面向业务问题求解的知识供应过程模型

为了满足企业在业务问题求解方面的实际需求,提出了一个面向业务问题求解的知识供应过程模型。该模型提出了知识供应过程中的问题空间、知识空间和流程空间的概念及其关联关系,并进一步给出了包含知识的获取、评价、存储和重用的知识供应过程的有关算法。该模型与算法将业务问题求解过程与知识供应过程进行了融合,通过关联关系实现了知识的主动供应,在优化了业务问题求解过程的同时,提高了知识积累的质量和知识重用的效率。基于该模型建立了知识管理问题求解的原型系统KMPSS,并得到了初步应用验证。     

Use of Ontologies as Representation Support of Workflows Oriented to Administrative Management

One of the applications of workflow systems is the management of administrative processes characterized by the transmission of information elements among users of an organization. Tasks contained in these processes are carried out by users responsible for confirming, modifying or adding information throughout. These processes need to be defined in workflow management systems in which all the elements are perfectly identified and are easily adaptable to changes that may arise in the sequences of tasks, in the users involved or in the data transmitted from one task to another. For this kind of processes is easier to reuse those represented in ontologies. On one hand, existing ontologies for representing some domain elements can be reused. At the same time, ontologies have an excellent expressive capacity to define tasks, their relationships and the flow control among them with precision. This paper proposes a complete model, together with the necessary software tools, for tackling this issue.

The process map as an instrument to standardize processes: design and application at a financial service provider

The standardization of processes and the identification of shared business services in a service-oriented architecture (SOA) are currently widely discussed. Above all in practice, however, there still is a lack of appropriate instruments to support these tasks. In this paper an approach for a process map is introduced which allows for a systematic presentation—as complete as possible—of the processes in an enterprise (division). After a consistent refinement of the process has taken place by means of aggregation/disaggregation respectively, generalization/specialization relations, it is possible to identify primarily functional similarities of the detailed sub-processes. The application of the process map at a financial service provider (FSP) highlights how these similarities can be taken as a basis to standardize processes and to identify shared services.     

Strategic reasoning about business models: a conceptual modeling approach

Strategic reasoning about business models is an integral part of service design. In fast moving markets, businesses must be able to recognize and respond strategically to disruptive change. They have to answer questions such as: what are the threats and opportunities in emerging technologies and innovations? How should they target customer groups? Who are their real competitors? How will competitive battles take shape? In this paper we define a strategic modeling framework to help understand and analyze the goals, intentions, roles, and the rationale behind the strategic actions in a business environment. This understanding is necessary in order to improve existing or design new services. The key component of the framework is a strategic business model ontology for representing and analyzing business models and strategies, using the i* agent and goal oriented methodology as a basis. The ontology introduces a strategy layer which reasons about alternative strategies that are realized in the operational layer. The framework is evaluated using a retroactive example of disruptive technology in the telecommunication services sector from the literature.     

云南安通实业公司建设警体文化中心业务综合管理系统中网络系统解决方案

进入21世纪,全球经济正逐步走向一体化,信息交流日益频繁,企业信息化已经成为企业成功的一个必要因素。企业利用信息技术(包括计算机技术、网络通信技术和自动化技术等)改善企业的经营、管理、生产的各个环节,提高生产效率,提高产品质量,降低消耗,提高企业的创新能力,是提高企业现代化生产和科学组织管理的有效途径。本文根据云南安通实业公司建设警体文化中心业务综合管理系统解决方案。重点论述网络系统解决方案。     

基于DW和OLAP的税务决策支持系统的方案设计

目前税务部门都建立起了面向事务处理的税收征管信息系统(OLTP系统).但这些系统缺乏对历史数据的有效分析和利用,很难为决策者提供综合的、高效的辅助决策信息,因此提出了采用数据仓库技术和联机分析技术实现税务征管信息化的解决方案.为税务部门决策科学化、理性化提供可靠保障.提升税收工作的计划、决策、执行、监控和管理能力.     

Disciplined autonomy: How business analytics complements customer involvement for digital innovation

The rise of big data and the fluid boundaries of digital products are driving companies to use business analytics (BA) to power their customer involvement. The complementarity view offers unique competence to generate value from BA because capability complementarity is less likely to be replicated or imitated. Unlike prior studies on BA-enabled value realization, our research investigates the interactions of BA and customer involvement capabilities using the complementarity view. We tested our model using data collected from 317 IT companies in China. Our results suggest that BA value realization requires both a top-down mechanism in which BA skills provide global guidance for alignment with a company’s goals and a bottom-up mechanism in which BA culture empowers local autonomy for adaptation to ever-changing needs. Our BA-complemented mechanisms provide research and practice with a way to concurrently use BA and customer involvement capabilities to address the duality of digital innovation. We further suggest that BA skills are necessary but insufficient for digital innovation because BA culture demonstrates a stronger effect in complementing organizations’ existing capabilities than BA skills do.     

Strategic innovation through outsourcing – A theoretical review

Competition in the Information Technology Outsourcing (ITO) and Business Process Outsourcing (BPO) industry is increasingly moving from being motivated by cost savings towards strategic benefits that service providers can offer to their clients. Innovation is one such benefit that is expected nowadays in outsourcing engagements. The rising importance of innovation has been noticed and acknowledged not only in the Information Systems (IS) literature, but also in other management streams such as innovation and strategy. However, to date, these individual strands of research remain largely isolated from each other. Our theoretical review addresses this gap by consolidating and analyzing research on strategic innovation in the ITO and BPO context. The article set includes 95 papers published between 1998 and 2020 in outlets from the IS and related management fields. We craft a four-phase framework that integrates prior insights about (1) the antecedents of the decision to pursue strategic innovation in outsourcing settings; (2) arrangement options that facilitate strategic innovation in outsourcing relationships; (3) the generation of strategic innovations; and (4) realized strategic innovation outcomes, as assessed in the literature. We find that the research landscape to date is skewed, with many studies focusing on the first two phases. The last two phases remain relatively uncharted. We also discuss how innovation-oriented outsourcing insights compare with established research on cost-oriented outsourcing engagements. Finally, we offer directions for future research.     

Technology landscape and a short patentometric review for antibiofilm technologies

This study presents an overview and a short critical review of patented antibiofilm technologies. Patent information was used to determine scenarios that could be used by decision-makers or business intelligence. The study found that academia, mainly from the USA, has been applying for the most patents since 1997. Based on the S-curve analysis, the maturity of this technology sector is emerging. The technological specialization for the 10 most prominent patent applicants and state-of-the-art antibiofilm patents are presented.The high dispersion of patent applicants, the presence of universities among the most active patent applicants, and the content of the patents analyzed are good indicators to infer that developed technologies are close to the academic level. Moreover, many efforts are necessary to bring these technologies into the market.Polymers-N-based, amino acids and peptides, P and S compounds, chelating agents and organometallic complexes, nanoparticles, or composites are claimed to be active against biofilm formation. Such compounds are presented in this work, and in rare cases, they are described as compositions ready for use as marketable products.     

Management Systems: the End of the Beginning?

For many years quality managers have been striving to merge the requirements of management systems into business as usual. Traditional paper-based formats have made this very difficult to achieve. However, the advance of technology and the transfer of information to the electronic medium have provided new opportunities. In the new medium the EFQM Business Excellence Model may be used as a navigational tool to finally solve this problem.