Semantic Knowledge Transparency in E-Business Processes

This chapter introduces a new approach named semantic knowledge transparency, which is defined as the dynamic on-demand and seamless flow of relevant and un-ambiguous, machine-interpretable knowledge resources within organizations and across inter-organizational systems of business partners engaged in collaborative processes. Semantic knowledge transparency is based on extant research in e-business, knowledge management (KM), and the Semantic Web. In addition, theoretical conceptualizations are formalized using description logics (DL) and ontological analysis. As a result, the ontology will support a common vocabulary for transparent knowledge exchange among inter-organizational systems of business partners of a value chain, so that semantic interoperability can be achieved. An example is furnished to illustrate how semantic knowledge transparency in the e-marketplace provides critical input to the supplier discovery and selection decision problem while reducing the transaction and search costs for the buyer organization.

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Semantic Knowledge Transparency in E-Business Processes

Electronic Business ◽

10.4018/978-1-60566-056-1.ch149 ◽

2009 ◽

pp. 2432-2454

Author(s):

Fergle D’Aubeterre ◽

Rahul Singh ◽

Lakshmi Iyer

Keyword(s):

Value Chain ◽

Business Processes ◽

Description Logics ◽

Knowledge Exchange ◽

Search Costs ◽

Semantic Knowledge ◽

Organizational Systems ◽

Knowledge Resources ◽

Business Partners ◽

Selection Decision

This chapter introduces a new approach named semantic knowledge transparency, which is defined as the dynamic on-demand and seamless flow of relevant and unambiguous, machine-interpretable knowledge resources within organizations and across inter-organizational systems of business partners engaged in collaborative processes. Semantic knowledge transparency is based on extant research in e-business, knowledge management (KM), and the Semantic Web. In addition, theoretical conceptualizations are formalized using description logics (DL) and ontological analysis. As a result, the ontology will support a common vocabulary for transparent knowledge exchange among inter-organizational systems of business partners of a value chain, so that semantic interoperability can be achieved. An example is furnished to illustrate how semantic knowledge transparency in the e-marketplace provides critical input to the supplier discovery and selection decision problem while reducing the transaction and search costs for the buyer organization.

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Strategic Planning Information Systems Enterprise Architecture Planning Method Case Study of Semarang City Public Works Department

Journal of Information Systems and Informatics ◽

10.33557/journalisi.v2i1.53 ◽

2020 ◽

Vol 2 (1) ◽

pp. 114-122

Author(s):

Agustinus Fritz Wijaya ◽

Mahendra Wahyu Prasetyo

Keyword(s):

Information Systems ◽

Value Chain ◽

Enterprise Architecture ◽

Business Processes ◽

Swot Analysis ◽

Public Works ◽

Value Chain Analysis ◽

Application Architecture ◽

Chain Analysis ◽

The City

Semarang City Public Works Department is a state-owned enterprise that works in the area of public services in the city of Semarang. Most of the technological conditions in the Public Works Department are still in manual data management, which is hampering business processes from going well. Therefore this research was conducted to design an Information System at the Semarang City Public Works Department using the Enterprise Architecture Planning (EAP) method which includes a SWOT analysis and Value Chain analysis. The existing framework in the Enterprise Architecture Planning (EAP) method can help align the data architecture and application architecture to get the expected results, which is achieving the business objectives of the City of Semarang Public Works Department so that business functions can run by the desired business processes. This research resulted in several proposals for the development of Information Systems and Information Technology in organizations including the development of several applications in the next 5 years.

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Environmental Turbulence and Complexity and the Optimal Degree of Internal Open Innovation for MNCs

International Journal of E-Services and Mobile Applications ◽

10.4018/ijesma.2013100101 ◽

2013 ◽

Vol 5 (4) ◽

pp. 1-24 ◽

Cited By ~ 1

Author(s):

J. Piet Hausberg ◽

Alfredo Valentino ◽

Luca Sabini

Keyword(s):

Open Innovation ◽

Research Question ◽

Knowledge Exchange ◽

Organizational Structures ◽

Environmental Turbulence ◽

External Boundary ◽

Local Market ◽

Transfer Of Knowledge ◽

Knowledge Resources ◽

The Difference

In today’s knowledge economy, it is vital for Multi-National Corporations (MNCs) to leverage all their globally dispersed knowledge resources. Extant literature argues that MNCs can be viewed as knowledge sharing networks and that knowledge exchange within the group enhances performance. This exploration of new knowledge through search among peer subsidiaries of the parent MNC can be regarded as Internal Open Innovation (IOI). However, literature on Open Innovation is largely focused on the external boundary of the firm, so that little can be said on whether openness towards corporate group internal knowledge sources is either or both, beneficial and/or detrimental, and how this depends on the difference of national industries and on the correct communication of these before the final transfer of knowledge. The principal research question thus is: To what degree should MNC subsidiaries be open to their intra-MNC peers given a common, evolving technological environment but different local market contexts? In this paper, the authors contribute with new propositions regarding this issue developed based on results from an agent-based model that is analyzed through computer simulation. The authors explore the degree of openness of MNC subsidiaries together with their communication competence in different organizational structures and environments, based on previous developments in theory of knowledge transfer and complexity as well as international business.

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Socializing a Knowledge Strategy

Knowledge Networks ◽

10.4018/978-1-59904-976-2.ch020 ◽

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.

