Ontology-based standards development: Application of OntoStanD to ebXML business process specification schema

Business-to-Business (B2B) interoperations are an important part of today's global economy. Business process standards are developed to provide a common understanding of the information shared between trading partners. These standards, however, mainly capture the syntax of the transactions and not their semantics. This paper proposes the use of ontologies as the basis for standards development and presents an ontology for the ebXML Business Process Specification Schema (ebBP) with the aim of empowering the capture and sharing of semantics embedded within B2B processes as well as enabling knowledge deduction and reasoning over the shared knowledge. The paper utilises the Ontology-based Standards Development methodology (OntoStanD) as a methodological approach for designing ontological models of standards. This research demonstrates how Semantic Web technologies can be utilised as a basis for standards development and representation in order to improve standards-based interoperability between trading partners

A Micro-Level View on Knowledge Co-Creation Through University-Industry Collaboration in a Multi-National Corporation

Purpose: Technology transfer (TT) in industry to university collaboration (UIC) literature focuses primarily on a macro view within an SME environment. While these discussions are important to establish the significance of encouraging UIC’s as the value is important to both parties, there is a need for further research at a micro level to help understand key approaches to ensuring the success of the TT. By looking at how value created from TT for a multi-national corporation (MNC) with a project based within a single subsidiary, this research effectively looks at the issue from both a SME level (the subsidiary independently) and a MNC level. Design/Methodology/Approach: The research uses a longitudinal knowledge transfer partnership and action research to form a case study of Parker Hannifin’s Gas Separation and Filtration Europe, Middle East and Africa (GSFE) division. Findings: The research highlights the key areas to focus on in ensuring a successful TT within an UIC such as: once identifying the gap that a UIC is filling in the company, identifying internal barriers before the project starts; education of why change is necessary and then using knowledge experts to educate on the new processes being introduced and finally; incorporation of a full range of personnel, not just those directly involved in the day-to-day of the UIC. Research limitations/implications: As a case study, further research is required to make the results more generalisable. One way to do this would be to evaluate previous successful and unsuccessful UIC's and determine if the success criteria identified were present in these programmes. Practical implications: There are three critical points that can be taken away from this research and applied to any company looking to use UIC for TT and value co-creation. Education, external knowledge experts and business wide inclusion were highlighted in the findings as being potentially critical turning points and need to be addressed for successful TT. Social implications: Successful UIC’s further encourage investment in such programmes which has greater societal benefits. Not only can we see greater leaps in industry through better, more specific knowledge being transferred from the university, the industry knowledge fed into universities helps to guide research and teachings. Originality/value: The micro level view created by action research based from the industry partner perspective adds another level of importance as the ‘how’ for overcoming barriers is clearly addressed. Furthermore, the research looks at how a multi-national corporation can have value added through UIC's within subsidiaries which often is not addressed in the literature

Sustainable business models: integrating employees, customers and technology

This Special Issue of the Journal of Business & Industrial Marketing has the same title as the 23rd International Conference CBIM 2018 (June 18-20, 2018, Madrid, Spain) “Sustainable Business Models: Integrating Employees, Customers and Technology”. In this edition of International Conference, following a competitive blind review process, papers from 126 authors and 25 countries were ultimately accepted. The best papers of the Conference were invited to submit to this Special Issue and we were also open to direct submissions from other authors. We present here the 17 accepted papers for publication in this Special Issue

Service-oriented middleware for managing inter-enterprise collaborations

Peer reviewe

From service-oriented architecture to service-oriented enterprise

Service-Oriented Architecture (SOA) was originally motivated by enterprise demands for better business-technology alignment and higher flexibility and reuse. SOA evolved from an initial set of ideas and principles to Web services (WS) standards now widely accepted by industry. The next phase of SOA development is concerned with a scalable, reliable and secure infrastructure based on these standards, and guidelines, methods and techniques for developing and maintaining service delivery in dynamic enterprise settings. In this paper we discuss the principles and main elements of SOA. We then present an overview of WS standards. And finally we come back to the original motivation for SOA, and how these can be realized

