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Advances in Intelligent Systems and Computing 783

Jussi Ilari Kantola · Salman Nazir

Tibor Barath Editors

Advances in Human
Factors, Business
Management and Society
Proceedings of the AHFE 2018
International Conference on Human
Factors, Business Management and
Society, July 21–25, 2018, Loews
Sapphire Falls Resort at Universal
Studios, Orlando, Florida, USA
Advances in Intelligent Systems and Computing

Volume 783

Series editor
Janusz Kacprzyk, Polish Academy of Sciences, Warsaw, Poland
e-mail: kacprzyk@ibspan.waw.pl
The series “Advances in Intelligent Systems and Computing” contains publications on theory,
applications, and design methods of Intelligent Systems and Intelligent Computing. Virtually all
disciplines such as engineering, natural sciences, computer and information science, ICT, economics,
business, e-commerce, environment, healthcare, life science are covered. The list of topics spans all the
areas of modern intelligent systems and computing such as: computational intelligence, soft computing
including neural networks, fuzzy systems, evolutionary computing and the fusion of these paradigms,
social intelligence, ambient intelligence, computational neuroscience, artificial life, virtual worlds and
society, cognitive science and systems, Perception and Vision, DNA and immune based systems,
self-organizing and adaptive systems, e-Learning and teaching, human-centered and human-centric
computing, recommender systems, intelligent control, robotics and mechatronics including
human-machine teaming, knowledge-based paradigms, learning paradigms, machine ethics, intelligent
data analysis, knowledge management, intelligent agents, intelligent decision making and support,
intelligent network security, trust management, interactive entertainment, Web intelligence and multimedia.
The publications within “Advances in Intelligent Systems and Computing” are primarily proceedings
of important conferences, symposia and congresses. They cover significant recent developments in the
field, both of a foundational and applicable character. An important characteristic feature of the series is
the short publication time and world-wide distribution. This permits a rapid and broad dissemination of
research results.

Advisory Board
Chairman
Nikhil R. Pal, Indian Statistical Institute, Kolkata, India
e-mail: nikhil@isical.ac.in
Members
Rafael Bello Perez, Universidad Central “Marta Abreu” de Las Villas, Santa Clara, Cuba
e-mail: rbellop@uclv.edu.cu
Emilio S. Corchado, University of Salamanca, Salamanca, Spain
e-mail: escorchado@usal.es
Hani Hagras, University of Essex, Colchester, UK
e-mail: hani@essex.ac.uk
László T. Kóczy, Széchenyi István University, Győr, Hungary
e-mail: koczy@sze.hu
Vladik Kreinovich, University of Texas at El Paso, El Paso, USA
e-mail: vladik@utep.edu
Chin-Teng Lin, National Chiao Tung University, Hsinchu, Taiwan
e-mail: ctlin@mail.nctu.edu.tw
Jie Lu, University of Technology, Sydney, Australia
e-mail: Jie.Lu@uts.edu.au
Patricia Melin, Tijuana Institute of Technology, Tijuana, Mexico
e-mail: epmelin@hafsamx.org
Nadia Nedjah, State University of Rio de Janeiro, Rio de Janeiro, Brazil
e-mail: nadia@eng.uerj.br
Ngoc Thanh Nguyen, Wroclaw University of Technology, Wroclaw, Poland
e-mail: Ngoc-Thanh.Nguyen@pwr.edu.pl
Jun Wang, The Chinese University of Hong Kong, Shatin, Hong Kong
e-mail: jwang@mae.cuhk.edu.hk

More information about this series at http://www.springer.com/series/11156

Jussi Ilari Kantola Salman Nazir
•

Tibor Barath
Editors

Advances in Human
Factors, Business
Management and Society
Proceedings of the AHFE 2018 International
Conference on Human Factors, Business
Management and Society, July 21–25, 2018,
Loews Sapphire Falls Resort at Universal Studios, Orlando,
Florida, USA

123
Editors
Jussi Ilari Kantola Tibor Barath
School of Technology and Innovations Hungarian-Netherlands School of
University of Vaasa Educational Management
Vaasa, Finland University of Szeged
Szeged, Hungary
Salman Nazir
Institute of Maritime Operations
University College of Southeast Norway
Borre, Norway

ISSN 2194-5357 ISSN 2194-5365 (electronic)

Advances in Intelligent Systems and Computing
ISBN 978-3-319-94708-2 ISBN 978-3-319-94709-9 (eBook)
https://doi.org/10.1007/978-3-319-94709-9
Library of Congress Control Number: 2018947427

© Springer International Publishing AG, part of Springer Nature 2019

This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part
of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations,
recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission
or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar
methodology now known or hereafter developed.
The use of general descriptive names, registered names, trademarks, service marks, etc. in this
publication does not imply, even in the absence of a specific statement, that such names are exempt from
the relevant protective laws and regulations and therefore free for general use.
The publisher, the authors and the editors are safe to assume that the advice and information in this
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Printed on acid-free paper

This Springer imprint is published by the registered company Springer International Publishing AG
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The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland
Advances in Human Factors
and Ergonomics 2018

AHFE 2018 Series Editors

Tareq Z. Ahram, Florida, USA
Waldemar Karwowski, Florida, USA

9th International Conference on Applied Human Factors and Ergonomics

and the Affiliated Conferences

Proceedings of the AHFE 2018 International Conference on Human Factors in

Management and Leadership, Business Management and Society and
Cross-Cultural Decision Making, held on July 21–25, 2018, in Loews Sapphire
Falls Resort at Universal Studios, Orlando, Florida, USA

Advances in Affective and Pleasurable Design Shuichi Fukuda

Advances in Neuroergonomics and Cognitive Hasan Ayaz and Lukasz Mazur
Engineering
Advances in Design for Inclusion Giuseppe Di Bucchianico
Advances in Ergonomics in Design Francisco Rebelo and Marcelo M.
Soares
Advances in Human Error, Reliability, Resilience, Ronald L. Boring
and Performance
Advances in Human Factors and Ergonomics in Nancy J. Lightner
Healthcare and Medical Devices
Advances in Human Factors in Simulation and Daniel N. Cassenti
Modeling
Advances in Human Factors and Systems Isabel L. Nunes
Interaction
Advances in Human Factors in Cybersecurity Tareq Z. Ahram and Denise Nicholson
Advances in Human Factors, Business Jussi Ilari Kantola, Salman Nazir and
Management and Society Tibor Barath
Advances in Human Factors in Robots and Jessie Chen
Unmanned Systems
Advances in Human Factors in Training, Salman Nazir, Anna-Maria Teperi and
Education, and Learning Sciences Aleksandra Polak-Sopińska
(continued)

v
vi Advances in Human Factors and Ergonomics 2018
(continued)
Advances in Human Aspects of Transportation
Advances in Artificial Intelligence, Software and
Systems Engineering
Advances in Human Factors, Sustainable Urban
Planning and Infrastructure
Advances in Physical Ergonomics & Human
Factors
Advances in Interdisciplinary Practice in
Industrial Design
Advances in Safety Management and Human
Factors
Advances in Social and Occupational Ergonomics
Advances in Manufacturing, Production
Management and Process Control
Advances in Usability, User Experience and
Assistive Technology
Advances in Human Factors in Wearable
Technologies and Game Design
Advances in Human Factors in Communication of
Design
Neville Stanton
Tareq Z. Ahram
Jerzy Charytonowicz and Christianne
Falcão
Ravindra S. Goonetilleke and Waldemar
Karwowski
WonJoon Chung and Cliff Sungsoo Shin
Pedro Miguel Ferreira Martins Arezes
Richard H. M. Goossens
Waldemar Karwowski, Stefan
Trzcielinski, Beata Mrugalska, Massimo
Di Nicolantonio and Emilio Rossi
Tareq Z. Ahram and Christianne Falcão
Tareq Z. Ahram
Amic G. Ho
Preface

