Top PDF THE ROLE OF ENTERPRISE PORTALS IN ENTERPRISE INTEGRATION

THE ROLE OF ENTERPRISE PORTALS IN ENTERPRISE INTEGRATION

THE ROLE OF ENTERPRISE PORTALS IN ENTERPRISE INTEGRATION

XML/XSL - Extensible Markup Language (XML) is a markup language for documents containing structured information. Used to transfer data, it is becoming the standard for web-based integration. XML styles are defined using an XSL style sheet, and XML pages display information according to predefined tags. An XML page can call the tags, once defined, of another XML page and exchange information quickly over HTTP. An XML processor is required to read XML documents and provide access to their content and structure. XML technology is quickly gaining wide business acceptance for its simplicity, its extensibility and its flexibility. XML based integration allows to pull and manipulate data without necessarily writing custom integration code. This type of integration reduces customization costs and implementation time by creating a simple standard for integrating data and content from external sources.
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Enterprise business ecological strategic capabilities and enterprise group ecosystem health: an analysis based on the Sichuan Port and Channel Development Enterprise Group

Enterprise business ecological strategic capabilities and enterprise group ecosystem health: an analysis based on the Sichuan Port and Channel Development Enterprise Group

On the basis of the existing theoretical documents, the current research believes that the niche enterprise, which boasts strong resource integration capability, enhances the performance of group network. It mainly embodies the pipeline resources which is formed through providing more effective complementary resources for other niche players, and then further offers continuous power for the value creation process of niche players. If the niche enterprise only absorbs and takes advantage of relevant resources from the internal network but does not focus on resources sharing among enterprise, the niche enterprise that occupies a key network position will gradually replace other adjacent ones and then become dominant enterprise featured by value extraction tendency. As Liang and Tan (2005) mentioned, the value obtaining behavior of dominant enterprises will lead to a decrease in their system productivity, a depletion of vitality as well as a decline in creativity in the niche market. Eventually, this will give rise to a system collapse and the future for dominant enterprises is doomed. Di (2013) believes that niche players tend to attach great importance to a certain narrow segment market. This type of enterprise relies on the platform provided by the keystones and obtains and shares unique complementary resources on the basis of their professionalized advantage. Niche players are a major part of the system and the health of the business ecosystem can be reflected by their diversities. Therefore, it demonstrates that resources sharing may play an intermediary effect between the niche enterprise’s capability to integrate resource and the ecosystem health of the group. Among the niche players, those with higher resource integration capability can, through a higher degree of resource sharing, feedback the network resources absorbed, utilized and developed by themselves to the interior of the group network by more forms and contents. And expanding the resource base of the niche players, they can improve the possibility to enhance the overall ecosystem health of the group. To sum up, based on this, another hypothesis can be put forward as follows.
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The Case Study of a Portuguese Technology Enterprise

The Case Study of a Portuguese Technology Enterprise

Knowledge Management initiatives, as well as their maturity evolve during time. At a first stage, KM initiatives of a company lack in infrastructure and experience. In time the organization become ready and plan for KM, then the organization realizes that the infrastructure can increase effectiveness of the KM effort. Finally the KM processes are integrated in its daily activities and the information external to the company is considered (Lin, 2007). These three stages of evolution were considered by Lin (2007) in its model. The stages are: initiation, development and mature. In the initiation stage firms have to consider questions like “Why implement KM?”, “How to evaluate KM usefulness” and specify shared visions and goals for KM. In the development stage firms start to invest in the support infrastructure for KM. these infrastructures includes knowledge strategy, organizational culture and structure and human resource policies. Top management become more involved in KM activities and the role of Chief Knowledge Officer (CKO) might be created. Finally in the mature stage the organization channels its KM capabilities not only inside the company but to create synergies with the outside environment (Clients, suppliers, partners), consequently making its competitiveness depend with the relationship with other firms.
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Enterprise Architecture in the Company Management Framework

