Patrícia Alves
email: patricia.alves@fe.up.pt

Pedro Campos
email: pcampos@fep.up.pt

Eugénio Oliveira

Modeling the Trustworthiness of a Supplier Agent in a B2B Relationship

Keywords: B2B relationships, Trust, Trustworthiness, Trustworthiness determinants/attributes

In life, trust is considered the base of all relationships, including Business-to-Business (B2B) relationships. The selection of a supplier depends not only on its reputation and the costs involved, but also on its trustworthiness and other factors. But how can the trustworthiness of a supplier be measured? What are the factors that influence the supplier's trustworthiness, i.e., what are the relevant factors of trust in the selection of a supplier in a B2B relationship? Answers to these questions will help model the supplier agents' behavior in the multi-agent ANTE platform. In this paper we propose to consider fifteen attributes to measure the trustworthiness of a supplier as a conceptual model of trust, coming out of a combination of several determinants gathered from the literature review. Raw data was gathered by sending a questionnaire to a set of firms from different industrial sectors. The results support part of the proposed determinants, introducing new determinants of trust that resulted from exploratory factor analysis and a new model obtained from confirmatory factor analysis. With this, two possible multi-attribute supplier agents can be modeled. This paper discusses the results and limitations of this study and proposes suggestions for future work.

Introduction

To engage on a B2B relationship it is important to know the other party, or the risks involved and vulnerability can be quite high. What can be important for the relationship to work successfully and to both parties be satisfied with the contracts made? These questions arise in the sequence of the multi-agent ANTE1 platform described in [START_REF] Cardoso | ANTE: Agreement Negotiation in Normative and Trust-enabled Environments[END_REF], that works as an Electronic Institution, where interactions between the buyers and suppliers arise, leading to the emergence of collaborative networks. In this platform the buyer agents select the best proposals by weighting up the utility associated to each proposal with the trustworthiness of the supplier agent [START_REF] Urbano | A Dynamic Agents' Behavior Model for Computational Trust[END_REF]. But what is trustworthiness? How can the trustworthiness of a supplier agent be determined and measured? What are the factors that determine if a supplier is trustworthy or not? These questions led to the need for researching and determining the attributes that can measure the trustworthiness of a supplier and help model the agent's behavior in the system.

Why focus on interorganizational trust? In life, trust is considered the base of all relationships and as Pavlou [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF] says, has been associated with successful buyersupplier relationships [START_REF] Barney | Trustworthiness as a source of competitive advantage[END_REF][START_REF] Bromiley | Transaction Costs in Organizations with Trust[END_REF][START_REF] Doney | An examination of the nature of trust in buyer-seller relationships[END_REF][START_REF] Geyskens | Generalizations about trust in marketing channel relationships using meta-analysis[END_REF][START_REF] Zaheer | Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance[END_REF][START_REF] Ganesan | Determinants of long-term orientation in buyer-seller relationships[END_REF] and desirable outcomes such as competitive advantage [START_REF] Barney | Trustworthiness as a source of competitive advantage[END_REF][START_REF] Ganesan | Determinants of long-term orientation in buyer-seller relationships[END_REF], performance, conflict and opportunism reduction [START_REF] Zaheer | Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance[END_REF][START_REF] Ganesan | Determinants of long-term orientation in buyer-seller relationships[END_REF], and satisfaction [START_REF] Geyskens | Generalizations about trust in marketing channel relationships using meta-analysis[END_REF][START_REF] Ganesan | Determinants of long-term orientation in buyer-seller relationships[END_REF], leading to the continuity of the relationship [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF]. Furthermore, trusting relationships are likely to have lower transaction costs because incomplete contracts are sufficient for running the exchange relationship [START_REF] Ganesan | Determinants of long-term orientation in buyer-seller relationships[END_REF]. Like Doney et al. [START_REF] Doney | Trust determinants and outcomes in global B2B services[END_REF] say, "trust takes on even greater importance in the arena of B2B services as buyers face the complexity of examining many intangible aspects of a service firm's offering". Thus, undoubtedly trust has an important role in the B2B relationships (interorganizational trust) and therefore, in the selection of the suppliers.

So, what is trust? There is no consensus on an universal definition of trust since the relevant context affects its actual meaning, resulting in a large number of definitions [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF][START_REF] Palmer | The role of intermediaries in the development of trust on the www: the use and effectiveness of trusted third parties and privacy statements[END_REF]. But like Castelfranchi and Falcone [12] say, all definitions go back to the "same layered notion, used to refer to several different (although interrelated) meanings". Given two individuals X and Y: (a) "in its basic sense, trust is just a mental and affective attitude or disposition towards Y involving two basic types of beliefs: evaluations and expectations"; (b) "in its richer use, trust is a decision and intention based on that disposition"; (c) "as well as the act of relying upon Y's expected behavior"; (d) "and the consequent social relation established between X and Y". Ganesan [START_REF] Ganesan | Determinants of long-term orientation in buyer-seller relationships[END_REF] also supported this definition earlier. Therefore the basic concept of trust is cognitive related. But for interorganizational trust, the cognitive part of trust is not enough. Considering X the buyer, X cannot just rely upon his beliefs2 on Y (the supplier) to make a transaction, which would be very naïve and risky. Thus, some characteristics of Y need to be known by X, so he can say that he trusts Y, i.e., that Y is trustworthy. So, we decided to find these characteristics and engage on a quest for the determinants of the trustworthiness of a supplier in B2B relationship, so the computational agent, whose role is a supplier, can be modeled in the multi-agent system more accurately, providing better and more solid contracts and transactions, making the system more realistic. Exploratory and Confirmatory Factor Analysis (EFA and CFA, respectively) were used in order to confirm the adequacy of the conceptual model of trust.

The rest of this paper is organized as follows: the next section provides a review on the most relevant literature on trust in a B2B relationship and describes the proposed model. Section 3 exposes the research methodology and reports the results. In Section 4 some conclusions and suggestions for future work are taken.

Literature Review and Proposed Conceptual Model

There is a wide variety of papers on trust and in many areas that as far as we can tell, go back to the 1950s [START_REF] Deutsch | Trust and suspicion[END_REF]: psychology, sociology, economics and marketing, and a lot of research has been made on trust in a B2B relationship. Many of the papers found are of great relevance and many can complement each other giving their contribution for the determinants of trust, but unfortunately, not all can be referenced here. So, only the ones considered more relevant are reviewed in this paper.

In 1994, Ganesan [START_REF] Ganesan | Determinants of long-term orientation in buyer-seller relationships[END_REF] affirmed that so far, researchers in marketing have wrongly treated trust as an unidimensional variable, stating that research in interpersonal trust has shown that trust is a multidimensional variable, identifying two distinct dimensions: credibility and benevolence. "Simply put, the credibility dimension refers to intentions of cooperative behavior that results from making opportunism costly or irrational, while the benevolence dimension is a trust expectation that results from goodwill that firms will not act opportunistically, even given the chance" [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF]. Therefore, Ganesan proposed a model suggesting the reputation of the vendor, the retailer's satisfaction with previous outcomes, the retailer's experience with a vendor and the retailer's perception of vendor transaction-specific investments, as the antecedents of trust.

In 1997, Doney and Cannon [START_REF] Doney | An examination of the nature of trust in buyer-seller relationships[END_REF] concluded that the supplier's size, the supplier's willingness to customize and trust on the supplier's salesperson have a positive impact on the buyer's trust, but that the supplier's willingness to share confidential information and length of the relationship are unrelated to the buyer's trust on the supplier.

A year after, Sako and Helper [START_REF] Sako | Determinants of trust in supplier relations: evidence from the automotive industry in Japan and the United States[END_REF] also conducted a study to find the determinants of trust in supplier relations: "The conditions which facilitated the creation and sustenance of trust -and the containing of opportunism -were found to include longterm commitment, information exchange, technical assistance, and customer reputation."

Later in 2002, and according to his revision on several authors, including [START_REF] Doney | An examination of the nature of trust in buyer-seller relationships[END_REF][START_REF] Ganesan | Determinants of long-term orientation in buyer-seller relationships[END_REF][START_REF] Sako | Determinants of trust in supplier relations: evidence from the automotive industry in Japan and the United States[END_REF][START_REF] Ring | Structuring cooperative relationships between organizations[END_REF][START_REF] Mayer | An integrative model of organizational trust[END_REF][START_REF] Mcknight | What trust means in e-commerce customer relationships: an interdisciplinary conceptual typology[END_REF], Pavlou [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF] also summarized interorganizational trust in two great dimensions: credibility and benevolence. These two dimensions cannot be measured directly (latent or unobserved variables) and so they depend on other variables that can be measured directly (observed variables, factors or constructs). Therefore, [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF] proposes five constructs that can positively influence the trust in the suppliers: perceived monitoring, perceived accreditation, perceived legal bonds, perceived feedback and cooperative norms. Some years after, in 2005, Gounaris [START_REF] Gounaris | Trust and commitment influences on customer retention: insights from businessto-business services[END_REF] suggests that the degree of trust between the supplier and the buyer is directly influenced by the quality of the service and by the bonding strategy and techniques of the provider.

So, with all this information and because of limitations in previous works, we decided to propose a different and more complete model that gathers the determinants we considered more important from all the analyzed papers, and that is described next.

