BM_Virtual Enterprise

2011 ◽  
pp. 124-144 ◽  
Author(s):  
Goran D Putnik ◽  
Maria M. Cunha ◽  
Rui Sousa ◽  
Paulo Avila
Keyword(s):  
Formal Specification ◽  
Basic Concept ◽  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Point Of View ◽  
Dynamically Reconfigurable ◽  
Definition Of ◽  
Structural Aspects

BM_virtual enterprise (BM_VE) is a virtual enterprise (VE) in a total or partial conformance with the BM_virtual enterprise architecture reference model (BM_VEARM). BM_VE is a kind of VE characterized as a dynamically reconfigurable network integrated over the global domain, satisfying the requirements for integrability, distributivity, agility, and virtuality as competitiveness factors. BM_VE uses three main mechanisms, or tools: market of resources, broker, and virtuality. This chapter presents the three fundamental mechanisms for the VE reconfiguration dynamics and virtuality; introduces the basic concept of the BM_VEARM, which serves as the conceptual and formal base for building BM_VE instances; shows the formal specification and theory of the structural aspects of the BM_VE as well as some aspects of the BM_VE reconfiguration dynamics; presents the BM_VE as an agile/virtual enterprise (A/VE); and finally, describes some important consequences of virtuality in BM_VE, i.e., that the BM_VE structure is hierarchical, a new definition of the VE (in which the network as the VE characteristic is irrelevant from the operational unit’s point of view), and the process of a “traditional” enterprise virtualization.

BM_Virtual Enterprise as an Agile/Virtual Enterprise Model

2011 ◽  
pp. 80-97 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Physical Structure ◽  
Dynamically Reconfigurable ◽  
Rights Protection ◽  
Enterprise Model ◽  
The Hierarchical Structure ◽  
Definition Of ◽  
And Control

Chapter III presents the BM_Virtual Enterprise (BM_VE) model, as an Agile/Virtual Enterprise, in total or partial conformance with the BM_Virtual Enterprise Architecture Reference Model (BM_VEARM) (i.e., as a dynamically reconfigurable network integrated over the global domain, satisfying the requirements for integrability, distributivity, agility and virtuality as the competitiveness factors). According to BM_VEARM, a virtual enterprise (VE) is “… an optimized enterprise, synthesized over a universal set of resources, with a real-time replaceable physical structure, and when the synthesis and control are performed in an abstract or virtual environment.” The importance of presenting the BM_VE is in the fact that VE, or Agile/Virtual Enterprise (A/VE), implementation and management is not possible without Market of Resources (MR), and similarly defined structures and/or organizations, as an external independent institution that would serve as an environment to support the VE dynamic integration, operation and reconfiguration, as well as “boost” to the networking (VE) dynamics, providing overcoming (i.e., minimizing) of the twofundamental networking disablers: (1) “transaction” (i.e., reconfigurability) costs, and (2) the VE partners’ knowledge and rights protection. Market of Resources is the third mechanism, or tool, that BM_VE, or any VE conceived as a dynamically reconfigurable enterprise network uses. It is an institution, or enterprise, operating as a meta-enterprise of the operating VE. BM_Virtual Enterprise uses three main mechanisms, or tools: Broker, Virtuality and Market of Resources. Broker is the agent of agility and virtuality. Virtuality as a tool is a specific organizational structure pattern that contributes to further improvement of agility/reconfiguration dynamics. The consequences of virtuality, as defined in BM_VE model (i.e., in BM_VEARM), are: (1) the hierarchical structure of VE, or A/VE, organization, (2) the Resource-centered Virtual Enterprise Definition (in a way the inverse definition of the “traditional” VE definitions), and (3) the virtualization process. The consequences of virtuality in BM_VE, following BM_VEARM, the Resource centered Virtual Enterprise Definition, and the process of virtualization, following BM_VE and BM_VEARM, directly implied by the (BM_VE) VE Extended Life Cycle, characterized by the “contractualization of the Market of Resources” environment, or a meta-enterprise for its (VE) implementation and management. BM_VE is a ubiquitous enterprise too. This is exactly because ubiquitousness is necessarily based on the Resource-centered Virtual Enterprise Definition. Market of Resources, and similarly defined environments, enable VE, or A/VE, to operate as a ubiquitous enterprise too. Ubiquitous enterprise, and VE as a ubiquitous enterprise, could be considered as the next generation (enterprise) organizations.

Market of Resources

2010 ◽  
pp. 891-898 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Main Requirement ◽  
Business Alignment ◽  
Monitoring And Enforcement ◽  
High Dynamics

Partners search and negotiation, selection, establishment of contracts, virtual enterprise integration, monitoring and enforcement of contracts, and so forth are complex and risky activities required by the virtual enterprise (VE) model. The need to keep a close alignment with the market environment in permanent change implies the high dynamics of the organizations’ structure reconfigurability, introducing a new concept of dynamically reconfigurable global networked structures, traduced by the agile/virtual enterprise (A/VE) organizational model. In the BM_virtual enterprise architecture reference model, Putnik (2001) presents “fast adaptability” or “fast reconfigurability” as the main enabler of business alignment and the main requirement for competitiveness.

