http://www.bibsonomy.org/burst/concept/user/msn/businessBibSonomy BuRST Feed for /concept/user/msn/business2008-07-21T00:34:27+02:00http://www.bibsonomy.org/bibtex/23678653a34e0baad429815a592b5a024/msnmsn2008-04-04T00:13:22+02:00state.printed business.mgmt cites.pclass research.bizInt.bpm <span style="color:#555555;">Thomas H. <a href="http://www.bibsonomy.org/author/Davenport">Davenport</a> and James E. <a href="http://www.bibsonomy.org/author/Short">Short</a> </span><em>Sloan Management Review</em><em>31(4):11-27</em>(<em>1990</em>)Fri Apr 04 00:13:22 CEST 2008Sloan Management Review411-27The New Industrial Engineering: Information Technology and Business Process Redesign311990state.printed business.mgmt cites.pclass research.bizInt.bpm Those aspiring to improve the way work is done must begin to apply the capabilities of information technology to redesign business processes. Business process design and information technology are natural partners, yet industrial engineers have never fully exploited their relationship. The authors argue, in fact, that it has barely been exploited at all. But the organizations that have used IT to redesign boundary-crossing, customer-driven processes have benefited enormously. This article explains why.http://www.bibsonomy.org/bibtex/267a8bc0aa41118ba9f0b67f4c187f099/msnmsn2008-04-04T00:13:21+02:00research.bizInt cites.pclass business.mgmt research.is <span style="color:#555555;">Thomas H. <a href="http://www.bibsonomy.org/author/Davenport">Davenport</a> </span><em>Harvard Business Review</em><em>76(4):121 - 131</em>(<em>1998</em>)Fri Apr 04 00:13:21 CEST 2008Harvard Business Review4121 - 131Putting the Enterprise into the Enterprise System.761998research.bizInt cites.pclass business.mgmt research.is Enterprise systems present a new model of corporate computing. They allow companies to replace their existing information systems, which are often incompatible with one another, with a single, integrated system. By streamlining data flows throughout an organization, these commercial software packages, offered by vendors like SAP, promise dramatic gains in a company's efficiency and bottom line. It's no wonder that businesses are rushing to jump on the ES bandwagon. But while these systems offer tremendous rewards, the risks they carry are equally great. Not only are the systems expensive and difficult to implement, they can also tie the hands of managers. Unlike computer systems of the past, which were typically developed in-house with a company's specific requirements in mind, enterprise systems are off-the-shelf solutions. They impose their own logic on a company's strategy, culture, and organization, often forcing companies to change the way they do business. Managers would do wellhttp://www.bibsonomy.org/bibtex/2c10b321b5702dc0dd4a436fedfe8e3f7/msnmsn2008-04-02T12:41:10+02:00business.mgmt info.refs.books research.bizInt.bpm cites.pclass <span style="color:#555555;">Varun <a href="http://www.bibsonomy.org/author/Grover">Grover</a> and William J. <a href="http://www.bibsonomy.org/author/Kettinger">Kettinger</a> </span><em>Idea Group Publishing, </em>(<em>1995</em>)Wed Apr 02 12:41:10 CEST 2008Business Process Change: Reengineering Concepts, Methods and Tools1995business.mgmt info.refs.books research.bizInt.bpm cites.pclass management hype explainedhttp://www.bibsonomy.org/bibtex/29b40c19a6d2b9d42cda133f25d51dab1/msnmsn2008-04-01T19:48:14+02:00research.bizInt.bpm business.mgmt <span style="color:#555555;">Eric <a href="http://www.bibsonomy.org/author/Abrahamson">Abrahamson</a> </span><em>Academy of Management Review</em><em>21(1):254 - 285</em>(<em>1996</em>)Tue Apr 01 19:48:14 CEST 2008Academy of Management Review1254 - 285Management Fashion211996research.bizInt.bpm business.mgmt Management fashion setters disseminate management fashions, transitory collective beliefs that certain management techniques are at the forefront of management progress. These fashion setters—consulting firms, management gurus, business mass-media publications, and business schools-do not simply force fashions onto gullible managers. To sustain their images as fashion setters, they must lead in a race (a) to sense the emergent collective preferences of managers for new management techniques, (b) to develop rhetorics that describe these techniques as the forefront of management progress, and (c) to disseminate these rhetorics back to managers and organizational stakeholders before other fashion setters. Fashion setters who fall behind in this race (e.g., business schools or certain scholarly professional societies) are condemned to be perceived as lagging rather than leading management progress, as peripheral to the business community, and as undeserving of societal support. This articWelcome to IEEE Xplore 2.0: Multi-perspective enterprise modeling (MEMO) conceptual framework and modeling languageshttp://www.bibsonomy.org/bibtex/2ae01a3770567b44c7eca6caa45b52b2c/msnmsn2008-04-01T16:28:32+02:00business research.conceptual research.bizInt <span style="color:#555555;">U. <a href="http://www.bibsonomy.org/author/Frank">Frank</a> </span><em>System Sciences, 2002. HICSS. Proceedings of the 35th Annual Hawaii International Conference on, </em><em>page1258- 1267. </em>(<em>2002</em>)Tue Apr 01 16:28:32 CEST 2008System Sciences, 2002. HICSS. Proceedings of the 35th Annual Hawaii International Conference on1258- 