The Trustworthiness of a Supplier: Conceptual Model

Considering the reviewed literature, we found that the papers by themselves were somehow incomplete, but that together, they could complement each other, giving a better insight of the possible attributes (or constructs, determinants) for modeling the trustworthiness of a supplier agent. Therefore, we propose the following model, depicted in Figure 1.

Next, we shortly describe the proposed attributes and the several hypotheses to be tested in order to verify their impact on trust formation.

Past and Experience (PastExpX 3 ).

Trustworthiness is related to the supplier's role and behavior at present, and actions it has performed and events it has caused in the past [START_REF] Msanjila | Assessment and Creation of Trust in VBEs[END_REF], portfolio [START_REF]How to review a provider profile[END_REF] and prior experience [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF][START_REF] Zucker | Production of trust: institutional sources of economic structure 1840-1920[END_REF]. Formally stated: H1: Past and experience positively influences the supplier's trustworthiness in terms of credibility.

International Presence (InterX). Sako [START_REF] Sako | Determinants of trust in supplier relations: evidence from the automotive industry in Japan and the United States[END_REF] shows that interorganizational trust varies according to the continent and country. Formally stated: H2a: The production country of the supplier influences the supplier's trustworthiness in terms of credibility. H2b: The origin country of the supplier influences the supplier's trustworthiness in terms of credibility. H2c: The presence of the supplier in several countries positively influences the supplier's trustworthiness in terms of credibility.

Brand (BrandX).

Consumers try to reduce risks by using well-known brands, and that brands provide guarantees about quality and security [START_REF] Elliott | The nature of trust in brands: a psychosocial model[END_REF][START_REF] Ring | Some effects of perceived risk on consumer information processing[END_REF][START_REF] Aaker | Managing Brand Equity: Capitalizing on the Value of a Brand Name[END_REF]. According to [START_REF] Rauyruen | Relationship quality as a predictor of B2B customer loyalty[END_REF], [START_REF] Chaudhuri | The chain of effects from brand trust and brand affect to brand performance: The role of brand loyalty[END_REF] "demonstrate that trust plays an important role in the brand domain in that they link (brand) trust to brand performance through brand loyalty" [START_REF] Aaker | Building strong brands[END_REF]. Formally stated: H3: The supplier product's brand positively influences the supplier's trustworthiness in terms of credibility.

Business Network Dimension (DimX).

Several enterprises, specially small and medium enterprises, decide to get involved in a larger business network in order to increase their own opportunities of business. This was suggested by several researchers in our research lab, and so, we decided to test if this is an influent factor. Formally stated: H4: The supplier's business network dimension positively influences the supplier's trustworthiness in terms of credibility.

Buyer-Supplier Relationships Duration (DurX).

The historical duration and experience of a relationship is considered of great importance [START_REF] Sako | Determinants of trust in supplier relations: evidence from the automotive industry in Japan and the United States[END_REF][START_REF] Sabel | Studied trust: building new forms of co-operation in a volatile economy[END_REF]. "Most researchers agree that 3 Item name, where X is the number of the corresponding question in the questionnaire (section 3.1). trust develops and builds over time" [START_REF] Doney | An examination of the nature of trust in buyer-seller relationships[END_REF]. Satisfied buyers stay with the same supplier [START_REF] Rauyruen | Relationship quality as a predictor of B2B customer loyalty[END_REF]. Formally stated: H5: The buyer-supplier relationships duration positively influences the supplier's trustworthiness in terms of credibility.

Specialization (SpecX). The adaptation of the supplier's production processes to meet the buyer's needs and the use of specialized equipment are considered investments in the relationship [START_REF] Doney | An examination of the nature of trust in buyer-seller relationships[END_REF]. Formally stated: H6: The supplier's specialization positively influences the supplier's trustworthiness in terms of credibility.

Product's Quality (QualityX). The quality of the produced products can be a measure of the suppliers' credibility, since they dedicate more effort in the production of better products to satisfy the buyers and sell more [START_REF] Msanjila | Assessment and Creation of Trust in VBEs[END_REF]. Formally stated: H7: The products' quality positively influences the supplier's trustworthiness in terms of credibility.

Deadlines Fulfillment (DFullX). A higher trustworthiness is associated to all the suppliers that were capable of increasing the deliveries frequency without additional costs [START_REF] Sako | Determinants of trust in supplier relations: evidence from the automotive industry in Japan and the United States[END_REF]. It is also important to know when the product will be delivered [START_REF]How to review a provider profile[END_REF], and [START_REF] Msanjila | Assessment and Creation of Trust in VBEs[END_REF] propose the adherence to delivery dates to evaluate trust. Formally stated: H8: The deadlines fulfillment positively influences the supplier's trustworthiness in terms of credibility.

Affectivity/Familiarity (AfectX). Familiarity and repeated interaction create trust [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF][START_REF] Luhmann | Trust and Power[END_REF][START_REF] Gefen | E-commerce: the role of familiarity and trust[END_REF][START_REF] Gulati | Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances[END_REF]. Zucker [START_REF] Zucker | Production of trust: institutional sources of economic structure 1840-1920[END_REF] argues that trust generated through familiarity and prior experience is probably the most important way of building trust. Formally stated: H9a: Familiarity with the supplier positively influences the supplier's trustworthiness in terms of benevolence. H9b: Affectivity towards the supplier positively influences the supplier's trustworthiness in terms of benevolence.

Monitoring (MonitX).

According to [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF][START_REF] Msanjila | Assessment and Creation of Trust in VBEs[END_REF][START_REF] Williamson | The economic institutions of capitalism[END_REF], monitoring encourages responsible behaviors, and is used to confirm if the transactions are taken according to the quality, delivery and performance standards. Formally stated: H10: Monitoring processes positively influences the supplier's trustworthiness in terms of credibility.

Accreditation (AccreditX).

When carried out by an independent authority, accreditation can be a reliable way of assessing the competence of an organization [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF]. Formally stated: H11: Supplier's accreditation positively influences the supplier's trustworthiness in terms of credibility.

Legal Bonds (VinculX).

Legal bonds are defined as legitimate contracts that manage the economical activity and have been widely proposed as a mechanism to reduce opportunism and promote trust [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF][START_REF] Sako | Determinants of trust in supplier relations: evidence from the automotive industry in Japan and the United States[END_REF]. Formally stated: H12: Legal bonds positively influence the supplier's trustworthiness in terms of credibility.

Feedback (FbX).

Feedback mechanisms collect and disseminate information about the organizations behavior in past transactions [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF], and have been represented as structural assurances that discourage opportunism and engender credibility in online marketplaces [START_REF] Ba | Evidence of the effect of trust building technology in electronic markets: price premiums and buyer behavior[END_REF], providing a signal of good reputation [START_REF] Pavlou | Does online reputation matter? An empirical investigation of reputation and trust in online auction markets[END_REF], and information about the suppliers' "values, principles and signs of benevolent intentions through buyers' feedback comments" [START_REF]How to review a provider profile[END_REF][START_REF] Pavlou | Trustworthiness as a source of competitive advantage in online auction markets[END_REF]. Formally stated: H13a: Feedback positively influences the supplier's trustworthiness in terms of credibility. H13b: Feedback positively influences the supplier's trustworthiness in terms of benevolence.

Cooperative Norms (CoopX). "Cooperative norms are defined as values, standards and principles to which a population of organizations adheres" [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF]. Values and norms discourage opportunism, facilitate cooperation, promote joint problem solving [START_REF] Msanjila | Assessment and Creation of Trust in VBEs[END_REF][START_REF] Axelrod | The Evolution of Cooperation[END_REF] and reduce costs and innovate production and management methods [START_REF] Sako | Determinants of trust in supplier relations: evidence from the automotive industry in Japan and the United States[END_REF]. Formally stated: H14a: Cooperative norms positively influence the supplier's trustworthiness in terms of credibility. H14b: Cooperative norms positively influence the supplier's trustworthiness in terms of benevolence.

Organizational Strength and Economical/Financial Capacity (StCapacX). [START_REF] Msanjila | Assessment and Creation of Trust in VBEs[END_REF] consider the size, coverage, competences and personnel expertise, its physical, social and operational capital, and the cash in/cash out as base criteria for the evaluation of trust. The overall size of the supplier and its market share position indicate that many other businesses trust this supplier enough to do business with it [START_REF] Doney | An examination of the nature of trust in buyer-seller relationships[END_REF]. Formally stated: H15a: Organizational strength positively influences the supplier's trustworthiness in terms of credibility. H15b: Economical/Financial capacity positively influences the supplier's trustworthiness in terms of credibility.

Methodology and Results

Sample Definition and Data Collection

In Management and Economics, empirical data is frequently used as a way to measure the validity of theoretical hypothesis. Therefore, to adequate the proposed model to reality, we conducted a questionnaire to determine which attributes are most important for the trustworthiness of the suppliers in a B2B relationship. The questionnaire was sent to 1126 firms in Portugal (from different industrial sectors), selected from the SABI (Iberian Balances Analysis System) firms database [START_REF] Dijk | Bureau van Dijk Electronic Publishing, Company information in an instant[END_REF]. The number of obtained (and valid) responses was 127 (a 13% response rate).

