LEADER 04937nam 2200781 a 450 001 9910464131603321 005 20200520144314.0 010 $a1-283-89745-8 010 $a0-8122-0467-0 024 7 $a10.9783/9780812204674 035 $a(CKB)3240000000064710 035 $a(OCoLC)794700591 035 $a(CaPaEBR)ebrary10641594 035 $a(SSID)ssj0000606322 035 $a(PQKBManifestationID)11406087 035 $a(PQKBTitleCode)TC0000606322 035 $a(PQKBWorkID)10581633 035 $a(PQKB)10650809 035 $a(SSID)ssj0000810799 035 $a(PQKBManifestationID)12363662 035 $a(PQKBTitleCode)TC0000810799 035 $a(PQKBWorkID)10846405 035 $a(PQKB)11291549 035 $a(MiAaPQ)EBC3441759 035 $a(MdBmJHUP)muse8275 035 $a(DE-B1597)449349 035 $a(OCoLC)1013954230 035 $a(OCoLC)979740936 035 $a(DE-B1597)9780812204674 035 $a(Au-PeEL)EBL3441759 035 $a(CaPaEBR)ebr10641594 035 $a(CaONFJC)MIL420995 035 $a(EXLCZ)993240000000064710 100 $a20100507d2011 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aDivine art, infernal machine$b[electronic resource] $ethe reception of printing in the West from first impressions to the sense of an ending /$fElizabeth L. Eisenstein 210 $aPhiladelphia $cUniversity of Pennsylvania Press$dc2011 215 $a1 online resource (383 p.) 225 0 $aMaterial Texts 225 0$aMaterial texts 300 $aBibliographic Level Mode of Issuance: Monograph 311 $a0-8122-4280-7 311 $a0-8122-2216-4 320 $aIncludes bibliographical references and index. 327 $aFirst impressions -- After Luther : civil war in Christendom -- After Erasmus : propelling the knowledge industry -- Eighteenth-century attitudes -- The zenith of print culture (nineteenth century) -- The newspaper press : the end of books? -- Toward the sense of an ending (fin de sie?cle to the present). 330 $aThere is a longstanding confusion of Johann Fust, Gutenberg's one-time business partner, with the notorious Doctor Faustus. The association is not surprising to Elizabeth L. Eisenstein, for from its very early days the printing press was viewed by some as black magic. For the most part, however, it was welcomed as a "divine art" by Western churchmen and statesmen. Sixteenth-century Lutherans hailed it for emancipating Germans from papal rule, and seventeenth-century English radicals viewed it as a weapon against bishops and kings. While an early colonial governor of Virginia thanked God for the absence of printing in his colony, a century later, revolutionaries on both sides of the Atlantic paid tribute to Gutenberg for setting in motion an irreversible movement that undermined the rule of priests and kings. Yet scholars continued to praise printing as a peaceful art. They celebrated the advancement of learning while expressing concern about information overload.In Divine Art, Infernal Machine, Eisenstein, author of the hugely influential The Printing Press as an Agent of Change, has written a magisterial and highly readable account of five centuries of ambivalent attitudes toward printing and printers. Once again, she makes a compelling case for the ways in which technological developments and cultural shifts are intimately related. Always keeping an eye on the present, she recalls how, in the nineteenth century, the steam press was seen both as a giant engine of progress and as signaling the end of a golden age. Predictions that the newspaper would supersede the book proved to be false, and Eisenstein is equally skeptical of pronouncements of the supersession of print by the digital.The use of print has always entailed ambivalence about serving the muses as opposed to profiting from the marketing of commodities. Somewhat newer is the tension between the perceived need to preserve an ever-increasing mass of texts against the very real space and resource constraints of bricks-and-mortar libraries. Whatever the multimedia future may hold, Eisenstein notes, our attitudes toward print will never be monolithic. For now, however, reports of its death are greatly exaggerated. 410 0$aMaterial texts. 606 $aPrinting$zEurope$xHistory 606 $aPrinting$xSocial aspects$zEurope$xHistory 606 $aBooks$zEurope$xHistory 607 $aEurope$xIntellectual life 608 $aElectronic books. 615 0$aPrinting$xHistory. 615 0$aPrinting$xSocial aspects$xHistory. 615 0$aBooks$xHistory. 676 $a686.2094 700 $aEisenstein$b Elizabeth L$0136772 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910464131603321 996 $aDivine art, infernal machine$92473166 997 $aUNINA LEADER 05734nam 2200721 a 450 001 9910139524303321 005 20230721005806.0 010 $a1-282-16543-7 010 $a9786612165436 010 $a0-470-61173-1 010 $a0-470-61025-5 035 $a(CKB)2550000000005854 035 $a(EBL)477642 035 $a(OCoLC)609853542 035 $a(SSID)ssj0000353855 035 $a(PQKBManifestationID)11233145 035 $a(PQKBTitleCode)TC0000353855 035 $a(PQKBWorkID)10288671 035 $a(PQKB)11528729 035 $a(MiAaPQ)EBC477642 035 $a(Au-PeEL)EBL477642 035 $a(CaPaEBR)ebr10361305 035 $a(CaONFJC)MIL216543 035 $a(EXLCZ)992550000000005854 100 $a20080403d2008 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aApplication integration$b[electronic resource] $eEAI, B2B, BPM and SOA /$fBernard Manouvrier, Laurent Me?nard 210 $aLondon $cISTE ;$aHoboken, NJ ;$aJohn Wiley & Sons$d2008 215 $a1 online resource (242 p.) 225 1 $aISTE ;$vv.130 300 $a"First published in France in 2007 by Hermes Science/Lavoisier entitled Inte?gration applicative EAI, B2B, BPM et SOA"--T.p. verso. 