This book provides researchers and practitioners a forum to share research and best
practices in the application of human factors to management and leadership. Just as
human factors have been applied to hardware, software, and the built environment,
there is now a growing interest in the management practices and learning experi-
ences. Principles of behavioral and cognitive science are extremely relevant to the
design of instructional content and the effective application of technology to deliver
the appropriate managerial and leadership experience. These principles and best
practices are important in corporate, higher education, and military environments.
This book also aims to share and transfer not just knowledge, but best leadership
and management science practices that are of real value in practical terms, value
that can help leaders ensure their organizations stay ahead of the competition
through continued innovation, strong competitive advantage, and inspired
leadership.
A total of four sections are presented in this book. Each section contains research
papers that have been reviewed by members of the International Editorial Board.
I. Business Development Applications
II. Human Factors in Organizations and Skill Development
III. Organizational Complexity and Leadership Style
IV. Cross-cultural Decision Making
Our sincere thanks and appreciation go to Atsuo Murata for leading the
Cross-Cultural Decision Making Conference, and to the board members listed
below for their contribution to the high scientific standard maintained in developing
this book.

vii
viii Preface

Business Management and Leadership

Andrea Bikfalvi, Spain

Javier Bilbao, Spain
Yoon Chang, Korea
Tomas Eklund, Finland
Päivi Haapalainen, Finland
Petri Helo, Finland
Henrijs Kalkis, Latvia
Kirsi Liikamaa, Finland
Charalampos Makatsoris, UK
Evangelos Markopoulos, Greece
Štefan Marsina, Slovakia
Marja Naaranoja, Finland
Peter Odrakiewicz, Poland
Petri Paajanen, Finland
Antti Piirto, Finland
Tero Reunanen, Finland
Vesa Salminen, Finland
Markku Salo, Finland
Aviv Segev, South Korea
Hannu Vanharanta, Finland
Neeta Baporikar, India
Constance Barsky, USA
Roman Batko, Poland
Rebecca DeCoster, UK
Sarah-Louise Donovan, Australia
Stanislaw Glazek, Poland
W. Grudzewski, Poland
Irena Hejduk, Poland
Tobias Kesting, Germany
Momoko Kitada, Sweden
Keisuke Makino, Japan
Attila Meszaros, Hungary
M. Nowak, Poland
Stefan Pickl, Germany
Andrzej Rucinski, USA
Anna Szopa, Poland
Pedro Vilarinho, Portugal
Teodor Winkler, Poland
Preface ix

Cross-Cultural Decision Making

Jeff Appleget, USA

Madalina Alama, USA
Umer Asgher, Pakistan
Erman Cakit, Turkey
Vladimira Cavojova, Slovakia
Ajay Divakaran, USA
Cali Fidopiastis, USA
Jim Frank, USA
Michael Hail, USA
Amy Heaton, USA
David King, USA
Gary Klein, USA
Martin Kruger, USA
Atsuo Murata, Japan
Sue Numrich, USA
Jonathan Pfautz, USA
Peter Picucci, USA
Elaine Raybourn, USA
Emilie Reitz, USA
Alicia Ruvinsky, USA
Lelyn Saner, USA
Dominique Scapin, France
Sae Schatz, USA
Julian Stodd, UK
Redha Taiar, France

July 2018 Jussi Ilari Kantola

Salman Nazir
Tibor Barath
Contents

Business Development Applications

Regional Development Based on Digital Driven Symbiosis . . . . . . . . . . . 3
Heikki Ruohomaa, Vesa Salminen, and Anne-Mari Järvenpää
Happiness in Fashion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Eyal Eckhaus
LeanGame, a Digital Training Tool to Implement Lean Philosophy . . . 26
Jasperiina Mattsson, Raija Nurminen, and Tero Reunanen
Comprehensive Internationalization at HAN University of Applied
Sciences. Curriculum, Co-curriculum, and Learning Outcomes . . . . . . . 36
Florentin Popescu and Erna Helsen
Methods of Ergonomics and Social Technologies Application
in Small Business . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Antonina Pakhomova, Yulia Salnikova, and Larisa Namestnikova
Valorizing the Human Capital Within Organizations: A Competency
Based Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Federica Polo and Jussi Kantola
Sales Competition as Education Method – The Case
of the European Sales Engineering Team Competition . . . . . . . . . . . . . 64
Timo Holopainen, Thomas Röhr, Mikael Tómasson, Marion Murzin,
and Maha Ben-Amor
How Does Current Legislation Support the Emergence
of Industrial Symbiosis in the EU? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76
Anne-Mari Järvenpää, Vesa Salminen, and Heikki Ruohomaa
Role Ambiguity and Trust Repair of Flight Attendants: Emotional
Labor of Human Service Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Noriko Okabe

xi
xii Contents

Organizational Development-Lean Thinking Through

the LeanGame Learning Game . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Saija Klimoff, Raija Nurminen, and Tero Reunanen
Correlations Between Holistic Awareness of Time
and Innovativeness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105
Tero Reunanen and Hannu Vanharanta
Review of Industry 4.0 in the Light of Sociotechnical System
Theory and Competence-Based View: A Future Research
Agenda for the Evolute Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118
Faisal Imran and Jussi Kantola
Economic Development of Kenya, Tourism Industry Impact . . . . . . . . . 129
Jabir Hassan, Romana Gunkevych, and Sassan Rismani
The Role of the Startup Competition and Entrepreneurial
Ecosystem in the Integration of Entrepreneurship Education
Within the Algerian Universities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140
Aicha Dif, Soumia Bourane, and Abdelbaki Benziane
Innovation and Growth: Evidence from Mexico and Brazil . . . . . . . . . . 150
Luis Alfredo Avila-Lopez, María Marcela Solís-Quinteros,
Carolina Zayas-Márquez, and Jorge Alfonso Galván-León
Towards Sustainability in European Agricultural Firms . . . . . . . . . . . . 161
Maria José P. L. Dos Santos and Henrique Diz
Analysis Econometrics of the Factors that Strengthen
the Position of the Small Mining Producer in Chile . . . . . . . . . . . . . . . . 169
Hanns de la Fuente-Mella, Ana María Vallina-Hernández,
Daniel Josué Möder-Armijo, and Sebastián Tomás Moya-Camus
The Relationship between Knowledge Security and the
Propagation of Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176
Malgorzata Wisniewska and Zbigniew Wisniewski
Perceptions of Market Competition: What is the Difference
between Contractors and Clients? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185
Jinding Xing, Kunhui Ye, and Chen Chen
Relationship Between Firm’s Performance and Factors
Involved in the Selection of Innovation Providers . . . . . . . . . . . . . . . . . 194
Afnan Zafar and Jussi Kantola
Understanding Behaviour Patterns of Multi-agents
in Digital Business Ecosystems: An Organisational
Semiotics Inspired Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 206
Prince Kwame Senyo, Kecheng Liu, and John Effah
Contents xiii

Convolutional Gravitational Models for Economic Exchanges:

Mathematical Extensions for Dynamic Processes
and Knowledge Flows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218
Mike Horia Teodorescu
From Coconut Husk Waste to Community Business . . . . . . . . . . . . . . . 229
Kanyarat Bussaban and Jitlada Chumee
Use of Technology and Virtual Communication via Global
Virtual Teams at Arnhem Business School . . . . . . . . . . . . . . . . . . . . . . . 239
Florentin Popescu and Robert Warmenhoven
Successful Creation and Communication of Human Resources
Strategies in Germany . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249
Tom Sander, Biruta Sloka, and Henrijs Kalkis
New Innovation Identification Approach Development Matrix . . . . . . . . 261
Anda Batraga, Jelena Salkovska, Liga Braslina, Aija Legzdina,
and Henrijs Kalkis
Human Factor and LEAN Analysis at Industrial
Manufacturing Plants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274
Henrijs Kalkis, Zenija Roja, and Sandis Babris
Exploring the Role of Service Eco-system in Developing Countries:
A Case Study of Ride Hailing Service in Pakistan . . . . . . . . . . . . . . . . . 282
Ahson Javaid and Youji Kohda
An Integrated Holistic Conceptual Framework for Marketing
Construction Business Enterprise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 293
Jonas Ekow Yankah, Clinton Aigbavboa, and Willington Thwala

Human Factors in Organizations and Skill Development

Conceptual Approach to Integrated Human-Centered
Performance Management on the Shop Floor . . . . . . . . . . . . . . . . . . . . 309
Thomas Hellebrandt, Maximilian Ruessmann, Ina Heine,
and Robert H. Schmitt
Old and Wise? Linking Age, Intrapreneurship, Social Capital
and Production . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 322
Galit Klein and Batia Ben Hador
Command of Vessels in the Era of Digitalization . . . . . . . . . . . . . . . . . . 339
Momoko Kitada, Michael Baldauf, Adrienne Mannov,
Peter Aske Svendsen, Raphael Baumler, Jens-Uwe Schröder-Hinrichs,
Dimitrios Dalaklis, Tiago Fonseca, Xiaoning Shi, and Khanssa Lagdami
xiv Contents

