Classifying B2B Inter-Organizational Information Systems

2005 ◽  
pp. 55-75
Author(s):  
B. Ilyoo
Keyword(s):  
Business Strategy ◽  
Two Dimensions ◽  
Organizational Systems ◽  
System Support ◽  
Step Process ◽  
Resource Pooling ◽  
Organizational Information ◽  
The Common ◽  
Business To Business ◽  
New Framework

This paper aims at developing a framework for business-to-business (B2B) inter-organizational systems (IOSs), based on real-world IOS examples. Based upon two dimensions, role linkage and system support level, we propose a new framework that classifies IOSs into four basic types: (1) resource pooling, (2) operational cooperation, (3) operational coordination, and (4) complementary cooperation. We review select cases that fit into each category and consider the common characteristics of systems in each category. Then we draw implications for IOS planning and suggest a five-step process for creating an IOS plan. It is argued that each category of IOS needs to be linked with a specific business strategy, although each employs a common technical infrastructure.

Classifying B2B Inter-Organizational Information Systems

2011 ◽  
pp. 448-463
Author(s):  
Ilyoo B. Hong
Keyword(s):  
Business Strategy ◽  
Two Dimensions ◽  
Organizational Systems ◽  
System Support ◽  
Step Process ◽  
Resource Pooling ◽  
Organizational Information ◽  
The Common ◽  
Business To Business ◽  
New Framework

This paper aims at developing a framework for business-to-business (B2B) inter-organizational systems (IOSs), based on real-world IOS examples. Based upon two dimensions, role linkage and system support level, we propose a new framework that classifies IOSs into four basic types: (1) resource pooling, (2) operational cooperation, (3) operational coordination, and (4) complementary cooperation. We review select cases that fit into each category and consider the common characteristics of systems in each category. Then we draw implications for IOS planning and suggest a five-step process for creating an IOS plan. It is argued that each category of IOS needs to be linked with a specific business strategy, although each employs a common technical infrastructure.

scholarly journals Semi-Lagrangian Subgrid Reconstruction for Advection-Dominant Multiscale Problems with Rough Data

2021 ◽  
Vol 87 (2) ◽  
Author(s):  
Konrad Simon ◽  
Jörn Behrens
Keyword(s):  
Nonlinear Problems ◽  
Higher Dimensions ◽  
Two Dimensions ◽  
Multiscale Methods ◽  
Galerkin Methods ◽  
Standard Methods ◽  
Multiscale Problems ◽  
Eulerian Method ◽  
Lower Order Terms ◽  
New Framework

AbstractWe introduce a new framework of numerical multiscale methods for advection-dominated problems motivated by climate sciences. Current numerical multiscale methods (MsFEM) work well on stationary elliptic problems but have difficulties when the model involves dominant lower order terms. Our idea to overcome the associated difficulties is a semi-Lagrangian based reconstruction of subgrid variability into a multiscale basis by solving many local inverse problems. Globally the method looks like a Eulerian method with multiscale stabilized basis. We show example runs in one and two dimensions and a comparison to standard methods to support our ideas and discuss possible extensions to other types of Galerkin methods, higher dimensions and nonlinear problems.

High-Resolution Electron Microscopy Studies of Faults and Intergrowth in Nb3O7F

1990 ◽  
Vol 183 ◽  
Author(s):  
Lotta permér ◽  
Monica Lundberg
Keyword(s):  
Electron Microscopy ◽  
Thermal Decomposition ◽  
High Pressure ◽  
High Resolution Electron Microscopy ◽  
Two Dimensions ◽  
Resolution Electron ◽  
Shear Type ◽  
Pressure Form ◽  
The Common ◽  
Shear Planes

AbstractHREM studies of the low-pressure form of Nb3O7F, obtained by thermal decomposition of NbO2F or by reacting stoichiometric amounts of NbO2F and Nb2O5, confirmed that the crystals are built up of a shear-type structure in which slabs of ReO3 type, infinite in two dimensions and three octahedra wide, separate the shear planes. Most of the crystals were well-ordered, although faults could occasionally be detected. However, some crystals were found to be intergrown with a structure closely related to the high-pressure form of Nb3O7F. The latter structure is composed of wavy rows of edge-sharing NbX7 pentagonal bipyramids, joined to each other by NbX6 octahedra. The connection between the two atomic arrangements can be understood in terms of the common c-axes and a slight distortion of the polyhedra along the boundary.

