Showing papers in "Business Process Management Journal in 2003"
TL;DR: Managing a successful CRM implementation requires an integrated and balanced approach to technology, process, and people.
Abstract: Customer relationship management (CRM) is a combination of people, processes and technology that seeks to understand a company's customers. It is an integrated approach to managing relationships by focusing on customer retention and relationship development. CRM has evolved from advances in information technology and organizational changes in customer‐centric processes. Companies that successfully implement CRM will reap the rewards in customer loyalty and long run profitability. However, successful implementation is elusive to many companies, mostly because they do not understand that CRM requires company‐wide, cross‐functional, customer‐focused business process re‐engineering. Although a large portion of CRM is technology, viewing CRM as a technology‐only solution is likely to fail. Managing a successful CRM implementation requires an integrated and balanced approach to technology, process, and people.
1,246 citations
TL;DR: An in‐depth analysis of the e‐commerce development stages and the facilitators and barriers for SMEs during each stage is presented.
Abstract: The 1990s have witnessed the proliferation and hypergrowth of the Internet which, combined with traditional IT technologies, is creating a global, and cost‐effective platform for businesses to communicate and conduct commerce Because of today’s shrinking world, companies must create new sources of competitive advantage almost on a daily basis This fact becomes critical for small and medium enterprises (SMEs) because they are considered to be a major component of all economies and are generally considered to be flexible, adaptive and innovative organizations, which appears to make them a good fit for electronic (e)‐commerce The present study presents an in‐depth analysis of the e‐commerce development stages and the facilitators and barriers for SMEs during each stage
391 citations
TL;DR: The case study illustrates that CRM is a complex and holistic concept, organised around business processes and the integration of information technologies, and that implementing CRM requires effective leadership, sourcing, targeting and evaluation strategies.
Abstract: The number of customer relationship management (CRM) implementations has grown dramatically in recent years. However, few academic studies of the issues associated with the implementation of the concept are available. This paper offers a modest contribution through the analysis of a case study of a CRM implementation at a UK‐based manufacturing company. The case study illustrates that CRM is a complex and holistic concept, organised around business processes and the integration of information technologies. The study also highlights that implementing CRM requires effective leadership, sourcing, targeting and evaluation strategies.
351 citations
TL;DR: In this paper, the authors investigate the extent of the usage of customer and market-related knowledge management (KM) instruments and customer relationship management (CRM) systems by Greek organizations and their relationship with demographic and organizational variables.
Abstract: Current competitive challenges induced by globalization and advances in information technology have forced companies to focus on managing customer relationships, and in particular customer satisfaction, in order to efficiently maximize revenues. This paper reports exploratory research based on a mail survey addressed to the largest 1,000 Greek organizations. The objectives of the research were: to investigate the extent of the usage of customer‐ and market‐related knowledge management (KM) instruments and customer relationship management (CRM) systems by Greek organizations and their relationship with demographic and organizational variables; to investigate whether enterprises systematically carry out customer satisfaction and complaining behavior research; and to examine the impact of the type of the information system used and managers’ attitudes towards customer KM practices. In addition, a conceptual model of CRM development stages is proposed. The findings of the survey show that about half of the organizations of the sample do not adopt any CRM philosophy. The remaining organizations employ instruments to conduct customer satisfaction and other customer‐related research. However, according to the proposed model, they are positioned in the first, the preliminary CRM development stage. The findings also suggest that managers hold positive attitudes towards CRM and that there is no significant relationship between the type of the transactional information system used and the extent to which customer satisfaction research is performed by the organizations. The paper concludes by discussing the survey findings and proposing future research.
302 citations
TL;DR: This paper develops a framework of dynamic customer relationship management, suggests the information technology strategy to support the framework, and illustrates the applicability of such framework and strategy through a real business case.