Strategy and Structure in Public Organization . . . . . . . . . . . . . . . . . . . 351

Joanna Mnich and Zbigniew Wisniewski
Work Team, Lean Manufacturing Production
and Information Systems Transform an Enterprise . . . . . . . . . . . . . . . . 359
Velia Castillo-Pérez, Liliana Carrazco-Armendáriz,
Mario Corral-Chacón, and Ramón Elizondo-Rios
Relational Coordination in the Footwear Manufacturing
Value Chain of the Province of Tungurahua, Ecuador . . . . . . . . . . . . . 370
Vasilica Maria Margalina, Marcela Karina Benítez Gaibor,
Juan Pablo Martínez Mesias,
and Estefanía de las Mercedes Zurita Mesa
Healthcare Transformation Through Change Management
Process for Innovation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 380
Syeda Asiya Zenab Kazmi and Marja Naaranoja
Design Activates Six Values for Cities: A Report
of the “Design for County” Programme . . . . . . . . . . . . . . . . . . . . . . . . . 390
Wei Ding, Xinyu Yang, Jianxin Cheng, Junnan Ye, Tengye Li,
and Zhang Zhang

Organizational Complexity and Leadership Style

What Do They Do? A Taxonomy of Team Leader Interventions
in Various Meeting Scenarios . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 399
Peter Bengtsson, Kjell Ledin, and Tore Ärlemalm
Agile Project Management and Project Success:
A Literature Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 405
Thomas Bergmann and Waldemar Karwowski
Transforming to an Agile Enterprise – How to Handle
the Challenge of Organizational Ambidexterity . . . . . . . . . . . . . . . . . . . 415
Wilhelm Bauer and Christian Vocke
The Importance of Strategic Human Resource Development
Practices Among Multinational Companies in Malaysia . . . . . . . . . . . . . 424
Roziana Shaari, Azlineer Sarip, Azizah Rajab,
Hamidah Abdul Rahman, and Farahnurhidayah Mohamed Fadil
Contractors’ Organisational Structure Elements
for Controlling Project Cost in the Construction Industry . . . . . . . . . . . 431
Kofi Owusu Adjei, Clinton Ohis Aigbavboa,
and Wellington Didibhuku Thwala
Effects of Personal Social Capital on Managerial Positions . . . . . . . . . . 441
Batia Ben Hador and Eyal Eckhaus
Contents xv

To Grow or Not to Grow - The Strategic Plan

for Acquisition and Integration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 451
Pawel Michalski, Zbigniew Wisniewski, and Jacek Gralewski
Understanding the Effect of Emotional Exhaustion
on Tellers’ Job Satisfaction in Teller-Task Activity
in Ghanaian Retail Banks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 461
Mohammed-Aminu Sanda and Emmanuel Mawuena
Regulations and Employees’ Commitment to Change:
Does Emotional Intelligence Matter? . . . . . . . . . . . . . . . . . . . . . . . . . . . 473
Olivia Anku-Tsede, Aaron Makafui Ametorwo,
and Alhassan Mbawin Akudugu
Constraints to the Successful Implementation of Building
Projects in Technical Universities in Ghana . . . . . . . . . . . . . . . . . . . . . . 482
O. Y. Safo-Kantanka, C. O. Aigbavboa, and B. M. Arthur-Aidoo
Impact of Agility on Enterprise Performance in SMEs
of Pakistan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 492
Taimour Khalid Chaudhary and Stefan Trzcieliński
Effects of Workplace Stress on Managers of Textile Industries
of Developing Countries: A Case Study from Pakistan . . . . . . . . . . . . . 500
Aftab Ahmad, Amjad Hussain, Mohammad Pervez Mughal,
Nadeem Ahmad Mufti, and M. Qaiser Saleem
Investigating Human Resource Roles in Research-Based
University: An Evidence from Malaysia . . . . . . . . . . . . . . . . . . . . . . . . . 508
Azlineer Sarip, Roziana Shaari, and Mohamad Abdillah Royo
Predictive Analytics for Leadership Assessment . . . . . . . . . . . . . . . . . . . 516
Johan de Heer and Paul Porskamp
Risk Based Thinking – New Approach for Modern
Enterprises’ Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 524
Hana Pacaiova and Anna Nagyova
Risk Management in a Changing World . . . . . . . . . . . . . . . . . . . . . . . . 537
Zahra Hamdani, Mohamed Hamdani, and Belkacem Zairi
Inspiring European Small and Medium Enterprise (SME)
Sector by Inserting Effective Business Transfer Process . . . . . . . . . . . . . 547
Syeda Asiya Zenab Kazmi and Marja Naaranoja
Barriers to University Mergers - Comparative Analysis
of Universities in Europe . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 558
Robert Seliga, Lukasz Sulkowski, and Andrzej Wozniak
xvi Contents

Cross-Cultural Decision Making

Crystal Cube: Multidisciplinary Approach to Disruptive
Events Prediction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 571
Nathan H. Parrish, Anna L. Buczak, Jared T. Zook,
James P. Howard, II, Brian J. Ellison, and Benjamin D. Baugher
Cross-cultural Difference and Cognitive Biases as Causes
of Gap of Mindset Toward Safety Between Approach
Based on Hazard Detection and that Based
on Firm Safety Confirmation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 582
Atsuo Murata
Characteristics of Problem Consciousness of Indonesian
Returnee Nurses Who Experienced Intercultural Exchange
in Foreign Countries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 597
Manami Nozaki, Norihito Taniguchi, Miyoko Okamoto,
Yui Matsuda, Shunji Morita, and Reiko Mitsuya
Hiding Behind the Words of Others: Does Redundant
Word Choice Reflect Suppressed Individuality When
Tweeting in the First Person Singular? . . . . . . . . . . . . . . . . . . . . . . . . . 603
Eliza Barach, Samira Shaikh, Vidhushini Srinivasan,
and Laurie Beth Feldman
Towards Cross-Cultural Design of Interfaces: Preferences
in Interface Design Between Japanese and European Users . . . . . . . . . . 615
Jacqueline Urakami
Cross-Cultural Comparison of German and Japanese Mobile
Messenger Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 626
Ting Sheng Lim and Jacqueline Urakami
Using Social Media to Understand Cyber Attack Behavior . . . . . . . . . . 636
Amy Sliva, Kai Shu, and Huan Liu
The Proposal of Cross-cultural Understanding Model
Using Place-Oriented Audio Guide System . . . . . . . . . . . . . . . . . . . . . . . 646
Ayaka Ito and Katsuhiko Ogawa
Research on the Characteristics of Body Height
and Weight in Eight Countries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 659
Jing Zhao, Fan Zhang, Gang Wu, Chao Zhao, Xinyu Cao,
and Haitao Wang
Cognitive Biases and Distorted Decision Making that Prevent
Rational and Efficient Sports Management - Cross-Cultural
Difference Between MLB and NPB . . . . . . . . . . . . . . . . . . . . . . . . . . . . 668
Atsuo Murata
Contents xvii

Proactivity in Career and Identity Styles in the World Oriented

Towards Global Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 681
Agnieszka Cybal-Michalska
Novel Multi-objective Optimization Algorithm Incorporating
Decisions Factors in Design Modeling of Hydraulic Nets . . . . . . . . . . . . 690
Jesús Rafael Hechavarría Hernández, José Arzola Ruiz,
and Umer Asgher
Author Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 697
Business Development Applications
 Regional Development Based on Digital Driven
Symbiosis

Heikki Ruohomaa(&), Vesa Salminen, and Anne-Mari Järvenpää

Häme University of Applied Sciences, Hämeenlinna, Finland

{heikki.ruohomaa,vesa.salminen,
anne-mari.jarvenpaa}@hamk.fi

Abstract. In the fast-moving business environment, the companies want to find

location for themselves, where the environment is supporting their businesses,
not only in the traditional ways but also by supporting innovation processes of
the companies. Because of these new criterions, the countries and regions are
forced to rethink new ways to make areas attractive for new companies to settle.
In this article is analyzed the development activities on the industry/logistics
area of the growth corridor in Finland. The purpose of analysis is to improve the
attractiveness for new business as a part of developing digital symbiosis.
“Industry 4.0” gives the European framework for building industrial ecosystem.

