Evolving Towards the Internetworked Enterprise - Technological and Organizational Perspectives

Foreword

Contents

Chapter 1 - Towards an Internetworked Enterprise: some issues to be discussed

1.1 IE theoretical background

1.1.1 From vertical corporation to network organization

1.1.2 From industrial cluster to virtual networks

1.2 IE from theory to practice

1.2.1 From the strategy to the Business Model

1.2.2 The “Business Model” enabling Architecture: a strategic tool to design effective socio-technical systems

1.2.3 Linking the Business Model with the Enterprise Architecture

1.3 Conclusion

References

Chapter 2: A methodology aimed at fostering and sustaining the development processes of an IE-based industry

2.1 The TEKNE project Methodology of change

2.2 Overview on the adopted approach

2.3 The Methodology of change step by step

2.3.1 Environment analysis

2.3.2 Business Network Analysis

2.3.3 Business Model analysis

2.3.3.1 The Business Model Ontology

2.3.3.2 The value flow

2.3.4 Requirements analysis and architecture design

2.3.4.1 Collaborative Storytelling

2.3.4.2 Definition of a value-driven architecture

2.3.5 Deployment Strategy

2.3.6 Measurement of the change impact

2.4 Conclusion

References

Chapter 3 - A network-oriented business modeling environment

3.1 Introduction

3.2 Business Modeling

3.3 SBVR Modeling Tool

3.3.1 Overview of SBVR

3.3.2 The conceptual architecture of the SBVR modeling tool

3.4 Distributed model repository

3.4.1 MOF foundation of the repository

3.4.2 The conceptual architecture of the model repository

3.4.3 Query/View/Transformation

3.5 Search and retrieval system

3.6 Conclusions

References

Chapter 4 - Model-based service-oriented architectures for Internetworked Enterprises

4.1 Introduction

4.2 Modeling service-based business processes

4.2.1 Processes and services definition

4.2.2 Semantic service description

4.2.3 Quality model

4.2.3.1 Quality offering

4.2.3.2 Quality request

4.3 Service identification methodology

4.4 Service Discovery

4.4.1 Semantic-driven service discovery

4.4.1.1 Semantic service matchmaking

4.4.1.2 P2P service discovery

4.4.2 Quality-aware matchmaking

4.4.2.1 Low-level evaluation

4.4.2.2 High-level evaluation

4.5 Service Interaction Design

4.5.1 Modeling processes IMPLICITLY with hypertext design primitives

4.6 Conclusions

References

Chapter 5 - A technological infrastructure to sustain Internetworked Enterprises

5.1 Introduction

5.2 Overall Architecture

5.3 Peer Registry and Knowledge Base

5.4 Semantic Layer

5.4.1 Semantic Match

5.4.2 Peer Clustering

5.4.3 Service MatchMaker

5.4.4 Semantic Neighbor Manager

5.4.5 Semantic Routing & Discovery

5.5 Distributed Authentication and Authorization System

5.6 Conclusions

References

Chapter 6 - Monitoring Business Processes

6.1 Introduction

6.2 Monitoring to Change

6.2.1 Performance Measurement

6.2.3 The TEKNE approach

6.3 The Metrics Framework

6.3.1 Discovery

6.3.2 Conformance

6.3.3 An Approach based on Logics

6.3.4 Implementing Performance Indicators

6.3.5 The TEKNE Architecture

6.4 Conclusions

References

Chapter 7 – SuperJet International case study: a business network start-up in the aeronautics industry

7.1 Introduction

7.2 Enterprise Networks: characteristics

7.3 Case study plan and interviews

7.4 SuperJet International: the start-up of a network in the aerospace industry

7.5 Techno-organizational deployment in the SJI case study

7.6 Conclusions

References

Chapter 8 - Avio case study: the MRO process

8.1 Introduction

8.2 As-is: assessment of the unit of analysis

8.3 To-be: business model re-design

8.3.1 Product

8.3.2 Customer interface

8.3.3 Infrastructure management

8.3.4 Financial aspects

8.3.5 Value flows

8.4 Conclusions and future work

References

Chapter 9 - Inter-organizational design: exploring the relationship between formal architecture and ICT investments

9.1 Introduction

9.2 Theoretical Background

9.3 The empirical context: Engineering S.p.A.

9.4 Method

9.5 Results

9.5.1 Descriptive Results

9.5.2 Analytical results

9.6 Discussion and Conclusions

References

Chapter 10 - Communication flows in an SME network: the C.I.S.I consortium case

10.1 Introduction

10.2 Literature review and model development

10.2.1 Networks and the diffusion of innovation

10.2.2 Personal relationships and networks

10.3 The empirical context: CISI consortium

10.4 Method

10.5 Discussion of Results

10.5.1 Strategic activities are mostly enabled by consortium-related associations

10.5.2 Strong link between geographic relationships and innovative activities

10.5.3 Role of key individuals in strategic activities

10.5.4 Role of key clients in the diffusion of organizational innovations

10.5.5 Personal relationships enable the diffusion and adoption of innovation

10.6 Conclusion

References

Chapter 11- Tisettanta case study: theinteroperation of furniture production companies

11.1 Introduction

11.2 Company overview

11.3 Supply chain

11.4 Stock management - outline

11.5 Production process - outline

11.6 Distribution chain

11.7 ICT infrastructure and applications

11.8 Possible improvements enabled by ICT technologies

11.9 Collaboration process models

11.10 Conclusions

References

Chapter 12 – An analysis of models and practices in Human Resource Management processes and the relationship between firms and outsourcers: a case study

12.1 HR Outsourcing

12.1.1 The reasons a company outsources its HR processes

12.1.1.1 Cost Reduction

12.1.1.2 Improvement of service levels

12.1.1.3 Rendering the cost structure of the HR function flexible

12.1.2 Selecting HR processes to outsource

12.1.2.1 Core Competence View

12.1.2.2 Resource Based View

12.1.2.3. Transaction Cost Economics

12.2 HRO Relationships

12.2.1 Types of relationships

12.2.2 The level of supplier delegation

12.2.3 Relationship governance

12.2.4 The organizational interface between customer and supplier

12.3 The Complexity of HRO Projects: a case study

12.3.1 The case

12.3.2 Objectives of HRO and outsourced activities

12.3.3 Phases in the process towards HR Outsourcing

12.3.4 Mapping the flow of outsourced HR processes

12.3.4.1. Recruitment

12.3.4.2 Training

12.3.4.3 Payroll

12.3.5 Competencies required by the HR Outsourcing process

12.3.6 Role of the HR Department following HR Outsourcing

12.4 Conclusion

References