Abstract: Committed customers are profitable to an organization for the long term. Customer commitment forms when a customer's expectation is satisfied and the customer realizes fair value from his/her relationship with the organization. From an organization's perspective, this value reflects customer equity, but from a customer's perspective, it represents the customer's perceived value of the relationship. In order to manage such a relationship successfully, it is necessary to support diverse customer information – such as of‐the‐customer, for‐the‐customer, and by‐the‐customer information. A customer information system (CIS) plays the role of boundary spanning that manages and distributes customer information. But the gap between marketing and IT strategy is a barrier in implementing a successful CIS. The CIS, which includes the database, communication channel, and decision model for relationship management, should be designed to facilitate the two‐way customer relationship exchanges. This paper develops a framework of dynamic customer relationship management, suggests the information technology strategy to support the framework, and illustrates the applicability of such framework and strategy through a real business case.
212 citations
TL;DR: It is argued that those aspiring to do business process redesign must begin to apply the capabilities of information technology.
Abstract: Business‐process redesigns (BPR) and information technology (IT) are natural partners, yet this relationship has not been fully exploited. Those organizations that have used IT to reengineer processes have benefited enormously. This article argues that those aspiring to do business process redesign must begin to apply the capabilities of information technology. Process redesign is not always successful and almost always accompanied by pain or at least unpleasant side effects. Many companies have undertaken reengineering efforts only to abandon them with little or no positive result. How can you increase the odds for success? Here are a few lessons from the front.
178 citations
TL;DR: The paper argues that RAM is evolutionary, in that it is developed from existing systems of management and technologies, however, it is also revolutionary because the full application of RAM involves a departure fromexisting systems.
Abstract: This paper provides an exploration of the concept and content of agile manufacturing (AM). It describes the nature of the content of AM and synthesises the literature to propose a comprehensive definition of purpose and process. Real agile manufacturing (RAM) is viewed as a strategic process; it is about surviving and prospering in the competitive environment of continuous and unpredictable change by reacting quickly and effectively to changing markets. The paper argues that RAM is evolutionary, in that it is developed from existing systems of management and technologies. However, it is also revolutionary because the full application of RAM involves a departure from existing systems. RAM is shown to be based upon four fundamentals. First, each partner must benefit; thus multiple winners (manufacturers, suppliers, customers) is the objective. Second, integration (recourses, methods, technologies, departments or organisations) is the means of achieving RAM. Third, IT is demonstrated to be an essential condition. Finally, core competence is seen to be the key.
163 citations
TL;DR: It is pointed out that the committed involvement of senior management is essential in promoting and supporting the concept of customer relationship management within the organization and can provide enormous competitive advantage if implemented in a co‐operative environment.
Abstract: Investigates customer relationship management (CRM) as a new concept. Follows the introduction of CRM in various settings, from departments to corporations, and the changes, commitment and support that are required to make the implementation of it a success. Points out that CRM is a strategy not a solution and can provide enormous competitive advantage if implemented in a co‐operative environment. Points out that the committed involvement of senior management is essential in promoting and supporting the concept of customer relationship management within the organization. Looks at what might be emerging in the future and how customer relationship management may be used in different areas of business, such as human resources.
150 citations
TL;DR: The paper discusses how the harmonisation of normative requirements with TQM could entail several important risks as it increases the problem of ritualistic implementation and reflects on the “implementation challenge” that both companies and consultants have to face in order to seek ISO 9001 registration and develop an effective process management system.
Abstract: The attention focused on the complex set of human activities through which a company attempts to create value for its stakeholders is one of the most characteristic features of the total quality management (TQM) concept. This focalisation on the concept of process in the field of competitive quality is today mirrored in the prerequisites of normative quality, as the new ISO 9001: 2000 standard encourages a process approach to quality management. This article aims to investigate the relationship between the crucial aspects of process management and the normative indications of ISO 9001: 2000. To this aim, a conceptual framework is proposed which integrates the core components of process management methodologies described in the literature. The framework is used to analyse the requirements of the new quality system standard and to evaluate the conceptual advancement of ISO 9001: 2000 toward TQM principles and practices. The paper discusses how the harmonisation of normative requirements with TQM could entail several important risks as it increases the problem of ritualistic implementation – i.e. the adoption of external norms exclusively targeted at social legitimation – and concludes with a reflection on the “implementation challenge” that both companies and consultants have to face in order to seek ISO 9001 registration and develop an effective process management system.