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A Neuro-Fuzzy Partner Selection System for Business Social Networks

Data Mining ◽

10.4018/978-1-4666-2455-9.ch012 ◽

2013 ◽

pp. 231-250

Author(s):

T. T. Wong ◽

Loretta K.W. Sze

Keyword(s):

Social Networks ◽

Decision Support ◽

Social Network Sites ◽

Partner Selection ◽

Mining System ◽

Multi Objective ◽

Business Partners ◽

Neuro Fuzzy ◽

Selection Decision ◽

Data Mining System

Enterprises are now facing growing global competition and the continual success in the marketplace depends very much on how efficient and effective companies are able to respond to customer demands. Business social network sites (BSNS) have provided a powerful tool to link up manufacturers, suppliers, distributors, and customers. Among the emerging business social networks, decision support functionality addressing the issue of selecting business partners is an important domain to be studied, and it is the objective of this chapter to propose a practical partner selection decision support system. Essentially, a neural-network data mining system is used to generate information for subsequent fuzzy multi-objective analysis. It demonstrates the benefits of integrating information technology, artificial intelligence, and multi-objective decision making to form a practical aid that capitalizes on the merits of BSNS. A special feature is that the trust among companies can be incorporated as an evaluation criterion.

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Information Management Systems in the Supply Chain

Handbook of Research on Information Management for Effective Logistics and Supply Chains - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-0973-8.ch025 ◽

2017 ◽

pp. 469-485

Author(s):

Maria José Sousa ◽

Rui Cruz ◽

Ivo Dias ◽

Carla Caracol

Keyword(s):

Supply Chain ◽

Customer Service ◽

Value Chain ◽

Information Exchange ◽

Information Technologies ◽

Business Processes ◽

New Technologies ◽

Integrated Approach ◽

Raw Material ◽

Information Management Systems

This chapter analyzes the importance of technologies as drivers for managing supply chains. The focus will be on the advantages of the use of information technologies to improve company's efficiency to be competitive and for the reduction of costs, improvement of operations, improvement of relationships with customers, suppliers and partners, shortening of delivering times, streamlining and optimization of business processes and operations. The use of new technologies contributes to improve efficiency of supply chain management: raw material suppliers, component manufacturers, finished product manufacturers, wholesalers and retailers. Technologies allow an integrated approach to planning, control and monitoring of product flows, from suppliers to end users. They aim at improve customer service at reduced overall costs, and leads to the development of important relationships with logistics providers, suppliers, and customers in order to enhance information exchange and the coordination of business activities, which are the key advantages of an integrated supply chain with the collaboration among all the participants in the value chain.

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Developing and Maintaining Knowledge Management Systems for Dynamic, Complex Domains

Creating Knowledge Based Organizations ◽

10.4018/978-1-59140-162-9.ch010 ◽

2011 ◽

pp. 203-229 ◽

Cited By ~ 7

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.

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Innovation and Change Management

E-Business Innovation and Change Management ◽

10.4018/978-1-59140-138-4.ch001 ◽

2011 ◽

pp. 1-18 ◽

Cited By ~ 2

Author(s):

Mohini Singh

Keyword(s):

Change Management ◽

Large Scale ◽

Business Processes ◽

Business Environment ◽

Scale Transformation ◽

Business Partners ◽

Business Results ◽

Business Change ◽

Management Paradigms ◽

Technological Developments

E-business is an innovation that modern day organisations cannot do without. It is based on technology, evolves with technological developments, digitises and automates business processes, is global and leads to improved competitiveness, efficiencies, increased market share, and business expansion. E-businesses models include business-to-business, business-to-consumer, government-to-government, government-to-business, government-to-consumer and numerous others that evolve with new developments. Technological developments applied to e-business results in new issues in the organisation, in dealing with business partners and customers, requires new laws and regulations and automated business processes. Conducting business electronically is a change from traditional ways of doing things, leading to large scale transformation of existing business. To attain business efficiencies from e-business, it is imperative that organisations effectively manage the e-business environment, and all associated changes to digitize and maintain the environment. This chapter discusses management paradigms essential for e-business change management.

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Semantic Synchronization in B2B Transactions

Business Information Systems ◽

10.4018/978-1-61520-969-9.ch094 ◽

2010 ◽

pp. 1518-1542

Author(s):

Janina Fengel ◽

Heiko Paulheim ◽

Michael Rebstock

Keyword(s):

Large Scale ◽

Business Processes ◽

User Participation ◽

Ontology Matching ◽

Ontological Engineering ◽

Business Information Systems ◽

Business Partners ◽

Business Information ◽

Mapping Technology

Despite the development of e-business standards, the integration of business processes and business information systems is still a non-trivial issue if business partners use different e-business standards for formatting and describing information to be processed. Since those standards can be understood as ontologies, ontological engineering technologies can be applied for processing, especially ontology matching for reconciling them. However, as e-business standards tend to be rather large-scale ontologies, scalability is a crucial requirement. To serve this demand, we present our ORBI Ontology Mediator. It is linked with our Malasco system for partition-based ontology matching with currently available matching systems, which so far do not scale well, if at all. In our case study we show how to provide dynamic semantic synchronization between business partners using different e-business standards without initial ramp-up effort, based on ontological mapping technology combined with interactive user participation.

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