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e2001 - Abstracts

Abstracts of Papers Published in the Conference Proceedings - Section 1.2: Organisational Issues

Section 1.2: Organisational Issues
Managing Organisational Capital in the New Economy: Knowledge Management and Organisational Design
A. Bounfour, P. Damaskopoulos
Lore: Language-Based Expertise Mining
H. Rutten, S. Rogers
Measuring Value - Creating Value - A Solution for Process Innovation in High-Tech Company Networks
B.R. Katzy, M. Dissel, M. Blum
Dynamics of Innovation towards E-Commerce: The Case of France
C. Charbit, V. Fernandez, E. Tricot
Automated Performance Measurement
N. Ferguson, B. Andersen, J. Browne
A Performance Management System for New Product Development from a Reuse and
Invention Perspective

N. Roth, J. Prieto, F. Lettice, R. Dvir, I. Penev, M. Tsanev, S. Evans, K. Young, T. Schulte
SMART: System for the Development, Management and Support of Strategic Alliances
I. Bitran, J. Bitran, S. Corm, C. Hall, A. Nagel, H. Nicholls
BENE-BUS - Benchmarking of E-Business Solutions for Western and Eastern European SMEs (IST- 1999-29024)
R. Zuffada, F. Giacometti
Methodology for the Implementation of e-Business Solutions in SMEs
L. Carneiro, A. Alves, D. Carneiro, H. Held, C. Wolf, J. Macey, F. San Martin, F. Ballester
B4U - Business for You - The Virtual Community for the SME Development and Consolidation
T. Dell'Orto, B. Ferlito, U. Galluccio
Critical Success Factors for eBusiness for SMEs
S. Feindt, J. Jeffcoate, C. Chappell, E. Gaboardi
EC Funded Industrial Research Co-Operation in the Area of IT
P. Drath, R. Gagliardi, S. Muscella, R. Pleger, A. Ceccarelli

 

Managing Organisational Capital in the New Economy: Knowledge Management and Organisational Design
Ahmed Bounfour(1) and Panagiotis Damaskopoulos(2)
(1) RCS, Research on Competitive Strategies, Universite Marne La Valle'e, France
(2) Centre of Advanced Learning Technologies, INSEAD, France

This paper develops a framework of analysis of "organisational capital" as a strategic field of corporate action. It concentrates on three dimensions. First, the paper surveys the changing parameters of competitive advantage with specific attention to changes in valuation processes in financial markets. Second, it advances an analysis of the growing importance of the intangible assets of corporations, and specifically the field of organisational knowledge. Third, the paper examines processes of organisational design and explores horizontal organisational tendencies and specifically the concept and practice of the "horizontal network enterprise" as a key component of competitiveness.

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Lore: Language-Based Expertise Mining
Huub Rutten, Steve Rogers
Sopheon NV, MECC Office Building, Geatano Martinolaan 95, 6229 GS Maastricht, The Netherlands

Lore (Leveraging Operational Resource Expertise) is a European Commission part-funded project within the IST programme. The innovative purpose of the project is to exploit information about expertise held in a human resource management system (HRMS), documents and other sources. By applying various linguistic tools Lore goes beyond conventional information and documents management to exploit the wealth of knowledge available in the community. Usually, classification methods for knowledge rely on hand-written taxonomies that offer hierarchical topics of interest. This limited unidirectional way of "reading" the enterprise is superseded by Lore's dynamic navigation. A linguistic analysis of unstructured texts, filtered with known HRMS data about the author and organisation, renders a potent information service to HR professionals, line managers and staff. This paper introduces the project, its principles and technology. It comments on the lessons learned to date as the project enters its experimentation and validation phase.

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Measuring Value - Creating Value - A Solution for Process Innovation in High-Tech Company Networks
Bernhard R. KATZY, Marcel DISSEL and Markus BLUM
Center for Technology and Innovation Management (CeTIM) at University Bw Munich, Werner-Heisenberg- Weg, Neubiberg, 85577, Germany

In today's rapidly changing business environment, enterprises must continually innovate to stay ahead of competition. Over the last decade process management has been the focus of many organisational efforts, which were designed to increase the efficiency of stable work processes. But what is the organisational impact of new businesses? How does efficiency and performance of processes change, when faced with new products and innovations? This paper presents a solution for the assessment of process performance for innovative products, ahead of time, enabling management to recognise problems and taking corrective action before these problems escalate. This paper presents a solution that combines process design with easy-to-use performance measurements. The solution consists of methods and tools, which allow analysing cost- and time performance of business processes and their design. We report a case in the telecommunication industry, where the successful performance of new innovations is the result of efficient processes in tiered supplier structures.