Keywords: Industry 4.0
Value network
Digitalization
Transdisciplinary

Co-innovation
Co-evolution

1 Introduction

The World Economic Forum report [1] has termed this period of accelerating inno-
vation in science and technology – the transformative change in data and technology
capabilities combined with a merging of digital, physical and biological realms and its
consequences on society as the Fourth Industrial Revolution. It is not only transforming
social networks, scientific research and whole industries; it is also radically reshaping
biological and material science innovations. Harnessing these opportunities and
proactively managing the risks manifest by the rapid evolution of new science and
technologies will inevitably require more creativity and agility in current governance
frameworks and financing arrangements.
A crucial role in market evolution is happening by exploring how businesses can
use the circular economy to drive arbitrage opportunities across complex, global supply
chains [2]. A circular economy is restorative and regenerative by design, and aims to
keep products, components, and materials at their highest utility and value at all times.
It questions whether with creativity and innovation we can build a restorative economy.
To be successful on new challenges of Industry 4.0 development, enterprise-
university partnerships has to be intense and main objective should be a shared learning
[3]. Long-term co-operation creates a background for new co-innovation and co-
evolution. The technologies of the Fourth Industrial Revolution have generated enor-
mous excitement about the opportunities they offer as well as concern about gover-
nance, regulation and ethics [1]. There are as well exciting possibilities: The
© Springer International Publishing AG, part of Springer Nature 2019
J. I. Kantola et al. (Eds.): AHFE 2018, AISC 783, pp. 3–14, 2019.
https://doi.org/10.1007/978-3-319-94709-9_1
4 H. Ruohomaa et al.

convergence of new technologies is creating unprecedented opportunities in all aspects,

from business-to-business commerce to humanitarian intervention. The melding of
artificial intelligence (AI) with big data capabilities – not to mention the actual
exponential accumulation of data itself – has created a fascinating world of commu-
nications, collaboration and interaction, not just between people but also between
machines and between people and machines. Through digital transformation, the use of
new technologies like big data, open data, cloud, IoT, platforms, artificial intelligence,
and social networks with increasing intelligence and automation enterprises can capi-
talize on new opportunities and optimize existing operations to achieve significant
business improvement [4]. The collection of scattered data, clustering it for analysis,
visualizing it for decision making and using the selected data in new service devel-
opment on circular economy is most important in creating industrial symbiosis on value
network way by using digitalization.
In order to sustain competitive advantage, many companies are changing their
business towards circular economy. By doing so, these leaders are expanding their
value proposition multidimensional by concurrently creating strong potential through
developing more sustainable customer-engaging products, co-innovating sustainable
services together with their partners, and collaborating to create integrated new sus-
tainable business technologies [4]. Companies today are facing increasing complexity
to execute profitably on continuous sustainable business transition towards circular
economy. Responsible leadership is understood as a social-relational and ethical phe-
nomenon, which occurs in social processes of interaction communication [5]. It is a
strategic approach for utilizing responsibility as a business and innovation driver to
facilitate the transition of industrial business towards circular economy. Responsibility
is creating significant impact and opportunities where business, technology and inno-
vation intersect. The transformation towards responsible business takes a long time and
that is why it is important to fully understand the strategic concept, identify the key
issues and harness the associated opportunities. Competence areas have become more
complicated and single human capacity cannot cope with all the needed competence to
create new opportunities for businesses. Responsibility business leadership needs
democratic innovation culture and co- innovation and co-evolution processes [4].
This article introduces development activities of responsible business leadership
and digital driven symbiosis on Finnish growth corridor (region around Helsinki-
Tampere highway).

2 Theoretical Background

The new approach is the revised legislative proposal on waste. It covers long-term
recycling targets for municipal and packaging waste, measures to limit landfilling, and
incentives for Member States to use economic instruments at the national level [6]. It
also aims to promote cooperation between industries, with waste from one process
becoming secondary materials for others, through a simplified legal framework for by-
products and end-of-waste status, creating more certainty for operators in these mar-
kets. That leads us for an opportunity to build value networks from the point of side
flows of waste. It leads to a business opportunity for industrial symbiosis.
 Regional Development Based on Digital Driven Symbiosis 5

The key notice on sustainability is what extent it will impact a specific business
sector and influences on creation of circular economy business and industrial sym-
biosis. It is an industry-changing paradigm integrating innovation, differentiation and
transformation. Tajani [7] has stated, that there will be no sustainability without
competitiveness, and there will be no long-lasting competitiveness without sustain-
ability and there will be neither of them without a quantum leap in innovation.
Industry 4.0 describes the organization of production processes based on technol-
ogy and devices autonomously communicating with each other along the value chain.
Industry 4.0 architecture takes account of the increased digitalization of various
industries where physical objects are seamlessly integrated into the information net-
work, allowing for decentralized production and real-time adaptation in the future [8].
What is characteristics to Industry 4.0 is that it involves connecting products to each
other. Industry 4.0 is closely linked to Cyber-Physical Systems (CPS) [9]. They can be
defined as transformative technologies which manage interconnected systems between
its physical assets and computational capabilities [10]. To be successful on new
challenges of Industry 4.0 development, enterprise-university partnerships has to be
intense and main objective should be a shared learning. Long-term co-operation creates
a background for new co-innovation and co- evolution. Adapting Industry 4.0
framework as a basis for development activities is expected to provide an opportunity
for remarkable competitive advantage for businesses but also for regions [11].
Nidumolu et al. [12] explain widely why sustainability is now the key driver of
innovation. The biggest benefit comes from generating and processing big data.
Information technology helps make large amounts of data available for different pur-
poses in the public or private sector with minimum effort and costs [13]. Conradie and
Choenni [14] have recognized, that the most reliable method how to identify the
datasets with big potential is a demand-based approach, which means a close coop-
eration with potential end users. Every participant in ecosystem has an opportunity to
participate on creation of innovations and value, which generally is produced on the
boundaries of ecosystem stakeholders [15]. Business ecosystem can be born as group
activity or a single company can create it by collaborative activities [16]. Skyttner [17]
introduces new systems theory with self –organization and evolution. Jamshid [18]
introduces that system thinking is the art of simplifying complexity. It is about seeing
through chaos, managing interdependency, and understanding choice. Concepts are
important to explain chaos. Sanchez and Heene [19] have proposed an open systems
model of firms. Improving of organizational competence also requires increasing
managers’ own cognitive flexibilities to imagine new strategic logics for creating and
realizing new kinds of value-creating product offers. Markopoulos and Vanharanta [20]
have created the Company Democracy Model. It can be characterized as a multidis-
ciplinary science, as it integrates many management (strategy, leadership, etc.), engi-
neering (process knowledge, innovation), social (human resources, ethos, etc.),
financial (marketing, extroversion, etc.) and other disciplines. The co-evolutionary
spiral method in the model contributes towards the identification and achievement of
the capacity, capability, competence, and maturity needed to turn knowledge into
innovation. Industrial symbiosis provides a means to improve competitiveness and
build resilient and sustainable economies [21]. Industrial symbiosis helps businesses
and organizations to operate in the same way as the natural eco-system where
6 H. Ruohomaa et al.

everything has a place and function, and nothing goes to waste. Whether working at
company level, within a region or multiple regions or at national level we apply this
systems-based approach. Industrial symbiosis engages diverse organizations in a net-
work to foster eco-innovation and long-term culture change. Creating and sharing
knowledge through the network yields mutually profitable transactions for novel
sourcing of required inputs and value-added destinations for non-product outputs, as
well as improved business and technical processes.

3 Research Questions and Research Approach

The role of circular economy and digitalization as a business driver is growing in bio
economy and as digital symbiosis in industrial service business. It has to be carefully
taken into account in business transition. The opportunities of sustainability and dig-
italization have not been understood in full context and as new service innovation on
digital symbiosis. The main research questions are
(a) What are the digital fundaments for regional development?
(b) How Industrie 4.0 framework can support regional development towards
digitalization?
(c) What type of industrial symbiosis business model and implementation process is
needed in sustainable growth of business?
This article introduces a concept model for utilizing circular economy and digi-
talization as a business and innovation driver to facilitate the transition of bioeconomy
and industrial co-operative business towards the new service economy on the basis of
digital symbiosis. The article gives also new approach for regional development.

