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Digital Enterprises [[electronic resource] ] : Service-Focused, Digitally-Powered, Data-Fueled / / edited by Henderik A. Proper, Bas van Gils, Kazem Haki
| Digital Enterprises [[electronic resource] ] : Service-Focused, Digitally-Powered, Data-Fueled / / edited by Henderik A. Proper, Bas van Gils, Kazem Haki |
| Autore | Proper Henderik A |
| Edizione | [1st ed. 2023.] |
| Pubbl/distr/stampa | Cham : , : Springer Nature Switzerland : , : Imprint : Springer, , 2023 |
| Descrizione fisica | 1 online resource (353 pages) |
| Disciplina | 004.068 |
| Altri autori (Persone) |
van GilsBas
HakiKazem |
| Collana | The Enterprise Engineering Series |
| Soggetto topico |
Business information services
Operations research Management science Information technology - Management Industrial organization Business Information Systems Enterprise Architecture Operations Research, Management Science Computer Application in Administrative Data Processing Organization |
| ISBN | 3-031-30214-1 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Intro -- Preface -- Abstract -- Contents -- About the Editors -- About the Authors -- 1 Introduction -- 1.1 Motivation for This Book -- 1.2 The Transition to the Digital Age -- 1.3 The Emergence of Service Ecosystems -- 1.4 The Growing Role of Data as a Key Underlying Resource -- 1.5 Conclusion -- Part I Experience Reports -- 2 Introduction -- 3 Investigating 5,140 Digital Transformation Projects -- 3.1 Introduction -- 3.2 Overview of Research Findings -- 3.3 Microprojects to Support Digital Transformation -- 3.4 Complexity and Absorption -- 3.5 Digital Transformation Success Factor: The Executive Sponsor -- 3.6 Optimization -- 3.7 Agile Digital Transformation -- 3.8 Project Managers -- 3.9 Project Types -- 3.10 Goals -- 3.11 Industries -- 3.12 Factors of Success and Value -- 3.13 Conclusions -- 4 From Product-Oriented Insurance Company to Customer-Centric Service Provider -- 4.1 Introduction -- 4.1.1 Disruptive Environments Necessitating Transformation -- 4.1.2 Introducing Aegon -- 4.1.3 Core Question -- 4.2 History and Ambition: From Product Orientation to Customer Centricity -- 4.2.1 Historical Background of Aegon -- 4.2.2 Ambition: Toward a Customer-Centric Service Provider -- 4.3 Approach for Transformation: ``Blue'' and ``Wow'' Directions -- 4.4 Capabilities to Realize Transformations (``What'') -- 4.4.1 Transformation 1: Redesigning Services Around ``Life Events'' of the Customer -- 4.4.2 Transformation 2: Standardizing Process (Working Methods) Around the Handling of Customer Requests -- 4.4.3 Transformation 3: Shifting the Organization Based on ``End-to-End'' Customer Processes -- 4.4.4 Transformation 4: Generic KPIs Focused on Result for the Customer (Strategic/Tactical) -- 4.4.5 Transformation 5: Designing and Implementing an Integrated CRM Solution -- 4.5 Leadership Capabilities (``How'').
