Semantic discovery and reuse of business process patterns

Patterns currently play an important role in modern information systems (IS) development and their use has mainly been restricted to the design and implementation phases of the development lifecycle. Given the increasing significance of business modelling in IS development, patterns have the potential of providing a viable solution for promoting reusability of recurrent generalized models in the very early stages of development. As a statement of research-in-progress this paper focuses on business process patterns and proposes an initial methodological framework for the discovery and reuse of business process patterns within the IS development lifecycle. The framework borrows ideas from the domain engineering literature and proposes the use of semantics to drive both the discovery of patterns as well as their reuse

Weak signal identification with semantic web mining

We investigate an automated identification of weak signals according to Ansoff to improve strategic planning and technological forecasting. Literature shows that weak signals can be found in the organization's environment and that they appear in different contexts. We use internet information to represent organization's environment and we select these websites that are related to a given hypothesis. In contrast to related research, a methodology is provided that uses latent semantic indexing (LSI) for the identification of weak signals. This improves existing knowledge based approaches because LSI considers the aspects of meaning and thus, it is able to identify similar textual patterns in different contexts. A new weak signal maximization approach is introduced that replaces the commonly used prediction modeling approach in LSI. It enables to calculate the largest number of relevant weak signals represented by singular value decomposition (SVD) dimensions. A case study identifies and analyses weak signals to predict trends in the field of on-site medical oxygen production. This supports the planning of research and development (R&D) for a medical oxygen supplier. As a result, it is shown that the proposed methodology enables organizations to identify weak signals from the internet for a given hypothesis. This helps strategic planners to react ahead of time

Creating A New University Through Object Oriented Enterprise Modeling: A Study of Communications Knowledge Management & Distributed Cognition

Enterprise based object oriented (OO) and Unified Modeling Language (UML) modeling makes it possible to build the needed visual environments to organize people, technologies and activities (Arias, 1999d). In our modeling approach, the focus is on things and relationships between things described in commonly used terms. The modeling software bridges the so-called semantic gap between the people and the computer language (Booch, Rumbaugh & Jacobson, 1999). An object can be a product, a process, a person, a team, a company, an application or the inter-relationship between other objects. Objects can be pictured on the screen as maps formed by personalized “icons” with their relationships. Once a “map” of objects has been produced, users can navigate and visualize very complex relationships. Objects can hold data, such as cost, schedule data, weight and other relevant information (Zack & Serino, 1996). Another important property of an Object is its ability to perform work scripted in “methods.” Thus an Object can be given the capability to perform functions, such as performing computations, gathering data from other computers, showing video of servicing a part or accessing a 3D-CAD drawing for viewing. This “active model” is much more than a map for navigation in an abstract process model (Arias, 1999a). It becomes the actual work environment for individuals and teams. It creates an occasioned environment for learning, assessing issues and impacts, communication, configuration management and control and more. In short, it is the user interface or “ control center” from where to manage the organization (whether it be an institution of higher education or a corporation). UML technology allows us to model a complex enterprise, while OO technology builds on the former and generates complex applications. The point at which these two technologies meet becomes the intersection that enables planners and stakeholders to develop a new paradigm for looking not only at their organization, but also at precisely what their contributions are to the overall enterprise (Arias, 1998). In this paper we will present the use and design of object oriented enterprise computer models (OO) for the purposes of creating and/or transforming organizations. We will also provide proof of concept on how OO contributes to the reshaping of relationships among people and their organizations and, also, how OO can transform the processes of discovery, learning, research and communication through emerging forms of distributed cognition (Arias & Bellman, 1995)

Towards a business model for cellular network and telecommunication operators: a theoretical framework

Cellular networks and telecommunications bring major change to the way businesses are conducted. Mobility has become one of the main priorities for users and this has impacted on cellular networks and telecommunication operators (CNTOs). However, entrants into the cellular industry have been confounded primarily by inexistent or weak Business Models (BMs). Designing a BM for a CNTO is complex and requires multiple actors to balance different and often conflicting design requirements. Nevertheless, most research about CNTOs has been technically oriented and has mainly addressed the technological and engineering issues related to their infrastructure. Less attention has been given to the business model of CNTOs. Hence, there is a need to enhance our ability to determine what constitutes the optimal and most viable business model to meet the various strategic objectives and goals for these CNTOs. In this paper an overview of research into the cellular business model and the main issues to be resolved is provided. In particular, the authors propose guidelines as a basis on which to develop a more comprehensive definition which may lead to a consensus. Moreover, a generic model (V4 Model) is proposed for the BM of these companies based on value proposition, value architecture, value network and value finance