Passiante Evolving Towards the Internetworked Enterprise

Technological and Organizational Perspectives
1. Auflage 2010
ISBN: 978-1-4419-7279-8
Verlag: Springer
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 213 Seiten

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.

Autoren/Hrsg.

Passiante, Giuseppina

Inhaltsverzeichnis

1;Foreword;6
2;Contents;8
3;Chapter 1 - Towards an Internetworked Enterprise: some issues to be discussed;14
3.1;1.1 IE theoretical background;14
3.1.1;1.1.1 From vertical corporation to network organization;15
3.1.2;1.1.2 From industrial cluster to virtual networks;18
3.2;1.2 IE from theory to practice;21
3.2.1;1.2.1 From the strategy to the Business Model;22
3.2.2;1.2.2 The “Business Model” enabling Architecture: a strategic tool to design effective socio-technical systems;23
3.2.3;1.2.3 Linking the Business Model with the Enterprise Architecture;24
3.3;1.3 Conclusion;26
3.4;References;27
4;Chapter 2: A methodology aimed at fostering and sustaining the development processes of an IE-based industry;30
4.1;2.1 The TEKNE project Methodology of change;30
4.2;2.2 Overview on the adopted approach;32
4.3;2.3 The Methodology of change step by step;34
4.3.1;2.3.1 Environment analysis;35
4.3.2;2.3.2 Business Network Analysis;38
4.3.3;2.3.3 Business Model analysis;41
4.3.3.1;2.3.3.1 The Business Model Ontology;41
4.3.3.2;2.3.3.2 The value flow;43
4.3.4;2.3.4 Requirements analysis and architecture design;44
4.3.4.1;2.3.4.1 Collaborative Storytelling;44
4.3.4.2;2.3.4.2 Definition of a value-driven architecture;45
4.3.5;2.3.5 Deployment Strategy;47
4.3.6;2.3.6 Measurement of the change impact;48
4.4;2.4 Conclusion;50
4.5;References;51
5;Chapter 3 - A network-oriented business modeling environment;54
5.1;3.1 Introduction;54
5.2;3.2 Business Modeling;55
5.3;3.3 SBVR Modeling Tool;57
5.3.1;3.3.1 Overview of SBVR;58
5.3.2;3.3.2 The conceptual architecture of the SBVR modeling tool;59
5.4;3.4 Distributed model repository;60
5.4.1;3.4.1 MOF foundation of the repository;61
5.4.2;3.4.2 The conceptual architecture of the model repository;63
5.4.3;3.4.3 Query/View/Transformation;64
5.5;3.5 Search and retrieval system;64
5.6;3.6 Conclusions;72
5.7;References;73
6;Chapter 4 - Model-based service-oriented architectures for Internetworked Enterprises;74
6.1;4.1 Introduction;74
6.2;4.2 Modeling service-based business processes;75
6.2.1;4.2.1 Processes and services definition;76
6.2.2;4.2.2 Semantic service description;78
6.2.3;4.2.3 Quality model;79
6.2.3.1;4.2.3.1 Quality offering;84
6.2.3.2;4.2.3.2 Quality request;84
6.3;4.3 Service identification methodology;85
6.4;4.4 Service Discovery;88
6.4.1;4.4.1 Semantic-driven service discovery;89
6.4.1.1;4.4.1.1 Semantic service matchmaking;90
6.4.1.2;4.4.1.2 P2P service discovery;92
6.4.2;4.4.2 Quality-aware matchmaking;96
6.4.2.1;4.4.2.1 Low-level evaluation;97
6.4.2.2;4.4.2.2 High-level evaluation;97
6.5;4.5 Service Interaction Design;99
6.5.1;4.5.1 Modeling processes IMPLICITLY with hypertext design primitives;102
6.6;4.6 Conclusions;107
6.7;References;108
7;Chapter 5 - A technological infrastructure to sustain Internetworked Enterprises;110
7.1;5.1 Introduction;110
7.2;5.2 Overall Architecture;112
7.3;5.3 Peer Registry and Knowledge Base;114
7.4;5.4 Semantic Layer;116
7.4.1;5.4.1 Semantic Match;119
7.4.2;5.4.2 Peer Clustering;121
7.4.3;5.4.3 Service MatchMaker;121
7.4.4;5.4.4 Semantic Neighbor Manager;122
7.4.5;5.4.5 Semantic Routing & Discovery;123
7.5;5.5 Distributed Authentication and Authorization System;123
7.6;5.6 Conclusions;128
7.7;References;129
8;Chapter 6 - Monitoring Business Processes;131
8.1;6.1 Introduction;131
8.2;6.2 Monitoring to Change;132
8.2.1;6.2.1 Performance Measurement;132
8.2.2;6.2.3 The TEKNE approach;133
8.3;6.3 The Metrics Framework;135
8.3.1;6.3.1 Discovery;135
8.3.2;6.3.2 Conformance;137
8.3.3;6.3.3 An Approach based on Logics;138
8.3.4;6.3.4 Implementing Performance Indicators;138
8.3.5;6.3.5 The TEKNE Architecture;140
8.4;6.4 Conclusions;142
8.5;References;143
