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Evolving Towards the Internetworked Enterprise: Technological and Organizational Perspectives [Kõva köide]

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  • Formaat: Hardback, 213 pages, kõrgus x laius: 235x155 mm, kaal: 1110 g, XI, 213 p., 1 Hardback
  • Ilmumisaeg: 21-Sep-2010
  • Kirjastus: Springer-Verlag New York Inc.
  • ISBN-10: 1441972781
  • ISBN-13: 9781441972781
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Evolving Towards the Internetworked Enterprise: Technological and Organizational PerspectivesSuurem pilt
  • Formaat: Hardback, 213 pages, kõrgus x laius: 235x155 mm, kaal: 1110 g, XI, 213 p., 1 Hardback
  • Ilmumisaeg: 21-Sep-2010
  • Kirjastus: Springer-Verlag New York Inc.
  • ISBN-10: 1441972781
  • ISBN-13: 9781441972781
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781441972781.html
Märksõnad:
A new model of business has emerged within the Digital-Economy called Internetworked Enterprise (IE); it's a model that posits networks, communities of individuals and refusal of a centralized mindset as the core elements of the new frame of reference. Internetworked Enterprises are called by some scholars 'Extended' Enterprises, which use digital network to co-operate and compete with other e-business community partners by exchanging knowledge and information across trans-national borders.Evolving Towards the Internetworked Enterprise: Technological and Organizational Perspectives is an edited volume based on a three year research project financed by the Italian Ministry of Research and Education. Researchers for this project are located at Polytechnic of Milan, University of Milan, University of Chieti, Engineering S.P.A and ISUFI-University of Salento. This book presents an overview of IE business methodologies, models, and an interpretative framework analyzing the sector and organizational contingencies that influence the digitalization of organizational processes in networks of SMEs (Small and Medium Enterprise). A set of case studies that provide empirical evidence on the IE phenomenon is included as well.This book is designed for advanced-level students in computer science and business management concentrating on e-business, digital computing, information technology, economics of technology and innovation management as a reference or secondary text book. Practitioners working in these fields as corporate strategic planners and consultants will also find this book a valuable asset.

This book presents an overview of IE business methodologies, models and an interpretative framework analyzing the sector and organizational contingencies that influence the digitalization of organizational processes in networks of small and medium enterprise.

Arvustused

From the reviews:

Passiante, along with the other authors of the papers collected in this book, exposes the secrets and power of internetworked enterprises (IEs). The first six papers describe the development methodologies, modeling environments, architectures, infrastructure, and business processes of such extended enterprises, as well as the issues with managing them. The remaining six papers are case studies that describe actual designs and implementations of IEs. Move this book to the top of your reading list. The future it describes is only 20 minutes away. (Ernest Hughes, ACM Computing Reviews, December, 2010)