The questionnaire was composed of a set of questions (31 items) to help measure the importance of each one of the proposed determinants, based on a five-point Likert scale. Some of the questions were adapted from [START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF][START_REF] Ganesan | Determinants of long-term orientation in buyer-seller relationships[END_REF][START_REF] Sako | Determinants of trust in supplier relations: evidence from the automotive industry in Japan and the United States[END_REF][START_REF] Gounaris | Trust and commitment influences on customer retention: insights from businessto-business services[END_REF]. Another question was also made, where the respondents were asked to select a set of terms that they considered most important for the business regarding the suppliers.

Results

In order to analyze the collected data in terms of descriptive statistics, IBM® SPSS® Statistics 20 was used. As a first analysis, the determinants that correspond to the items with a high response rate are shown in Table 1, column A. Column B represents the terms the respondents selected as the most important for the selection of their suppliers. As can be seen in Table 1, all the chosen terms (B) are part of the most scored determinants (A). Table 1. A -Determinants that correspond to ~67% or more of the answers. B -Terms the respondents selected as the most important for the selection of their suppliers (response rate equal or superior to 50%). Exploratory Factor Analysis. As a first step for the hypothesis testing and determinants validation, an EFA was conducted. This is a traditional and the most frequent kind of analysis [START_REF] Marôco | Análise de Equações Estruturais: Fundamentos teóricos, Software & Aplicações[END_REF], aiming to reduce the number of variables, where all the unobserved variables (attributes) can reflect in all the observed variables (items). Table 2 shows the rotation matrix obtained after the last run, resulting in 15 items (from the initial 31). As expected, the EFA showed the existence of a correlation between items from different determinants, as can be seen in Table 2. With this analysis, only five components (C1 to C5) could be extracted, two of which (C1 and C2) did not correspond to the proposed attributes, i.e., the 15 proposed attributes, referred in section 2.1, were significantly reduced to five. This brought a new vision of the model and the need to define a name for the two new attributes. Table 3 shows the names proposed for the five components (based on the corresponding items in the matrix) and Figure 2 the new proposed model (based on the EFA carried out). Confirmatory Factor Analysis. To confirm if the five components were responsible for the behavior of the 15 items, a CFA was conducted on the extracted items and components (using IBM® SPSS® Amos20). The model revealed a tolerable goodness of fit (X 2 /df = 1.925; CFI = 0.901; GFI = 0.864; RMSEA = 0.086; P[rmsea≤0.05] < 0.003), suggesting that the items provide a reasonable fit with the new proposed model (Figure 2). Therefore, the global score (based on the factor score weights4 calculated by Amos) for the Trustworthiness of the Supplier Agent (T AgS ), for the analyzed sample, can be calculated according to the following expression: (

) 1
The items that most contribute for T AgS are the items Vincul26, Monit22 and Vincul28. As can be seen in Figure 2, the amount of information (made) available (C1) has an extreme positive impact on the buyers' trust formation (b = 0.87, p < 0.003), largely supporting part of the initially proposed H12 (legal bonds) and H13 (feedback). The effect of professionalism and commitment (C2) on trust is insignificant, not supporting any of the proposed hypotheses, contrary to the expected. The international presence (C3) has a significant positive impact on the buyer's trust formation, supporting H2. Similarly, the effect of cooperative norms (C4) on trust is significant, greatly supporting H14. Lastly, monitoring (or audits, C5) largely supports H10, having a positive influence on trust.

The implications of the obtained results are discussed in the following section.

Conclusions and Future Work

With the descriptive statistics analysis of the results, several trends could be derived from the responses, where the majority met the expectations. As a result, the most important attributes that are considered by the firms to determine the trustworthiness of a supplier are: feedback, deadlines fulfillment, cooperative norms, accreditation, buyer-supplier relationship duration (contrary to the results obtained by [START_REF] Doney | An examination of the nature of trust in buyer-seller relationships[END_REF]), past and experience, and product's quality, supporting the hypothesis H13, H8, H14, H11, H5, H1 and H7, respectively. The two greater dimensions of trust, credibility and benevolence, are also supported. Thus, this would allow the modeling of a multiattribute supplier agent AgS x (corresponding to the referred supported hypothesis), which is of great relevance for making the ANTE platform more precise and realistic.

The EFA allied to the CFA slightly altered the results, leading to the extraction of only five attributes, two of them different from the originally proposed: amount of information (made) available (C1), professionalism and commitment (C2), international presence (C3), cooperative norms (C4) and monitoring (C5). In spite of the difference, they can be associated to the most important attributes supported by the descriptive statistic analysis and to some of the originally suggested: amount of information (made) available corresponds to the feedback and legal bonds; and professionalism and commitment corresponds to deadlines fulfillment, and also feedback (but these were not supported by the CFA). The international presence extracted attribute suggests that the presence of the supplier in different countries is important for the selection of the supplier. The existence of suppliers in several countries is a signal that they are requested for business by many buyers. The hypothesis H12, H13, H2, H14 and H10, respectively, were therefore supported by the CFA, also allowing the modeling of a multi-attribute supplier agent, AgS y , but with less attributes than AgS x . The AgS y attributes would therefore be: feedback, legal bonds, international presence, monitoring and cooperative norms, being only the feedback and cooperative norms common to the descriptive statistics supplier agent AgS x .

As future work, and to try to validate the original proposed model directly using CFA, we are going to apply the same questionnaire to a larger sample (the 5000 most selling firms from the manufacturing industry and civil construction subsidized in Portugal) expecting a five-fold increase in the number of responses, and the possibility to better model a multi-attribute supplier agent on the system. It would also be interesting to conduct the questionnaire in other cultures.

As for the multi-agent ANTE platform, after finding the attributes to help model the trustworthiness of a supplier, it would be interesting if the user could model his buyer agent by choosing the weights he would give to each attribute, according to his preferences, in a Visual Analogue Scale (from 0 to 1).

Fig. 1 .

 1 Fig. 1. Determinants of the trustworthiness of a supplier: conceptual model.

Figure 2 .

 2 Figure 2. The new proposed model for the determinants of the trustworthiness of a supplier agent, obtained after the exploratory factor analysis.

Table 2 .

 2 Rotated component matrix obtained with the exploratory factor analysis.

	Item	Vincul28 Vincul26 Fb30	Fb29 Benev42	Fb31 Coop32 Credi40 Inter7 Inter8 Dim11 Coop37 Coop38 Monit23 Monit22
		C1	0,840	0,809	0,673 0,634			0,336				0,318
	Component	C2 C3 C4			0,315	0,855	0,810	0,800	0,613	0,895	0,874	0,636	0,908	0,889
		C5		0,387									0,847	0,812

Table 3 .

 3 The proposed new attributes to measure the trustworthiness of a supplier agent.

	Extracted Component	New Attribute
	C1	Amount of information (made) available
	C2	Professionalism and commitment
	C3	International presence
	C4	Cooperative norms
	C5	Audits (monitoring)

Agreement Negotiation in Normative and Trust-enabled Environments.

Or familiarity, because as stated by[START_REF] Pavlou | Institution-based trust in interorganizational exchange relationships: the role of online B2B marketplaces on trust formation[END_REF], "e-commerce brings together a massive number of parties with no familiarity and cultural similarities".

Regression weights for predicting the unobserved variables from the observed variables.

Elance is the world's leading platform for online employment that offers instant access to qualified professionals who work online.

Acknowledgments. We would like to thank the important comments of A. P. Rocha, H. L. Cardoso, J. Urbano and H. Martins. This work is financed by the ERDF -European Regional Development Fund through the COMPETE Programme (operational programme for competitiveness) and by National Funds through the FCT -Fundação para a Ciência e a Tecnologia (Portuguese Foundation for Science and Technology) within project CRN / PTDC/EIA-EIA/104420/2008(FCOMP-01-0124-FEDER-010120).


Al-Sherbaz Ali

Dravid Rashmi

Svennevik Espen

Picton Phil

iSurvival: A Collaborative Mobile Network System for Disaster Management

Keywords: Disaster, wireless mesh networks, smart phones, Instantaneous Digital Infrastructures

When disaster strikes, optimal access to real-time information of the disaster situation during 'blind time' -the time prior to the arrival of the first responders -and during response and recovery stages is essential to improve the effectiveness of the first responders and recovery. This paper describes a disaster management system, iSurvival, which uses specialist applications on the smart phones of those affected by disaster and wireless devices of first responders, to establish Wireless Mesh Networks (WMN), to facilitate the secure exchange of information in the disaster area, when the normal GSM and 3G telephone networks are compromised or unavailable. This information is further communicated with central control centre for analysis and resource scheduling for effective mobilisation of emergency services which are involved in rescue and recovery. The research, currently under the analysis and design stage, has been awarded a 'Special Mention' from Nokia for Ideas for Development Challenge 2012.

Introduction

Disasters, natural and man-made, require a timely and co-ordinated response to improve the effectiveness of the first responders and emergency organisations. Disaster Management is defined as "... range of actions and processes to control disaster and emergency situations and to provide a framework to prevent and/or lessen the effect of disaster before, during and after a disaster…" [START_REF] Who | Definitions for EHA -general disaster/emergency definitions[END_REF].