Enterprise Architecture in the Company Management Framework

In literature there is no coherent view on the content and scope of IT enterprise architecture. he deinitions range from « the method used to organize and integrate the compo- nents of the computer system», «a set of components, functions and interfaces, connections, and restrictions and the very ar- chitecture of the participating components» to «a vision, prin- ciples and standards governing the organization development and implementation of technologies» [2, p. 78–81]. In modern interpretations of the concept there prevails not purely techno- logical aspect of the problem but an emphasis is made on the importance of efective connectivity and integration to achieve business goals of the enterprise. Gartner has similar views con- sidering IT architecture of a company as a «formal description of its business operations (processes and functions), business applications and databases that support them, and the equip- ment and services that run the applications» [9].
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Diagnosis in the Enterprise Management System

Diagnosis in the Enterprise Management System

The aim of the article is to define the role and place of the diagnosis management system in the structure of the task system of the enterprise diagnosis. There suggested the essence of the concept of «diagnosis of the enterprise», which is understood as the process of identification, analysis and evaluation of the enterprise state and trends in its changes (changes of the state) on the basis of relevant business indicators in order to develop recommendations on the elimination of problematic points and weaknesses in the functioning of the enterprise to ensure a qualitatively new level of its development and formation of prospects with consideration to the consequences of violation of the legislation in the field of economics and enterprise management and law (legal responsibility for the violation of the labor law, tax law, law on protection of economic competition, law on trade secret, etc.). It was found that the diagnosis in the system of enterprise management: 1) is a structural component (or a partial diagnosis task) in a group of private diagnosis tasks in the system of diagnosis task of the enterprise activity; 2) as a sub-function of the control function (as a general function of management) includes such components as: assessment (identification of key features, characteristics, parameters (indexes, indicators, properties); analysis (a thorough study of the structure, dynamics, trends, etc.); identification (involves determination of deviations of parameters from the criteria and/or standards, formulation of diagnosis). Prospects for further research in this direction are the development of methods for quantitative assessment of the effectiveness of the management system with the purpose of its introducing in practical activities of enterprises, namely in the processes of decision-making.
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Design of an enhanced Integrated Management System with Customer Experience Focus: The Business Process Framework (also known as eTOM) and ISO9001 Together

Design of an enhanced Integrated Management System with Customer Experience Focus: The Business Process Framework (also known as eTOM) and ISO9001 Together

The purpose of the framework is to continue to set a vision for the industry to compete successfully through the implementation of business process driven approaches to managing the enterprise. This includes ensuring integration among all vital enterprise support systems concerned with service delivery and support. The focus of the framework is on the business processes used by organizations, the linkages between these processes, the identification of interfaces, and the use of Customer, Service, Resource, Supplier/Partner and other information by multiple processes. Exploitation of information from every corner of the business will be essential to success in the future. In an ebusiness environment, automation to gain productivity enhancement, increased revenue and better customer relationships is vital. Perhaps at no other time has process automation been so critical to success in the marketplace. The over-arching objective of the framework is to continue to build on TM Forum’s success in establishing:
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ADOPTION IN AN ENTERPRISE CONTEXT

ADOPTION IN AN ENTERPRISE CONTEXT

Nowadays, internet is one of the main information sources. Connection between web users is the main goal provided by Social Networking Sites (SNS), such as Facebook, LinkedIn, MySpace, Google+ and Twitter, which assume the role of information sharing through their community users. Users can post a message or comment updates from friends or brands that they follow. Every message has a publishing mechanism called Activity Stream. Each stream is composed by an Actor, a verb and an action. An organization is a consciously coordinated social entity, with a relatively identifiable boundary, that functions on a relatively continuous basis to achieve a common goal or a set of goals (Robbins, 1990). “Social entity” refers to an organization as a composition of people who interact with each other and with the outside world. Taking this into account, the challenge in this research project is to understand how social concepts and tools introduced by social networking sites can be implemented in an enterprise context with major relevance to the Activity Stream mechanism.
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INTEGRATION PROCESS IN MANAGEMENT SCIENCE -  THEORETICAL REVIEW