scholarly journals Relevancia práctica de la nueva normativa sobre comportamientos desleales en las relaciones entre empresas en la cadena agroalimentaria: la Directiva (UE) 2019/633

2020 ◽  
pp. 135-154
Author(s):  
Trinidad Vázquez Ruano ◽  
Juan Latorre Ruiz
Keyword(s):  
Supply Chain ◽  
Food Chain ◽  
Agricultural Policy ◽  
Food Supply ◽  
Common Agricultural Policy ◽  
Equal Opportunities ◽  
Food Supply Chain ◽  
The Common ◽  
New Challenges ◽  
Business To Business

The work we present addresses the new challenges that arise in the European framework regarding the agri-food chain, following the recent approval of Directive (EU) 2019/633 of 17 April on unfair trading practices in business-to-business relationships in the agricultural and food supply chain. The European Commission has dealt with small and medium-sized food and agricultural companies, producers and farmers in the food supply chain who represent a vulnerable sector in the agri-food supply chain. The new normative text aims to limit the possible unfair trading practices that are carried out in the supply chain and that involve the alteration of the equal opportunities of small and medium-sized food and agricultural companies, producers and farmers. Fundamentally due to the diverse negotiation capacity, in accordance with the proposals for the modernisation of the Common Agricultural Policy (CAP).

Two-Dimensional Records Of The Eyecup Movements Of The Crab Carcinus

1969 ◽  
Vol 50 (3) ◽  
pp. 673-682
Author(s):  
W. J. P. BARNES ◽  
G. A. HORRIDGE
Keyword(s):  
Carcinus Maenas ◽  
Two Dimensions ◽  
Shore Crab ◽  
Two Dimensional ◽  
Vertical Movements ◽  
Moving Stimulus ◽  
Light Stimuli ◽  
The Common

1. The eyecup movements of the common shore crab, Carcinus maenas L., have been recorded in two dimensions. 2. Saccades and eyecup drift occur in all directions. Eyecup tremor is a complex irregular movement although horizontal tremor predominates in most crabs. 3. Although the response to the movement of the light in a circle is usually an approximate circle or ellipse, rectangular responses are occasionally obtained and the eyecup often moves in a stepwise fashion in response to a smooth diagonal movement of the light. 4. The angle of response to a diagonal movement depends on the ratio of the response to horizontal and vertical movements alone. The eye is virtually stabilized in all planes by a contrasting object but never fixates upon a moving stimulus. 5. No torsional or twisting movements of the eyecups were obtained in response to light stimuli.

Business Intelligence Should be Centralized

2012 ◽  
pp. 139-152
Author(s):  
Brian Johnson
Keyword(s):  
Organizational Structure ◽  
Business Intelligence ◽  
Business Strategy ◽  
Center Of Excellence ◽  
Unique Nature ◽  
The Common ◽  
The Impact

The implementation of BI into the business strategy and culture is laden with many potential points that could result in failure of the initiative, leaving BI to be underdeveloped and a source of wasted resources for the company. Due to the unique nature of BI in the business space, properly setting up BI within the organizational structure from the onset of integration minimizes the impact of the most common hurdles to BI implementation. Many companies choose to mitigate these problems by using a centralized approach by building a Center of Excellence, but their place in the company’s organizational structure needs to be well-defined and properly empowered to be effective. This paper also reviews how the concept of centralization is defined, how it relates to the implementation of BI, and how it can effectively in overcome the common implementation hurdles.

E-Markets as Meta-Enterprise Information e Systems

2010 ◽  
pp. 2003-2013
Author(s):  
Martin Grieger ◽  
Evi Hartmann ◽  
Herbert Kotzab
Keyword(s):  
Information Sharing ◽  
Product Information ◽  
Organizational Structures ◽  
Organizational Systems ◽  
Information Flows ◽  
Electronic Marketplaces ◽  
Enterprise Information ◽  
Business Transactions ◽  
Organizational Information ◽  
Virtual Business

Electronic marketplaces are inter-organizational information sharing systems that enable virtual business transactions and allow the exchange of price and product information between buyers and sellers (Kollmann, 2000). For many decades, such information systems were solely utilized for buying and selling of goods under “market conditions.” With the emergence of advanced IT, academia, and also businesses have begun to use electronic marketplaces for information sharing system and it is no longer only a medium for electronic buying and selling processes. In addition, electronic marketplaces are predicted to be a key-stone for integrating the information flows within inter-organizational systems such as supply chains (Grieger, 2004) where borderless organizational structures occur (see Picot, Reichwald, R., Wigand, 2001).