4.5.1 Key Choice 1: What Approach Do You Choose to Transform? -- 4.5.1.1 Belief 1: Encouraging Trust Instead of Investing in the Business Case -- 4.5.1.2 Belief 2: Frequently Delivering Business Value -- 4.5.1.3 Belief 3: Implementing CRM Is a Business Initiative, Not an IT Program -- 4.5.1.4 Belief 4: Embracing Agile/Scrum and Encouraging Support -- 4.5.1.5 Belief 5: Equally Focusing on IT Skills as well as Attitude and Behavior -- 4.5.1.6 Belief 6: Ensure that the Program Activities Will Be Continued in the Line Organization -- 4.5.2 Key Choice 2: How Do You Organize Ownership-Including Governance? -- 4.5.3 Key Choice 3: How Do You Combine Design and Development at the Same Time? -- 4.5.3.1 Guiding Principles as Dot on the Horizon -- 4.5.3.2 Developing Basic Functionalities and Services Simultaneously -- 4.5.3.3 Empowering Employees by Developing Their Change Competences -- 4.5.4 Key Choice 4: How Do You Implement a Generic Working Method Across Multiple Business Lines? -- 4.5.4.1 Implementing Is About Inserting and Sustaining -- 4.5.4.2 Organizing the Right Roles and Collaborations -- 4.6 Outcomes of the Transformation -- 4.6.1 Results -- 4.6.2 Effects -- 4.7 Conclusion -- 5 How Blockchain Technology Affects the Performance of Financial Services -- 5.1 Introduction -- 5.2 Blockchain Technology Definition and Ontology -- 5.3 Smart Business Networks -- 5.4 Impact of Blockchain Technology on Smart Business Networks -- 5.4.1 Information Layer -- 5.4.2 Physical Layer -- 5.4.3 Logic Layer -- 5.4.4 Propositions -- 5.5 The ASX Case -- 5.5.1 Introduction to the ASX Case -- 5.5.2 The Current Equity Trade Process -- 5.5.3 Changes to the Business Network Processes -- 5.5.4 Changes to the Physical Layer (Business Network Structure) -- 5.5.5 Changes in the Shared Business Operating Logic -- 5.5.6 Improving Equity Post-trade Network Performance. 5.5.6.1 Enhancing Network Performance by Changing Business Operating Logic -- 5.5.6.2 Enhancing Network Performance by Changing the Physical Layer -- 5.5.6.3 Enhancing Network Performance by Changing Network Processes -- 5.6 Conclusion -- 6 Analysis and Design of Digital Value Co-creation Networks: Insights from Digital Platforms -- 6.1 Introduction -- 6.1.1 Problem Setting -- 6.1.1.1 Problem 1: Conceptual Foundation of DVCN Analysis and Design -- 6.1.1.2 Problem 2: Value Co-creation Capabilities for DVCN Survival -- 6.1.2 Research Objective and Research Questions -- 6.1.2.1 Research Question: Value Co-creation Capabilities for DVCN Survival -- 6.1.2.2 SRQ1: Conceptual Foundation of DVCN Analysis and Design -- 6.1.2.3 SRQ2: Empirical Analysis of Value Co-creation Capabilities for Digital Platform Survival -- 6.1.3 Overview of Research Design -- 6.1.3.1 Module 1: Conceptual Foundation of DVCN Analysis and Design -- 6.1.3.2 Module 2: Empirical Analysis of Value Co-creation Capabilities for Digital Platform Survival -- 6.2 Research Foundations -- 6.2.1 Module 1: Analysis and Design of DVCNs -- 6.2.1.1 Phenomenon of Interest: Digital Value Co-creation Networks -- 6.2.1.2 Topic Focus: Information Systems Analysis and Design -- 6.2.1.3 Conceptual Foundation: Value Co-creation in Service-Dominant Logic -- 6.2.1.4 State of Research in the Field -- 6.2.2 Module 2: Value Co-creation Capabilities for DVCN Survival -- 6.2.2.1 Phenomenon of Interest: DVCN Survival -- 6.2.2.2 Topic Focus: Value Co-creation Capabilities -- 6.2.2.3 Empirical Context: Digital Platforms -- 6.2.2.4 State of Research in the Field -- 6.3 Research Design -- 6.3.1 Module 1: Conceptual Foundation of DVCN Analysis and Design -- 6.3.2 Module 2: Value Co-creation Capabilities for Platform Survival -- 6.4 Results -- 6.4.1 Study A -- 6.4.2 Study B -- 6.4.3 Study C -- 6.4.4 Study D. 6.4.5 Study E -- 6.4.6 Study F -- 6.5 Discussion -- 6.5.1 Analytic Generalization -- 6.5.2 Limitations and Future Research -- 6.5.3 Implications -- 6.6 Conclusion -- 7 ArchiMate Extension to Value Co-creation: The Smart Airport Case Study -- 7.1 Introduction -- 7.2 Background -- 7.3 Value Creation Model and Language -- 7.3.1 Model Elaboration -- 7.3.2 Nature of the Value -- 7.3.3 Method of Value Creation -- 7.3.4 Object Concerned by the Value -- 7.3.5 ArchiMate Language Extension to Express Value Creation -- 7.3.6 Introduction to ArchiMate -- 7.3.7 Relevant ArchiMate Symbols -- 7.3.8 ArchiMate Extension Mechanisms -- 7.3.9 ArchiMate Extension for Value Creation -- 7.4 Value Co-creation Process Model and Language -- 7.4.1 From VC to VCC in KIBS -- 7.4.2 ArchiMate Extension -- 7.5 Case Study in the Smart Airport -- 7.5.1 Case Study Description -- 7.5.2 Value Co-creation Language -- 7.6 Conclusion -- 8 Conclusion -- Part II The Need for a New Design Logic -- 9 Introduction -- 10 Digital Transformation Requires a New Organizational Logic -- 10.1 Introduction -- 10.2 Levels of Capability -- 10.2.1 Zero Capabilities -- 10.2.2 Routine Capabilities -- 10.2.3 Systemic Capabilities -- 10.2.4 Creative Capabilities -- 10.2.5 Adaptive Capabilities -- 10.2.6 Generative Capabilities -- 10.3 Aspects of Capability -- 10.3.1 Embeddedness -- 10.3.2 Association -- 10.3.3 Awareness -- 10.3.4 Potentiality -- 10.4 Organizational Logics -- 10.4.1 Conformance Logic -- 10.4.2 Competence Logic -- 10.4.3 Cooperation Logic -- 10.4.4 Coordination Logic -- 10.4.5 Collaboration Logic -- 10.4.6 Co-adaptation Logic -- 10.4.7 Concord Logic -- 10.5 Concomitance of Levels and Logics -- 10.6 Implications of Co-adaptation Logic on Digital Capability -- 10.7 Conclusion. 11 Organizational Identity and Self-Awareness: Creating Convergence Between Enterprise Engineering and Organizational Design -- 11.1 Introduction -- 11.2 Enterprise Engineering -- 11.2.1 The Early Days liles1995enterpriseengineering, liles1996enterpriseengineering -- 11.2.2 The Proposal from dietz2013enterpriseengineering -- 11.2.3 Enterprises as Dynamic Control Systems -- 11.2.4 The Enacted Organization as a Complex, Real-Time, Network of Actors, Acting, Controlling, and Designing -- 11.2.5 A Comment on the Current State of Enterprise Engineering -- 11.3 Human-Centered Design -- 11.4 Organizational Identity -- 11.5 Cartography, Governance, and Organizational Self-Awareness (OSA) -- 11.6 Proposing Convergence Between Organizational Identity and Self-Awareness -- 11.6.1 Internal Self-Description -- 11.6.2 Reputation -- 11.6.3 Image -- 11.6.4 Individual's Identity and Identification -- 11.7 The Organizational Identity: Self-Awareness Framework -- 11.7.1 Organization's Self-Descriptions (Knowledge and Work) -- 11.7.2 Internal Image (Management and Membership) -- 11.7.3 Individual's Identity and Identification -- 11.7.4 External Image -- 11.8 Conclusion -- 12 Conclusion -- Part III An Architectural Coordination Perspective -- 13 Introduction -- 14 IT Architecture Principles: Foundationfor Digital Transformation? -- 14.1 Introduction -- 14.2 Research on Enterprise Architecture Principles -- 14.2.1 Definition of a Principle -- 14.2.2 Description of a Principle -- 14.3 Measurement Instrument and Approach -- 14.3.1 Measuring IT Architecture Principles -- 14.3.2 Measuring Method -- 14.3.3 Data Collection and Processing -- 14.4 Case Studies -- 14.4.1 MON -- 14.4.1.1 Situation -- 14.4.1.2 Task -- 14.4.1.3 Approach -- 14.4.1.4 Result -- 14.4.1.5 Reflection -- 14.4.2 PBT -- 14.4.2.1 Situation -- 14.4.2.2 Task -- 14.4.2.3 Approach -- 14.4.2.4 Result. 14.4.2.5 Reflection. |
| Record Nr. | UNISA-996565863603316 |
Proper Henderik A
|
||
| Cham : , : Springer Nature Switzerland : , : Imprint : Springer, , 2023 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
| ||
Digital Enterprises : Service-Focused, Digitally-Powered, Data-Fueled / / edited by Henderik A. Proper, Bas van Gils, Kazem Haki
| Digital Enterprises : Service-Focused, Digitally-Powered, Data-Fueled / / edited by Henderik A. Proper, Bas van Gils, Kazem Haki |