INTEGRATION PROCESS IN MANAGEMENT SCIENCE - THEORETICAL REVIEW

One can speak of an integrating approach in the context of integration of systems of quality, environment as well as Occupational Health and Safety management 10 . The philosophy of integration is based on recognizing issues of environmental protection and OHS issues as equally important aspects in activities of an enterprise. They have to be taken into account as enterprise’s mission and system of values (Lewandowski, 1998). As to practical application, integrated management may also concern issues of project management (integrated management plan) embracing integration of planning, budgeting, evaluation and control processes (Integrated Management Plan, 2000). This practice is frequently connected with management of projects for public institutions (Integrated Management Plan, 2000). It can be pointed out that integrated management as a global approach to management processes
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Challenges of the growth phase for a Brazilian social enterprise: the case of 4YOU2

Challenges of the growth phase for a Brazilian social enterprise: the case of 4YOU2

I could observe that such an “amateur style” at 4YOU2 does not come with a decrease in motivation for employees. As said many times, people’s motivation inside 4YOU2 is a powerful engine for the enterprise, and the lack of structured role empower employees that try their best to contribute as much as they can to the life of the organization. On the weak side, the pressure and the level of stress coming from such a freedom is a lot, and this undermines everyone’s hard work. The disorganization creates stress also for professors: “What demotivates me is stress, as here we have a lot of disorganized things”, told me a professor. Moreover, the risk is that a lot of care is given to some tasks while others are underestimated. Students, as main stakeholders and beneficiaries of the organization, are at the center of everyone’s attention, but the disorganization can lead to unpleasant situation –even though really rare – with students’ requests not being paid enough attention. I had only a student complaining about the lack of attention. This student told me: “What I like the less is the fact that they should give us more attention. For example, last week I missed a verbal test, I called the receptionist to reschedule it but my professor had just left Brazil. So they told me I could talk to the coordinator and make the verbal test with her. I came here today, which was the scheduled day to make the test, and until now I haven’t done it. I got here quite late so I entered the class straight away, but no one has come to look for me to make me take the test, and the coordinator didn’t show up today.”
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IMPLEMENTATION OF ENTERPRISE RESOURCE PLANNING SYSTEM AND CHANGE IN ACCOUNTANT’S ROLE – POLISH PERSPECTIVE

IMPLEMENTATION OF ENTERPRISE RESOURCE PLANNING SYSTEM AND CHANGE IN ACCOUNTANT’S ROLE – POLISH PERSPECTIVE

me ‐consuming  data  collec on,  accountants  get  uniform  outcome   that  can  be  used  for  management  decision‐ making  process. Unfortunately, research made in Poland in  2010   [16],  showed  that  accountants  are  over  jobbed  with  formal  and technical ac vi es that arise from tax and acco‐ un ng   law.  It  stops  them  from  focusing  on  strategic  deci‐ sion ‐making.  ERP  systems  not  always  provide  all  informa‐ on   required  for  legal  repor ng  and  consolida ng  data  from  different reports consumes too much  me. Accuracy  of  informa on provided by ERP systems is another problem  Polish  accountants face. ERP systems assume some simplifi‐ ca ons  that are of no materiality from management point  of   view.  Detailed  requirements  regarding  invoicing,  VAT  and  corporate income tax repor ng on a monthly basis for‐ ce  accountants to painstaking and exhaus ve work to avoid  tax   penalty  risk.  Because  accountants  are  dependent  on  other  key‐users inpu ng data, in order to enhance the ac‐ curacy  they should point out the importance of everyone’s  contribu on  to informa on being generated in the system  and   the  ability  of  management  to  see  his/hers  contribu‐
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J. Aerosp. Technol. Manag.  vol.6 número2