When disaster strikes, the public infrastructure and utilities, including, communications networks -terrestrial networks, voice services and cellular networks -are damaged, impaired, marginally available, intentionally shutdown or non-existent as in the case of remote areas. The need for a flexible and rapidly deployable communication infrastructure is a pre-requisite for optimal provision of real-time information between the victims in the disaster area and the first responders during the response and recovery stages of disaster management. Equally important and critical to disaster management is the access to information during the 'blind time'the time immediately after the disaster and prior to the arrival of first responders, as it offers vital insight into the disaster situation and improves the effectiveness of the first responders and mobilisation of emergency services.

There is a growing recognition that technology enhanced disaster management systems could help to reduce fatalities of human lives during disasters. A recent example includes the aftermath of the Haitian earthquake in January 2010, where a WiFi network was the first network to come alive to establish communication with trapped people. The evolving landscape of wireless and mobile technologies, voice and data convergence, computing and modelling capability of services, the growth trend in mobile phones and their ubiquitous uptake is driving the research to harness their potential for integrated technological solutions.

This paper describes a disaster management system, iSurvival, which utilises the resilient and self-configuring capabilities of a Wireless Mesh Networks (WMN) and the capability of smart phones to establish a P2P (peer-to-peer) network using Bluetooth or WiFi in the disaster area to facilitate phone to phone communications. The iSurvival system utilises specialist software applications, the iSurvival applications, available on victims' smart phones and first responders' wireless devices, to instantiate Instantaneous Digital Infrastructures (IDIs), which facilitate routing and forwarding of secure information in the disaster area. When temporary telecommunication infrastructures are set up by first responders at a disaster site, wireless and mobile technologies from GSM, WiFi, WiMax and others are used as backhaul networks to communicate information from the disaster area to a control centre for analysis, access to services and databases to help co-ordination between emergency services involved in rescue and recovery.

Of the many non-technical challenges faced by disaster relief systems, a critical challenge is the adoption and usability of technology in the event of a disaster. The role of the community and NGOs in disaster management solutions cannot be undermined due to their well-established experience in disaster rescue, relief and rehabilitation of victims under disaster situations. This research is conducted as a pilot study in association with external partners, the Northamptonshire Emergency Services, who would be associated throughout the system development life cycle.

The structure of the rest of the paper is as follows: following introduction, Section 2 overviews research in disaster management solutions using wireless and mobile technologies. Section 3 presents a brief overview of system functionality; Section 4 offers a logical overview of the iSurvival applications. Section 5 discusses testing and evaluation of the system. Section 6 concludes the paper with future directions in research implementation.

Literature Review

There remains a significant research gap in the field of disaster management in terms of network architecture, protocol design, application development, network interoperability and security [START_REF] Franck | 30 Years of Wireless Ad Hoc Networking Research:What about Humanitarian and Disaster Relief Solutions?What are we still missing?[END_REF].

WMNs are increasingly being incorporated in disaster management solutions with a mesh architecture providing easy configuration, resilience, quickly deployment and interoperability in a heterogeneous environment with minimum interdependencies. Raheleh and Ramesh [START_REF] Raheleh | Hybrid Wireless Mesh Network with Application to Emergency Scenarios[END_REF], present the results from a campus trial of deploying a wireless mesh network to provide first responders with an infrastructure for local communication, with the network connected to the outside world through a wired backhaul. With disaster solutions incorporating wireless MANETs (Mobile Ad-hoc Networks) and WMNs, the potential issues in forwarding information through instant communications system include node mobility, efficient address allocation mechanisms and non-usability of wired routing protocols. While multicast streams are the most popular traffic pattern in many applications of MANET, A.K. Vatsa et. al. [START_REF] Vatsa | Routing Mechanism for MANET in Disaster Area[END_REF] have proposed multicast-based routing mechanism using efficient address allocation over a mesh-based and tree-based multicast through the random casting method of node selection. Another solution uses Cluster-Mesh based Multicast Routing (CMMR) methodology [START_REF] Mohamed | Cluster Mesh Based Multicast Routing in MANET: An Analytical Study[END_REF] that combines network clustering and mesh-based multicast routing to provide scalability and robustness to multicast routing by grouping nodes into link-layer clusters and forms a backbone using cluster-heads. Roc, et. al. [START_REF] Roc | Communication and Coordination Patterns to Support Mobile Collaboration[END_REF], present a set of design patterns to support communication and coordination in mobile ad-hoc scenarios. With the SafeMesh, Asad, et al. [START_REF] Asad | SafeMesh: A wireless mesh network routing protocol for incident area communications[END_REF], propose a routing protocol that implements modifications to AODV (AD-hoc on demand Distance Vector routing protocol) and achieves significant performance improvement in terms of the packet delivery ratio, routing overhead and latency over other contemporary routing protocols.

With the increasing trend of smart phone usage, a number of mobile applicationbased solutions are available using smart phones for disaster management. MyDisasterDroid [START_REF] Jovilyn | A Mobile Disaster Management System Using the Android Technology[END_REF], is a disaster management system, implemented in an Androidbased mobile platform that uses genetic algorithms to facilitate the logistics for the rescue and relief operations during a disaster. Although the use of smart mobile devices and applications in disaster scenarios can improve collaboration dynamically, nevertheless, it poses interesting challenges, such as user's mental attention, small screen size, unavailability of reliable network, reduced power, and battery consumption [START_REF] Frontlinesms | Communications for change: How to use text messaging as an effective behaviour change campaigning tool[END_REF]. The iSurvival system will address these challenges that would take into account technology adaptability, ease of usage and effective GUI techniques.

The paper describes characteristics of an optimum, scalable routing solution that would build on existing research to cater to heterogeneous wireless technologies and permit fast adaptation of the flow of information through a dynamically changing topology of connected wireless mesh networks in the disaster area. The research provides an integrated technological solution that not only builds and develops on existing research using smart phones, WMN and web technologies, but also offers a unique solution to capturing communication during blind time.

iSurvival System

The iSurvival system (Fig. 1) is a disaster management system that uses special applications on the smart phones of end-users in the disaster area, the victims, to create wireless mesh networks. The system design is currently being researched with regard to implementation platforms, issues on smart phone density, security and data protection with external partners. Furthermore the research is currently exploring how the iSurvival system integrates with the existing national emergency services framework.

Fig. 1. iSurvival System

The system is designed around three main communicating entities within and outside the disaster area that include end-users in the disaster area, the victims, onsite specialist team, the first responders, and offsite specialist team, the control centre, using specialist applications, iSurvival, for the smart phones of victims, the wireless devices of first responders and the web based system at the control centre.

The iSurvival system addresses the preparedness, response and recovery stages of disaster management system (Fig. 1). As part of the preparedness phase of predisaster management, the end-users download the application from the project website, www.isurvival.co.uk, to smart phones and register their profile to a webbased system, managed at the control centre. The communication during response and recovery phases is 'user-centric' as it relies on victims to initiate the communication process using the iSurvival application on the functioning smart phones that helps to establish wireless mesh networks, called the Instantaneous Digital Infrastructures (IDIs), in the disaster area. The IDIs, created transparently, allow co-operation and the exchange of information using smart phones between victims and are analogous to 'wireless intercoms' in the absence of cellular infrastructures in the disaster area. The iSurvival application helps to save the communication in victims' smart phones and creates a distributed knowledge base. This distributed knowledge base created during blind time is accessible to first responders when they connect to IDIs in the disaster area, using the iSurvival application on their wireless devices. The IDIs facilitate bidirectional communication between victims and first responders using instructions, messages, images and video.

The recovery phase relies on forwarding distributed knowledge base and real-time information to the control centre, using ubiquitous wireless, voice and mobile network infrastructures for analysis, data-aggregation, resource scheduling, and access to services and databases to help co-ordination between the emergency services involved in rescue and recovery. The control centre provides additional services for data validation, monitoring and logging as well as tracking the victim's data from the information received from a disaster area and the profile available through the initial registration on the web-based system. The issues of security -the confidentiality, integrity and availability -are essential, as effective disaster response depends on rapid access to reliable and accurate data, from the disaster situation. For example, in the context of a terrorist attack, without adequate encryption and source authentication primitives an adversary may snoop and/or insert false crisis information. The iSurvival system utilises user data, registered with the web-based system during the preparedness phase to verify and authenticate identity of victim in the disaster area.

iSurvival Implementation Technologies

The three entities in the iSurvival system are the victims, the first responders and the control centre. These get connected through the WMN using the following specialist iSurvival applications:

iSurvival Mobile

The Mobile App software design has two separate tasks/threads. The background thread seeks to establish and maintain itself as part of a mesh network and to establish a link with one or more first responders. The implementation of this part of the software has to take into account that the mesh network may change topology and its role as a leaf or branch node may change over the time of the disaster period. As shown in Fig. 2, the foreground task seeks information from the victim regarding the disaster and the victim's situation within the disaster. Initially, upon a mesh network having been established, victims will be able to exchange information about their circumstances. When the mesh network connects to a first responder, the victims' data will be uploaded to the first responder for further uploading to the data centre. Victims will also able to communicate outside their network through the first responder. A high level overview describing the iSurvival mobile App process in pseudo code follows: evaluation of the complete system. Northamptonshire Emergency services have confirmed their assistance in testing of the system including facilitating the incorporation of the iSurvival system into broader emergency response exercises and explore the opportunities to further increase distribution.