Chapter 1 Towards an Internetworked Enterprise: some issues to be discussed
1(16)
1.1 IE theoretical background
1(7)
1.1.1 From vertical corporation to network organization
2(3)
1.1.2 From industrial cluster to virtual networks
5(3)
1.2 IE from theory to practice
8(5)
1.2.1 From the strategy to the Business Model
9(1)
1.2.2 The "Business Model" enabling Architecture: a strategic tool to design effective socio-technical systems
10(1)
1.2.3 Linking the Business Model with the Enterprise Architecture
11(2)
1.3 Conclusion
13(4)
References
14(3)
Chapter 2 A methodology aimed at fostering and sustaining the development processes of an IE-based industry
17(24)
2.1 The TEKNE project Methodology of change
17(2)
2.2 Overview on the adopted approach
19(2)
2.3 The Methodology of change step by step
21(16)
2.3.1 Environment analysis
22(3)
2.3.2 Business Network Analysis
25(3)
2.3.3 Business Model analysis
28(1)
2.3.3.1 The Business Model Ontology
28(2)
2.3.3.2 The value flow
30(1)
2.3.4 Requirements analysis and architecture design
31(1)
2.3.4.1 Collaborative Storytelling
31(1)
2.3.4.2 Definition of a value-driven architecture
32(2)
2.3.5 Deployment Strategy
34(1)
2.3.6 Measurement of the change impact
35(2)
2.4 Conclusion
37(4)
References
38(3)
Chapter 3 A network-oriented business modeling environment
41(20)
3.1 Introduction
41(1)
3.2 Business Modeling
42(2)
3.3 SBVR Modeling Tool
44(3)
3.3.1 Overview of SBVR
45(1)
3.3.2 The conceptual architecture of the SBVR modeling tool
46(1)
3.4 Distributed model repository
47(4)
3.4.1 MOF foundation of the repository
48(2)
3.4.2 The conceptual architecture of the model repository
50(1)
3.4.3 Query/View/Transformation
51(1)
3.5 Search and retrieval system
51(8)
3.6 Conclusions
59(2)
References
60(1)
Chapter 4 Model-based service-oriented architectures for Internetworked Enterprises
61(36)
4.1 Introduction
61(1)
4.2 Modeling service-based business processes
62(10)
4.2.1 Processes and services definition
63(2)
4.2.2 Semantic service description
65(1)
4.2.3 Quality model
66(5)
4.2.3.1 Quality offering
71(1)
4.2.3.2 Quality request
71(1)
4.3 Service identification methodology
72(3)
4.4 Service Discovery
75(11)
4.4.1 Semantic-driven service discovery
76(1)
4.4.1.1 Semantic service matchmaking
77(2)
4.4.1.2 P2P service discovery
79(4)
4.4.2 Quality-aware matchmaking
83(1)
4.4.2.1 Low-level evaluation
84(1)
4.4.2.2 High-level evaluation
84(2)
4.5 Service Interaction Design
86(8)
4.5.1 Modeling processes IMPLICITLY with hypertext design primitives
89(5)
4.6 Conclusions
94(3)
References
95(2)
Chapter 5 A technological infrastructure to sustain Internetworked Enterprises
97(22)
5.1 Introduction
97(2)
5.2 Overall Architecture
99(2)
5.3 Peer Registry and Knowledge Base
101(2)
5.4 Semantic Layer
103(7)
5.4.1 Semantic Match
106(2)
5.4.2 Peer Clustering
108(1)
5.4.3 Service MatchMaker
108(1)
5.4.4 Semantic Neighbor Manager
109(1)
5.4.5 Semantic Routing & Discovery
110(1)
5.5 Distributed Authentication and Authorization System
110(5)
5.6 Conclusions
115(4)
References
116(3)
Chapter 6 Monitoring Business Processes
119(14)
6.1 Introduction
119(1)
6.2 Monitoring to Change
120(3)
6.2.1 Performance Measurement
120(1)
6.2.3 The TEKNE approach
121(2)
6.3 The Metrics Framework
123(7)
6.3.1 Discovery
123(2)
6.3.2 Conformance
125(1)
6.3.3 An Approach based on Logics
126(1)
6.3.4 Implementing Performance Indicators
126(2)
6.3.5 The TEKNE Architecture
128(2)
6.4 Conclusions
130(3)
References
131(2)
Chapter 7 SuperJet International case study: a business network start-up in the aeronautics industry
133(14)
7.1 Introduction
133(1)
7.2 Enterprise Networks: characteristics
134(2)
7.3 Case study plan and interviews
136(1)
7.4 SuperJet International: the start-up of a network in the aerospace industry
137(2)
7.5 Techno-organizational deployment in the SJI case study
139(5)
7.6 Conclusions
144(3)
References
145(2)
Chapter 8 Avio case study: the MRO process
147(16)
8.1 Introduction
147(2)
8.2 As-is: assessment of the unit of analysis
149(5)
8.3 To-be: business model re-design
154(6)
8.3.1 Product
155(1)
8.3.2 Customer interface
155(2)
8.3.3 Infrastructure management
157(1)
8.3.4 Financial aspects
158(1)
8.3.5 Value flows
159(1)
8.4 Conclusions and future work
160(3)
References
162(1)
Chapter 9 Inter-organizational design: exploring the relationship between formal architecture and ICT investments
163(12)
9.1 Introduction
163(2)
9.2 Theoretical Background
165(1)
9.3 The empirical context: Engineering S.p.A.
166(1)
9.4 Method
167(1)
9.5 Results
168(4)
9.5.1 Descriptive Results
168(1)
9.5.2 Analytical results
169(3)
9.6 Discussion and Conclusions
172(3)
References
173(2)
Chapter 10 Communication flows in an SME network: the C.I.S.I. consortium case
175(12)
10.1 Introduction
175(2)
10.2 Literature review and model development
177(2)
10.2.1 Networks and the diffusion of innovation
177(1)
10.2.2 Personal relationships and networks
178(1)
10.3 The empirical context: CISI consortium
179(1)
10.4 Method
179(1)
10.5 Discussion of Results
180(2)
10.5.1 Strategic activities are mostly enabled by consortium-related associations
180(1)
10.5.2 Strong link between geographic relationships and innovative activities
181(1)
10.5.3 Role of key individuals in strategic activities
181(1)
10.5.4 Role of key clients in the diffusion of organizational innovations
182(1)
10.5.5 Personal relationships enable the diffusion and adoption of innovation
182(1)
10.6 Conclusion
182(5)
References
184(3)
Chapter 11 Tisettanta case study: the interoperation of furniture production companies
187(10)
11.1 Introduction
187(1)
11.2 Company overview
188(1)
11.3 Supply chain
189(1)
11.4 Stock management - outline
190(1)
11.5 Production process - outline
190(1)
11.6 Distribution chain
190(1)
11.7 ICT infrastructure and applications
191(1)
11.8 Possible improvements enabled by ICT technologies
192(1)
11.9 Collaboration process models
192(2)
11.10 Conclusions
194(3)
References
195(2)
Chapter 12 An analysis of models and practices in Human Resource Management processes and the relationship between firms and outsourcers: a case study
197
12.1 HR Outsourcing
197(6)
12.1.1 The reasons a company outsources its HR processes
198(1)
12.1.1.1 Cost Reduction
198(1)
12.1.1.2 Improvement of service levels
199(1)
12.1.1.3 Rendering the cost structure of the HR function flexible
199(1)
12.1.2 Selecting HR processes to outsource
199(1)
12.1.2.1 Core Competence View
200(1)
12.1.2.2 Resource Based View
201(1)
12.1.2.3 Transaction Cost Economics
202(1)
12.2 HRO Relationships
203(2)
12.2.1 Types of relationships
203(1)
12.2.2 The level of supplier delegation
203(1)
12.2.3 Relationship governance
204(1)
12.2.4 The organizational interface between customer and supplier
205(1)
12.3 The Complexity of HRO Projects: a case study
205(7)
12.3.1 The case
206(1)
12.3.2 Objectives of HRO and outsourced activities
206(1)
12.3.3 Phases in the process towards HR Outsourcing
207(1)
12.3.4 Mapping the flow of outsourced HR processes
208(1)
12.3.4.1 Recruitment
208(1)
12.3.4.2 Training
209(1)
12.3.4.3 Payroll
210(1)
12.3.5 Competencies required by the HR Outsourcing process
211(1)
12.3.6 Role of the HR Department following HR Outsourcing
212(1)
12.4 Conclusion
212
References
213