J. Aerosp. Technol. Manag. vol.6 número2

It is not, however, an easy work. The study of information classification and coding started in early 1945, in the United States, and the national material coding system was put forward in 1958. Since the 1960s, countries like Romania and Japan put a large amount of manpower and resources into studying material coding. Recently, many scholars have carried many new researches on how to encode material. Yi et al . (2006) and Wang and Wang (2008) introduced coding technology based on the ontology for information integration. Lei et al. (2008) discussed code principle structures and characteristics of material classification with group technology. Jiang (2007), Wang and Wang (2008) and Zhao et al. (2010) studied the flexible structure and the multi-segment code for the Product Data Management (PDM) system and proposed the information coding model. Material coding management is applied in different industries (Li and Xu, 2012; Xiong et  al ., 2010), and Xiong et al. (2010) suggested that new technologies such as Radio Frequency Identification can be applied in material coding management. Meng and Kong (2013) studied the enterprise material coding in detail, and proposed the purchasing material coding scheme and method,
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The Impact of Culture in Enterprise Resource Planning System Implementation

The Impact of Culture in Enterprise Resource Planning System Implementation

1. Mismatch with Local Culture: The occurrence of globalization means that globally used technologies are not only to be approved but also adapted into local cultures and to their prevailing norms. There is clear potential for a cultural clash when these do not fit the adopting culture's norms. Clash level of the culture embedded in the ERP package with the company’s organizational culture has been identified by Zhou-Sivunen (2006). According to Molla and Loukis (2005), ERP success depends on congruence between the host culture and the ERP system culture. Implementation of an ERP system in a global environment can be fragmented due to the internal enterprise culture, which is representative of societal culture. The way ERP systems are perceived, treated, and integrated within the business plays a critical role in the success or failure of the implementation. When a Western developed ERP system is implemented in a country where the culture differs greatly from that of the developer, implementation may require localization in order to be successful. In doing so, strategic benefits of ERP systems may be reduced (Srivastava and Gips, 2009). Also Gips (2009) particularly pointed out culture mismatch was the case in China due to the nationalistic culture of business. Rasmy et al (2005) also confirm that ERP implementation becomes more challenging in Egyptian context where national and organizational culture was mismatched. These factors can result in undesirable design reality gaps, which tend to lead to underperforming systems. Tools transferred from one country to a specific enterprise abroad suffer a double- layered acculturation: the technology is confronted with a foreign national and alien corporate culture (Motwani et al., 2007; Zu et al., 2006).
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Integration of Intercultural Competence in the Processes of Enterprise Internationalization: Possibilities of the Adaptation of the Model in the Operation of Small and Medium Enterprises

Integration of Intercultural Competence in the Processes of Enterprise Internationalization: Possibilities of the Adaptation of the Model in the Operation of Small and Medium Enterprises

In the case of this research the model of Q. Rizvi was simplified, leaving only the most important items – conceptualisaion, market analysis, strategic plan- ning, and commercialisaion that ensure the success- ful internaionalizaion of the company, leaving the right to autonomy to the company. Implementaion of the model does not require including an external specialist into the company aciviies (i.e., the com- panies avoid to pass the know-how and other infor- maion about commercial aciviies to the individuals who are not related to the company). The compo- nent of management of intercultural competence has been added to the model. While intercultural competence is an important factor, which can sim- plify and accelerate the processes of internaional- izaion, in many cases this factor does not receive proper atenion. And this leads to the fact that a number of companies are forced to limit their aciv- iies by culturally related markets, because they do not have interculturally competent managers. Typical components of the management processes have not been modified, therefore, the steps of each element remained the same, except for the management of intercultural competence, and the steps detailed at the stage of evaluaion (though basically the stage has not been qualitaively developed, as quite a log- ical in the business sense structure was formed in the original model). However, it should be noted that Q. Rizvi, modelling his system, put a paricular emphasis on highlighing the knowledge accumulated in the company: a successful company, regardless of whether or not it is internaionalized, accumulates its know-how over ime, as it is the main tool of the compeiiveness of the company (Rizvi, 2010). Thus, it is necessary to maintain it so that the company would be able to compete in the market, therefore, it is important to ensure that the company’s know- how would not be changed or would be changed slightly, but the organizaion itself would remain flex- ible and capable of adaping to the market and the needs of its users, i.e., to the business environment of the specific market. In other words, the enterprise must discover the ways to implement internaional- izaion without losing compeiiveness.
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Increase of Efficiency of Enterprise Financial Control through Application of the Integration Process