311 $a1-84821-088-4 320 $aIncludes bibliographical references (p. [219]-220) and index. 327 $aApplication Integration: EAI, B2B, BPM and SOA; Table of Contents; Acknowledgements; Foreword; Chapter 1. Introduction; Chapter 2. What is Application Integration?; 2.1. The economy: the "engine" of integration; 2.2. The history and the issues of application integration; 2.3. Consequences for IT; 2.4. Integration typologies; 2.4.1. Classifying the integration problem types; 2.4.2. Classifying the applications; 2.5. EAI: Integrating enterprise applications (A2A); 2.5.1. Accounting interpretation: EAI precursor; 2.5.2. EAI today; 2.6. Integrating inter-enterprise exchanges (B2B) 327 $a2.7. Coupling A2A and B2B: A2B (or Business Collaboration)2.8. Managing business processes (BPM); 2.9. Service-oriented architectures (SOA); Chapter 3. Levels in Integration Services; 3.1. Transport and connectivity; 3.1.1. Defining partners; 3.1.2. Data transport; 3.1.3. Connectivity; 3.1.4. Supervising transport; 3.2. Adapting the information; 3.2.1. Transformation; 3.2.2. Routing; 3.2.3. Storage; 3.2.4. Defining the rules; 3.2.5. Supervising exchanges; 3.3. Automating business processes; 3.3.1. Modeling business processes; 3.3.2. Executing business processes 327 $a3.3.3. Supervising business processes3.4. Business process and integration: mediation and exchange; 3.4.1. Business process level and integration level; 3.4.2. Mediation process sub-level; 3.4.3. Exchange process sub-level; 3.4.4. Interaction between the sub-levels; 3.4.5. Interaction between integration and business process (BPM); 3.5. Choosing the exchange architecture; 3.5.1. Synchronous/asynchronous communication; 3.5.2. Architecture: centralized or distributed?; Chapter 4. Types of Integration Projects; 4.1. Integrating a single application; 4.1.1. Exchange cartography 327 $a4.1.2. The integration platform4.2. IT infrastructure projects; 4.2.1. Urbanization of information systems; 4.2.2. IT exchange infrastructure; 4.3. Integrating inter-enterprise exchanges; 4.3.1. Exchanging electronic documents (EDI); 4.3.2. XML standards; 4.3.3. Inter-enterprise "spaghetti" system; 4.3.4. Inter-enterprise exchange platforms; 4.3.5. "Single Window" initiatives; 4.4. Managing business processes; 4.4.1. Points of departure; 4.4.2. BPM project opportunity: choosing the processes; 4.4.3. The "top-down" approach; 4.4.4. Expected results; 4.5. Implementing a service architecture 327 $a4.5.1. Characteristics of an SOA4.5.2. Elements of an SOA infrastructure; 4.5.3. Applicable norms and standards; Chapter 5. Application Integration Tools; 5.1. Brokers; 5.2. Application servers; 5.3. Enterprise Service Bus (ESB); 5.4. BPM tools; Chapter 6. Understanding Integration Failures; 6.1. High failure rates; 6.2. The technological approach; 6.2.1. New technology or new packaging?; 6.2.2. Technology confronts reality; Chapter 7. Integration Myths; 7.1. The mirage of the single tool; 7.1.1. A conservative choice: example and consequences 327 $a7.1.2. "Modern" architectural choice: example and consequences 330 $aApplication integration assembles methods and tools for organizing exchanges between applications, and intra- and inter-enterprise business processes. A strategic tool for enterprises, it introduces genuine reactivity into information systems facing business changes, and as a result, provides a significant edge in optimizing costs. This book analyzes various aspects of application integration, providing a guide to the alphabet soup behind EAI, A2A, B2B, BAM, BPM, ESB and SOA. It addresses the problems of choosing between the application integration solutions and deploying them successfully. 410 0$aISTE 606 $aEnterprise application integration (Computer systems) 606 $aApplication software 606 $aManagement information systems 606 $aSystems integration 615 0$aEnterprise application integration (Computer systems) 615 0$aApplication software. 615 0$aManagement information systems. 615 0$aSystems integration. 676 $a620.001/1 700 $aManouvrier$b Bernard$0991986 701 $aMe?nard$b Laurent$0991987 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910139524303321 996 $aApplication integration$92270343 997 $aUNINA