150 citations
TL;DR: The ability of BPS to incorporate system variability, scenario analysis and a visual display to communicate process performance makes it a useful technique to provide a realistic assessment of the need for, and results of, change.
Abstract: This paper presents a case study of the use of business-process simulation within the context of a business-process-reengineering approach to change. The process-based change methodology provides context to the simulation technique in that it connects the aims of a business-process simulation (BPS) study to the strategic aims of the organisation and incorporates a consideration of human factors in order to achieve successful implementation of redesigned processes. Conversely, the ability of BPS to incorporate system variability, scenario analysis and a visual display to communicate process performance makes it a useful technique to provide a realistic assessment of the need for, and results of, change.
90 citations
TL;DR: The process reference model is described to a certain extent and detailed by means of activity tree and event‐driven process chain (EPC) diagrams and some considerations are made on the benefits of using such an approach.
Abstract: This paper presents a reference model for the process of management of quality and improvement based on a conceptual framework for managing the process of systematically deriving improvement actions from customer expectations and strategic decisions through business processes, and prioritising actions that will most contribute to achievement strategic objectives. After some introductory theoretical background to discuss the need for systematically managing quality and improvement as well as the contribution of mapping business processes, the process reference model is described to a certain extent and detailed by means of activity tree and event‐driven process chain (EPC) diagrams. Finally, some considerations are made on the benefits of using such an approach.
TL;DR: Evidence from the literature indicates that few tools are available for supporting manufacturing‐business‐process‐management and that, except for a few small‐scale processes, BPS implementations in manufacturing have had limited success, and suggests a practical way forward until hardware and software limitations are overcome.
Abstract: Many companies are taking a process view as a result of business‐process re‐engineering exercises, statutory compliance (e.g. Securities and Futures Authority), reaction to market forces (e.g. to achieve accreditation under ISO9001:2000 or BS5750) and the promotion of integrated computer and information systems (e.g. computer integrated manufacture). This means questioning the way in which companies operate and has implications for management. Business process modelling (BPM) and business‐process simulation (BPS) help to facilitate process thinking. BPM provides management with a static structured approach to business improvement, providing a “holistic” perspective on how the business operates, and provides a means of documenting the business processes while BPS allows management to study the dynamics of the business and consider the effects of changes without risk. There are a number of BPM and BPS methodologies, approaches and tools available, each of which may be applicable to different circumstances. This paper briefly reviews the diverse literature in relation to manufacturing management. Evidence from the literature indicates that few tools are available for supporting manufacturing‐business‐process‐management and that, except for a few small‐scale processes, BPS implementations in manufacturing have had limited success. This paper identifies the reasons for this and suggests a practical way forward until hardware and software limitations are overcome.
TL;DR: By comparing and contrasting knowledge management systems in theory and practice, this paper demonstrates that they are indeed dissimilar and that a system that in practice supports not only the objective component, but also the subjective component of knowledge management would indeed be a truly powerful system.
Abstract: Knowledge management systems are predominant in both theory and practice. However, are the same systems discussed in theory actualized in practice? By comparing and contrasting knowledge management systems in theory and practice, this paper demonstrates that they are indeed dissimilar. In theory, they have both subjective and objective components. In practice, only the objective component appears to be actualized; hence, these systems in practice are essentially organizational memory systems at best and not knowledge management systems at all. By unravelling the mystique of knowledge management systems, this paper exposes a fundamental anomaly. Further, an apparent void currently in practice is highlighted; namely, the lack of the subjective component of knowledge management systems in practice. They are being heralded as key systems that are vital for organizations to survive and thrive in the intense competitive environment of the information age. Surely then, a system that in practice supports not only the objective component, but also the subjective component of knowledge management, would indeed be a truly powerful system.