Increase of Efficiency of Enterprise Financial Control through Application of the Integration Process

UDC 330.341 Moroz O. S. Assessing the Level of Innovation Development of an Industrial Enterprise by Example of the Zavod Krasilovmash Limited Liability Company (LLC) The goal of the article lies in approbation of the hierarchical model of assessment of the level of innovation development of an industrial enterprise on the basis of instru- ments of fuzzy logic on the basis of the engineering enterprise Zavod Krasilovmash LLC. By means of analysis of the works of domestic and foreign scientists the article considers main modern approaches to the quantitative assessment of the level of in- novation development and its components. In the result of the study the article builds a hierarchical model of assessment of the level of innovation development of the Zavod Krasilovmash LLC with the use of the Fuzzy Logic Toolbox component and GUIDE envi- ronment of the Matlab 8.0 environment. The conducted study shows that the model of assessment of innovation development of an enterprise and its components could be used for further adjustment of the process of managerial decision making with respect to formation of the enterprise strategy. The prospect of further studies in this direction is development of managerial recommendations on elimination of bottlenecks of inno- vation development detected in the result of use of the developed model.
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Enterprise social networking: the role of microblogging in knowledge work

Enterprise social networking: the role of microblogging in knowledge work

The term Enterprise Social Networking is not yet broadly used in academic papers 4 . It is however a correct term that best describes the phenomenon and is also increasingly popular after its introduction around 2008 (Google Inc., 2013). In fact, it actually seems that academics or publishers are just slow in adapting the term, given its high popularity in trade journals 5 . Enterprise Social Networking describes “the use of online social networks or social relations among people who share business interests and/or activities ” and is often “a facility of enterprise social software” (Wikipedia, 2013). According to IDC (2012), “[ESN] represents a wider group of social applications that facilitate the connection of people inside and outside the firewall. ” Three important elements can be distinguished: The network, the networking, and the software. An (enterprise social) network is a set of social entities (e.g. people, organizations) that are linked by a social relationship. These links can be friendship, co- working or business relationships (Garton, Haythornthwaite, & Wellman, 1997; Newman, 2003; Richter, Riemer, & vom Brocke, 2011, p. 90). Networking as a social activity means initiating and maintaining productive relationships for business purposes in an enterprise context (Merriam-Webster, 2013). The Enterprise Social Networking site or platform, which is the software, enables the visualization of the network and facilitates the networking between people. In a knowledge work context, it visualizes the “ongoing practices of knowledge workers” (Newell, 2009, p. 158). Sometimes, the use of the term enterprise social network actually fits the description of enterprise social networking platform (e.g. IDC, 2012).
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Integration of Information Technologies in Enterprise Application Development

Integration of Information Technologies in Enterprise Application Development

Whatever the choice made, system development related activities require additional resources and maintenance efforts. As the level of abstraction of a system is higher, the more simple the process of reengineering becomes and there will be available more information about program and data structure, models of business entities, design models for data and control flow, UML class diagrams, states, actions, workflows. The basic conclusion is that systems require additional efforts and extensible, automated architectures, in order to maintain and simplify the structure and to deal with the dynamism of business environment. Any chosen solution must be optimal no matter the considerents taken into account. In particular, integrated software solutions are subject to software reengineering, in order to optimize business processes and to better exploit the new system.
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Entry mode selection for internationalization of giant Chinese state owned companies: the case of entrance in Africa of China communications construction company