4 Circular Economy Framework

The circular economy refers to an industrial economy that is restorative by intention;

aims to rely on renewable energy; minimises, tracks, and hopefully eliminates the use
of toxic chemicals; and eradicates waste through careful design [2]. The system dia-
gram in Fig. 1 illustrates the continuous flow of technical and biological materials
through the value network.
The term goes beyond the mechanics of production and consumption of goods and
services, in the areas that it seeks to redefine (examples include rebuilding capital
including social and natural, and the shift from consumer to user). The concept of the
circular economy is grounded in the study of non-linear, particularly living systems [2].
This ensures enhanced flows of goods and services.

4.1 New Business via Industrial Symbiosis

Changing economic structures, intensifying environmental problems and increasing
demand-related requirements all mean that companies need to come up with more
resource-intensive solutions. These can be achieved through co-operation between
 Regional Development Based on Digital Driven Symbiosis 7

Fig. 1. The circular economy-an industrial system that is restorative by design [2].

companies operating in various sectors, and alongside local authorities and

municipalities.
Industrial symbiosis is an industrial ecosystem in which unused or residual
resources of one company are used by another. This results in mutual economic, social
and environmental benefits. It is a process involving several companies – firms that
complement one another provide mutual added value through efficient use of raw
materials, technology, services and energy. Joint development of industrial symbiosis
provides an efficient way of thinking up, developing and testing product and service
innovations. This, in turn, engenders new competencies, on which new business
operations can utilize.
Business ecosystems based on industrial symbiosis provide more added value by
using fewer natural resources than traditional industrial value chains. This means more
efficient energy and water consumption, and reduced waste. In industrial symbiosis,
industrial operations, energy production, primary production, waste processing and the
services supporting these combine to form an entity that provides products and services
for end-user needs, while optimizing resource use [22].

5 Industry 4.0 Framework

The term “Industrie 4.0” was initially coined by the German government. It is con-
ceptual in that it sets out a way of understanding an observed phenomenon and in-
stitutional in that it provides the framework for a range of policy initiatives identified
and supported by government and business representatives that drive a research and
development programme [8]. In the field of social change there is little awareness of
Industry 4.0 outside the group of key stakeholders. Larger firms tend to be more
positively disposed whereas unions remain cautious and have reservations. While a
8 H. Ruohomaa et al.

skills gap (as well as a gap in willingness) to adjust to the Digital Single Market exists,
the skill requirements to adjust to Industry 4.0 are much greater [8].
The physical world is merging with the virtual world. We are increasingly used to
the internet of things, or the internet of everything and increasingly the industrial
internet. They all are in the throes of digital transformation. The widespread adoption
of information and communication technology (ICT) is increasingly accelerating the
blurring of boundaries between the real physical world and the virtual one. The linkage
is becoming increasingly Smart [9]. New ITC based technologies make possible 4.0
Industry development and give opportunities to reengineer value chains and create new
business models. Internet of Thinks (IoT) is one of the technological fundaments for
4.0 Industry. Growth of connections brings the new possibilities and solutions for
business. Other hand exponential growth brings also new challenges for education,
R&D&I and regional development activities. The exponential growth of IoT connec-
tions indicates the birth of new business models and new kind of business environ-
ments [9]. This “smartness” requires greater connection and collaborations. This is
where the ‘explosion’ of platforms and ecosystems is occurring. To attempt to connect
the internets of things, services, data, and people need radical redesigns within
industries and the participants to connect everything. Presently Industry 4.0 is more
industrial driven, but this will change and broaden out [10].

6 Competitiveness of Regions

Digitalization changes everything and is a great opportunity to find out competitive

advantage in business. Universities of applied science have a good opportunity and
central role in supporting the growth of business on the area of circular economy.
The co-operation between government, enterprise and universities is essential to
succeed in co-evolution when building up cumulative competence in creation of
solutions for circular economy by benefiting digitalization in it. It is also essential to
have a common vision to direct the local operation and funding. Otherwise, the
activities can splinter as small pieces and do not form parts of the whole vision.
The development of business environments is understood to be the responsibility of
public sector and government. Public sector is however multilayered (e.g. legislative-
national- provincial- regional- municipal- areal). There are still other committees and
operations, which have the duty to develop business environment. All the layers and
activities should be along the same line, support each other and sustainable to get the
co-operative environment to function efficiently. In rapidly changing operational
environment, it requires clear and commonly understood vision. To describe the ele-
ments and layers, by which circular economy thinking has support, it is possible to
draw a pyramid, Fig. 2. The layers describe the operations of the public sector, which
support and enable effective and digitalized formation of industrial symbiosis [3].
Private organizations and companies are actively using new technologies and trying
to find the most suitable business environment and locations for them. The task of
government, region and town is not to make business but to develop good and fruitful
business environments for companies and build infrastructure and provide skilled
labour force for industry and society.
 Regional Development Based on Digital Driven Symbiosis 9

Fig. 2. The pyramid of factors affecting Industry 4.0 related renewal.

By identifying the key factors for the Industry 4.0 related renewal, we will find
different factors, i.e. “levels” (Fig. 2):
Legislation should new kind of business possible and support business develop-
ment. Legislation gives “the rules of the game” and this way makes business envi-
ronments more predictable with less business risks. Industrial areas have developed and
profiled themselves based on the strengths in the local region (like logistic connec-
tions, population, energy, raw materials, knowhow at universities, skilled labour force).
It is important to know how land use is planned (business/logistic areas) so that
companies would be able to create a fruitful business ecosystem, efficient material use
(circular economy), and minimize logistic expenses [3]. Smart specialization
approach combines industrial, educational and innovation policies. Digital Ecosystem
is as a complex value chain of distributed suppliers specializing in providing either the
creative content or the platform for distribution of that content [3]. As a result of the
digitalization process, cooperation between companies becomes digital and this leads to
the development of a digital ecosystem.
New Innovations are created especially on digital ecosystem interfaces.
In future, in digital ecosystem, companies have more needs for good and attractive
business environments in addition to the traditional regional strengths there will be
more demands on data availability and the existence of smart platforms. Data has
become “the oil” when you analyse the attractiveness of business environments.
Because of the increasing importance of data, the industrial symbiosis cannot any
more be evaluated on the basis of the efficiency of material and energy, but modern
industrial symbiosis should be evaluated also on the basis of the data flows and data
side flows.
10 H. Ruohomaa et al.

Generally, we can have at least two approaches:

a. data will make it possible to improve the value chains and networks of industrial
symbiosis and thus strengthen and make possible the extension of symbiosis.
b. data will make it possible to find or predict new possibilities or threats (e.g. the
change of customer behaviour etc.) which indicates need or possibilities for new
innovation in symbiosis or in region.
Based on the arguments above we have a reason to say/claim that regions can
increase their attractiveness and development by offering open data and offering its data
resources for the use of local companies and industrial symbiosis.
The profitable use of data demands that data has been collected and documented in
the right and usable form, so that usability is possible. The legislator will define the
ownership of data and the use of the data in the end. It can be seen that the legislation,
which is related, will give a huge impact for on regional development and attractive-
ness of a region.
There are four main approaches to increase the attractiveness:
a. Collect and publish data for open use.
b. Open the data sources for limited use (based on the law).
c. Encourage institutions to publish data that they have collected, but which is not any
more important for their business, so called “side flow data”. This “Side flow data”
might be useful for regional developers.
d. Regional authors should encourage local companies to adapt “Industrie 4.0”
frameworks, since it will provide connectivity in European digital single markets
and give structured model to develop its business and create digital network. That is
the reason why “Industrie 4.0” smart platform is critical for the development.
To ensure the development and ability to be renewed in industrial symbiosis, it
would be necessary to share all data to the actors in the symbiosis. That would mean
the high trust to all that are involved in the symbiosis. Based on the understanding,
which is learned and analysed on the basis of data, there is a need to make quick
piloting in the “real life” transdisciplinary environment.

Fig. 3. The birth of innovation in digital ecosystem

 Regional Development Based on Digital Driven Symbiosis 11

The development of regions and industrial symbiosis should be seen as continuous

process including data, smart platforms and quick piloting (Fig. 3).

