scholarly journals An Optimal Composition Strategy for Knowledge Service Component Based on Flexible Tracking Particle Swarm Algorithm

Complexity ◽  
2019 ◽  
Vol 2019 ◽  
pp. 1-14
Author(s):  
Yan-chao Yin ◽  
Fu-zhao Chen ◽  
Wei-zhi Liao ◽  
Cui-yin Liu
Keyword(s):  
Business Processes ◽  
Component Composition ◽  
Adaptive Mutation ◽  
Particle Swarm Algorithm ◽  
Optimal Composition ◽  
Service Component ◽  
Knowledge Resources ◽  
Knowledge Service ◽  
Knowledge Resource ◽  
Resource Service

It is urgent to combine knowledge resources with manufacturing business processes to form a knowledge service in the cloud mode, so as to provide intelligent support for business activities in product development process. The main challenge of knowledge resource service, however, is how to rapidly construct the complex resource service system and respond promptly to the changeable service requirements in the business process, which is similar to the software system modeling using a component in software engineering. This paper is concerned with an optimal composition framework (OCF) of knowledge resource service, including service decomposition, component encapsulation, and optimal composition. Firstly, the typical business processes are decomposed into the dynamic knowledge element (DKE), and all kinds of knowledge resources and service behaviors are encapsulated into the reusable resource service components (RSC). Then, a multicomponent optimal composition mathematical model is presented, which transforms the problem of component composition into a multiobjective optimization problem. On this basis, a heuristic algorithm with the adaptive mutation probability is introduced to composite the multigranularity service component dynamically and robustly. Finally, the case of component composition for maintenance resource service is studied and the simulation results are provided to verify the efficacy of the proposed model and algorithms.

Research on Knowledge Resource Allocation Oriented Business Process Modeling

2012 ◽  
Vol 201-202 ◽  
pp. 935-938
Author(s):  
Lei Chen ◽  
Hong Fei Zhan ◽  
Jun He Yu ◽  
Zhong Ren Jiang ◽  
Chen Jian Lei
Keyword(s):  
Resource Allocation ◽  
Business Process ◽  
Process Modeling ◽  
Business Processes ◽  
Business Process Modeling ◽  
Process Models ◽  
Standard Material ◽  
Knowledge Resources ◽  
Knowledge Resource ◽  
Modeling Process

Business processes existed in every stage of the product life cycle. A lot of knowledge resources were carried in the business processes. The main purpose of business process modeling was to manage knowledge resources. It laid the foundations for the allocation of knowledge resources. To solve the problems of uncertainty and complexity of the management of knowledge resources, this paper studied the modeling form of knowledge resource allocation oriented business process and discussed the integration mode of knowledge resource and the business process. After the modeling process, the business process models were described from business logic relation, scope, time, cost, standard, material resources, tool and human resource. The relating knowledge resource was also determined during the modeling process, which would be used for the allocation of knowledge resources.

scholarly journals Developing a Provincial Centralized Intake Process for a Knowledge Resource Service Part 2: Article Requests

2015 ◽  
Vol 36 (1) ◽  
pp. 24 ◽  
Author(s):  
Michelle Turner ◽  
Marcus Vaska
Keyword(s):  
Single Point ◽  
Intake Process ◽  
Knowledge Resource ◽  
Program Description ◽  
Resource Service

<span>This program description outlines the development and implementation of a single point of intake for receiving and processing article requests as part of a provincial Knowledge Resource Service.</span>

Composition and Properties of TiO2 Sol to Produce a Photocatalytic Composite Material

2020 ◽  
Vol 854 ◽  
pp. 45-50
Author(s):  
Ekaterina N. Gubareva ◽  
Valeria V. Strokova ◽  
Yulia N. Ogurtsova ◽  
Pavel S. Baskakov ◽  
Lok Pratap Singh
Keyword(s):  
Composite Material ◽  
Titanium Dioxide ◽  
Ethyl Alcohol ◽  
Titanium Dioxide Nanoparticles ◽  
Sol Gel ◽  
Component Composition ◽  
Optimal Composition ◽  
Optimal Ratio ◽  
Nanosized Titanium Dioxide ◽  
Sol Gel Synthesis

The paper presents the process of sol-gel synthesis of titanium dioxide nanoparticles, the peculiarities of the influence of component composition (titanium precursor content, solvent and stabilizer − surfactant) on the properties of sol and powder obtained on its basis. As a result of the study, the nature of the influence of the type and content of the surfactant in the solution of tetrabutoxytitanium in ethanol on the size of the synthesized particles of titanium dioxide was revealed. The optimal composition of the reaction mixture of TiO–R sol was obtained and the optimal ratio of tetrabutoxytitanium and ethyl alcohol was revealed using which a material with a high content of nanosized titanium dioxide was obtained.