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Dynamics of Innovation towards E-Commerce: The Case of France
Claire CHARBIT, Valerie FERNANDEZ and Etienne TRICOT
Ecole Nationale Superieure des Telecommunications
46, rue Barrault - 75634 Paris Cedex 13 - France

Abstract. This report will provide an analysis of the innovative behaviour of traditional firms in France and their evolution towards e-commerce. It may be that in France, although there are start-up Internet firms, the pattern of evolution is less influenced by pure Internet players forcing traditional players to react. In France, traditional firms appear to be really pro-active concerning e-commerce. This report will investigate the specific advantages and failures of successful actors in the "old economy" and their transition to the "new economy" in three industrial sectors: automotive, tourism and large-scale retailing. Two opposite strategies of migration appear. These strategies relate to two business models of e-commerce. We present these two e-commerce configurations through metaphorical designations: the "portal model" vs. the "fair model".

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Automated Performance Measurement
Neil Ferguson(1), Bjorn Andersen(2) and Jim Browne(3)
(1) C.I.M.R.U., National University of Ireland, Galway, Ireland
(2) Department of Production and Quality Engineering, Norwegian University of Science and Technology, Norway.

Enterprise Resource Planning (ERP) software has been developing rapidly over the last years. Attempts have been made at including performance measurement in these systems. However, such attempts have mainly been limited to financially based performance measures. While financial measures are Important, companies require a more holistic view of performance across all their processes. In an attempt to address this deficit a European project called Automated Performance Measurement (APM - IST-1999-10279) was established. The APM project aims to deliver an enhanced ERP system which facilities the automated collection of performance data across the supply chain using Internet/XML technology to improve SMEs position in global supply chains. The paper describes a framework for how real-time, operational performance measurement combined with performance benchmarking can be exploited by enterprises and business networks as a means for decision support in dally management and improvement work. More specifically, sub-parts of the paper will deal with the issues of a standard business process model, standard performance indicators, including indicators for environmental impact, the functionality of the automated performance measurement system, and its application for such purposes as decision-support and benchmarking.

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A Performance Management System for New Product Development from a Reuse and Invention Perspective
Norman ROTH(1), Juan PRIETO(1), Fiona LETTICE(2), Ron DVIR(3), Ivo PENEV(4),
Michail TSANEV(4), Steve EVANS(2), Karen YOUNG(2) and Thomas SCHULTE(4)
(1) Fraunhofer IAO, Nobelstr. 12, 70569 Stuttgart, Germany
(2) Cranjield University Cranfield, Bedfordshire MK43 OAL, United Kingdom
(3) Innovation Ecology, 45 Rambam St, Pardesia, Israel
(4) Commtrain Consulting GmbH, Lautenschlagerstr. 4, 70173 Stuttgart, Germany

Performance Management in the context of knowledge management and new product development is on the agenda: 70-80% of manufacturing productivity is determined by the point of design freeze. Therefore new product development (NPD) is critical and is increasingly subject to the practices and systems of performance management. NPD performance is inseparable from an organisation's ability to manage its reuse and invention assets. Knowledge and the ability to reuse and innovate it efficiently and effectively is a key success factor in NPD. However, most existing performance management frameworks do not address this knowledge aspect of NPD. This paper outlines some novel performance management functions which specifically address management issues of the reuse and creation of knowledge. The functions are embedded within an innovative IT solution, which will also be outlined. Finally, an assessment tool is described which provides companies with an analysis of their current NPD reuse and invention performance, ascertains future vision and targets and identifies an appropriate implementation path to improved NPD performance.

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SMART: System for the Development, Management and Support of Strategic Alliances
Iain BITRAN(10, Joseph BITRAN(1), Steffen CONN(2), Carolyn HALL(3), Arie NAGEL(4) and Harry NICHOLLS(5)
(1) S3 International Ltd, PO Box 18, Worsley, Manchester M28 1XP, UK;
(2) Groupe Ecole Superieure de Commerce de Rennes, 2, rue Robert d'Arbrissel, 35065
Rennes Cedex, France
(3) Chalice Projects Ltd, 34 Fields Court, Warwick CV34 5KP, UK;
(4) Eindhoven University of Technology, Den Dolech 2, TEMA 0.31, PO Box 513, 5600 MB
Eindhoven, The Netherlands;
(5) International Association of Science Parks, Parque Tecnologico Andalucia, Sede Social C/Marie Curie S/No, Campanillas -Malaga 29590, Spain;

Despite the increasing number of strategic alliances, how to ensure their success is poorly understood. Studies suggest that up to seventy-five percent of alliances fail to meet their initial objectives due to a multitude of cultural, political, technological and human factors. If such an eclectic set of competencies is required for success, alliance management is clearly a difficult task for today's manager. Traditionally, managers wishing to develop strategic alliance competencies have relied on ad-hoc consultancy services and training. This has not, to date, resulted in a notable improvement in alliance success. The SMART project redresses this growing need by developing a knowledge-based software support system to help managers conceptualise, implement and manage strategic alliances. First, this paper introduces the field of strategic alliances, then the foundations of knowledge-based support systems are discussed. Finally, how the SMART approach will create value for managers is relayed.