| Autore | Proper Henderik A |
| Edizione | [1st ed. 2023.] |
| Pubbl/distr/stampa | Cham : , : Springer Nature Switzerland : , : Imprint : Springer, , 2023 |
| Descrizione fisica | 1 online resource (353 pages) |
| Disciplina | 004.068 |
| Altri autori (Persone) |
van GilsBas
HakiKazem |
| Collana | The Enterprise Engineering Series |
| Soggetto topico |
Business information services
Operations research Management science Information technology - Management Industrial organization Business Information Systems Enterprise Architecture Operations Research, Management Science Computer Application in Administrative Data Processing Organization |
| ISBN | 3-031-30214-1 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Intro -- Preface -- Abstract -- Contents -- About the Editors -- About the Authors -- 1 Introduction -- 1.1 Motivation for This Book -- 1.2 The Transition to the Digital Age -- 1.3 The Emergence of Service Ecosystems -- 1.4 The Growing Role of Data as a Key Underlying Resource -- 1.5 Conclusion -- Part I Experience Reports -- 2 Introduction -- 3 Investigating 5,140 Digital Transformation Projects -- 3.1 Introduction -- 3.2 Overview of Research Findings -- 3.3 Microprojects to Support Digital Transformation -- 3.4 Complexity and Absorption -- 3.5 Digital Transformation Success Factor: The Executive Sponsor -- 3.6 Optimization -- 3.7 Agile Digital Transformation -- 3.8 Project Managers -- 3.9 Project Types -- 3.10 Goals -- 3.11 Industries -- 3.12 Factors of Success and Value -- 3.13 Conclusions -- 4 From Product-Oriented Insurance Company to Customer-Centric Service Provider -- 4.1 Introduction -- 4.1.1 Disruptive Environments Necessitating Transformation -- 4.1.2 Introducing Aegon -- 4.1.3 Core Question -- 4.2 History and Ambition: From Product Orientation to Customer Centricity -- 4.2.1 Historical Background of Aegon -- 4.2.2 Ambition: Toward a Customer-Centric Service Provider -- 4.3 Approach for Transformation: ``Blue'' and ``Wow'' Directions -- 4.4 Capabilities to Realize Transformations (``What'') -- 4.4.1 Transformation 1: Redesigning Services Around ``Life Events'' of the Customer -- 4.4.2 Transformation 2: Standardizing Process (Working Methods) Around the Handling of Customer Requests -- 4.4.3 Transformation 3: Shifting the Organization Based on ``End-to-End'' Customer Processes -- 4.4.4 Transformation 4: Generic KPIs Focused on Result for the Customer (Strategic/Tactical) -- 4.4.5 Transformation 5: Designing and Implementing an Integrated CRM Solution -- 4.5 Leadership Capabilities (``How'').
4.5.1 Key Choice 1: What Approach Do You Choose to Transform? -- 4.5.1.1 Belief 1: Encouraging Trust Instead of Investing in the Business Case -- 4.5.1.2 Belief 2: Frequently Delivering Business Value -- 4.5.1.3 Belief 3: Implementing CRM Is a Business Initiative, Not an IT Program -- 4.5.1.4 Belief 4: Embracing Agile/Scrum and Encouraging Support -- 4.5.1.5 Belief 5: Equally Focusing on IT Skills as well as Attitude and Behavior -- 4.5.1.6 Belief 6: Ensure that the Program Activities Will Be Continued in the Line Organization -- 4.5.2 Key Choice 2: How Do You Organize Ownership-Including Governance? -- 4.5.3 Key Choice 3: How Do You Combine Design and Development at the Same Time? -- 4.5.3.1 Guiding Principles as Dot on the Horizon -- 4.5.3.2 Developing Basic Functionalities and Services Simultaneously -- 4.5.3.3 Empowering Employees by Developing Their Change Competences -- 4.5.4 Key Choice 4: How Do You Implement a Generic Working Method Across Multiple Business Lines? -- 4.5.4.1 Implementing Is About Inserting and Sustaining -- 4.5.4.2 Organizing the Right Roles and Collaborations -- 4.6 Outcomes of the Transformation -- 4.6.1 Results -- 4.6.2 Effects -- 4.7 Conclusion -- 5 How Blockchain Technology Affects the Performance of Financial Services -- 5.1 