Management Considerations for B2B Online Exchanges

2011 ◽  
pp. 1656-1663
Author(s):  
Norm Archer
Keyword(s):  
Information Systems ◽  
World Wide ◽  
Low Cost ◽  
Electronic Data Interchange ◽  
The Internet ◽  
Business Systems ◽  
Data Interchange ◽  
Organizational Information ◽  
The World ◽  
Business To Business

Information systems that link businesses for the purpose of inter-organizational transfer of business transaction information (inter-organizational information systems, or IOIS) have been in use since the 1970s (Lankford & Riggs, 1996). Early systems relied on private networks, using electronic data interchange (EDI) or United Nations EDIFACT standards for format and content of transaction messages. Due to their cost and complexity, the use of these systems was confined primarily to large companies, but low-cost Internet commercialization has led to much more widespread adoption of IOIS. Systems using the Internet and the World Wide Web are commonly referred to as B2B (business-to-business) systems, supporting B2B electronic commerce.

Knowledge Management of E-Business Initiatives Within Two Global Organizations

2008 ◽  
pp. 1780-1794 ◽  
Author(s):  
Mahesh S. Raisinghani
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Case Studies ◽  
Business Strategy ◽  
Global Organizations ◽  
Critical Part ◽  
Global Corporations ◽  
Business To Consumer ◽  
The Subject ◽  
Business To Business

The concept of Knowledge Management concerns the creation of structures that combine the most advanced elements of technological resources and the indispensable input of human response and decision making. This chapter addresses a very interesting topic—Knowledge Management (KM) and e-business initiatives within global organizations. It compares and contrasts the experiences of two global corporations as they have conceived and implemented KM initiatives. After in-depth secondary research on the subject, both companies developed their own KM in e-business strategy. The two case studies discussed in this chapter highlight Business-to-Business (B2B), Business-to-Consumer (B2C), and Business-to-Employee (B2E) initiatives at these two global organizations. This provides concepts and viewpoints related to the drivers of KM, the hurdles to KM in an organization, the elements of KM philosophy and process, how KM can come to be understood as a critical part of a company’s competitive strategy, and how to deploy a sustainable KM system that suits the business needs of an organization.

scholarly journals The Common Good Provision Scale (CGP): A Tool for Assessing People’s Orientation towards Economic and Social Sustainability

2019 ◽  
Vol 11 (2) ◽  
pp. 370 ◽  
Author(s):  
Cinzia Castiglioni ◽  
Edoardo Lozza ◽  
Andrea Bonanomi
Keyword(s):  
Sustainable Development ◽  
Tax Evasion ◽  
Common Good ◽  
Social Sustainability ◽  
Two Dimensions ◽  
The Sustainable Development ◽  
Personal Gain ◽  
The Common Good ◽  
The Common ◽  
Good Provision

Many governments and institutions are currently challenged with insecurity, economic instability, and ongoing turbulence which may undermine the quality of life of each human being and the sustainable development of civil society. As this kind of sustainable development is strictly related to the promotion of the ‘common good’, it is of paramount importance to understand the different motives that lead people to give their contribution to the common good, in order to sustainably align individual needs with the needs of the society. By adopting a psychological perspective for the promotion of the sustainable development, the aim of this study is to develop and validate a new metric, the Common Good Provision scale (CGP), to assess people’s orientation towards economic and social sustainability. Items were generated from a preliminary qualitative study investigating meaning and representations on the common good and its provision. Both exploratory and confirmatory factor analyses were undertaken to validate and improve the scale. The final scale, which consists of seven items, contains two dimensions: Accessibility (i.e., making the common good accessible to anyone and fulfilling people’s basic needs) and Personal Gain (i.e., getting a return and personal advantage in exchange for one’s contribution). In addition, we tested a model in relation to a specific form of contribution: Paying taxes and making charitable donations, that are two complementary ways to financially provide for the common good. It was found that when the Accessibility motive prevails, people are more willing to pay taxes and make donations, whereas when the Personal Gain motive prevails, people are more likely to commit tax evasion and less willing to make monetary donations. The study is novel in that it represents the first attempt to develop a metric to assess people’s motives towards the common good provision. Potentialities and further applications of the CGP scale to other contexts are discussed in relation to the promotion of people’s wellbeing and sustainable development.

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