7 Benefiting Digitalization and Big Data Supporting Business

Co-evolution

The amount of scattered and structured data around us is increasing dramatically. It is a

great business opportunity to benefit that data in business purposes. Circular economy
with interrelated bio and mechanical cycle consists of huge amount of data. The data of
waste from one partner means material for the other partner. Understanding the value
proposition in growing value networks is essential. Management and analysis of data
coming from various sources is routed through data-to-service process in business co-
evolution of circular economy, Fig. 4.

Fig. 4. From data to services process in business co-evolution of circular economy creation and
optimization of new operational functions and responsible business co-evolution requires
democratic innovation and decision culture. There will be several stakeholders of circular
economy on the fields of bio economy and industry participating on decision-making and
optimizing functionality of created new services.

In Fig. 5, there is an example of technology-oriented competence and solution

creation on the field of circular economy. It is essential to gather data from various
sources and different processes. Automation system or sensor network (IoT) is creating
data, which is gathered, clustered, analyzed and compare it with the data gathered
earlier and then make decisions on how the waste material should be reused, what type
of logistics is transferring it and who should reuse and produce that. To support this
value network process, it is important to have all type of experts in virtual network
optimizing material, logistic and reuse of material. There can also be final customer
experts in the same network.
12 H. Ruohomaa et al.

Fig. 5. Relationship of technology and competence in circular economy

8 Discussion and Conclusions

Digital ecosystems and symbiosis should be seen as continuous developing entirety,

which will change and renew based on the changes in technology and business envi-
ronment and thus maintaining their competiveness. Regional development actions play
the key role to support the birth and wellbeing of the symbiosis
Regional development and industrial symbiosis are traditionally supported by many
layers. The increasing data and its usability will change and renew the design of
industrial symbiosis and develop the attractiveness of regions. Since the availability of
data in industrial symbiosis will be critical factor, it is necessary that data will be
available for the actors in the symbiosis to create new innovations. Openness of data is
important for innovations and renewal of symbiosis.
Availability and usability of data is important (incl, “side flow data”, standards,
architecture etc.) for regional development. Industrie 4.0 is a good framework for
designing the usability of data. It is also important for the development of region
towards European digital single markets.
Digitalization, circular economy and industrial symbiosis are the key drivers, which
will change the business environments, a way to act and create innovation. Innovations
will need “real life” (transdisciplinary) piloting environments. Both, resource efficiency
and digitalization are directing towards service business and environments.
Future attractive business environments are availability of data, smart platforms and
“real life” transdisciplinary, piloting environment, these will be important elements also
for the competitiveness of industrial symbiosis and the key pillar of regional
development.
 Regional Development Based on Digital Driven Symbiosis 13

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as tomado, que pueda yo
sustentar el tenerme por muy
dichosa hasta la fin de nuestros
amores, los quales de mi parte,
no lo ternán en quanto la uida me
durare. La cautelosa Ysmenia me
supo tambien responder a lo que
dixe, y fingir las palabras que para
nuestra conuersacion eran
necessarias, que nadie pudiera
huyr del engaño en que yo cay, si
la fortuna de tan difficultoso
laberinto con el hilo de prudencia
no le sacara. Y assi estuuimos
hasta que amanescio, hablando
en lo que podria imaginar, quien
por estos desuariados casos de
amor ha passado. Dixome que su
nombre era Alanio, su tierra
Gallia, tres millas de nuestra
aldea: quedamos concertados de
uernos muchas uezes. La
mañana se uino, y las dos nos
apartamos con más abraços, y
lagrimas, y sospiros de lo que
aora sabré dezir. Ella se partio de
mi, y boluiendo atras la cabeça
por uerla, y por uer si me miraua,
ui que se yua medio riendo, mas
crey que los ojos me auian
engañado. Fuese con la
compañia que auia traydo, mas
yo bolui con mucha más porque
lleuaua en la imaginacion los ojos
del fingido Alanio, las palabras
con que su vano[1232] amor me
auia manifestado, los abraços que
dél auia recebido, y el crudo mal
de que hasta entonces no tenia
experiencia. Aora aueys de saber,
pastores, que esta falsa y
cautelosa Ysmenia tenia un
primo, que se llamaua Alanio, a
quien ella más que a si queria:
porque en el rostro, y ojos, y todo
lo demas se le parecia, tanto que
si no fueran los dos de genero
differente, no uuiera quien no
juzgara el uno por el otro. Y era
tanto el amor que le tenia que
quando yo a ella en el templo le
pregunté su mismo nombre,
auiendome de dezir nombre de
pastor, el primero que me supo
nombrar fue Alanio: porque no ay
cosa más cierta, que en las cosas
súbitas encontrarse la lengua con
lo que está en el coraçon. El
pastor la queria bien mas no tanto
como ella a él. Pues quando las
pastoras salieron del templo para
boluerse a su aldea, Ysmenia se
halló con Alanio su primo, y él por
usar de la cortesia que a tan
grande amor como el de Ysmenia
era deuida, dexando la compañia
de los mancebos de su aldea,
determinó de acompañarla (como
lo hizo) de que no poco
contentamiento recibio Ysmenia,
y por darsele a él en alguna cosa,
sin mirar lo que hazia, le contó lo
que comigo auia passado,
diziendoselo muy particularmente,
y con grandissima risa de los dos,
que tambien le dixo, como yo
quedaua, pensando que ella
fuesse hombre, muy presa de sus
amores. Alanio quando aquello
oyo, dissimuló lo mejor que él
pudo, diziendo que auia sido
grandissimo donayre. Y
sacandole todo lo que comigo
auia passado que no faltó cosa,
llegaron a su aldea. E de ay a
ocho dias (que para mí fueron
ocho mil años) el traydor de
Alanio (que assi lo puedo llamar
con más razon que él ha tenido
de oluidarme), se uino a mi lugar,
y se puso en parte donde yo
pudiesse uerle, al tiempo que
passaua con otras zagalas a la
fuente que cerca del lugar estaua.
E como yo lo uiese, fue tanto el
contentamiento que recibi, que no
se puede encarescer, pensando
que era el mismo que en habito
de pastora auia hablado en el
templo. E luego yo le hize señas
que se uiniesse hazia la fuente a
donde yo yua y no fue menester
mucho para entendellas. El se
uino, y allí estuuimos, hablando
todo lo que el tiempo nos dio
lugar: y el amor quedó (a lo
menos de mi parte) tan confiado
que aunque el engaño se
descubriera, (como de ay a poco
dias se descubrio) no fuera parte
para apartarme de mi
pensamiento. Alanio tambien creo
que me queria bien, y que desde
aquella hora, quedó preso de mis
amores, pero no lo mostró por la
obra tanto como deuia. Assi que
algunos dias se trataron nuestros
amores con el mayor secreto que
pudimos, pero no fue tan grande,
que la cautelosa Ysmenia no lo
supiesse: y uiendo qne ella tenia
la culpa, no solo en auerme
engañado, mas aun en auer dado
causa a que Alanio
descubriendole lo que passaua,
me amasse a mi, y pusiesse a
ella en oluido, estuuo para perder
el seso, mas consolose con
parezelle, que en sabiendo yo la
uerdad, al punto oluidaria. Y
engañauase en ello, que despues
le quise mucho más, y con muy
mayor obligacion. Pues
determinada Ysmenia de
deshazer el engaño, que por su
mal auiame hecho, me escriuio
esta carta:

CARTA DE YSMENIA PARA

SELUAGIA
Seluagia, si a los que nos quieren
tenemos obligacion de quererlos,
no ay cosa en la uida a quien más
deua que a ti, pero si las que son
causa que seamos oluidadas
deuen ser aborrescidas, a tu
discrecion lo dexo. Querria te
poner alguna culpa, de auer
puesto los ojos en el mi Alanio,
mas ¿qué hare desdichada, que
toda la culpa tengo yo de mi
desuentura? Por mi mal te ui. ¡O
Seluagia! bien pudiera yo escusar
lo que passé contigo, mas en fin
desembolturas demasiadas las
menos uezes succeden bien. Por
reyr una hora con el mi Alanio,
contandole lo que auia passado,
lloraré toda mi uida, si tú no te
dueles d'ella. Suplicote quanto
puedo, que baste este
desengaño, para que Alanio sea
de ti oluidado, y esta pastora
restituyda en lo que pudieres, que
no podras poco, si amor te da
lugar a hazer lo que suplico.
Quando yo esta carta ui, ya
Alanio me auia desengañado de
la burla que Ysmenia me auia
hecho, pero no me auia contado
los amores que entre los dos
auia, de lo qual yo no hize mucho
caso, porque estaua tan confiada
en el amor que mostraua
tenerme, que no creyera jamas,
que pensamientos passados, ni
por venir, podrian ser parte para
que él me dexasse. Y porque
Ysmenia no me tuuiesse por
descomedida, respondi a su carta
desta manera:

CARTA DE SELUAGIA PARA

YSMENIA
No sé, hermosa Ysmenia, si me
quexe de ti, o si te dé gracias, por
auerme puesto en tal
pensamiento, ni creo sabria
determinar quál destas cosas
hazer, hasta que el successo de
mis amores me lo aconseje. Por
vna parte me duele tu mal, por
otra veo que tú saliste al camino a
recebille. Libre estaua Seluagia al
tiempo que en el templo la
engañaste, y aora está subiecta a
la uoluntad de aquel a quien tú
quesiste entregalla. Dizesme que
dexe de querer a Alanio: con lo
que tú en esse caso harias,
puedo responderte. Vna cosa me
duele en estremo, y os uer que
tienes mal de que no puedes
quexarte, el qual da muy mayor
pena a quien lo padesce.
Considero aquellos ojos con que
me uiste, y aquel rostro que
despues de muy importunada me
monstraste, y pesame que cosa
tan parescida al mi Alanio,
padezca tan estraño descontento.
Mira qué remedio este para poder
auello en tu mal. Por la liberalidad
que comigo has usado en darme
la más preciosa joya que tenias,
te beso las manos. Dios quiera
que en algo te pueda seruir. Si
uieres allá el mi Alanio, dile la
razon que tiene de quererme; que
ya él sabe la que tiene de
oluidarte. Y Dios te dé el
contentamiento que desseas, con
que no sea a costa del que yo
recibo en uerme tan bien
empleada.
No pudo Ysmenia acabar de leer
esta carta, porque al medio della,
fueron tantos los sospiros y
lagrimas que por sus ojos
derramaua, que penso perder la
uida llorando. Trabajaua quanto
podia porque Alanio dexasse de
querer, y buscaua para esto
tantos remedios, como él para
apartarse donde pudiesse uerla.
No porque la queria mal, mas por
parecelle que con esto me
pagaua algo de lo mucho que me
deuia. Todos los dias que en este
proposito biuio, no vuo alguno
que yo dexasse de uerle: porque
el camino que de su lugar al mio
auia jamas dexaua de ser por él
passado. Todos trabajos tenia en
poco, si con ellos le parescia que
yo tomaua contento. Ysmenia los
dias que por él preguntaua, y le
dezian que estaua en mi aldea,
no tenia paciencia para suffrillo. E
con todo esto no auia cosa que
más contento le diesse, que
hablalle en él. Pues como la
necessidad sea tan ingeniosa que
uenga a sacar remedios donde
nadie penso hallarlos, la
desamada Ysmenia se auenturó a
tomar uno, qual pluguiera a Dios,
que por el pensamiento no le
passara, y fue fingir que queria
bien a otro pastor llamado
Montano, de quien mucho tiempo
auia sido requerida. Y era el
pastor con quien Alanio peor
estaua: y como lo determinó, assi
lo puso por obra por uer si con
esta subita mudança podria atraer
a Alanio a lo que desseaua,
porque no ay cosa que las
personas tengan por segura,
aunque la tengan en poco, que si
de subito la pierden, no les llegue
al alma el perdella. Pues como
uiesse Montano que su señora
Ysmenia tenia por bien de
corresponder al amor que él tanto
tiempo le auia tenido, ya
oyreys[1233] lo que sintiria. Fue
tanto el gozo que recibio, tantos
los seruicios, que le hizo, tantos
los trabajos en que por causa
suya se puso, que fueron parte
juntamente con las sin razones
que Alanio le auia hecho, para
que saliesse uerdadero, lo que
fingiendo la pastora auia
començado; y puso Ysmenia su
amor en el pastor Montano con
tanta firmeza, que ya no auia
cosa a quien más quisiesse que a
él, ni que menos deseasse uer
que al mi Alanio. Y esto le dio ella
a entender lo mas presto que
pudo, paresciendole, que en ello
se vengaua de su oluido, y de
auer puesto en mí el
pensamiento. Alanio aunque
sintio en estremo el ver a
Ysmenia perdida por pastor con
quien él tan mal estaua, era tanto
el amor que me tenia, que no
daua a entenderlo quanto ello era.
Mas andando algunos dias, y
considerando que él era causa de
que su enemigo fuesse tan
favorescido de Ysmenia, y que la
pastora ya huía de uelle
(muriendose no mucho antes
quando no le ueia) estuuo para
perder el seso por enojo, y
determinó de estorbar esta buena
fortuna de Montano. Para lo qual
començo nueuamente de mirar a
Ysmenia, y de no uenir a uerme
tan publico como solia ni faltar
tantas uezes en su aldea, porque
Ysmenia no lo supiesse. Los
amores entre ella y Montano yuan
muy adelante, y los mios con el
mi Alanio, se quedauan atras todo
lo que podian, no de mi parte,
pues sola la muerte podria
apartarme de mi proposito, mas
de la suya, que jamas pense uer
cosa tan mudable. Porque como
estaua tan encendido en colera
con Montano, la qual no podia ser
executada, sino con amor en la su
Ysmenia, y para esto las uenidas
a mi aldea era gran impedimiento,
y como el estar ausente de mi, le
causasse oluido, y la presencia
de la su Ysmenia grandissimo
amor, el boluio a su pensamiento
primero, y yo quedé burlada del
mio. Mas con todos los seruicios
que a Ysmenia hazia, los recados
que le embiaua, las quexas que
formaua della, jamas la pudo
mouer de su proposito, ni uuo
cosa que fuesse parte para
hazelle perder un punto d'el amor
que a Montano tenia. Pues
estando yo perdida por Alanio,
Alanio por Ysmenia, Ysmenia por
Montano, succedio que a mi
padre se le offresciessen ciertos
negocios sobre las dehesas del
Estremo, con Phileno, padre del
pastor Montano; para lo qual los
dos uinieron muchas uezes a mi
aldea, y en tiempo que Montano,
o por los sobrados fauores que
Ysmenia le hazia (que en algunos
hombres de baxo espiritu causan
fastidio) o porque tambien tenia
celos de las diligencias de Alanio,
andaua ya un poco frio en sus
amores. Finalmente que él me uio
traer mis ouejas a la majada, y en
uiendome començo a quererme,
de manera (segun lo que cada dia
yua moustrando) que ni yo a
Alanio, ni Alanio a Ysmenia, ni
Ysmenia a él, no era possible
tener mayor afection. Ved qué
estraño embuste de amor. Si por
uentura Ysmenia yua al campo,
Alanio tras ella, si Montano yua al
ganado, Ysmenia tras él, si yo
andaua al monte con mis ouejas,
Montano tras mi. Si yo sabia que
Alanio estaua en un bosque
donde solia repastar, allá me yua
tras el. Era la más nueua cosa del
mundo oyr cómo dezia Alanio
sospirando, ¡ay Ysmenia!, y cómo
Ysmenia dezia ¡ay Seluagia!, y
cómo Seluagia dezia ¡ay
Montano! y cómo Montano dezia
¡ay mi Alanio! Succedio que un
dia nos juntamos los quatro en
una floresta, que en medio de los
dos lugares auia, y la causa fue,
que Ysmenia auia ydo a uisitar
unas pastoras amigas suyas, que
cerca de alli morauan; y quando
Alanio lo supo, forçado de su
mudable pensamiento, se fue en
busca della, y la halló junto a un
arroyo, peinando sus dorados
cabellos. Yo siendo auisada por
un pastor, mi uecino, que Alanio
yua a la floresta del ualle (que
assi se llamaua) tomando delante
de mí unas cabras que en un
corral junto a mi casa estauan
encerradas, por no yr sin alguna
occasion, me fuy donde mi
desseo me encaminaua, y le hallé
a él llorando su desuentura, y a la
pastora riendose de sus
escusadas lagrimas, y burlando
de sus ardientes sospiros.
Quando Ysmenia me uio, no poco
se holgo comigo, aunque yo no
con ella; mas antes le puse
delante las razones que tenia
para agrauiarme del engaño
passado; de las quales ella supo
escusarse tan discretamente, que
pensando yo que me deuia la
satisfaction de tantos trabajos, me
dio con sus bien ordenadas
razones a entender, que yo era la
que le estaua obligada, porque si
ella me auia hecho una burla, yo
me auia satisfecho tan bien que
no tan solamente le auia quitado
a Alanio, su primo, a quien ella
auia querido mas que a si, mas
que aun tan aora tambien le traya
al su Montano muy fuera de lo
que solia ser. En esto llegó
Montano, que de una pastora
amiga mia, llamada Solisa, auia
sido auisada que con mis cabras
uenia a la floresta del ualle. E
quando alli los quatro
discordantes amadores nos
hallamos, no se puede dezir lo
que sentíamos, porque cada uno
miraua a quien no queria que le
mirasse. Y preguntaua al mi
Alanio la causa de su oluido; él
pedia misericordía a la cautelosa
Ysmenia, Ysmenia quexauase de
la tibieza de Montano; Montano
de la crueldad de Seluagia. Pues
estando de la manera que oys,
cada uno perdido por quien no le
queria, Alanio al son de su rabel
començo a cantar lo siguiente:
 No más, nympha cruel: ya
estas vengada,
no prueues tu furor en un
rendido:
la culpa a costa mia está
pagada.
Ablanda ya esse pecho
endurescido,
y resuscita un alma sepultada
en la tiniebla escura de tu
oluido;
que no cabe en tu ser, ualor y
suerte,
que un pastor como yo pueda
offenderte.
Si la ouejuela siempre ua
huyendo
de su pastor, colerico y
ayrado,
y con temor acá, y allá
corriendo,
a su pesar se alexa del
ganado;
mas ya que no la siguen,
conosciendo
que es más peligro auerse
assi alexado,
balando buelue al hato
temerosa,
será no recebilla justa cosa.
Leuanta ya essos ojos que
algun dia,
Ysmenia, por mirarme
leuantauas,
la libertad me buelue que era
mia,
y un blando coraçon que me
entregauas.
Mira (Nympha) que entonces
no sentia
aquel senzillo amor que me
mostrauas,
ya triste lo conozco y pienso
en ello,
aunque ha llegado tarde el
conoscello.
¿Cómo que fue possible, di,
enemiga,
que siendo tú muy más que yo
culpada,
con titulo cruel, con nueua
liga,
mudasses fe tan pura y
estremada?
¿Qué hado, Ysmenia, es este
que te obliga
a amar do no es possible ser
amada?
Perdona, mi señora, ya esta
culpa,
pues la occasion que diste me
desculpa.
¿Qué honra ganas, di, de
auer uengado
vn yerro a causa tuya
cometido?
¿qué excesso hize yo, que no
he pagado,
qué tengo por suffrir, que no
he suffrido?
¿Qué animo cruel, qué pecho
ayrado,
qué coraçon de fiera
endurescido,
 tan insuffrible mal no
ablandaria,
sino el de la cruel pastora
mia?
Si como yo he sentido las
razones,
que tienes, o has tenido de
oluidarme:
las penas, los trabajos, las
passiones,
el no querer oyrme, ni aun
mirarme,
llegasses a sentir las
occasiones,
que sin buscallas yo, quissiste
darme:
ni tú ternias que darme más
tormento,
ni aun yo más que pagar mi
atreuimiento.