Introduction -- 5.2 Blockchain Technology Definition and Ontology -- 5.3 Smart Business Networks -- 5.4 Impact of Blockchain Technology on Smart Business Networks -- 5.4.1 Information Layer -- 5.4.2 Physical Layer -- 5.4.3 Logic Layer -- 5.4.4 Propositions -- 5.5 The ASX Case -- 5.5.1 Introduction to the ASX Case -- 5.5.2 The Current Equity Trade Process -- 5.5.3 Changes to the Business Network Processes -- 5.5.4 Changes to the Physical Layer (Business Network Structure) -- 5.5.5 Changes in the Shared Business Operating Logic -- 5.5.6 Improving Equity Post-trade Network Performance. 5.5.6.1 Enhancing Network Performance by Changing Business Operating Logic -- 5.5.6.2 Enhancing Network Performance by Changing the Physical Layer -- 5.5.6.3 Enhancing Network Performance by Changing Network Processes -- 5.6 Conclusion -- 6 Analysis and Design of Digital Value Co-creation Networks: Insights from Digital Platforms -- 6.1 Introduction -- 6.1.1 Problem Setting -- 6.1.1.1 Problem 1: Conceptual Foundation of DVCN Analysis and Design -- 6.1.1.2 Problem 2: Value Co-creation Capabilities for DVCN Survival -- 6.1.2 Research Objective and Research Questions -- 6.1.2.1 Research Question: Value Co-creation Capabilities for DVCN Survival -- 6.1.2.2 SRQ1: Conceptual Foundation of DVCN Analysis and Design -- 6.1.2.3 SRQ2: Empirical Analysis of Value Co-creation Capabilities for Digital Platform Survival -- 6.1.3 Overview of Research Design -- 6.1.3.1 Module 1: Conceptual Foundation of DVCN Analysis and Design -- 6.1.3.2 Module 2: Empirical Analysis of Value Co-creation Capabilities for Digital Platform Survival -- 6.2 Research Foundations -- 6.2.1 Module 1: Analysis and Design of DVCNs -- 6.2.1.1 Phenomenon of Interest: Digital Value Co-creation Networks -- 6.2.1.2 Topic Focus: Information Systems Analysis and Design -- 6.2.1.3 Conceptual Foundation: Value Co-creation in Service-Dominant Logic -- 6.2.1.4 State of Research in the Field -- 6.2.2 Module 2: Value Co-creation Capabilities for DVCN Survival -- 6.2.2.1 Phenomenon of Interest: DVCN Survival -- 6.2.2.2 Topic Focus: Value Co-creation Capabilities -- 6.2.2.3 Empirical Context: Digital Platforms -- 6.2.2.4 State of Research in the Field -- 6.3 Research Design -- 6.3.1 Module 1: Conceptual Foundation of DVCN Analysis and Design -- 6.3.2 Module 2: Value Co-creation Capabilities for Platform Survival -- 6.4 Results -- 6.4.1 Study A -- 6.4.2 Study B -- 6.4.3 Study C -- 6.4.4 Study D. 6.4.5 Study E -- 6.4.6 Study F -- 6.5 Discussion -- 6.5.1 Analytic Generalization -- 6.5.2 Limitations and Future Research -- 6.5.3 Implications -- 6.6 Conclusion -- 7 ArchiMate Extension to Value Co-creation: The Smart Airport Case Study -- 7.1 Introduction -- 7.2 Background -- 7.3 Value Creation Model and Language -- 7.3.1 Model Elaboration -- 7.3.2 Nature of the Value -- 7.3.3 Method of Value Creation -- 7.3.4 Object Concerned by the Value -- 7.3.5 ArchiMate Language Extension to Express Value Creation -- 7.3.6 Introduction to ArchiMate -- 7.3.7 Relevant ArchiMate Symbols -- 7.3.8 ArchiMate Extension Mechanisms -- 7.3.9 ArchiMate Extension for Value Creation -- 7.4 Value Co-creation Process Model and Language -- 7.4.1 From VC to VCC in KIBS -- 7.4.2 ArchiMate Extension -- 7.5 Case Study in the Smart Airport -- 7.5.1 Case Study Description -- 7.5.2 Value Co-creation Language -- 7.6 Conclusion -- 8 Conclusion -- Part II The Need for a New Design Logic -- 9 Introduction -- 10 Digital Transformation Requires a New Organizational Logic -- 10.1 Introduction -- 10.2 Levels of Capability -- 10.2.1 Zero Capabilities -- 10.2.2 Routine Capabilities -- 10.2.3 Systemic Capabilities -- 10.2.4 Creative Capabilities -- 10.2.5 Adaptive Capabilities -- 10.2.6 Generative Capabilities -- 10.3 Aspects of Capability -- 10.3.1 Embeddedness -- 10.3.2 Association -- 10.3.3 Awareness -- 10.3.4 Potentiality -- 10.4 Organizational Logics -- 10.4.1 Conformance Logic -- 10.4.2 Competence Logic -- 10.4.3 Cooperation Logic -- 10.4.4 Coordination Logic -- 10.4.5 Collaboration Logic -- 10.4.6 Co-adaptation Logic -- 10.4.7 Concord Logic -- 10.5 Concomitance of Levels and Logics -- 10.6 Implications of Co-adaptation Logic on Digital Capability -- 10.7 Conclusion. 