Conclusion and Future Work

This paper discussed the iSurvival system that offers an efficient and cost-effective solution which benefits from using no special hardware, utilises the potential of ubiquitous mobile and wireless technologies, the growth trend of smart phone usage and end-user familiarity with the mobile phone technology. The perceived impact and uptake of the iSurvival system is anticipated to be global as it relies on a globally available, open standard and interoperating mobile and wireless technologies and smart phones and does not depend on any specialist radio equipment, which could have limitation due to radio spectrum usage. The added value offered by the system is the access to information during 'blind time' of disaster, normally untapped in available solutions. Future work may include producing an open framework for first responders to allow integration into the iSurvival system.

iSurvival First Responder (FR)

The software for the First Responder initially attempts to link to both the Control Centre and any mesh networks created by the victims' devices. When a member of a mesh network detects a FR it will connect to it. All other nodes, on the same mesh, which are in range of the FR, will also connect directly to the FR, as shown in Fig. 1. Only devices outside the range of the FR will remain part of, potentially, a simplified mesh network or networks. When a victim connects it will upload the data to the FR and, if connected, this will be further uploaded to the control centre, as shown in Fig. 2. A further complication is that both single devices and networks can connect to the FR and the FR needs to extract data from all members of a mesh network. The FR will also be capable of routing between two or more attached networks. A high level overview describing the iSurvival First Responder process in pseudo code follows:

iSurvival Control Centre

The Control Centre software performs two tasks. The first task is to obtain information from users who have downloaded the App prior to any disaster and this is done through a registration process. The user will also be instructed on how to use the App in a disaster scenario. The second task is to communicate with first responders reacting to a disaster and to exchange information from the FRs, where individual victims' data is uploaded to the control centre and relevant stored data, from the registration process, is downloaded to the FRs. The Control Centre software will also be able to facilitate sharing of information between FRs connected to different mesh networks. The Control Centre software will also provide an overview of disaster collated from the FRs and victims for bodies engaged in disaster relief. A high level overview describing the iSurvival Control Centre process in pseudo code follows:

User registration do{ if (FR connects) { for each user (connected to the FR) tag as disaster victim return registered data on victim to FR do { if victim status changed update record } while (!end of disaster)} } while (!end of disaster)

Testing and Evaluation

The intention is to develop iSurvival applications for both mobile and web server platforms. The proposed methodology uses agile system development to include the partner's input in drafting system requirements and specifications. The partners have been consulted to review system design and validation, field testing and the final


Hamideh Afsarmanesh
email: h.afsarmanesh@uva.nl

Victor Thamburaj
email: victor.thamburaj@iplon.de

ICT Requirements Analysis for Enterprise Networks Supporting Solar Power Plants

Keywords: Solar power plants, ICT requirement analysis, collaborative networks, Virtual organizations breeding environments, virtual organizations

Establishing solar power plants are being accepted worldwide as a source of renewable energy. The Total Life Cycle (TLC) of these plants [1] lasts a few decades and includes the three main stages of (i) design and engineering, (ii) construction and commissioning, and the long term (iii) operation and maintenance. A number of different stakeholders are typically involved and contracted that together produce, parameterize, operate, and maintain these plants. Each solar plant is then developed as a complex, one-ofa-kind, massively customized product, which is enhanced by a large number of varied services, either provided as software systems or as business services supported by humans and/or robots. ICT support for the TLC of the solar power plants is challenging. We propose to establish enterprise networks in form of long term alliances, in order to enhance the functionality effectiveness for coworking and co-innovation among the involved stakeholders in this area. This network establishes the common ICT platform and the tools supporting interoperability and secure sharing and exchange of distributed data. The paper provides results from early stages of our goal-oriented requirements engineering [2], mostly focused on domain analysis, requirement elicitation, and stakeholders' verification/agreement. It identifies the high level ICT requirements for this environment, through analyzing its life cycle stages, main entities, stakeholders, and base functionality. This paper concludes with the synthesis of our findings into five classes of ICT requirements.

Introduction

Three major factors have been driving the growth in renewable energy generation in the last decade: (i) The main source of energy, fossil fuel, has been depleting fast, but the demand for energy has been growing at tremendous pace, (ii) The burning of fossil fuels has resulted in the emission of huge volumes of Green House Gases (GHG) including CO2, which is widely accepted to be the cause of global warming, climate change and environmental disasters, and (iii) The political turmoil in countries that are major producers of fossil fuels.

Renewable energy is increasingly considered as a solution to the above problems. Next to the solar panels, a number of other equipment are necessary for construction of solar plants, such as the tables, DC junction Boxes, Inverters, Transformers, electrical switchgear, and grid power connection. But besides the emergy generation related equipment, other fundamental equipment for the solar plants include the monitoring and control equipment which are used by a number of software systems and for performing certain business services. These include systems for control of the operation, management, and maintenance, to ensure smooth production and efficiency of power generation, as well as preserving the legality and security aspects of the solar plants that clearly differ from region to region and country to country.

The primary aim behind the domain analysis phase of our solar plant requirements engineering approach [START_REF] Ross | Structured Analysis for Requirements Definition[END_REF] and [START_REF]Addressing Solar Photovoltaic Operations and Maintanance Challenges[END_REF], was to identify the variety of high level ICT requirements for solutions to smoothen collaboration among involved enterprises and stakeholders in the industry, and improving the TLC management of solar plant installations. In this direction, the elicitation process focused on addressing the needed co-innovation, co-creation, and mass customization of service-enhanced products and software systems to meet the stakeholders' needs.

In the remaining of this paper, first in Section 2 we briefly describe the general description of solar power plant environment. This is done along the three phases of its life cycle, as the base for our requirements elicitation purposes. We then address and exemplify in Section 3, the identified stakeholders in this environment, and in Section 4 the need for collaborative development of advanced functionality within this young industry. Section 5 provides a synthesis of the main identified high level ICT requirements for solar power plants, and Section 6 concludes the paper.

Development Phases of Solar Power Plants

This paper considers the scope of large ground mounted solar power plants (between 1 MWp to 40 MWp). The Total Life Cycle (TLC) of large power plants consists of three main phases: (a) The phase-1 constitutes design and engineering, typically lasting 3 to 6 months; (b) The phase-2 constitutes construction and commissioning, typically lasting 3 to 6 months; and (c) The phase-3 constitutes Operation and Maintenance of the plant, typically lasting 20 to 25 years.

Development phase-1: Design and Engineering

This phase is complex and involves various categories of stakeholders. Besides supporting their requirements, the ICT requirement analysis also needs to focus on the needed functionality in this environment, e.g. through a set of business services and software systems. This phase is typically divided into the following three steps: a) Project Assessment. This step includes a complete analysis of the site and its technical assessment, including: (i) Connection to power GRID (power evacuation point), (ii) Technical stability (due diligence) in the area, and (iii) Land field stability (e.g. slopes).

b) Project Design. This step focuses on early engineering, assessment, and selection of technology, including: (i) Pre-engineering (e.g. simulation of distance between tables of solar panels, and arrangement and angels of panels), (ii) Evaluation/selection of solar power technology equipment, and (iii) Selection of inverters (to invert DC from panel to AC for grid).

c) Project Implementation. This step establishes all needed technical connections (e.g. to the Utility company). Furthermore, it finalizes the technology selection and engineering, and the procurement of the needed: equipment, support business services, and software systems, which cover the needed monitoring and control services, as well as the operation and maintenance services for the plant.

Development phase-2: Construction and Commissioning

During this phase, the solar plant equipment is installed at the site and put into operation. This process is split into two steps of construction and commissioning. a) Construction. During this step equipment will arrive at the site, and the construction of plant is achieved by different enterprises, ranging from pulling electric cables to installing the monitoring and control equipment. These multi-stakeholder activities need to be carefully coordinated, using project management software. b) Commissioning. This step deals with testing, adjusting and tuning all control devices and ICT systems, and continues with trouble shooting until the solar plant is successfully started and operational.

Development phase-3: Operation and Maintenance

The operation and maintenance steps of the solar power plant are intertwined, and focused on efficient generation of electricity, and its transmission to the utility companies, through the evacuation points at the plant. A number of software systems and business services enhance the performance of power plants and assist/guarantee their proper operation [START_REF]Addressing Solar Photovoltaic Operations and Maintanance Challenges[END_REF]. Two main categories of software systems are typically required, namely: (i) the monitoring and control software systems, and (ii) the operational management software systems. The main aim of monitoring a plant is to determine its performance, and weak points, e.g. a malfunctioning device, in which case a flag is raised for maintenance. Furthermore, several software systems at the plant need to interact and exchange information, to coordinate their inter-related functions.

Stakeholders in Solar Energy Industry

Various stakeholders are identified in the solar plant environments, who are either impacted and/or have impact on this area [START_REF] Nuseibeh | Requirements Engineering: A Roadmap[END_REF]. Many of these stakeholders need to join effort and co-work, while some others have only interest in receiving information about certain features of the plants, e.g. configuration, performance, etc. The categories of identified stakeholders include: Project developing firms, EPC (Engineering, Procurement, and Construction) contractors, Lending organizations, Government agencies, Insurance companies, Owner investing firms, Utility companies, equipment manufacturers, Software system developers, Business service providing companies, etc. These stakeholders are typically involved in more than one solar plant, and the plants are often located in different geographical regions. At the same time, at each plant, equipment and devices, the monitoring and control systems, business services, etc. are provided by different specialized enterprises, which frequently need to work jointly. For example, several solar plants in India are now being designed and engineered in Germany [START_REF] Afsarmanesh | Detailed Requirements for GloNet use case and Glossary. EU Project GloNet (285273)[END_REF]. As such clearly the mentioned processes in Section 2 become quite challenging and may involve collaboration among very large number of supporting SME organizations, from different locations, what calls for establishing collaborative network, as addressed in Section 7.

