Showing papers by "John S. Edwards published in 1999"

Human resource management aspects of business process reengineering: a survey

Abstract: Examines the relationship between business process re‐engineering (BPR) and human resource management. A number of propositions relating to aspects of human resource management are derived from the literature, and examined by interviewing senior managers in UK organisations where business process re‐engineering projects had either been completed or were still in progress. The propositions are analysed under four major headings: structure and culture, the role of managers, team working, and reward system. The conclusion is that BPR principles on the management of human resources as stated in the literature seem to find a full application in most of the organisations investigated. However, there were two exceptions to the expectations in the literature. The first was that there would be a change to a process‐based structure; a change is seen in the majority of cases, but to a matrix style of organisation. The second was the implication that team‐based reward systems would appear; this has only happened in a minority of cases. Overall, for the organisations studied which have undergone BPR, a very clear pattern emerges with respect to human resource management practices.

A framework for a hybrid intelligent system in support of marketing strategy development

Abstract: A framework for a hybrid intelligent support system is proposed, on the basis of a discussion of the main problems of current computer-based support systems and the roles for computer-based systems in developing marketing strategy. The objectives of the framework are: to integrate the strengths of different support techniques and technologies; to assist strategic analysis; to couple strategic analysis with managers’ judgement; to help managers deal with uncertainty; and to aid strategic thinking. Within this framework, the benefits of different strategic analysis models are combined to offer enhanced support for a logical sequence of strategic analysis, while the advantages of diverse support techniques and technologies are integrated and fitted to support different aspects of the marketing strategy development process. As well as the theoretical basis for the proposed framework, the paper also examines the associated technical issues.

Modelling rhetorical legal “logic”—a double syllogism

Abstract: This paper looks at legal reasoning from the point of view of the work of the lawyer, rather than the law itself In the case of Common Law systems, this means a more flexible view of how tasks are divided between the humans and the computer system, with an emphasis on decision support rather than complete automation A process-based model of the lawyer's work is proposed in the form of a double syllogism, which displays an aesthetically pleasing symmetry, but also a significant asymmetry in the role played by perceived precedents This arises from the use of inductive, rather than deductive, reasoning The potential complications arising from the issue of the perception of precedents are discussed in depth The double-syllogism model is then considered in the light of CommonKADS terminology and models It is suggested that decision support systems using knowledge-based techniques, as required to support lawyers working under Common Law jurisdiction, raise a stronger form of the interaction problem that is well known in knowledge-based systems This means that such systems are not well catered for in the existing CommonKADS Organisational, Agent, Task and Communication Models The double-syllogism model is suggested as a supplement to CommonKADS in the development of such systems, at least until a more generic addition is available