This study presents the unique dichotomous role of social media, which we conceptualise as its competing-complementarity. Using the competing-complementarity phenomenon as a guiding lens, we explore the fusion of social media and business functions as core elements of a digital business strategy of a firm. The phenomenon shows a dual impact. Complementarity explains how digital technologies and...

We first describe an agent-oriented business modelling technique that enables to create business process and domain models that are executable by software agents. The technique consists of the steps of analysis by goal-based use cases and design by the extended AOR Modelling Language. We then show how the models created can be represented in XML and executed by agents.

The ever greater pressure of competition to which enterprises are subjected has made the process continuous improvement a crucial issue today. For this reason it should be useful to compose the business processes reusing previously modeled business process parts characterizing them according to the current market needs. This work presents an approach based on the use of Business Process Lines (...

New technologies, notably service oriented architectures and Web services, are enabling a third wave of business process management (BPM). Supporters claim that BPM is informed by complexity theory and that business processes can evolve and adapt to changing business circumstances. It is suggested by BPM adherents that the business/IT divide will be obliterated through a process-centric approac...

A main task of Business Process Management is to identify weaknesses in business processes that may result in monetary or quality-related drawbacks in order to eliminate them subsequently. A common way to identify weaknesses is to analyze process models. While this has traditionally been done manually, recent work proposes using automatic model query approaches promising time and money savings....

This paper explores the co-relational process activities of information technology and systems (IT/IS) and business strategy alignment. The notion of “process” as being strategy and strategic alignment has been observed but not examined. Organizations are both complex and adaptive, and these attributes create significant challenges for managers when assessing strategic requirements. A need exis...

Among many leading organizations, in all sectors of industry, commerce and government, there is considerable evidence of e-business being deployed to achieve strategic goals. Where this deployment has been most successful, there is a strong case that the organization has taken an integrated approach that both builds on the organization's strengths and pays careful attention to the process of ch...

It is generally recognized that an organization's information technology (IT) infrastructure can facilitate organizational change, particularly when the information needs of the business process are clearly defined and the capabilities of the IT infrastructure fully explored. Unfortunately, firms engaged in business process redesign (BPR) often struggle to meet these two conditions as outmoded ...

Effective systematic software reuse requires a coherent approach to structuring architecture, process and organization. In previous columns, Ivar Jacobson and I summarize[1,2,3] our approach to extending Ivar’s Objectoriented Software Engineering process (OOSE)[4] for large-scale, systematic reuse. We call our approach the “Reuse-Driven Software Engineering Business” (RSEB), described in greate...

RAPID ECONOMICAL, SOCIAL AND TECHNOLOGICAL DEVELOPMENTS require ever increasing flexibility and alertness of companies. New organizational forms, such as internal and external network organizations are required. Furthermore, companies need to apply information technology (IT) proactively instead of reactively. This means that existing organizational characteristics, such as business strategy, o...