Ansi acabó mi Alanio el suaue

canto y aun yo quisiera que
entonces se me acabara la uida, y
con mucha razon, porque no
podria llegar a más la desuentura,
que a uer yo delante mis ojos
aquel que más que a mí queria,
tan perdido por otra, y tan
oluidado de mí. Mas como yo en
estas desuenturas no fuese sola,
dissimulé por entonces, y tambien
porque la hermosa Ysmenia,
puestos los ojos en el su
Montano, començaua a cantar lo
siguiente:
 ¡Qvan fuera estoy de pensar
en lágrimas escusadas,
siendo tan aparejadas
las presentes, para dar
muy poco por las passadas!
Que si algun tiempo trataua
de amores de alguna suerte,
no pude en ello offenderte,
porque entonces m'ensayaua,
Montano, para quererte.
Enseñauame a querer,
suffria no ser querida:
sospechaua quan rendida,
Montano, te auia de ser,
y quan mal agradescida.
Ensayéme como digo,
a suffrir el mal de amor:
desengañese el pastor
que compitiere contigo,
porque en balde es su dolor.
Nadie se quexe de mi,
si me quiso, y no es querido;
que yo jamas he podido
querer otro sino a ti,
y aun fuera tiempo perdido.
Y si algun tiempo miré,
miraua, pero no uia;
que yo, pastor, no podia
dar a ninguno mi fe,
pues para ti la tenia.
Vayan sospiros a cuentos,
bueluanse los ojos fuentes,
resusciten accidentes:
que passados pensamientos
no dañarán los presentes.
Vaya el mal por donde va,
y el bien por donde quisiere:
 que yo yre por donde fuere,
pues ni el mal m'espantará,
ni aun la muerte si uiniere.

Vengado me auia Ysmenia del

cruel y desleal Alanio, si en el
amor que yo le tenia cupiera
algun desseo de vengança, mas
no tardó mucho Alanio en castigar
a Ysmenia, poniendo los ojos en
mí, y cantando este antiguo
cantar.

Amor loco ¡ay amor loco!

yo por uos, y uos por otro.
Ser yo loco, es manifiesto:
por uos ¿quien no lo será?
que mayor locura está
en no ser loco por esto;
mas con todo no es honesto
que ande loco,
por quien es loca por otro.
Ya que uiendoos, no me
ueys,
y moris porque no muero,
comed aora a mi que os
quiero
con salsa del que quereys
y con esto me hareys
ser tan loco,
como uos loca por otro.

Qvando acabó de cantar esta

postrera copla, la estraña agonia
en que todos estauamos no pudo
estoruar que muy de gana no nos
riessemos, en uer que Montano
queria que engañasse yo el gusto
de miralle, con salsa de su
competidor Alanio, como si en mi
pensamiento cupiera dejarse
engañar con apariencias de otra
cosa. A essa hora comence yo
con gran confiança a tocar mi
çampoña, cantando la cancion
que oyreys; porque a lo menos en
ella pensaua mostrar (como lo
mostre) quanto mejor me auia yo
auido en los amores, que ninguno
de los que alli estauan.

Pves no puedo descansar

a trueque de ser culpada,
guardeme Dios de oluidar,
más que de ser oluidada.
No solo donde ay oluido
no ay amor ni puede auello,
mas donde ay sospecha dello
no ay querer, sino fingido.
Muy grande mal es amar,
do esperança es escusada;
mas guardeos Dios de oluidar,
que es ayre ser oluidada.
Si yo quiero, ¿por que
quiero,
para dexar de querer?
¿que más honrra puede ser,
que morir del mal que muero?
El biuir para oluidar,
es uida tan afrentada,
que me está mejor amar,
hasta morir de oluidada.
Acabada mi cancion, las lagrimas
de los pastores fueron tantas,
especialmente las de la hermosa
pastora Ysmenia, que por fuerça
me hizieron participar de su
tristeza, cosa que yo pudiera bien
escusar, pues no se me podia
atribuir culpa alguna de mi gran
desuentura (como todos los que
alli estauan, sabian muy bien).
Luego a la ora nos fuymos cada
uno a su lugar, porque no era
cosa que a nuestra honestidad
conuenia estar a horas tan
sospechosas fuera dél. E al otro
dia mi padre sin dezirme la causa,
me sacó de nuestra aldea, y me
ha traydo a la nuestra, en casa de
Albania mi tia, y su hermana, que
uosotros muy bien conoceys,
donde estoy algunos dias ha, sin
saber qué aya sido la causa de mi
destierro. Despues acá entendi,
que Montano se auia casado con
Ysmenia, y que Alanio se
pensaua casar con otra hermana
suya, llamada Syluia. Plega a
Dios que ya que no fue mi
uentura podelle yo gozar, que con
la nueua esposa se goce, como
yo desseo (que no seria poco)
porque el amor que yo le tengo,
no suffre menos, sino dessealle
todo el contento del mundo.
Acabado de dezir esto la hermosa
Seluagia començo a derramar
muchas lagrimas: y los pastores