Business Architecture

2017 ◽  
pp. 66-88
Keyword(s):  
Risk Assessment ◽  
Enterprise Architecture ◽  
Reference Model ◽  
Strategic Plan ◽  
Business Manager ◽  
Holistic View ◽  
Business Architecture ◽  
Architectural Principles ◽  
Planning Staff ◽  
Definition Of

A well-presented business architecture will provide a holistic view of the enterprise. This will best enable management to see the critical structures and how they work together to determine what improvements can be made and what risks may exist. This chapter will show how the idea of architectural principles can be used to guide the development of an architectural reference model which can then be used by the planning staff to develop and present the organisational analysis in the form of architectural blueprint of the organisation. An architectural blueprint of the organisation would go a long way to ensuring that all the staff are on the same page by including the strategic plan and risk assessment plan within the business architecture; then it would ensure the development of the organisation would be as effective as possible. TOGAF provide a very detailed definition of ‘Enterprise Architecture' which covers all the topics from the Strategic Plan, Business Architecture to the IT System, but the TOGAF focus is very much on requirements to build the IT system. This book is aimed at the business manager developing the business architecture for organisational improvement, with IT there only as another value adding activity.

General Theoretical Approaches to the Concept of “State Property” as an Object of Evaluation

2020 ◽  
Vol 22 (1) ◽  
pp. 95-98
Author(s):  
Liliia Tymoshchyk ◽  
Keyword(s):  
Social Relations ◽  
Basic Concept ◽  
Private Property ◽  
Modern Society ◽  
Point Of View ◽  
Economic Literature ◽  
Theoretical Approaches ◽  
The Social ◽  
Private And Public ◽  
Definition Of

Introduction. The basic concept of modern society is the concept of property. It is the basis of social relations – a variety of categories of tangible and intangible objects can be considered as property. This article considers the modern definition of “state property” in the Ukrainian economic literature, and features of the definition of state property as an object of evaluation in its economic content in Ukraine. Purpose. The main purpose of this article is to analyze the main existing in the current economic literature approaches to the valuation of state-owned property. Results. As simple and basic concept “state property” does not have a single clear and comprehensive definition. The article presents three main approaches to it. The interpretations presented in encyclopedic materials, views on state property from the point of view of sociology and philosophy are considered. Considerable attention is paid to the views of domestic economists, who focus on various aspects of the economic content of the concept, considering it as an act of state appropriation of certain objects (S. Mocherny), from the standpoint of the social contract (M. Kamyshanska), with emphasis for the purpose of using property – the realization of national interests (G. Dorofeeva), taking into account the role of state property as the basis of the economy of society (V. Emelyanov) and the primacy of economic relations compared to legal (N. Biryukova). Conclusions. Concluding the article, the author concludes that he adheres to the approach that state property, in contrast to private property is a system of relations regarding the appropriation of goods in the interests of the community and the state as a whole. Thus, state property can be considered as a basis for the development of capital-intensive industries and industries, an economic reserve designed to ensure the development of private and public capital of the nation, private enterprise, and to eliminate the effects of economic crises. State property is also responsible for the material security of public safety, the work of the social sphere and the production of public goods.

Information Technology Infrastructure and Solutions

2011 ◽  
pp. 351-365 ◽  
Author(s):  
Maria M. Cunha ◽  
Goran D. Putnik ◽  
Joaquim Silva
Keyword(s):  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Technology Infrastructure ◽  
Information Technology Infrastructure ◽  
Wide Range ◽  
Software Platforms ◽  
Dynamic Integration ◽  
Organisational Model ◽  
High Flexibility

Agile and virtual enterprise (A/VE) is a leading organisational model characterized by a high flexibility and a fast reconfigurability or adaptability of the networked structure to face the dynamically changing market. A Market of Resources is a tool proposed in the BM_virtual enterprise architecture reference model (BM_VEARM) as an appropriate environment to accomplish the intrinsic requirements of the A/VE model, by supporting the creation, dynamic integration, and operation of A/VEs. The Market of Resources is an electronic and virtual market matching the offer and demand of resources providers, the basic elements that will integrate the A/VE. The existing e-marketplaces support a wide range of features required by the Market of Resources. Given the available software development platforms based on the existing technology and standards that support the e-marketplaces, we discuss in this chapter the feasibility the Market of Resources and its implementation using those software platforms.

scholarly journals BM_Virtual Enterprise Architecture Reference Model for Concurrent Engineering: An experiment

2009 ◽  
Vol 10 (2) ◽  
Author(s):  
Antonio José Caulliraux Pithon ◽  
Goran D. Putnik
Keyword(s):  
Product Quality ◽  
Concurrent Engineering ◽  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Work Organization ◽  
Virtual Team ◽  
Team Work ◽  
Quality Aspects ◽  
Organizational Principles

In order to test the potential of Virtual Enterprise (VE) organizational principles for Concurrent Engineering (CE) team work organization, an experiment applying the BM_Virtual Enterprise Architecture Reference Model (BM_VEARM) is organized. Three CE teams are asked to create a web site. The teams have been organized as follows: 1) CE distributed team (virtual team according to literature); 2) CE agile team (agile organization according to BM_VEARM) and 3) CE virtual team (virtual organization according to BM_VEARM), in order to complete the required task. The main objective of the experiment is to show that the three organization models of CE teams work effectively, and analyse the performance according to previously defined criteria. In this paper the results in terms of product quality are presented. The experiment has shown that better product quality, for the product quality aspects analysed, is achieved in cases when VE organization is applied.