1267Multi-perspective enterprise modeling (MEMO) conceptual framework and modeling languages2002business research.conceptual research.bizInt For many companies, the strategic as well as the organizational fit of their information systems is a pivotal factor for staying competitive. At the same time, there is an increasing demand for integrating business processes and informations systems with those of customers and suppliers. The resulting need for organizational changes and the introduction of corresponding information systems is a challenging task. The complexity of the task requires a separation of concerns. At the same time it causes language barriers between various stakeholders, especially between business people and information technology professionals. Enterprise models provide various abstractions that help with the design of corporate information systems which are in line with a company's organization and its long term strategy. They also promise to provide a common conceptual foundation to foster the communication between people with different professional backgrounds. In this paper we introduce a model for enterprise modelling that is based on an extendable set of special purpose modeling languages, e.g. for describing corporate strategies, business processes, resources or information. The visual languages provide intuitive abstractions for various observers. The languages are defined in metamodels which in turn are specified through a common meta-metamodel. Similar to a specialized technical language, they provide concepts that help with structuring and analyzing a domain according to specific objectives. Since the languages are specified in a semi formal way, the models allow for the generation of software prototypes. The languages share common concepts which allow for a tight integration of the various parts of an enterprise model. In addition to offering specialized modeling languages, the modeling method also includes examples, case studies and reference models - to promote the re-use of concepts and artefacts. The use of the method is illustrated by an example, where two different partial models are being integrated.http://www.bibsonomy.org/bibtex/2e3c0e37b0424c3792526f7e09fdd6397/msnmsn2008-04-01T15:57:15+02:00research.conceptual.uml research.bizInt business cites.pclass <span style="color:#555555;">Hans-Erik <a href="http://www.bibsonomy.org/author/Eriksson">Eriksson</a> and Magnus <a href="http://www.bibsonomy.org/author/Penker">Penker</a> </span><em>Wiley, </em><em>1 edition, </em>(<em>2000</em>)Tue Apr 01 15:57:15 CEST 20081Business Modeling With UML: Business Patterns at Work2000research.conceptual.uml research.bizInt business cites.pclass http://www.bibsonomy.org/bibtex/27a78fc30b9e8b6bca4002eb3604b97e2/msnmsn2008-03-31T21:40:28+02:00cites.procm cites.pclass research.bizInt.bpm. cites.dss.r business.mgmt <span style="color:#555555;">Thomas H. <a href="http://www.bibsonomy.org/author/Davenport">Davenport</a> </span><em>Harvard Business School Press, </em>(<em>1993</em>)Mon Mar 31 21:40:28 CEST 2008Process Innovation -- Reengineering Work through Information Technology1993cites.procm cites.pclass research.bizInt.bpm. cites.dss.r business.mgmt http://www.bibsonomy.org/bibtex/21485d19668ebd6d854c2006d710f9a8c/msnmsn2008-03-16T23:33:10+01:00study.web20 research.web20.communities business <span style="color:#555555;">E.K. <a href="http://www.bibsonomy.org/author/Clemons">Clemons</a> and Guodong <a href="http://www.bibsonomy.org/author/Gao">Gao</a> and L.M. <a href="http://www.bibsonomy.org/author/Hitt">Hitt</a> </span><em>System Sciences, 2006. HICSS '06. Proceedings of the 39th Annual Hawaii International Conference on, </em><em>6, </em><em>page116c- 116c. </em>(<em>2006</em>)Sun Mar 16 23:33:10 CET 2008System Sciences, 2006. HICSS '06. Proceedings of the 39th Annual Hawaii International Conference on116c- 116cWhen Online Reviews Meet Hyperdifferentiation: A Study of Craft Beer Industry62006study.web20 research.web20.communities business We analyze how online reviews can be used to evaluate product differentiation strategy based on the theories of hyperdifferentiation and resonance marketing. Hyperdifferentiation says that firms can now produce almost anything that will appeal to consumers and can manage the complexity of diverse product portfolios. Resonance marketing says that informed consumers will only purchase products that they actually truly want. When consumers become more informed, firms that provide highly differentiated products should experience higher growth rate. We construct measures of product positioning based on online ratings and find supportive evidence using craft beer industry data. In particular, we find that the variance of ratings and the strength of the top quartile of reviews play a significant role in determining which new products grow in the marketplace (resonance). It is more important that some consumers love you than it is that most consumers like you.http://www.bibsonomy.org/bibtex/234c440407a6e89ff6e9b21d7bca7494d/msnmsn2008-03-14T12:40:13+01:00cites.dss business.mgmt <span style="color:#555555;">Herbert A. <a href="http://www.bibsonomy.org/author/Simon">Simon</a> </span><em>Harper and Row, </em>(<em>1960</em>)Fri Mar 14 12:40:13 CET 2008The Shape of Automation for Men and ManagementThe New Science of Management Decisions1960cites.dss business.mgmt