scholarly journals Socializing a Knowledge Strategy

2009 ◽  
pp. 320-350
Author(s):  
Peter H. Jones
Keyword(s):  
Business Strategy ◽  
Business Processes ◽  
Structuration Theory ◽  
Organizational Knowledge ◽  
Resource Based View ◽  
Knowledge Resources ◽  
Process Redesign ◽  
Strategic Intent ◽  
Knowledge Strategy ◽  
Agency And Structure

Proponents of the resource-based view of strategic management have argued for processes that align organizational knowledge resources to business strategy. In this view, a unique competitive advantage accrues from accelerating organizational learning and non-appropriable knowledge. An empirical approach known as socialization counters theories of both institutionalization and “strategic alignment.” Socialization diffuses an organization’s knowledge strategy through values leadership and practice-led process redesign. Consistent with structuration theory (interaction of agency and structure), socialization creates enduring, flexible process structures co-constructed by leaders and participants in a domain of practice. Socialization results in durable, accessible processes, uniquely configured to business strategy, and more resilient than acquired process structures. Values leadership orients participants toward the goals, meaning, and value of organizational knowledge inherent in indigenous processes. Socialized business processes are driven by strategic intent, are non-appropriable by competitors, and are oriented to enduring organizational values that protect process integrity. A socialization approach integrates practice-level internal knowledge networks to support business processes and strategy, leveraging and exchanging knowledge more effectively than authoritative (“top-down”) institutionalization.

scholarly journals Impact of Clinicians' Use of Electronic Knowledge Resources on Clinical and Learning Outcomes: Systematic Review and Meta-Analysis

10.2196/13315 ◽  
2019 ◽  
Vol 21 (7) ◽  
pp. e13315 ◽  
Author(s):  
Lauren A Maggio ◽  
Christopher A Aakre ◽  
Guilherme Del Fiol ◽  
Jane Shellum ◽  
David A Cook
Keyword(s):  
Patient Care ◽  
Learning Outcomes ◽  
Meta Analysis ◽  
Implementation Strategies ◽  
Cochrane Library ◽  
Patient Specific ◽  
Evidence Based ◽  
Knowledge Resources ◽  
Knowledge Resource ◽  
Variable Impact

Background Clinicians use electronic knowledge resources, such as Micromedex, UpToDate, and Wikipedia, to deliver evidence-based care and engage in point-of-care learning. Despite this use in clinical practice, their impact on patient care and learning outcomes is incompletely understood. A comprehensive synthesis of available evidence regarding the effectiveness of electronic knowledge resources would guide clinicians, health care system administrators, medical educators, and informaticians in making evidence-based decisions about their purchase, implementation, and use. Objective The aim of this review is to quantify the impact of electronic knowledge resources on clinical and learning outcomes. Methods We searched MEDLINE, Embase, PsycINFO, and the Cochrane Library for articles published from 1991 to 2017. Two authors independently screened studies for inclusion and extracted outcomes related to knowledge, skills, attitudes, behaviors, patient effects, and cost. We used random-effects meta-analysis to pool standardized mean differences (SMDs) across studies. Results Of 10,811 studies screened, we identified 25 eligible studies published between 2003 and 2016. A total of 5 studies were randomized trials, 22 involved physicians in practice or training, and 10 reported potential conflicts of interest. A total of 15 studies compared electronic knowledge resources with no intervention. Of these, 7 reported clinician behaviors, with a pooled SMD of 0.47 (95% CI 0.27 to 0.67; P<.001), and 8 reported objective patient effects with a pooled SMD of 0.19 (95% CI 0.07 to 0.32; P=.003). Heterogeneity was large (I2>50%) across studies. When compared with other resources—7 studies, not amenable to meta-analytic pooling—the use of electronic knowledge resources was associated with increased frequency of answering questions and perceived benefits on patient care, with variable impact on time to find an answer. A total of 2 studies compared different implementations of the same electronic knowledge resource. Conclusions Use of electronic knowledge resources is associated with a positive impact on clinician behaviors and patient effects. We found statistically significant associations between the use of electronic knowledge resources and improved clinician behaviors and patient effects. When compared with other resources, the use of electronic knowledge resources was associated with increased success in answering clinical questions, with variable impact on speed. Comparisons of different implementation strategies of the same electronic knowledge resource suggest that there are benefits from allowing clinicians to choose to access the resource, versus automated display of resource information, and from integrating patient-specific information. A total of 4 studies compared different commercial electronic knowledge resources, with variable results. Resource implementation strategies can significantly influence outcomes but few studies have examined such factors.

