Planning and Design Soa Architecture Blueprint

Service Oriented Architecture (SOA) is a framework for integrating business processes and supporting IT infrastructure as secure, standardized components-services-that can be reused and combined to address changing business priorities. Services are the building blocks of SOA and new applications can be constructed through consuming these services and orchestrating services within a business process. In SOA, services map to the business functions that are identified during business process analysis. Upon a successful implementation of SOA, the enterprise gain benefit by reducing development time, utilizing flexible and responsive application structure, and following dynamic connectivity of application logics between business partners. This paper presents SOA reference architecture blueprint as the building blocks of SOA which is services, service components and flows that together support enterprise business processes and the business goals

Better Performance through Enterprise Governance and Management Process Innovation

All the changes we are facing today take place within the global economic environment. These changes are caused by increasingly important inventions, suggestions, potential innovations, and innovations (and their diffusion to many users) resulting from crucially needed creativeness and innovativeness, new ideas, and constructive thinking; we are living in the era of different viewpoints and each of them originate from different knowledge, values, and experiences. This is why also the enterprise’s performance, and the ways of its achievement are continuously changing. One way of reaching enterprise competitiveness is provided by enterprise governance’s and management’s process innovation (GMPI) whose importance we will try to introduce here. We will discuss about enterprise policy, strategic management, innovativeness, competitiveness, and better performance of enterprises on the basis of GMPI.

A New Theory of Economic Systems and Its Application to Economic Policy Studies

The basics of a new theory of economic systems are proposed in this article as a fundamental synthetic field of economics. This theory proposes to unify a description of economic phenomena usually studied by different areas of economics: economic agents, i.e., legal and physical entities, formal and informal institutions, economic processes, and projects. A basic classification of economic systems is developed, their key functions are defined, and the need for power parity of the basic types of economic systems is proved. The results obtained are used to classify the types of national economic policy and elaborate measures aimed at preventing crisis phenomena and building a well-balanced economy.

A novel design education approach for professional global product realization

Emerging trends in design practice, such as collaborative design and multi-national, multi-cultural and multi-disciplinary (multi-x) teamwork, call for ongoing changes in design education. Educational institutions need to be proactive in adapting to such trends, in order to ensure an adequate development of the design competences of their students. The graduated design students must be able to effectively solve real-life new product development (NPD) problems in multi-x environments. In this paper we present a novel approach towards design education, where special focus is put on multi-x collaboration of design students in solving NPD tasks. We present the idea of an Academic Virtual Enterprise (AVE), a project oriented educational agreement, which is based on volatile alliance of industrial and academic partners for mutual advantages. A course, called Global Product Realization (GPR) is presented as an example of how to implement AVE into design education and provide a stimulating learning environment for students in several disciplines (i.e. mechanical engineering, programming, electronics, design, etc.), where they can get experience in multi-x collaboration in NPD and develop several aspects of design competences needed for their future professional practice

An Exploration of Customer-Defined Perception of Market Orientation:Antecedents and Consequences

As universities worldwide are being required to be more responsive to the needs of their customers, the literature has focused on identifying exactly who is the customer in the higher education industry. It is common to view the student as the customer but this notion is not universally accepted. This paper reviews the debate in the education and marketing literature about students as customers and reveals the difficulty in using the word customer to describe the student/university relationship. The author argues that the debate must move away from identifying the customer and focus on the university as a service provider. An emerging perspective on market orientation suggest that strategic insights may be gained when firms take into account their customers’ view on the organization’s level of market orientation. Recent research offers evidence on the applicability of a customer- defined market orientation construct. This study extends this line of research by exploring the customer- defined orientation antecedents and outcomes in higher education institutions. This paper accentuates the subject by initially reviewing a number of theoretical viewpoints as to why a customer perspective should be sought when assessing organizational phenomena such as market orientation. Consequently, a number of hypotheses were put forward followed by the results of this study. Correlation analysis and regression analysis among other statistical tools were used in this study. The result using regression analysis showed that all the proposed relationship were significant. The result further demonstrated that service quality acts as a partial mediator where customer satisfaction was not derived completely by service quality. This paper eventually concludes by elaborating the various conclusions derived from the study

MER Model of Integral Management: its Improvement with Enterprises' Key Success Factors

The beginnings of the creation of the MER Model of Integral Management date back to the years 1992 and 1993. A year ago the decision was made to start thoroughly renewing the MER Model due to changes in economic and other social conditions in Slovenia and in many other post socialist countries. In this "new" model many changes have been introduced, especially some new success factors have been added. In this contribution the renewed MER Model is presented with special focus on the success factors.