Dynamic Context Modeling for Agile Case Management

International audienceCase Management processes are characterized by their high unpredictability and, thus, cannot be handled following traditional process- or activity-centered approaches. Adaptive Case Management paradigm proposes an alternative data-centered approach for management such processes. In this paper, we elaborate on this approach and explore the role of context data in Case Management. We use the state-oriented representation of the process that allows us to incorporate the contextual information in a systematic and transparent way, leading towards agile case management

Identifying Cultural and Cognitive Proximity between Managers and Customers in Tornio and Haparanda Cross Border Region

Daily intercultural interactions in cross-border regions such as those between customers and managers can be a source of knowledge and ideas. However, such interactions can pose distinctive constraints and opportunities for learning and exchange of ideas. This study adopts a relatively fine–grained quantitative approach to study elements of cognitive and cultural proximity which have a major impact on these interactions. It is based on a survey of 91 managers of small service firms and 312 customers in the twin city of Tornio and Haparanda on the border between Finland and Sweden. Seven elements of proximity were identified and measured. Six elements of perceived cognitive and cultural proximity including values, conservative values towards new ideas, knowledge and use of technology, use of a foreign language, sufficiently focusing or providing specific details and ways of solving problems were found significant in terms of shaping perceptions of Swedish and Finnish managers and customers, which shape these interactions. The results enhance our understanding of how daily cross-border intercultural can be examined in the context of cross-border regional knowledge transfer

Success or failure in knowledge management systems: a universal issue

This paper takes a sociotechnical viewpoint of knowledge management system (KMS) implementation in organizations considering issues such as stakeholder disenfranchisement, lack of communication, and the low involvement of key personnel in system design asking whether KMS designers could learn from applying sociotechnical principles to their systems. The paper discusses design elements drawn from the sociotechnical principles essential for the success of IS and makes recommendations to increase the success of KMS in organizations. It also provides guidelines derived from Clegg’s Principles (2000) for KMS designers to enhance their designs. Our data comes from the application of a plurality of analysis methods on a large comprehensive global survey conducted from 2007 to 2011 of 1034 participants from 76 countries. The survey covers a variety of organizations of all types and sizes from a comprehensive selection of economic sectors and industries. Our results showed that users were not satisfied with the information and knowledge systems that they were being offered. In addition to multiple technology and usability issues, there were human and organisational barriers that prevented the systems from being used to their full potential. We recommend that users of KMS are integrated into the design team so that these usability and other barriers can be addressed during the feasibility stage as well as the actual design and implementation phases

Automatic support for product based workflow design : generation of process models from a product data model

Product Based Workflow Design (PBWD) is one of the few scientific methodologies for the (re)design of workflow processes. It is based on an analysis of the product that is produced in the workflow process and derives a process model from the product structure. Until now this derivation has been a manual task and is therefore a time-consuming and error-prone exercise. Automatic support would enhance the use of the PBWD methodology. In this paper we propose several algorithms to automatically generate process models from a product structure and we present a software tool (implemented in ProM) to support this. Finally, the properties of the resulting process models are analysed and discussed

Creating and Using Organisational Semantic Webs in Large Networked Organisations

Abstract. Modern knowledge management is based on the orchestration of dynamic communities that acquire and share knowledge according to customized schemas. However, while independence of ontological views is favoured, these communities must also be able to share their knowledge with the rest of the organization. In this paper we introduce K-Forms and K-Search, a suite of Semantic Web tools for supporting distributed and networked knowledge acquisition, capturing, retrieval and sharing. They enable communities of users to define their own domain views in an intuitive way (automatically translated into formal ontologies) and capture and share knowledge according to them. The tools favour reuse of existing ontologies; reuse creates as side effect a network of (partially) interconnected ontologies that form the basis for knowledge exchange among communities. The suite is under release to support knowledge capture, retrieval and sharing in a large jet engine company

New games, new rules: big data and the changing context of strategy

Big data and the mechanisms by which it is produced and disseminated introduce important changes in the ways information is generated and made relevant for organizations. Big data often represents miscellaneous records of the whereabouts of large and shifting online crowds. It is frequently agnostic, in the sense of being produced for generic purposes or purposes different from those sought by big data crunching. It is based on varying formats and modes of communication (e.g., texts, image and sound), raising severe problems of semiotic translation and meaning compatibility. Crucially, the usefulness of big data rests on their steady updatability, a condition that reduces the time span within which this data is useful or relevant. Jointly, these attributes challenge established rules of strategy making as these are manifested in the canons of procuring structured information of lasting value that addresses specific and long-term organizational objectives. The developments underlying big data thus seem to carry important implications for strategy making, and the data and information practices with which strategy has been associated. We conclude by placing the understanding of these changes within the wider social and institutional context of longstanding data practices and the significance they carry for management and organizations