
Evolving Towards the Internetworked Enterprise
by Passiante, Giuseppina; Maier, RonaldRent Textbook
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Summary
Table of Contents
Towards an Internetworked Enterprise: some issues to be discussed | p. 1 |
IE theoretical background | p. 1 |
From vertical corporation to network organization | p. 2 |
From industrial cluster to virtual networks | p. 5 |
IE from theory to practice | p. 8 |
From the strategy to the Business Model | p. l9 |
The "Business Model" enabling Architecture: a strategic tool to design effective socio-technical systems | p. 10 |
Linking the Business Model with the Enterprise Architecture | p. 11 |
Conclusion | p. 13 |
References | p. 14 |
A methodology aimed at fostering and sustaining the development processes of an IE-based industry | p. 17 |
The TEKNE project Methodology of change | p. 17 |
Overview on the adopted approach | p. 19 |
The Methodology of change step by step | p. 21 |
Environment analysis | p. 22 |
Business Network Analysis | p. 25 |
Business Model analysis | p. 28 |
The Business Model Ontology | p. 28 |
The value flow | p. 30 |
Requirements analysis and architecture design | p. 31 |
Collaborative Storytelling | p. 31 |
Definition of a value-driven architecture | p. 32 |
Deployment Strategy | p. 34 |
Measurement of the change impact | p. 35 |
Conclusion | p. 37 |
References | p. 38 |
A network-oriented business modeling environment | p. 41 |
Introduction | p. 41 |
Business Modeling | p. 42 |
SBVR Modeling Tool | p. 44 |
Overview of SBVR | p. 45 |
The conceptual architecture of the SBVR modeling tool | p. 46 |
Distributed model repository | p. 47 |
MOF foundation of the repository | p. 48 |
The conceptual architecture of the model repository | p. 50 |
Query/View/Transformation | p. 51 |
Search and retrieval system | p. 51 |
Conclusions | p. 59 |
References | p. 60 |
Model-based service-oriented architectures for Internetworked Enterprises | p. 61 |
Introduction | p. 61 |
Modeling service-based business processes | p. 62 |
Processes and services definition | p. 63 |
Semantic service description | p. 65 |
Quality model | p. 66 |
Quality offering | p. 71 |
Quality request | p. 71 |
Service identification methodology | p. 72 |
Service Discovery | p. 75 |
Semantic-driven service discovery | p. 76 |
Semantic service matchmaking | p. 77 |
P2P service discovery | p. 79 |
Quality-aware matchmaking | p. 83 |
Low-level evaluation | p. 84 |
High-level evaluation | p. 84 |
Service Interaction Design | p. 86 |
Modeling processes IMPLICITLY with hypertext design primitives | p. 89 |
Conclusions | p. 94 |
References | p. 95 |
A technological infrastructure to sustain Internetworked Enterprises | p. 97 |
Introduction | p. 97 |
Overall Architecture | p. 99 |
Peer Registry and Knowledge Base | p. 101 |
Semantic Layer | p. 103 |
Semantic Match | p. 106 |
Peer Clustering | p. 108 |
Service MatchMaker | p. 108 |
Semantic Neighbor Manager | p. 109 |
Semantic Routing & Discovery | p. 110 |
Distributed Authentication and Authorization System | p. 110 |
Conclusions | p. 115 |
References | p. 116 |
Monitoring Business Processes | p. 119 |
Introduction | p. 119 |
Monitoring to Change | p. 120 |
Performance Measurement | p. 120 |
The TEKNE approach | p. 121 |
The Metrics Framework | p. 123 |
Discovery | p. 123 |
Conformance | p. 125 |
An Approach based on Logics | p. 126 |
Implementing Performance Indicators | p. 126 |
The TEKNE Architecture | p. 128 |
Conclusions | p. 130 |
References | p. 131 |
SuperJet International case study: a business network start-up in the aeronautics industry | p. 133 |
Introduction | p. 133 |
Enterprise Networks: characteristics | p. 134 |
Case study plan and interviews | p. 136 |
SuperJet International: the start-up of a network in the aerospace industry | p. 137 |
Techno-organizational deployment in the SJI case study | p. 139 |
Conclusions | p. 144 |
References | p. 145 |
Avio case study: the MRO process | p. 147 |
Introduction | p. 147 |
As-is: assessment of the unit of analysis | p. 149 |
To-be: business model re-design | p. 154 |
Product | p. 155 |
Customer interface | p. 155 |
Infrastructure management | p. 157 |
Financial aspects | p. 158 |
Value flows | p. 159 |
Conclusions and future work | p. 160 |
References | p. 162 |
Inter-organizational design: exploring the relationship between formal architecture and ICT investments | p. 163 |
Introduction | p. 163 |
Theoretical Background | p. 165 |
The empirical context: Engineering S.p.A | p. 166 |
Method | p. 167 |
Results | p. 168 |
Descriptive Results | p. 168 |
Analytical results | p. 169 |
Discussion and Conclusions | p. 172 |
References | p. 173 |
Communication flows in an SME network: the C.I.S.I consortium case | p. 175 |
Introduction | p. 175 |
Literature review and model development | p. 177 |
Networks and the diffusion of innovation | p. 177 |
Personal relationships and networks | p. 178 |
The empirical context: CISI consortium | p. 179 |
Method | p. 179 |
Discussion of Results | p. 180 |
Strategic activities are mostly enabled by consortium-related associations | p. 180 |
Strong link between geographic relationships and innovative activities | p. 181 |
Role of key individuals in strategic activities | p. 181 |
Role of key clients in the diffusion of organizational innovations | p. 182 |
Personal relationships enable the diffusion and adoption of innovation | p. 182 |
Conclusion | p. 182 |
References | p. 184 |
Tisettanta case study: the interoperation of furniture production companies | p. 187 |
Introduction | p. 187 |
Company overview | p. 188 |
Supply chain | p. 189 |
Stock management - outline | p. 190 |
Production process - outline | p. 190 |
Distribution chain | p. 190 |
ICT infrastructure and applications | p. 191 |
Possible improvements enabled by ICT technologies | p. 192 |
Collaboration process models | p. 192 |
Conclusions | p. 194 |
References | p. 195 |
An analysis of models and practices in Human Resource Management processes and the relationship between firms and outsourcers: a case study | p. 197 |
HR Outsourcing | p. 197 |
The reasons a company outsources its HR processes | p. 198 |
Cost Reduction | p. 198 |
Improvement of service levels | p. 199 |
Rendering the cost structure of the HR function flexible | p. 199 |
Selecting HR processes to outsource | p. 199 |
Core Competence View | p. 200 |
Resource Based View | p. 201 |
Transaction Cost Economics | p. 202 |
HRO Relationships | p. 203 |
Types of relationships | p. 203 |
The level of supplier delegation | p. 203 |
Relationship governance | p. 204 |
The organizational interface between customer and supplier | p. 205 |
The Complexity of HRO Projects: a case study | p. 205 |
The case | p. 206 |
Objectives of HRO and outsourced activities | p. 206 |
Phases in the process towards HR Outsourcing | p. 207 |
Mapping the flow of outsourced HR processes | p. 208 |
Recruitment | p. 208 |
Training | p. 209 |
Payroll | p. 210 |
Competencies required by the HR Outsourcing process | p. 211 |
Role of the HR Department following HR Outsourcing | p. 212 |
Conclusion | p. 212 |
References | p. 213 |
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