Need for Collaborative Development of Advanced Functionality

Solar energy is a young industry, in which supporting enterprises, e.g. developers of operation and maintenance systems, must continuously innovate and propose new services in response to the identified needs and/or raised problems by different stakeholders. Therefore, as a part of our requirements analysis [START_REF] Zave | Classification of Research Efforts in Requirements Engineering[END_REF], besides the general ICT requirements mentioned above, we identify and analyze the need for provision of advanced services and functionality in this industry. These are mostly related to cocreation, co-innovation, and mass-customization functionality, while involving customers. This section addresses a real case example, to demonstrate the need for innovation through co-development within collaborative networks. The case is about a solar plant built by German companies in the desert in Gujarat, India [START_REF] Afsarmanesh | Detailed Requirements for GloNet use case and Glossary. EU Project GloNet (285273)[END_REF]. The customer at this plant raised the problem that the solar panels are frequently covered with dust, hence hindering their effective electric power generation capabilities. Among the main challenges were: finding necessary clean water in the desert, and training the local staff at the site to safely clean the panels (which generates 1000 V DC) while avoiding electric shock. To find an innovative solution needed a group of companies partly in Germany and partly in India to collaborate in designing a novel semi-automatic cleaning system. The required expertise for this innovation included: (i) Mechanical cleaning tools, with brushes and clamps, (ii) Sensitive chemicals to not damage the panels or environment, (iii) Collecting used water from different sources, (iv) Recycling used water, (v) Control systems for measurement of dust before and after cleaning, (vi) Safety checking device for humans cleaning panels, and (vii) Developing multimedia training tools (with audio, video, and text). The designed approach uses waste-water from close-by homes and industries to be recycled for cleaning dusty panels, and design of a new specialized equipment.

Once this semi-automatic cleaning system is developed and tested at different sites ,with varied requirements, it will be provided in the market with mass customization features to fit the requirements at different plants. This means that in future customers can buy this cleaning equipment, and remotely download the customization software needed to parameterize/tailor/configure the cleaning system to fit their specific needs and preferences, and become a part of their operation and maintenance services.

Analysis and Synthesis of Main Identified Requirements

The solar power plant domain embeds many complexities that can benefit from ICTbased developments. Our main identified requirements are analyzed and classified below into four requirement classes, addressed below. These synthesized requirements are verified/validated by experts in the field of solar power plants [START_REF] Afsarmanesh | Detailed Requirements for GloNet use case and Glossary. EU Project GloNet (285273)[END_REF].

Requirement class 1 -Networking among involved stakeholder organizations

Considering the variety of involved stakeholders, and their needed interactions and information sharing/exchange, establishment of formal long term strategic alliance networks is required to serve as the base infrastructure for their collaboration. Some forms of informal networking already exists in this industry, but it is necessary to establish a so-called VBEs (Virtual organizations Breeding Environments) [START_REF] Afsarmanesh | Models, Methodologies, and Tools Supporting Establishment and Management of Second-Generation VBEs[END_REF] in support of collaborative activities in this industry. The VBE alliance brings together and supports collaboration among otherwise independent and mostly small organizations, e.g. those providing the needed equipment, business services, and software systems, etc. with decision makers, and even customers when they are included within innovation loops. At present, these stakeholders need to collaborate on different tasks, from simple service delivery to co-construction, and even to increasing the potential of turning a customer need into innovation. Within such a VBE, a number of goal-oriented Virtual Organizations (VOs) can be dynamically established, each aimed to fulfill specific joint task by a group of enterprises, e.g. a joint construction or commissioning task, or certain co-creation/co-innovation activity. Fig. 1 represents different involved stakeholders and, their relation with EPC, plus our proposed high level networking interrelations through the VBE and VOs. Through establishing VBEs [START_REF] Afsarmanesh | Models, Methodologies, and Tools Supporting Establishment and Management of Second-Generation VBEs[END_REF], its member stakeholders can together: (i) capture bigger market, and more opportunities, (ii) reduce individual costs, by each focusing only on its core competencies, and (iii) increase individual abilities to take risks, through distribution and sharing of their profits and losses.

Research on VBEs has so far addressed a number of ICT supporting tools. Among them, the base functionality that are identified as required for the solar energy domain includes the following: (i) Catalog of member profiles [START_REF] Afsarmanesh | Competency modeling targeted on boosting configuration of Virtual Organizations[END_REF] identifying who is who in the VBE & what are their competencies, (ii) Performance-based trust establishment [START_REF] Msanjila | FETR: A Framework to Establish Trust Relationships among Organizations in VBEs[END_REF] among the VBE stakeholders, (iii) A glossary and/or ontology of terms/concepts [START_REF] Afsarmanesh | The Management of Ontologies in the VO Breeding Environments Domain[END_REF] to define the common terminology related to the energy area, and (iv) Common set of basic tools for goal-oriented collaboration among VBE members including: the Most-fit partner selection tool, for establishing the so called opportunity-based VOs (Virtual Organizations) [START_REF] Camarinha-Matos | Collaborative networks: A new scientific discipline[END_REF], and the Negotiation tool, to record agreements on responsibilities, liabilities, and distribution of the profits and losses. For the case of service-enhanced complex products, every one of the above mentioned functionality are needed to be carefully researched and developed.

Requirement class 2 -Infrastructure for co-working & co-development

Currently ICT is used minimally for collaboration in energy area. The needed collaboration is rendered through simple means of communication, such as telephone, fax, and email. And although greatly needed, there is no common ICT framework where the needed sharing and collaboration can be supported, i.e. a framework where joint services can be developed, provided, channeled, and offered as a complete solution to customer. For this purpose, a supportive ICT infrastructure is required to be developed and tailored to the identified needs. The infrastructure shall preferably be based on de-facto standards, providing a base sharing platform and tools through which the information/knowledge, as well as software systems, can be easily provided and effectively retrieved and accessed by any authorized user at any geographic location. Our analysis of identified requirements has revealed that cloud computing infrastructure can serve as the base communication and sharing infrastructure [START_REF]Eight ways that cloud computing will change business[END_REF] for this domain, the service oriented architecture [START_REF] Arbab | Will the Real Service Oriented Computing Please Stand Up?[END_REF] can serve as the foundation for ICT developments, while web services can support the uniform creation, aggregation, and delivery of data/knowledge through the web to all the stakeholders.

Following are the main requirements for this needed sharing infrastructure and its support tools: (i) infrastructure shall provide: cost effective solution, preserving security/privacy, access by authorized users, ease of use by different stakeholders, timely transfer of sensored data (in pseudo real time); (ii) Interoperability infrastructure shall support: sharing/integration of information/knowledge, discovery and composition of software components in support of developing integrated business services; (iii) Multi-media based infrastructure shall support multi-user co-design.

Requirement class 3 -Shared information/knowledge and software system assets (within the VBEs)

Once operational, the energy-related VBEs gradually build up a large set of information/knowledge assets, during the operation/maintenance phase of their life cycles. we have identified ten main such entities about which their information / knowledge need to be stored and shared with the VBE, that constitute a virtual Bag Of Information/Knowledge Assets (BOIKA). These entities include: equipment, support services, stakeholders, orders history, brochures, products, historic sensored data, generated knowledge -represented as processes (e.g. best practice, lessons learned, etc.), product-based VBE network, and the VO networks. Besides the BOIKA, this domain generated innovative software systems that can be shared and integrated into more value added solutions. But for sharing purposes, innovate approaches need to be developed to formalize the syntax, semantics, and behavior of the software modules -e.g. applying formalisms such as the UML for semantics [START_REF]Unified Modeling Language (UML)[END_REF], WSDL for syntax [START_REF]Web Service Description Language (WSDL[END_REF], and constraint automata for behavior [START_REF]Constraint automata[END_REF], in order to make them machine readable, needed for their discovery and potentially their semiautomated composition into integrated systems. Such system are in principle applied to: (i) enhancing the abilities and performance of different equipment in the plant (e.g. advanced monitoring systems enhancing the camera equipment), and (ii) managing the operation of the plants (e.g. event handling systems).

Further to the requirement for an information system to organize and storage these information/knowledge assets in the VBE, in order for them to be shared within the community, other mechanisms and ICT tools with user-friendly interfaces and editors are required to support: (i) Search, retrieve, and update of assets; (ii) Protecting the privacy of community assets, while providing authorized shared access; and (iii) Developing incentives for contribution to the sharable bag of community assets and supporting their providers.