Entry mode selection for internationalization of giant Chinese state owned companies: the case of entrance in Africa of China communications construction company

According to the previous research literature on market entry modes, the companies adopting internationalization management are mainly out of two motives, to learn technologies and to expand market. And most of these literatures mainly focused on research on the market entry mode selection for the companies aiming at market expansion and put forward stage theories for the entry mode selection for internationalization market. They adopt low-control and low-risk product export or license agreement at the beginning, and as the experiences in internationalization increases, gradually adopt high-control and high-risk modes such as joint venture, merger and acquisition or greenfield investment. It is a process that the degree of market penetration is gradually deepened, and a process that is supported and proved by the practice of multinational companies of developed countries entering Chinese market. With the development of economic globalization, Chinese enterprises begin to step into the international market to conduct transnational operation. However, the internationalization management of Chinese enterprises is generally to learn technologies. Gao Xia and Jing Runtian (2009) mentioned in their research that because the companies ignored the influence of cultural conflict on knowledge integration and organizational performance during the process of technological learning based market entry mode selection, they failed in the enterprise internationalization. As for the giant Chinese state owned construction enterprises, their industrial characteristics have determined that they should be different from typical manufacturing industry in the direction, key fields and approach of internationalization, and their entry mode selection of overseas market, especially the market expansion oriented African market entry, shows a unique feature. This thesis, starting from the actual background, takes the influence of governmental relations on the risk avoidance of the market entry mode selection of company internationalization management into consideration. Government relations thus become an important factor on the risk assessment and mode selection of company entering overseas market.
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Enterprise Information Portals: Potential for Evaluating Research For Knowledge Management and Human Capital Assets Using Social Network Analysis

Enterprise Information Portals: Potential for Evaluating Research For Knowledge Management and Human Capital Assets Using Social Network Analysis

Information and intellectual capital stocks are some of the most important resources that flow through research communities; in this context SNA is often applied to identify both information flows and bottlenecks. In theory, it should help to identify strategies that encourage participating actors to share knowledge through the improvement of information flows in the existing social system rather then seeking to create new ones. Social network studies usually take one of two approaches (Clark 2006).: The first approach uses a closed group, for example, to look at the relationships among people working in an institution, whereas the other approach focuses on one person and seeks to understand their egonet (self-centered) social relationships surrounding them.
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The application of optical measurements for the determination of accuracy of gear wheels casts manufactured in the RT/RP process

The application of optical measurements for the determination of accuracy of gear wheels casts manufactured in the RT/RP process

The preparation of the casting process included heating the mould in 70°C, which caused water to evaporate. Next, the mould parts were joined together and filled with an aluminum alloy. After the alloy solidified, the mould was broken and the cast cooled (fig. 3).

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THE INTEGRATED SHORT-TERM STATISTICAL SURVEYS: EXPERIENCE OF NBS IN MOLDOVA

THE INTEGRATED SHORT-TERM STATISTICAL SURVEYS: EXPERIENCE OF NBS IN MOLDOVA

- The reporting criteria and method by the statistical units for certain surveys were not strictly defi ned. Thus, in a series of statistical surveys, the respondent units were both the enterprise and the local unit (the structural subdivisions of an enterprise in different rayons of the country). Consequently, the statistical questionnaires could be presented to the NBS as follows: i) in a centralized manner by the mother enterprise (which included the economic activity of all its subdivisions, regardless of the rayons/administrative- territorial units (UAT) they were located in), or ii) in a decentralized manner by the structural subdivisions of the enterprises which had local units in various UAT, by presenting the statistical questionnaires to the territorial statistical body in whose jurisdiction they activated. Thus, there was the possibility to under report or to double the statistical information collected.
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