TL;DR: In this article, the limitations of CRM packages, the need for a relationship orientation and the problems of a dominant management perspective of a CRM package are discussed, and it is suggested that these issues could be more readily accommodated by organisational detachment from beliefs in IT as utopia, consideration of prior IS theory and practice, and a more informed approach to package selection.
Abstract: Customer relationship management (CRM) packaged software has become a key contributor to attempts at aligning business and IT strategies in recent years. Throughout the 1990s there was, in many organisations' strategies, a shift from the need to manage transactions and toward relationship management. Where enterprise resource planning packages dominated the management of transactions era, CRM packages lead in regard to relationships. At present, balanced views of CRM packages are scantly presented, instead relying on vendor rhetoric. This paper uses case study research to analyse some of the issues associated with CRM packages. These issues include the limitations of CRM packages, the need for a relationship orientation and the problems of a dominant management perspective of CRM. It is suggested that these issues could be more readily accommodated by organisational detachment from beliefs in IT as utopia, consideration of prior IS theory and practice and a more informed approach to CRM package selection.
TL;DR: The paper develops the need for a more formal systems engineering‐based approach for modelling HRM practices from a business process viewpoint and describes the model developed for the HRM business process together with the methodology used to validate the model.
Abstract: The initial objective of the research presented in this paper was to investigate human resource management (HRM) practices from a business process perspective. The paper first demonstrates the level of inconsistency in the field with respect to HRM models. The paper then develops the need for a more formal systems engineering‐based approach for modelling HRM practices from a business process viewpoint. The paper then goes on to describe the model developed for the HRM business process together with the methodology used to validate the model. The paper concludes with a discussion on the validity of the model, which further demonstrates the differing points of view in this complex and multidisciplinary field.
TL;DR: A framework for developing a workflow‐based knowledge map that takes the structure of processes and tasks defined in workflow into account and is applied to the car seat design process of the automobile industry is proposed.
Abstract: A complete form of knowledge management system comprises both process management and contents management. Process management is concerned with handling activities to generate and utilize knowledge, whereas contents management deals with knowledge contents themselves. Workflow, considered as a core component of process management, is to define and administer business processes automatically. A knowledge map is a representation tool to visualize knowledge sources and relationships among knowledge artifacts. Noting the crucial needs to integrate process management and contents management and recognizing that previous research has paid little attention to this issue, we propose a framework for developing a workflow‐based knowledge map. The proposed process‐perspective knowledge map takes the structure of processes and tasks defined in workflow into account. We then materialize the framework by developing a prototype and applying it to the car seat design process of the automobile industry. The integration represents an exploratory effort to combine process management and contents management.
TL;DR: This paper summarises the findings of the qualitative part of a large study aimed at exploring the extent of involvement of organisational stakeholders (employees and suppliers) during the environmental management system (EMS) adoption process.
Abstract: This paper summarises the findings of the qualitative part of a large study aimed at exploring the extent of involvement of organisational stakeholders (employees and suppliers) during the environmental management system (EMS) adoption process. Interviews with nine senior/middle managers from Australian manufacturing and service organisations revealed the growing awareness of the impact of their products and processes on the ecological and social environments. Moreover, implementation of an EMS or waste management system (WMS) is accepted as a learning curve by both the organisation and its stakeholders, including its employees. Organisations at the same time are also contemplating the need for certifying their existing EMS against international standards such as ISO 14001 based on the cost‐benefits resulting from the certification.
TL;DR: This study examines how selected variables influenced the impact of product category on customer dissatisfaction, and suggests the most appropriate strategies online companies should employ for each product category in question.
Abstract: How do online customers judge a product's attributes in cyberspace? Previous studies of online product category suggest that all goods are not equal on the Web, because products have different attributes. Furthermore, the literature assumes that the customer's ability to evaluate product quality on the Web differs according to product attributes. Based on these considerations, the purpose of this study is to determine whether a customer's dissatisfaction and propensity to complain on the Web differ depending on product category. This study examines how selected variables (i.e. monetary, and non‐monetary effort, and the degree of involvement) influenced the impact of product category on customer dissatisfaction. The analysis was performed using survey data, collected both online and offline. The findings suggest the most appropriate strategies online companies should employ for each product category in question.