Requirement class 4 -Semi-automated learning-based decision support tools assisting stakeholders

Continuous collecting, monitoring, and analysis of the vast amount of historic information and knowledge, and sensored data is required in the plants. It is necessary to build tools to assist users with their complex decision making tasks in this environment, and aiming to partially automate decision making. Stakeholders in this domain express uncertainty and need to use intuition and/or partial information when making some decisions in this domain. Simultaneously, large amount of historic data exists at plants with many relevant parameters that if processed, can assist with making accurate decisions. Development of the following two machine-learning based systems are identified as required to assist stakeholders: (i) Semi-automated assisting tool for power plant product configuration -learning based techniques to gradually learn from analysis of data related to establishment of past power plants; (ii) Semi-automated assisting tool for power plant performance enhancement & fault prognosis -learning from data about past repair reports and discovering their relationships to past collected sensored/ monitored performance data at the plant. For instance to identify potentially malfunctioning components in the plan or forecasting needed repair, before the actual break down of such components; thus using the techniques for prognosis of faults at the power plant.

Concluding Remarks

This paper presents the ICT requirements analysis results performed within the solar power plant area. It describes the main stages of solar power plants life cycle and identifies the main roles of various stakeholders in this domain. It also discusses the need to support challenging functionality in this domain, e.g. co-innovation among geographically dispersed organizations. The main identified ICT requirements are then analyzed and synthesized, which is validated by experts in the field.

Fig. 1 .

 1 Fig. 1. Main Stakeholders & Enterprise Networks

Acknowledgements

The work on this paper is partially supported by the FP7 project GLONET, funded by the European Commission. We also thank the members of the GLONET consortium for the fruitful discussion on service enhanced products, such as solar power plants.


Silja Mareike Eckartz

Christiaan Katsma

Roel Wieringa

Using Value Models to Improve the Cost/Benefit Analysis of Inter-organizational System Implementations

Keywords: Value modeling, Business case development, Inter-organizational system implementation

Jointly developing a business case for inter-organizational information systems (IOS) is difficult as: (1) in a business network there are benefits that may not appear at the site where costs occur, and (2) the involved stakeholders often have different or even conflicting organizational goals. This paper analyzes the use of value modeling as a way to address these two challenges and support business case development in a network. We carried out a case study to explore the usefulness of the value modeling logic during an IOS implementation project and conclude that the integration of value modeling into business case development can help to improve the quality of the business case. The value model allows business partners to get insights into the way value is exchanged in the network and check the distribution of costs and benefits, yet doing so without having to reveal confidential details about internal business processes.

Introduction

Decision makers in the current practice of IS implementations develop or receive a business case in which costs, benefits and risks of the project are estimated [START_REF] Remenyi | IT Investment: Making a Business Case[END_REF]. However, current business case development methods are expected to be of limited applicability in inter-organizational projects due to their complex nature. Cash and Konsynski [START_REF] Cash | IS redraws competitive boundaries[END_REF] define an inter-organizational information system (IOS) as "an automated information system shared by two or more companies". It enables joint service delivery to customers and coordination between profit-and-loss responsible business units, or between independent companies [START_REF] Bakos | A strategic analysis of electronic marketplaces[END_REF]. We refer to these as stakeholders in the remainder of this paper.

One of the main challenges in IOS implementations is to address different or even conflicting organizational goals of the involved stakeholders. In the case that some or all business goals are conflicting, the partners in this cooperation are not likely to reveal sensitive information [START_REF] Daneva | A Requirements Engineering Framework for Crossorganizational ERP systems[END_REF]. A second challenge is that the costs do not occur at the same point in the network where the benefits of the implementation are gained. This paper analyzes the use of value modeling as a way to address these challenges and support business case development between different stakeholders in a network. We follow a design science approach and extend current value modeling logic to the domain of inter-organizational business case development. Business case development is already supported by a variety of tools and methods. Therefore, our research objective is a focused contribution to the value definition and knowledge sharing on the value distribution in an inter-organizational setting. We do so by developing a method called value modeling for inter-organizational projects (VM4IOP). In this paper we will specify the typical challenges for interorganizational business case development in the background section §2 and proceed by illustrating the deployment of the VM4IOP method, using the example of a case study at the harbor of Rotterdam in §4. Our design science research approach is explained in §3.

Background

The implementation of IOS to support inter-organizational coordination is essentially a joint effort: Stakeholders first jointly need to agree on the prospective (business) goals, and then investigate and implement the information system solutions that fit these objectives. In the beginning stages of such an implementation this is supported by the development of a business case.

'Business case' is an ambiguous term often used by practitioners to refer to the relatively simple cost-benefit calculation being done for many management decisions. The business case describes and guides the evaluation of different implementation options, based on the expected costs, benefits and risks of each option. It is often used to support top management in deciding into which projects they want to invest, and it also is the highest-level requirements specification of a project. The business case is often accompanied with net present value, total cost of ownership or similar methods to support and specify cost benefit calculations.

In an inter-organizational IS implementation, the traditional business case approach does not make clear which partners get which part of the benefits and which partners incur which part of the costs, and if the costs and benefits balance per partner. Often, in a network, benefits accrued by one partner depend on costs incurred by another. These differences in the distribution of cost versus benefits may not even be the critical element, but the involved stakeholders require that costs and benefits would be distributed fairly across the business network during and after this implementation. This opens up the discussion between stakeholders on the fairness distribution. With fair we refer to a situation where (i) the stakeholders that has the most value from the IS implementation also pays the largest share of the cost and (ii) all individual stakeholders are profitable as well as the entire network. The perception of an unequal cost-benefit distribution among partners can lead to mistrust and in some situations might even then end the implementation effort.

We analyzed the combination of value models and business case development to address the problem of investment decision-making in a network. Value models can assist to explicate how value is exchanged within each organization, but also between the actors in a network of separate organizations.

A value model contains a set of objects, concepts and their relationships with the objective to express the business logic of a specific firm [START_REF] Magretta | Why business models matter[END_REF][START_REF] Osterwalder | Clarifying Business Models: Origins, Present, and Future of the Concept[END_REF]. It provides powerful ways to understand, analyze, communicate, and manage strategic-oriented choices among business and technology stakeholders [START_REF] Osterwalder | Clarifying Business Models: Origins, Present, and Future of the Concept[END_REF]. The origins of value models stem from the business modeling literature [START_REF] Timmers | Business models for electronic markets[END_REF] specifying e-commerce applications. The current value modeling literature provides several methods, such as e3value [START_REF] Gordijn | Value-Based Requirements Engineering: Exploring Innovatie Ecommerce Ideas[END_REF], that are specifically designed for network settings [START_REF] Osterwalder | An e-Business Model Ontology for Modelling e-Business[END_REF].

Combining the challenges of inter-organizational business case development and the contributions of value modeling we conclude a value model allows business partners to:

(i) get insights into the way value is exchanged both within the organization as well as in the current network [START_REF] Ilayperuma | Exploring business value models from the interorganizational collaboration perspective[END_REF]; (ii) compare and assess the impact of different solutions on the business situation of each individual stakeholder as well as the entire network; (iii) discuss and check that a business idea will be implemented fairly, i.e. balancing costs and benefits, share the mutual perceptions between the stakeholders yet doing so without having to reveal confidential details about internal IT investments or business processes.

We acknowledge the existing business case methods and tools [START_REF] Ward | Building Better Business Cases for IT Investments[END_REF][START_REF] Ross | Beyond the Business Case: New Approaches to IT Investment[END_REF] and also the contributions from the domain of decision support, trust and the negotiation process [START_REF] Desanctis | The Minnesota GDSS Research Project: Group Support Systems, Group Processes, and Outcomes[END_REF][START_REF] Edelenbos | Trust in Complex Decision-Making Networks: A Theoretical and Empirical Exploration[END_REF], but we see an opportunity for value modeling as method to contribute to networked business case development. We expect that the use of value models in the beginning of an IS implementation project helps the stakeholders to get better insights into their network. Open communication helps to initiate the group discussion by disclosing information step by step [START_REF] Camarinha-Matos | A conceptual model of value systems in collaborative networks[END_REF], which in turn increases the development of trust between the stakeholders of a project.

Research Method

Using design science [START_REF] Wieringa | Design Science as Nested Problem Solving[END_REF] we developed a method (VM4IOP) that addresses some of the problems, identified in earlier research, concerning the development of a business case in inter-organizational projects [START_REF] Eckartz | Exploring the Business Case Development Process in Inter-Organizational Enterprise System Implementations[END_REF]. Using an iterative design setup we discussed the method with several experts and academics. The method was deployed during a case study at the port of Rotterdam in The Netherlands. We will use this case as an example in this paper. However, we make the note that the value models presented in this paper were only discussed with the members of the research project and not yet with all practitioners normally involved in such a project.

The case study at the port of Rotterdam involves multiple actors in a network that are engaged in the process of making a joint decision on an IT investment. More specifically, barge operators, terminal operators and the harbor authority discussed how a multi-agent system could support logistic planning in the port of Rotterdam. Our case study was part of a bigger research effort: Transumo (www.transumo.nl), a platform where 150 parties from industry, government and academia jointly develop knowledge about sustainable mobility. We were involved in a business case work package of a larger project [START_REF] Douma | Degrees of terminal cooperativeness and the efficiency of the barge handling process[END_REF] that aimed at the design and implementation of a multi-agent system for the port of Rotterdam. Our role in this case study was inquisitive as well as advisory. In total, three researchers were involved alternately during our 7-month long participation in the case study. All researchers were familiar with business case approaches; two of them had practical experience in applying them in real life settings. We took both expert-based as well as participant-observationbased approaches and conducted various unstructured qualitative interviews to gather information about the business case development process. While collecting and analyzing the observations and the interviews, we focused on findings related to the business case development process as well as its outcomes. In our design effort specifically aimed to validate the value models we involved 5 researchers. We thus did not validate the models with all practitioners involved in the project, but based on the findings of Pijpers et al. [START_REF] Pijpers | Using conceptual models to explore business-ICT alignment in networked value constellations[END_REF], we expect business professionals will not be confronted with substantial impediments to work with these models.