Optimisation of Human resource Management through Process Re-engineering

2019 ◽  
Vol 11 (02) ◽  
Author(s):  
Jaya Tripathi
Keyword(s):  
Human Resource ◽  
Business Process ◽  
Business Processes ◽  
Business Process Reengineering ◽  
Scientific Management ◽  
Process Reengineering ◽  
Internal Customer ◽  
Internal Operations ◽  
Primary Focus ◽  
Resource Service

In a world of rapid flexibility, organisations must change their priorities from a traditional focus on planning and control to emphasise speed, innovation, flexibility, quality, service and cost. The Human Resource team has to demonstrate their commitment to meet these key business drivers. A major problem confronting Human Resource managers today is to increase line management and employee productivity, provide higher more value-adding levels of Human Resource service and internal customer responsiveness and at the same time reduce costs. What is needed is a Human Resource team that is customer-focused and market-driven in its external relations with customer and process-focused and teamoriented in its internal operations. Only such a Human Resource team can look at the way work is performed across the organisation and seek to make Human Resource processes more logical, effective and efficient. Such an effort is at the heart of Human Resource Optimisation and Process Re-engineering. Business Process Reengineering (BPR) advocates the fundamental examination and redesign of business processes, recognizing that the legacy of scientific management has been the excessive fragmentation of work practices in organisations today. This is reflected in the hierarchical structuring of organisations around functional departments, with individual and departmental goals displacing overall organizational performances. Organisational performance is a result of the effectiveness and efficiency of the actions that an organisation. Effectiveness refers to the achieved outcomes in relation to strategic objectives/goals and customer requirements. Efficiency refers to how economically the organisation's resources are utilized by an activity such as a business process that produces a given output or that delivers a given service. These two fundamental performance dimensions highlight the external and internal reasons for pursuing a specific course of action; that is, effectiveness with a primary focus on customers, and efficiency with a primary focus on internal operations and processes. The research explains the reliance of business process reengineering (BPR) in the improvement of performance in Human resource in the organization. Here, the research try to validate the significance of successful business process reengineering (BPR) process can also construct the successful organization.

Developing and Maintaining Knowledge Management Systems for Dynamic, Complex Domains

2011 ◽  
pp. 203-229 ◽  
Author(s):  
Lisa J. Burnell ◽  
John W. Priest ◽  
John R. Durrett
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Systems Development ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Agent Architectures ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Development Processes

An effective knowledge-based organization is one that correctly captures, shares, applies and maintains its knowledge resources to achieve its goals. Knowledge Management Systems (KMS) enable such resources and business processes to be automated and are especially important for environments with dynamic and complex domains. This chapter discusses the appropriate tools, methods, architectural issues and development processes for KMS, including the application of Organizational Theory, knowledge-representation methods and agent architectures. Details for systems development of KMS are provided and illustrated with a case study from the domain of university advising.

Developing and Maintaining Knowledge Management Systems for Dynamic, Complex Domains

2011 ◽  
pp. 571-592
Author(s):  
Lisa J. Burnell ◽  
John W. Priest ◽  
John R. Durrett
Keyword(s):  
Knowledge Management ◽  
Business Processes ◽  
Systems Development ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Agent Architectures ◽  
Knowledge Resources ◽  
Knowledge Based ◽  
Development Processes

An effective knowledge-based organization is one that correctly captures, shares, applies and maintains its knowledge resources to achieve its goals. Knowledge Management Systems (KMS) enable such resources and business processes to be automated and are especially important for environments with dynamic and complex domains. This chapter discusses the appropriate tools, methods, architectural issues and development processes for KMS, including the application of Organizational Theory, knowledge-representation methods and agent architectures. Details for systems development of KMS are provided and illustrated with a case study from the domain of university advising.

scholarly journals The Influence of Innovation in Tangible and Intangible Resource Allocation: A Qualitative Multi Case Study

2020 ◽  
Vol 12 (12) ◽  
pp. 4989
Author(s):  
Rui Silva ◽  
Cidália Oliveira
Keyword(s):  
Resource Allocation ◽  
Organizational Performance ◽  
Balanced Scorecard ◽  
Dynamic Capabilities ◽  
Business Processes ◽  
Research Area ◽  
Future Research ◽  
Resource Monitoring ◽  
Knowledge Resources ◽  
Research Areas

Considering the current turbulent macroeconomic environment, the aim of this research is to explore the influence of innovation in tangible and intangible resource allocation. The literature underlines that organizations are facing a revolution in their business processes. As such, there is a need to understand the value of knowledge resources and to identify ways to manage them. This paper explores the field of resource allocation, namely dynamic capabilities, and highlights the importance of monitoring intangible resources. This research has three specific contributions. The first contribution provides a comprehensive picture of what has occurred in the field of tangible and intangible resource allocation, such as intellectual capital and its importance towards organizational performance. Secondly, it offers evidence about the actual need for performance measurement tools that foster intangible resource monitoring. Organizations devote special attention to market demands which consequently lead managers to adapt their strategies in areas concerning resource allocation. Given this importance, this research, comprising major innovative organizations in Portugal from diverse activity sectors, provides new insights and stresses the importance of tools to follow the overall performance of resource allocation. Managers of innovative organizations recognize the very powerful features of the Balanced Scorecard (BSC) in monitoring and linking strategic resources of both tangible and intangible natures. Thirdly, this research, with a view to enrich the field of intangible natures, points out some aspects for future research areas, bearing in mind the relevance of this research area confirmed by managers of the major innovative organizations. Thus, it provides prominent information for both academia and innovative organizations.

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