisational structure, culture, leadership, legislation, and ICT environment. Findings can help decision makers and end users to overcome everyday obstacles. ; Celem niniejszego artykułu jest przedstawienie czynników wpływających na międzynarodową wymianę informacji policyjnych prowadzoną przez unijne Pojedyncze Punkty Kontaktowe (SPOC) oraz Centrum Współpracy Policyjno-Celnej (PCCC). Autor stara się osiągnąć ten cel przedstawiając wybrane teorie naukowe i wyniki przeprowadzonych badań ilościowych. Artykuł identyfikuje środowisko transgranicznej wymiany informacji, a dzięki temu wskazuje czynniki wspierające i utrudniające, takie jak struktura organizacyjna, kultura, przywództwo, prawodawstwo i środowisko ICT. Wyniki badań mogą pomóc decydentom i użytkownikom pokonywać codzienne przeszkody w tej dziedzinie.

Though knowledge and information exchange are vital for the success of virtual intercultural teams, there is often an unarticulated assumption that it will developnaturally in the course of a collaboration. Data gathered from virtual German-Indian engineering teams indicates that variances in cultural communication routines lead toknowledge / information withholding, whether intentional or accidental, and impair team functioning. Consequently, effective facilitation is needed to create and maintainreciprocal cognitive and socio-emotional information exchange. The biggest challenge in this venture is achieving the proper synthesis between the structures needed to provide stability and the agile, open-ended VOPA approach required in a VUCA environment.To this end, some of the methods available to promote knowledge exchange are reviewed for their benefits on both fronts.

Introduction -- Police and information exchange : European Union information exchange policy -- Fundamental rights and freedoms under consideration -- Information exchange under Schengen acquis -- Europol -- Swedish initiative -- Example of networking : financial intelligence units and asset recovery offices -- Information exchange under Pru?m decisions -- Passenger name record -- Projects in the pipeline -- Cooperation between the EU and the United Kingdom after Brexit -- Conclusions.