Fig. 1 presents the relations between the actors in our case setting. The figure represents both the contract relations between the actors as well as the container flow in the network. One can see that containers are transported from the line shipper via several terminal barge and truck operators to the merchant and vice versa. Barges are used to transport containers from the harbor, in our case study the port of Rotterdam to the hinterland and vice versa. Whenever a barge visits the port, it has to call on several terminals to load and unload containers. To guarantee short sojourn times in the port, the barge operator schedules convenient arrival times at the concerning terminals. The terminal operators want to operate efficiently and have to decide when a barge can be processed, taking into account all kinds of restrictions, e.g. specific times at which containers need to be at the terminal. For our project the actors jointly needed to come to an agreement about their shared business case. The VM4IOP method uses value models as main tool to provide insights into the network structure in an inter-organizational project. It does so by:

• Explicating the relations between stakeholders in a network.

• Providing a structured approach that helps to specify the value distribution in a network. This structured approach fits the dynamics of the business case development process. The method treats the business case development process as project in the beginning of the entire IS implementation project. The deployment process consists out of the following three main steps. Some of the steps require individual activities of all involved stakeholder others are a group effort.

o

Step 1: Assess the entire network with the help of a value model to recognize that there is a problem (group effort). o Step 2: Assess the value model of each individual actor to investigate the problem in more detail. o Step 3: Assessment of solution options. For each solution option clarify the changes in the network when a certain solution is implemented with the help of the value model (group effort). We will now describe each of the three deployment steps in more detail and give an illustration for its deployment using the harbor case.

Step 1: Assessment of the Current Network Constellation

Before the start of the business case development project the VM4IOP method is deployed to assess the profitability of the entire network. This activity results in a value model of the entire network, showing from a holistic point of view how the different actors are interacting with each other and how value is exchanged. Value models help the stakeholders to share their understanding regarding the collaboration and enable them to analyze the economic sustainability of the network. The main goal of value modeling is to reach agreement amongst profit-and-loss responsible units in a network regarding the question "Who is offering what value to whom and expects what value in return?" Once it is understood how different actors exchange value in a network, problems in the current network situation can be identified and located. Value objects can be money, products, services, or even experiences. Especially this aspect is important as it offers the involved practitioners a way to discuss the concept of value, explain it to each other and specify it [START_REF] Ilayperuma | Exploring business value models from the interorganizational collaboration perspective[END_REF].

Illustration: When we started our case study in the harbor there was no common understanding how the different actors currently create value in the network they are involved in. However, it was know how goods are flowing through the network and which actors have a contractual relation with each other. The contract model presented in Fig. 1 was used as a basis for drawing the value model of the current network situation, shown in Fig. 3.

The analysis of the models explicates where in the current network constellation a problem exists and why it might difficult to be solved. In this case we find that the shipper (upper left corner in Fig. 3), as the customer of this network, has a need that can be fulfilled by executing two value streams of shipping service (the continuous lines). We also observe the value transactions are connected by the dashed lines, called dependency paths. The dependency path says nothing about the order in which these transactions must be performed. Rather, it expresses only the economic transactions that must be performed to satisfy a consumer need. We further find that all value exchanges happen via the shipper and the carrier. Although the container flow between barge operators and terminal operators describes the core of the network (Fig. 1), there is no contractual relation or value exchange between these two important actors. As they might have conflicting goals they might tend to act selfish, as there is no contract with consequences specified.

Step 2: Individual Assessment of Current Network Situation

Once the problems with the current network constellation are identified and the project is started, each individual actor is encouraged to zoom in on the collaborative value model and, as extension to it, develop their own value model. This activity should happen in the problem investigation phase when the as-is business situation is analyzed in terms of organizational mission, vision and goals. In this phase each actor can analyze how he exchanges value with other actors in the network. Based on this analysis each actor should decide if a change in his current situation is needed and if this change incorporates better alignment, collaboration or information transfer with other actors in the network. The resulting "actor specific value model" (as shown in Fig. 4) can be used to identify problems with current business situation and support the stakeholder to decide if he wants to continue to participate in the project at hand. Illustration: When zooming in on the network from the perspective of the barge operator, we arrive at the value model shown in Fig. 5. This value model shows all actors that the barge operator has a transaction with, given the focus of the project. This figure shows us that in the current value network the barge operator exchanges value with the shipper, in terms of shipping service for money. Even though the barge operator and the terminal operator physically meet in the harbor no value exchange is depicted in their current value model. Not having a specified exchange of value makes the problem at hand very complex.

Step 3: Assessment of Solution Options -Link Costs and Benefits to the Value Models

Following the problem investigation, the next steps in the business case development process are executed: solution options are identified and assessed first by each stakeholder individually, afterwards collaboratively. Depending on the complexity of the implementation options, the actors might find it useful to construct a value model for each solution option that can be used as input to clarify the business case. The value model allows the actors to specify for each solution option how their network changes once a solution is implemented e.g. it might be that the actors with which an actor does business change and that new actors enter the network.

With respect to the linkage between the business case and the value model we require that all costs listed in the business case be translated into cash outflows, be it expenses or one-time investments. Cash outflows are represented as value exchanges in the e3value-modeling notation and can further be specified in the properties of actors (expenses and one time investments) or value ports (only expenses).

Inclusion of the benefits in the value model seems to be more difficult. Financial benefits can be shown as cash inflows related to a particular value exchange. Adding all financial benefits as value exchanges in the value model may result in a very complex value model. The idea of value modeling (in the e3value sense) is to translate everything into financial numbers based on which the profitability analysis can be run. Thus, including intangible benefits as value streams (e.g. loyalty, reputation) in the value model is only useful when a financial value can be assigned to it. This is often a challenging task which is based on many assumptions as some of the benefits can only be expressed through indirect effects e.g. on the overall profitability. However, it is the only way that benefits can be made visible at a network level [START_REF] Ilayperuma | Exploring business value models from the interorganizational collaboration perspective[END_REF]. Illustration: Two example value models from our harbor case are shown in Fig. 6 and Fig. 7. The first value model introduces a solution that is based on a "loyalty and reputation in return for on-time container service" relation between the barge and The second value model specifies a solution where an IOS (in this case called PAT) is implemented that is operated by a 3rd party. Fig. 7 shows how the network constellation and value exchanges in the network change, e.g. by adding a new actor to the network. Other solution options one can think of can be assessed using the value models in a similar way.

The developed value models provide useful insights for each individual actor, but also for the entire network that can be used during the cost distribution and agreement making process. This process can be supported the use of discussion support systems or negotiation interventions, but the value models deliver a valuable input to support these methods with knowledge and content. Knowing how value is currently distributed in the network and how the different implementation options change this value distribution serves as a solid basis for discussing which actor pays what part of the total investment costs.

Conclusions

Networked businesses have been leading to an increase in inter-organizational IS implementations. These implementations include some specific challenges that not always are completely supported by existing business case development approaches.

Value modeling itself has been maturing and lately we have seen the first results from its application in inter-organizational settings. In this paper we have shown the results from an iterative design study in an extensive research project with scientists and practitioners. We apply value models in an inter-organizational business case development context. Our results show our VM4IOP method especially contributes to challenges often encountered in making the business case in an inter-organizational project. First, it specifies value streams -and mechanisms between the different actors and by doing so shows the involved actors the differences between cost and benefits and their location in the network. This is possible without having to reveal confidential details about internal IT investments or business processes for individual actors. Secondly, VM4IOP initiates and facilitates the group discussion and knowledge sharing in a setting where participants have conflicting goals by differentiating between private and public value streams and information.

Value modeling by no means is the only necessary improvement of business case development in inter-organizational settings. The addition of a value model to a business case improves the quality of the business case because the various options relevant to the network's actors are presented explicitly and, in turn, are understood better. Value exchanges are well reasoned about regarding the level of fairness they imply for the distribution of the costs and benefits among stakeholders in an IOS project. But our illustration also indicates the complexity of IOS implementations requires more than the mere addition of one specific modeling approach, like value modeling. We have strong indications that the addition of interventions or tools to support negotiation and discussion as well as decision support methods dedicated for the inter-organizational situation can be helpful. We recommend further research in that domain. Our results also show professionals are able to deploy the VM4IOP method in an applied research project. Another next logical step is to validate and analyze the VM4IOP method in a commercial real life project and specify the requirements for negotiation support in IOS projects.

Fig. 1 .

 1 Fig. 1. Contract model, harbor case study setting

Fig. 3 .Fig. 2 .

 32 Fig. 3. Actor level value model of current situation

Fig. 4 .

 4 Fig. 4. model from the perspective of the barge operator in harbor case

Fig. 5 .Fig. 6 .

 56 Fig. 5. Value model solution option 1 for the harbor case

This research project was part of the NWO VITAL project (Project nr. 638.003.407)