11 Organizational Identity and Self-Awareness: Creating Convergence Between Enterprise Engineering and Organizational Design -- 11.1 Introduction -- 11.2 Enterprise Engineering -- 11.2.1 The Early Days liles1995enterpriseengineering, liles1996enterpriseengineering -- 11.2.2 The Proposal from dietz2013enterpriseengineering -- 11.2.3 Enterprises as Dynamic Control Systems -- 11.2.4 The Enacted Organization as a Complex, Real-Time, Network of Actors, Acting, Controlling, and Designing -- 11.2.5 A Comment on the Current State of Enterprise Engineering -- 11.3 Human-Centered Design -- 11.4 Organizational Identity -- 11.5 Cartography, Governance, and Organizational Self-Awareness (OSA) -- 11.6 Proposing Convergence Between Organizational Identity and Self-Awareness -- 11.6.1 Internal Self-Description -- 11.6.2 Reputation -- 11.6.3 Image -- 11.6.4 Individual's Identity and Identification -- 11.7 The Organizational Identity: Self-Awareness Framework -- 11.7.1 Organization's Self-Descriptions (Knowledge and Work) -- 11.7.2 Internal Image (Management and Membership) -- 11.7.3 Individual's Identity and Identification -- 11.7.4 External Image -- 11.8 Conclusion -- 12 Conclusion -- Part III An Architectural Coordination Perspective -- 13 Introduction -- 14 IT Architecture Principles: Foundationfor Digital Transformation? -- 14.1 Introduction -- 14.2 Research on Enterprise Architecture Principles -- 14.2.1 Definition of a Principle -- 14.2.2 Description of a Principle -- 14.3 Measurement Instrument and Approach -- 14.3.1 Measuring IT Architecture Principles -- 14.3.2 Measuring Method -- 14.3.3 Data Collection and Processing -- 14.4 Case Studies -- 14.4.1 MON -- 14.4.1.1 Situation -- 14.4.1.2 Task -- 14.4.1.3 Approach -- 14.4.1.4 Result -- 14.4.1.5 Reflection -- 14.4.2 PBT -- 14.4.2.1 Situation -- 14.4.2.2 Task -- 14.4.2.3 Approach -- 14.4.2.4 Result. 14.4.2.5 Reflection. |
| Record Nr. | UNINA-9910765477603321 |
|
Proper Henderik A
|
||
| Cham : , : Springer Nature Switzerland : , : Imprint : Springer, , 2023 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Enterprise Design, Operations, and Computing [[electronic resource] ] : 27th International Conference, EDOC 2023, Groningen, The Netherlands, October 30 – November 3, 2023, Proceedings / / edited by Henderik A. Proper, Luise Pufahl, Dimka Karastoyanova, Marten van Sinderen, João Moreira
| Enterprise Design, Operations, and Computing [[electronic resource] ] : 27th International Conference, EDOC 2023, Groningen, The Netherlands, October 30 – November 3, 2023, Proceedings / / edited by Henderik A. Proper, Luise Pufahl, Dimka Karastoyanova, Marten van Sinderen, João Moreira |
| Autore | Proper Henderik A |
| Edizione | [1st ed. 2024.] |
| Pubbl/distr/stampa | Cham : , : Springer Nature Switzerland : , : Imprint : Springer, , 2024 |
| Descrizione fisica | 1 online resource (238 pages) |
| Disciplina | 658.05 |
| Altri autori (Persone) |
PufahlLuise
KarastoyanovaDimka van SinderenMarten MoreiraJoão |
| Collana | Lecture Notes in Computer Science |
| Soggetto topico |
Business information services
Data structures (Computer science) Information theory Database management Electronic commerce Computers Enterprise Architecture Data Structures and Information Theory Database Management e-Commerce and e-Business Computing Milieux IT in Business |