9;Chapter 7 – SuperJet International case study: a business network start-up in the aeronautics industry;145
9.1;7.1 Introduction;145
9.2;7.2 Enterprise Networks: characteristics;146
9.3;7.3 Case study plan and interviews;148
9.4;7.4 SuperJet International: the start-up of a network in the aerospace industry;149
9.5;7.5 Techno-organizational deployment in the SJI case study;151
9.6;7.6 Conclusions;156
9.7;References;157
10;Chapter 8 - Avio case study: the MRO process;158
10.1;8.1 Introduction;158
10.2;8.2 As-is: assessment of the unit of analysis;160
10.3;8.3 To-be: business model re-design;165
10.3.1;8.3.1 Product;166
10.3.2;8.3.2 Customer interface;166
10.3.3;8.3.3 Infrastructure management;168
10.3.4;8.3.4 Financial aspects;169
10.3.5;8.3.5 Value flows;170
10.4;8.4 Conclusions and future work;171
10.5;References;173
11;Chapter 9 - Inter-organizational design: exploring the relationship between formal architecture and ICT investments;174
11.1;9.1 Introduction;174
11.2;9.2 Theoretical Background;176
11.3;9.3 The empirical context: Engineering S.p.A.;177
11.4;9.4 Method;178
11.5;9.5 Results;179
11.5.1;9.5.1 Descriptive Results;179
11.5.2;9.5.2 Analytical results;180
11.6;9.6 Discussion and Conclusions;183
11.7;References;184
12;Chapter 10 - Communication flows in an SME network: the C.I.S.I consortium case;186
12.1;10.1 Introduction;186
12.2;10.2 Literature review and model development;188
12.2.1;10.2.1 Networks and the diffusion of innovation;188
12.2.2;10.2.2 Personal relationships and networks;189
12.3;10.3 The empirical context: CISI consortium;190
12.4;10.4 Method;190
12.5;10.5 Discussion of Results;191
12.5.1;10.5.1 Strategic activities are mostly enabled by consortium-related associations;191
12.5.2;10.5.2 Strong link between geographic relationships and innovative activities;192
12.5.3;10.5.3 Role of key individuals in strategic activities;192
12.5.4;10.5.4 Role of key clients in the diffusion of organizational innovations;193
12.5.5;10.5.5 Personal relationships enable the diffusion and adoption of innovation;193
12.6;10.6 Conclusion;193
12.7;References;195
13;Chapter 11- Tisettanta case study: theinteroperation of furniture production companies;197
13.1;11.1 Introduction;197
13.2;11.2 Company overview;198
13.3;11.3 Supply chain;199
13.4;11.4 Stock management - outline;200
13.5;11.5 Production process - outline;200
13.6;11.6 Distribution chain;200
13.7;11.7 ICT infrastructure and applications;201
13.8;11.8 Possible improvements enabled by ICT technologies;202
13.9;11.9 Collaboration process models;202
13.10;11.10 Conclusions;204
13.11;References;205
14;Chapter 12 – An analysis of models and practices in Human Resource Management processes and the relationship between firms and outsourcers: a case study;206
14.1;12.1 HR Outsourcing;206
14.1.1;12.1.1 The reasons a company outsources its HR processes;207
14.1.1.1;12.1.1.1 Cost Reduction;207
14.1.1.2;12.1.1.2 Improvement of service levels;208
14.1.1.3;12.1.1.3 Rendering the cost structure of the HR function flexible;208
14.1.2;12.1.2 Selecting HR processes to outsource;208
14.1.2.1;12.1.2.1 Core Competence View;209
14.1.2.2;12.1.2.2 Resource Based View;210
14.1.2.3;12.1.2.3. Transaction Cost Economics;211
14.2;12.2 HRO Relationships;212
14.2.1;12.2.1 Types of relationships;212
14.2.2;12.2.2 The level of supplier delegation;212
14.2.3;12.2.3 Relationship governance;213
14.2.4;12.2.4 The organizational interface between customer and supplier;214
14.3;12.3 The Complexity of HRO Projects: a case study;214
14.3.1;12.3.1 The case;215
14.3.2;12.3.2 Objectives of HRO and outsourced activities;215
14.3.3;12.3.3 Phases in the process towards HR Outsourcing;216
14.3.4;12.3.4 Mapping the flow of outsourced HR processes;217
14.3.4.1;12.3.4.1. Recruitment;217
14.3.4.2;12.3.4.2 Training;218
14.3.4.3;12.3.4.3 Payroll;219
14.3.5;12.3.5 Competencies required by the HR Outsourcing process;220
14.3.6;12.3.6 Role of the HR Department following HR Outsourcing;221
14.4;12.4 Conclusion;221
14.5;References;222