Two ways to Grid: the contribution of Open Grid Services Architecture (OGSA) mechanisms to service-centric and resource-centric lifecycles

Service Oriented Architectures (SOAs) support service lifecycle tasks, including Development, Deployment, Discovery and Use. We observe that there are two disparate ways to use Grid SOAs such as the Open Grid Services Architecture (OGSA) as exemplified in the Globus Toolkit (GT3/4). One is a traditional enterprise SOA use where end-user services are developed, deployed and resourced behind firewalls, for use by external consumers: a service-centric (or ‘first-order’) approach. The other supports end-user development, deployment, and resourcing of applications across organizations via the use of execution and resource management services: A Resource-centric (or ‘second-order’) approach. We analyze and compare the two approaches using a combination of empirical experiments and an architectural evaluation methodology (scenario, mechanism, and quality attributes) to reveal common and distinct strengths and weaknesses. The impact of potential improvements (which are likely to be manifested by GT4) is estimated, and opportunities for alternative architectures and technologies explored. We conclude by investigating if the two approaches can be converged or combined, and if they are compatible on shared resources

Aligning a Service Provisioning Model of a Service-Oriented System with the ITIL v.3 Life Cycle

Bringing together the ICT and the business layer of a service-oriented system (SoS) remains a great challenge. Few papers tackle the management of SoS from the business and organizational point of view. One solution is to use the well-known ITIL v.3 framework. The latter enables to transform the organization into a service-oriented organizational which focuses on the value provided to the service customers. In this paper, we align the steps of the service provisioning model with the ITIL v.3 processes. The alignment proposed should help organizations and IT teams to integrate their ICT layer, represented by the SoS, and their business layer, represented by ITIL v.3. One main advantage of this combined use of ITIL and a SoS is the full service orientation of the company.Comment: This document is the technical work of a conference paper submitted to the International Conference on Exploring Service Science 1.5 (IESS 2015

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

Reinventing Media Activism: Public Interest Advocacy in the Making of U.S. Communication-Information Policy, 1960-2002

This report is a long-term analysis of citizens' collective action to influence public policy toward communication and information. The work discusses in greater detail what is meant by communication and information policy (CIP) and why we think it is worthwhile to study it as a distinctive domain of public policy and citizen action. The report concentrates on citizen action in the United States and looks backwards, tracing the long-term evolutionary trajectory of communications-information advocacy in the USA since the 1960s. We focus on the concept of citizen collective action and explain its relevance to CIP.Research supported by the Ford Foundation's Knowledge, Creativity and Freedom Program. The views expressed are those of the author and do not necessarily represent the views of the School of Information Studies, Syracuse University, or the Ford Foundation

Is There a New HRM? Contemporary Evidence and Future Directions

[Excerpt] Is there a new human resource management? Yo. That is, yes and no. A new perspective -- strategic human resource management -- emerged during the 80s to take its place alongside the more traditional operational and programmatic perspectives as a major influence on the field. This perspective has rapidly progressed in terms of theory and research (if not practice). But, it continues to take many shapes and forms, and even with its various permutations, is far from universally embraced by scholars or practitioners. What follows is a brief look at the strategic perspective of the field. It begins with a summary of some common themes. This is followed by an illustrative review of extant theory,which in particular distinguishes between the two dominant theoretical streams which have thus far emerged: (1) the multiple model theorists (MMTs) who are given to building typologies of human resource strategies and describing or prescribing the conditions under which the various types work or should work best and (2) the dominant model theorists (DMTs) who are rather less preoccupied with contingencies and rather more concerned with the details and promulgation of their preferred models or strategies within and across firms. Next comes a look at the extent to which these two views show up in actual practice.The evidence is sparse, but their diffusion appears to be rather limited thus far. This naturally gives rise to a discussion of the factors which seem to encourage and, especially, discourage diffusion. Particular attention is paid to the adoption of the so-called strategic business partner role by human resource executives, managers, and professionals, and to the adequacy of this role as a catalyst for the diffusion of the strategic perspective across the U. S. and Canadian economies. Finally, suggestions are made regarding future theoretical and empirical work which might help keep the strategic perspective moving ahead

An Empirical Analysis of Internal Marketing on Organizational Commitment:a Study of Banks in Lagos-Nigeria

The purpose of this paper was to investigate the effects of aspects of internal marketing on organizational commitment of employees. The research was conducted among managers of Nigerian banks situated in the major commercial city in Lagos, Nigeria. Internal marketing is growing recognition of both scholars and professionals with the increasing commoditization of products and services and the continuing failure of technology driven customer relationship management. The main criteria of internal marketing were derived from the literature; provided the backbone for our internal marketing dimensions. Data was gathered from a survey among 128 managers who rated self completion questions on the basis of their perception. In order to achieve the purpose, five hypotheses have been formulated that link the dimensions of internal marketing including motivation, job satisfaction, training,” understanding and differentiation”, “inter-functional coordination and integration” “to organizational commitment. Data analysis indicated that “inter-functional coordination and integration”, training and motivation have positive effects on the organizational commitment of employees among Nigerian banks. Therefore if the banks want to ultimately provide a better service experience for their customers, it is recommended that more attention be directed toward enhancing organizational commitment among personnel, with a focus on the effective aspects of internal marketing

Time Sharing at Leisure Facility Centres: Analysis of Sales Performance Indicators

The changing cultural paradigms in Latin America have influenced variety of leisure activities and significant implications for development of leisure services. Leisure spending behaviour prompts sequential relationship among customers intending to perform family celebrations in a different environment and gaining higher satisfaction through the customized services, recreational attractions and brand value. This study focuses qualitative dimensions associated with the sales people and managerial efforts made to augment the outcome performance in sales in reference to the time sharing proposals at leisure facility centres in Mexico. The leisure facility centres are used by individual and institutional customers for organizing leisure events, parties and family gatherings. The study reveals that the leisure facility centre developer firms function with team sales strategy and the performance of sale teams is linked with their contributions to the profit of the firm.Team sales, customer satisfaction, sales performance, leisure property, brand image, returns on assets