Refinement for Administrative Policies

Flexibility of management is an important requisite for access control systems as it allows users to adapt the access control system in accordance with practical requirements. This paper builds on earlier work where we defined administrative policies for a general class of RBAC models. We present a formal definition of administrative refinnement and we show that there is an ordering for administrative privileges which yields administrative refinements of policies. We argue (by giving an example) that this privilege ordering can be very useful in practice, and we prove that the privilege ordering is tractable

Reconstructing Corporate Business History using Accounting Data

This paper attempts to outline a methodology for reconstructing the history of big enterprise. The problem is to construct an institutional narrative that captures the essential dynamics of corporate institution creation, institutional change, development into a large corporation and its maturity. It is argued that accounting data can be one of the most important inputs in this regard. However, accounting data is necessary but not sufficient for a complete account of the history of a large corporate enterprise. Similarly, other sources of information are necessary but not sufficient for the above purpose without accounting data. This paper focuses on the use of accounting data for reconstructing corporate history and also addresses partially how such data can be combined with other sources of information to provide a complete story. We delve briefly into the nature of accounting data and the structure of accounting record keeping. Reconstructing corporate history involves asking appropriate questions on financial structure, capital budgeting and investments, operations and strategy that accounting data reveal.Corporate Business History, Accounting Data

Intra-Domain Pathlet Routing

Internal routing inside an ISP network is the foundation for lots of services that generate revenue from the ISP's customers. A fine-grained control of paths taken by network traffic once it enters the ISP's network is therefore a crucial means to achieve a top-quality offer and, equally important, to enforce SLAs. Many widespread network technologies and approaches (most notably, MPLS) offer limited (e.g., with RSVP-TE), tricky (e.g., with OSPF metrics), or no control on internal routing paths. On the other hand, recent advances in the research community are a good starting point to address this shortcoming, but miss elements that would enable their applicability in an ISP's network. We extend pathlet routing by introducing a new control plane for internal routing that has the following qualities: it is designed to operate in the internal network of an ISP; it enables fine-grained management of network paths with suitable configuration primitives; it is scalable because routing changes are only propagated to the network portion that is affected by the changes; it supports independent configuration of specific network portions without the need to know the configuration of the whole network; it is robust thanks to the adoption of multipath routing; it supports the enforcement of QoS levels; it is independent of the specific data plane used in the ISP's network; it can be incrementally deployed and it can nicely coexist with other control planes. Besides formally introducing the algorithms and messages of our control plane, we propose an experimental validation in the simulation framework OMNeT++ that we use to assess the effectiveness and scalability of our approach.Comment: 13 figures, 1 tabl

How to have results from Conversations

The difficulty of emergence is not the complexity but the recursivity of its working. That is why there are so many debates to know whether structure generates strategy or strategy generates structure. In fact all we know is that networking allows conversations and that conversations help creating structure, that is a system embedding procedures and technologies; in other words, the network is the tool, the conversation the use of the tool and the structure the result of this use. The use is starting from the identification of a problem, its solving and the decision making. The system itself resulting from such a process, it will be necessary to bootstrap this process starting from a network, a conversation or a nascent or already existing structure.\ud \u

New Prospects for Organizational Democracy? How the Joint Pursuit of Social and Financial Goals Challenges Traditional Organizational Designs

Some interesting exceptions notwithstanding, the traditional logic of economic efficiency has long favored hierarchical forms of organization and disfavored democracy in business. What does the balance of arguments look like, however, when values besides efficient revenue production are brought into the picture? The question is not hypothetical: In recent years, an ever increasing number of corporations have developed and adopted socially responsible behaviors, thereby hybridizing aspects of corporate businesses and social organizations. We argue that the joint pursuit of financial and social objectives warrants significant rethinking of organizational democracy’s merits compared both to hierarchy and to non-democratic alternatives to hierarchy. In making this argument, we draw on an extensive literature review to document the relative lack of substantive discussion of organizational democracy since 1960. And we draw lessons from political theory, suggesting that the success of political democracy in integrating diverse values offers some grounds for asserting parallel virtues in the business case

Who Lives in the C-Suite? Organizational Structure and the Division of Labor in Top Management

This paper shows that top management structures in large US firms radically changed since the mid-1980s. While the number of managers reporting directly to the CEO doubled, the growth was driven primarily by functional managers rather than general managers. Using panel data on senior management positions, we explore the relationship between changes in executive team composition, firm diversification, and IT investments—which arguably alter returns to exploiting synergies through corporate-wide coordination by functional managers in headquarters. We find that the number of functional managers closer to the product (“product” functions i.e., marketing, R&D) increase as firms focus their businesses, while the number of functional managers farther from the product (“administrative” functions i.e., finance, law, HR) increase with IT investments. Finally, we show that general manager pay decreases as functional managers join the executive team suggesting a shift in activities from general to functional managers—a phenomenon we term “functional centralization.”