| ISBN | 3-031-46587-3 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Enterprise Modeling, Architecture & Engineering -- A System Ontology for Emergence Modeling -- What do I get from modeling? -- A Generic and Customizable Genetic Algorithms-based Conceptual Model Modularization Platform -- MARTSIA: Enabling Data Confidentiality for Blockchain-based Process Execution -- Model-Based Software Engineering -- Building an Ontological Bridge between Supply Chain Resilience and IoT Applications -- A Model-Driven Approach to SAP S/4HANA Development -- Enterprise Analysis and Improvement with Process Mining -- A Methodology for the Analysis of Robotic Systems via Process Mining -- An Approach for Face Validity Assessment of Agent-Based Simulation Models through Outlier Detection with Process Mining -- Process Mining Insights to Process Improvement: Challenges and Recommendations -- Developing Taxonomies for Business Process Engineering -- Modeling in an Enterprise Context -- A Taxonomy for Platform Revenue Models: An Empirical-to-Conceptual Development Approach -- Conceptual Modeling in Support of Economic and Regulatory Viability Assessment - A Reality Check on the Example of Developing an Energy Community. |
| Record Nr. | UNISA-996558467203316 |
|
Proper Henderik A
|
||
| Cham : , : Springer Nature Switzerland : , : Imprint : Springer, , 2024 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. di Salerno | ||
| ||
Enterprise Design, Operations, and Computing [[electronic resource] ] : 27th International Conference, EDOC 2023, Groningen, The Netherlands, October 30 – November 3, 2023, Proceedings / / edited by Henderik A. Proper, Luise Pufahl, Dimka Karastoyanova, Marten van Sinderen, João Moreira
| Enterprise Design, Operations, and Computing [[electronic resource] ] : 27th International Conference, EDOC 2023, Groningen, The Netherlands, October 30 – November 3, 2023, Proceedings / / edited by Henderik A. Proper, Luise Pufahl, Dimka Karastoyanova, Marten van Sinderen, João Moreira |
| Autore | Proper Henderik A |
| Edizione | [1st ed. 2024.] |
| Pubbl/distr/stampa | Cham : , : Springer Nature Switzerland : , : Imprint : Springer, , 2024 |
| Descrizione fisica | 1 online resource (238 pages) |
| Disciplina | 658.05 |
| Altri autori (Persone) |
PufahlLuise
KarastoyanovaDimka van SinderenMarten MoreiraJoão |
| Collana | Lecture Notes in Computer Science |
| Soggetto topico |
Business information services
Data structures (Computer science) Information theory Database management Electronic commerce Computers Enterprise Architecture Data Structures and Information Theory Database Management e-Commerce and e-Business Computing Milieux IT in Business |
| ISBN | 3-031-46587-3 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto | Enterprise Modeling, Architecture & Engineering -- A System Ontology for Emergence Modeling -- What do I get from modeling? -- A Generic and Customizable Genetic Algorithms-based Conceptual Model Modularization Platform -- MARTSIA: Enabling Data Confidentiality for Blockchain-based Process Execution -- Model-Based Software Engineering -- Building an Ontological Bridge between Supply Chain Resilience and IoT Applications -- A Model-Driven Approach to SAP S/4HANA Development -- Enterprise Analysis and Improvement with Process Mining -- A Methodology for the Analysis of Robotic Systems via Process Mining -- An Approach for Face Validity Assessment of Agent-Based Simulation Models through Outlier Detection with Process Mining -- Process Mining Insights to Process Improvement: Challenges and Recommendations -- Developing Taxonomies for Business Process Engineering -- Modeling in an Enterprise Context -- A Taxonomy for Platform Revenue Models: An Empirical-to-Conceptual Development Approach -- Conceptual Modeling in Support of Economic and Regulatory Viability Assessment - A Reality Check on the Example of Developing an Energy Community. |
| Record Nr. | UNINA-9910760268303321 |
|
Proper Henderik A
|
||
| Cham : , : Springer Nature Switzerland : , : Imprint : Springer, , 2024 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||