TL;DR: A conceptual framework for the successful introduction and application of SPC program in any organisation is illustrated and a systematic approach to apply the SPC technique in an industrial setting is shown.
Abstract: Statistical process control (SPC) is a powerful technique which organisations can use in their pursuit of continuous improvement of both product and service quality. Many organisations in the UK are still learning about the successful introduction, development and implementation of SPC, even though it has been widely and commonly used in many Japanese organisations with great success. Research in the UK academic institutions has clearly indicated that the only thing taught to engineers in relation to SPC is control charting and the mathematical aspects of the subject rather than the implementation aspects of the technique. It can be argued that it is not just control charts which makes SPC initiative successful in organisations, rather the emphasis should be on the critical factors which are essential for the success of SPC program and also issues such as “how to get started” and “where to get started”. This paper compares the existing frameworks for SPC implementation in terms of their strengths and weaknesses and then illustrates a conceptual framework for the successful introduction and application of SPC program in any organisation. The framework also shows a systematic approach to apply the SPC technique in an industrial setting.
TL;DR: This paper explores ERP outsourcing in terms of the application service provider (ASP) approach where a third‐party vendor hosts, manages and maintains various data and ERP applications on behalf of different clients.
Abstract: Information systems (IS) outsourcing has been viewed as an attractive option by many senior managers generally because of the belief that IS outsourcing vendors can achieve economies of scale and specialization because their only business is information processing. The challenge of implementing, operating and maintaining enterprise resource planning (ERP) systems and the outsourcing service offered by ERP vendors have made ERP outsourcing an attractive option for some organizations. However, although IS outsourcing is now a major industry, the outsourcing of ERP applications is still in its infancy. This paper explores ERP outsourcing in terms of the application service provider (ASP) approach where a third‐party vendor hosts, manages and maintains various data and ERP applications on behalf of different clients. Critical to the management of the ERP outsourcing relationship is the outsourcing contract, which, if improperly or incompletely written, can have significant negative implications for the outsourcing firm. Contracts that encourage vendor performance and discourage under‐performance are therefore clearly of interest to managers. Although many articles have appeared on outsourcing, the issue of incentive contracts for ERP outsourcing has not been adequately addressed by researchers, partly because of the infancy of this area. In this paper, an approach to analyze incentive schemes and structuring ERP outsourcing contracts for the mutual gain of the parties is presented.
TL;DR: This paper examines how the ASP business model facilitates business process and information systems improvements in firms through effective process management through a review of relevant literature and empirical evidence gathered from a case study‐based investigation in six firms in the UK.
Abstract: The quest for service excellence and competitive edge by firms result in the constant search for effective process and information systems management methods. The recent emergence of the application service provision (ASP) business model has promised firms remote‐access to industry robust business processes and “best of breed” enterprise applications on a rental basis. This paper examines how the ASP business model facilitates business process and information systems improvements in firms through effective process management. This is pursued through a review of relevant literature and empirical evidence gathered from a case study‐based investigation in six firms in the UK. By examining the features of remote application and business process outsourcing in the context of business process management, this paper outlines how firms can improve their business and IT performance. Findings from empirical evidence are used to substantiate the arguments and suggest areas for future research.
TL;DR: This paper focuses on the claim of structuration theory that the dimension of communication should be supplemented with additional dimensions of power and sanction, and the case study provides a basis for addressing implications for technological support.