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BENE-BUS - Benchmarking of E-Business Solutions for Western and Eastern European SMEs (IST- 1999-29024)
Roberto ZUFFADA(1) and Fiorella GIACOMETTI(2)
(1) ETAss European Trends Association, Corso Matteotti 38, 20038 Seregno (MI), Italy
(2) Sineura s.r.l., Via Egadi3/5, 20144 Milan, Italy

While the European Union is launching its main challenge through the next enlargement the co-operation between the EU member states and the Associated countries is becoming more and more critical. A closer collaboration is thus expected at economic and political level in terms of knowledge transfer, adoption of models of sustainable growth, increasing of competitiveness and development of novel opportunities for the players. Under this framework e-commerce solutions can support the strategy towards the change but their adoption, mainly by the SMEs, should be well established and as a result of an informed decision. The BENE-BUS project is in line with this approach being mainly focused to provide the Eastern and Western European SMEs with innovative assessment models and benchmarking tools aimed at improving their way to approach e-business implementation.

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Methodology for the Implementation of e-Business Solutions in SMEs
Luis CARNEIRO(1), Antdnio ALVES(1), Diana CARNEIRO(1), Hans HELD(2), Christian
WOLF(2), Jim MACEY(3), Fernando SAN MARTIN(4), Frederic BALLESTER(4)
(1) INESC Porto, Apartado 4433, 4050-497 Porto, Portugal
(2) ATB, Wiener Str. 1, 28359 Bremen, Germany
(3) BMT, Teddington, TW11 8LZ, United Kingdom
(4) CARSA, Madrid, 28033, Spain

This paper presents the concept of a Methodology for the Implementation of e-Business solutions in SMEs, developed within the MEDIAT-SME project (IST-1999-11570). The main goal of this Methodology is to provide the e-Business consultant with systematic methodological and IT support to the tasks of identification and analysis of opportunities; requirements definition; detailed specification of e-Services, systems and interfaces to be implemented; vendor selection; implementation planning and management of e-Business solutions in SMEs. It is also expected that the target SMEs after active participation with the consultant team in one implementation project will be able to apply the methodology to other application areas without external support.

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B4U - Business for You - The Virtual Community for the SME Development and Consolidation
Tiziana DELL'ORTO(1), Bruno FERLITO(1) and Ugo GALLUCCIO(2)
(1) Sviluppo Italia, via Calabria 46, 00187 Rome -Italy
(2) Bull Italia S.p.A., Strada consortile ASI, 83030 Prata Princlpato Ultra (AV) -Italy

The major objective of B4U project is to implement a system, based on the concept of a virtual community, which will answer to the needs of SME's at consolidation and development stage. The system will give them appropriate answers, providing a set of "on line" services, targeted to catch new businesses and development opportunities, and enabling SMEs to compete in the global marketplace, through the use of electronic commerce. B4U project is based on an integrated system composed of a Technological Platform, a Service Centre and an Innovative Approach to support the SME development and consolidation. This paper describes the overall environment and reports the first release results of B4U project.

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Critical Success Factors for eBusiness for SMEs
Sylvie FEINDT (SFC), Judith JEFFCOATE (Trefoyle), Caroline CHAPPELL (Trefoyle), Elena GABOARDI (Databank)
KITS Project, Bd. Clovis 39, B-1000 Brussels

In this paper, the authors will look at the critical success factors that will underpin the continuing competitiveness of SMEs within increasingly 'virtual' and Internet-dependent value chains. These critical success factors include: vision for information exploitation; adding value through agile and specialist processes; ensuring e-business technology adoption at an appropriate level of control; providing integrated electronic support for customer, supplier and partner relationships; and creating the trust essential for participating in new types of virtual organisation. The paper will explore the roadmap to e-business success for SMEs within value chains and suggest ways in which they can leverage their position in the value chain by applying the KITS critical success factors to their business. It will illustrate its findings with case studies of the best practice.

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EC Funded Industrial Research Co-Operation in the Area of IT
Paul DRATH(1), Roberto GAGLIARDI(2), Silvana MUSCELLA(2), Roland PLEGER(3), Alfredo CECCARELL1(4)
(1) Singleimage Ltd, 3 Foundry Walk, St Ives, Cambridgeshire PE17 4FW. United Kingdom
(2) Consorzio Pisa Ricerche-Centre META, Corso Italia, 116, 56125 Pisa, Italy
(3) DLR Linder Hohe, D-51147 Cologne Germany
(4) CNUCE/CNR, Via Alfieri, 56010 Ghezzano, Pisa, Italy

Despite simplification for Framework Five, the work involved in preparing and submitting an Information Society Technologies (IST) proposal is still extensive if you consider the large volumes of paperwork necessary for consultation, which is a laborious task for even the most experienced of IT project proposers. At the same time, it is necessary that the IST programme accomplish its aims in realising the benefits of the Information Society for Europe both by accelerating its emergence and by ensuring that the needs of individuals and enterprises are met. A ready-made solution for tackling both issues above is available in the form of IDEAL-IST, an ELI funded project, set up in 1996, which reduces the barriers faced by organisations wishing to participate in the IST programme. The project will accompany the IST Programme throughout its whole duration and serve as a central mediator between the European Commission, national institutions of countries associated to the programme and potential or successful proposers.

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