Structural aspects of osmoregulation in porphyra

1978 ◽  
Vol 36 (2) ◽  
pp. 412-413
Author(s):  
C. Wiencke ◽  
A. Lauchli
Keyword(s):  
Culture Medium ◽  
Point Of View ◽  
Chemical Fixation ◽  
Cellular Organization ◽  
Osmotic Adaptation ◽  
Osmotic Balance ◽  
Activity Of Enzymes ◽  
Osmotic Agents ◽  
Vacuolar System ◽  
Structural Aspects

Osmoregulatory mechanisms in algae were investigated mainly from a physiological point of view (KAUSS 1977, HELLEBUST 1976). In Porphyra two osmotic agents, i. e. floridoside/isofloridoside (KAUSS 1968) and certain ions, such as K+ and Na+(EPPLEY et al. 1960) are considered for osmotic balance. Accumulations of ions (particularly Na+) in the cytoplasm during osmotic adaptation is improbable, because the activity of enzymes is generally inhibited by high ionic concentrations (FLOWERS et al. 1977).The cellular organization of Porphyra was studied with special emphasis on the development of the vacuolar system under different hyperosmotic conditions. Porphyra was cultivated at various strengths of the culture medium ASP 12 (PROVASOLI 1961) ranging from normal to 6 times concentrated (6x) culture medium. Por electron microscopy freeze fracturing was used (specimens fixed in 2% glutaraldehyde and incubated in 30% glycerol, preparation in a BALZERS BA 360 M apparatus), because chemical fixation gave poor results.

Understanding functional illiteracy from a policy, adult education, and cognition point of view: Towards a joint referent framework

2019 ◽  
Vol 30 (2) ◽  
pp. 109-122
Author(s):  
Aleksandar Bulajić ◽  
Miomir Despotović ◽  
Thomas Lachmann
Keyword(s):  
Adult Education ◽  
Operational Definition ◽  
Literacy Skills ◽  
Point Of View ◽  
Industrialized Countries ◽  
Functional Illiteracy ◽  
Scale Levels ◽  
Components Of Reading ◽  
The One ◽  
Definition Of

Abstract. The article discusses the emergence of a functional literacy construct and the rediscovery of illiteracy in industrialized countries during the second half of the 20th century. It offers a short explanation of how the construct evolved over time. In addition, it explores how functional (il)literacy is conceived differently by research discourses of cognitive and neural studies, on the one hand, and by prescriptive and normative international policy documents and adult education, on the other hand. Furthermore, it analyses how literacy skills surveys such as the Level One Study (leo.) or the PIAAC may help to bridge the gap between cognitive and more practical and educational approaches to literacy, the goal being to place the functional illiteracy (FI) construct within its existing scale levels. It also sheds more light on the way in which FI can be perceived in terms of different cognitive processes and underlying components of reading. By building on the previous work of other authors and previous definitions, the article brings together different views of FI and offers a perspective for a needed operational definition of the concept, which would be an appropriate reference point for future educational, political, and scientific utilization.

Development and Evaluation of Fuzzy Criteria for the Diagnosis of Rheumatoid Arthritis

1996 ◽  
Vol 35 (04/05) ◽  
pp. 334-342 ◽  
Author(s):  
K.-P. Adlassnig ◽  
G. Kolarz ◽  
H. Leitich
Keyword(s):  
Rheumatoid Arthritis ◽  
Reference Model ◽  
American Rheumatism Association ◽  
Uniform Definition ◽  
Sensitivity Rate ◽  
Fuzzy Techniques ◽  
Definition Of ◽  
Different Levels ◽  
Specificity Rate

Abstract:In 1987, the American Rheumatism Association issued a set of criteria for the classification of rheumatoid arthritis (RA) to provide a uniform definition of RA patients. Fuzzy set theory and fuzzy logic were used to transform this set of criteria into a diagnostic tool that offers diagnoses at different levels of confidence: a definite level, which was consistent with the original criteria definition, as well as several possible and superdefinite levels. Two fuzzy models and a reference model which provided results at a definite level only were applied to 292 clinical cases from a hospital for rheumatic diseases. At the definite level, all models yielded a sensitivity rate of 72.6% and a specificity rate of 87.0%. Sensitivity and specificity rates at the possible levels ranged from 73.3% to 85.6% and from 83.6% to 87.0%. At the superdefinite levels, sensitivity rates ranged from 39.0% to 63.7% and specificity rates from 90.4% to 95.2%. Fuzzy techniques were helpful to add flexibility to preexisting diagnostic criteria in order to obtain diagnoses at the desired level of confidence.

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