Abstract: Purveyors of knowledge management software have a disconcerting tendency to promote the myth that all problems may be solved by more powerful tools for the exchange of information in the workplace. This fallacy is based on the faulty assumption that knowledge management is about the management of knowledge (as if knowledge were a commodity that could be managed), as opposed to the management of people whose work depends critically on what they know. The origins of knowledge management are far more firmly rooted in the psychological legacy of organizational communication than they are in the technological legacy of information management systems. However, even organizational communication is an inadequate foundation, since various schools of thought in social theory, particularly the structuration theory of Anthony Giddens, inform us that interaction (in the workplace or in any other social setting) is not strictly limited to communication. Knowledge management thus requires moving beyond simplistic models of information exchange to more challenging problems of leveraging social interaction to the advantage of the enterprise. This paper focuses on the claim of structuration theory that the dimension of communication should be supplemented with additional dimensions of power and sanction. This perspective is then examined in light of a case study of crisis management practices, and the case study provides a basis for addressing implications for technological support.
TL;DR: A knowledge‐based system for production‐scheduling that could be incorporated as a custom module in an ERP system that uses the prevailing conditions in the industrial environment in order to select dynamically and propose the most appropriate scheduling algorithm from a library of many candidate algorithms.
Abstract: In the current competitive environment, each company faces a number of challenges: quick response to customers’ demands, high quality of products or services, customers’ satisfaction, reliable delivery dates, high efficiency, and others. As a result, during the last five years many firms have proceeded to the adoption of enterprise resource planning (ERP) solutions. ERP is a packaged software system, which enables the integration of operations, business processes and functions, through common data‐processing and communications protocols. However, the majority, if not all, of these systems do not support the production scheduling process that is of crucial importance in today’s manufacturing and service industries. In this paper, the authors propose a knowledge‐based system for production‐scheduling that could be incorporated as a custom module in an ERP system. This system uses the prevailing conditions in the industrial environment in order to select dynamically and propose the most appropriate scheduling algorithm from a library of many candidate algorithms.
TL;DR: KnowNet as discussed by the authors is a knowledge management solution based on a knowledge asset-centric design that innovatively fuses the process or human approach with the product or content approach of knowledge management.
Abstract: The Know‐Net knowledge management solution, that includes a theoretical framework, a consulting method and a software tool, is based on a knowledge asset‐centric design that innovatively fuses the process or human approach with the product or content approach of knowledge management. This paper describes how Know‐Net was applied in four companies of the software sector. It outlines how specific business areas such as an R&D unit, the bid management process and collaboration between geographically‐dispersed teams can benefit from knowledge management. It outlines the role specific Know‐Net components played within the transformation of existing business processes and structures, and provides key recommendations based on this experience.
TL;DR: The case study discussed in this paper brought to the surface critical elements missing in the contract that led to the demise of the BPO project to understand the complex cultural and political implications of outsourcing within a global context (perspectives).
Abstract: As is the case for many developing economies, internationally published research on information systems (IS) practice in Kuwait is in short supply. The few reports of Kuwaiti IS/information technology (IT) practice highlighted in studies of Middle Eastern or Arab computing, have also largely discussed them in terms of these broader regional identities rather than their specific national context. Business process outsourcing (BPO) is becoming a widely‐accepted management practice throughout the world. In recent years, outsourcing of information services has become a pervasive phenomenon. Increasingly, organisations rely on external service providers for IS/IT services. Kuwait has been used as an example of a developing country where the data collection for this study was done there. This study employed case study methodology because the author was interested in answers for “how” and “why” questions and because the study was partly exploratory. The primary data on IS/IT outsourcing practices, obtained for the first time in Kuwait, were collected by means of semi‐structured interviews supported by organisational documentation. The case study discussed in this paper brought to the surface critical elements missing in the contract that led to the demise of the BPO project. Studying failure is preventive because it helps organisations reduce the probability of failure in the future. A central argument of this paper concerns the need to understand the complex cultural and political implications of outsourcing within a global context (perspectives), a policy that is becoming increasingly important. The case study findings are crucial as they provide a careful diagnosis of failed IT outsourcing project.
TL;DR: The result shows that Korean enterprises place high value on the application of information technology in introducing knowledge management and also aims to come up with plans to efficiently introduce external knowledge by applying information technology.