Software Agent Architecture for Managing Inter-Organizational Collaborations

The growing importance of cooperation among organizations, as a result of globalization, current market opportunities and technological advances, encourages organizations to dynamically establish inter-organizational collaborations. These collaborations are carried out by executing collaborative business processes among the organizations. In this work we propose an agent-based software architecture for managing inter-organizational collaborations. Two types of agents are provided: the Collaboration Administrator Agent and the Process Administrator Agent. The former allows organizations setting up collaborations. The latter allows organizations executing collaborative business processes. A Colored Petri Net model specifying the role, which an organization fulfills in a collaborative process, is used to carry out the behavior of the Process Administrator Agent that represents the organization. Planning and execution of the actions of the Process Administrator Agents are driven by a Colored Petri Net machine embedded to them. Thus, Process Administrator Agents do not require to have defined at design-time the protocols they can support. In addition, we propose a model-driven development method for generating Colored Petri Net models from a collaborative process model defined as interaction protocol. Finally, an implementation of the agent-based software architecture and methods based on model-driven development are presented.La creciente importancia de la cooperación entre las organizaciones, como consecuencia de la globalización, las oportunidades actuales de mercado y los avances tecnológicos, alienta a las organizaciones a establecer en forma dinámica colaboraciones inter-organizacionales. Estas colaboraciones se llevan a cabo mediante la ejecución de procesos de negocio colaborativos entre las organizaciones. En este trabajo de investigación se propone una arquitectura basada en agentes de software para la gestión de colaboraciones inter-organizacionales. La arquitectura provee dos tipos de agentes: el Agente Administrador de Colaboraciones y el Agente Administrador de Proceso. El primer agente permite a las organizaciones a establecer colaboraciones. El segundo agente habilita a las organizaciones ejecutar procesos de negocio colaborativos. El rol que una organización desempeña en un proceso colaborativo es especificado mediante un modelo de redes de Petri coloreadas. Este modelo es usado para dirigir el comportamiento del Agente Administrador de Proceso, el cual representa a una organización. La ejecución de los planes y las acciones del Agente Administrador de Proceso son dirigidas mediante una máquina de redes de Petri coloreadas embebida en el agente. Entonces, los Agentes Administrador de Proceso no requieren tener definido en tiempo de diseño los protocolos que dan soporte a su comportamiento. Adicionalmente, se propone un método basado en el desarrollo dirigido por modelos para la generación en forma automática de modelos de redes de Petri coloreadas a partir de un modelo de procesos de negocio colaborativo definido como protocolo de interacción. Finalmente, la implementación de la arquitectura y los métodos basados en el desarrollo dirigido por modelos son presentados.Fil: Tello Leal, Edgar. Universidad Autónoma de Tamaulipas; MéxicoFil: Chiotti, Omar Juan Alfredo. Consejo Nacional de Investigaciones Científicas y Técnicas. Centro Científico Tecnológico Santa Fe. Instituto de Desarrollo y Diseño (i); ArgentinaFil: Villarreal, Pablo David. Universidad Tecnologica Nacional. Facultad Regional Santa Fe. Centro de Investigacion y Desarrollo de Ingenieria En Sistemas de Informacion; Argentin

Implementing Cross-Organizational Business Processes with Enterprise Mashups: Hype or Reality?

Many cross-organizational business processes are implemented by hubs and integration platforms which support the electronic collaboration of multiple organizations. The available concepts and solutions based on service-oriented architectures focus on the automatization of long-term business relationships. However, they often do not provide intuitive ways to modify them according to situational needs. In particular, small and medium-sized enterprises characterized by limited know-how and resources are excluded in such electronic collaborations. This paper demonstrates how the user-driven development paradigm of enterprise mashups could be leveraged for implementing cross-organizational business processes. By means of a case study, we report about the experiences of a real-world scenario we have implemented in the frame of the EU-funded research project FAST. A business value analysis highlights the automational, informational and transformational effects. An organized laboratory experiment evaluates how the actual users create enterprise mashups for cross-organizational processes. We conclude with the benefits and limitations of the paradigm