Abstract: This research aims at finding out how the efforts of Korean enterprises to convert data and information into knowledge are related to the use of information technology. It also aims to come up with plans to efficiently introduce external knowledge by applying information technology.This research was conducted focusing on the cases of enterprises that are carrying out knowledge management by applying information technology and the result shows that Korean enterprises place high value on the application of information technology in introducing knowledge management. However, the use of information technology is not common to all enterprises in four kinds of knowledge conversion. For an organization to efficiently acquire and apply valuable knowledge, the boundary of an enterprise should be extended, and for this, the enterprise should be changed into an extended knowledge enterprise, which is founded on the trust and compensation of all the interested parties. In an extended knowledge enterprise, its first consideration is to acquire knowledge that can efficiently manage and control the interests of customers, suppliers, public institutions, and competitors that exist in the surroundings and to acquire the core knowledge that can make those people and institutions participate. In addition, the organization should possess knowledge base and information communication technology that can smoothly convert data and information into knowledge, by efficiently connecting them.
TL;DR: A manufacturing company implemented a transportation planning and optimization system to enhance their downstream supply chain operations to create a competitive advantage in the marketplace through advanced physical distribution capabilities.
Abstract: To succeed in today’s global marketplace, organizations are looking at streamlining their supply chain through the successful deployment of information technology. This paper, by means of a case study, discusses how a manufacturing company implemented a transportation planning and optimization system to enhance their downstream supply chain operations. The application development framework is used to analyze the implementation process. The findings of this case study will benefit companies seeking to create a competitive advantage in the marketplace through advanced physical distribution capabilities.
TL;DR: In this paper, the development of a Web‐based enterprise collaborative platform is presented and the applications of the platform on business process management for networked enterprises are also discussed.
Abstract: As the manufacturing market is becoming more global and borderless with respect to national borders, a number of global manufacturing networks have been established, taking the advantage of fast‐growing networking and information technologies. Networked enterprises consist of a number of firms that are geographically dispersed and do not belong to the same head company, a system with central management capability, possessing the ability of central task decomposition/allocation, co‐ordination and monitoring. To ensure appropriate manufacturing operations are assigned to the appropriate firms, to the best interest of the “virtual” consortium, there is a need for the development of a collaborative platform which is capable of facilitating the efficient performance of resources and task allocations. In this paper, the development of a Web‐based enterprise collaborative platform is presented. The applications of the platform on business process management for networked enterprises are also discussed.
TL;DR: The findings indicate that the majority of managers perceived cultural change as the most difficult issue to resolve when introducing a telecommuting program.
Abstract: Telecommuting programs transform communication patterns, performance management, corporate culture, and potentially the work itself. This study addresses middle managers’ views concerning the introduction of telecommuting programs in their organizations. Middle management views are important, because telecommuting directly impacts their positions, and their support is vital to ensure its successful implementation. The findings indicate that the majority of managers perceived cultural change as the most difficult issue to resolve when introducing a telecommuting program.
TL;DR: The K‐Discovery project introduces a conceptual framework, an architecture, and an implementation approach to create knowledge structures by generating topic maps from organizational memories and offers navigation tools to exploit the created structures.
Abstract: Many of today's organizations already have a strong integration of groupware systems within their IT‐infrastructure. The shared databases of these groupware systems form organizational memories, which comprise the complete knowledge of an organization collected over the time of its existence. One key problem is how to find relevant knowledge or information in continuously growing and distributed organizational memories. In many cases, the basic functionalities and mechanisms of groupware systems are not sufficient to support users in finding required knowledge or information. Topic maps provide strong paradigms and concepts for the semantic structuring of link networks and therefore, they are a considerable solution for organizing and navigating large and, continuously growing organizational memories. The K‐Discovery project suggests applying topic maps to groupware systems to address the mentioned challenges. Thus, the K‐Discovery project introduces a conceptual framework, an architecture, and an implementation approach to create knowledge structures by generating topic maps from organizational memories and offers navigation tools to exploit the created structures.