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The Buribunks, post-truth and a tentative cartography of informational existence
Published in Kieran Tranter, Edwin Bikundo, The Buribunks, 2022
Enterprise software is an obvious transition zone in the digital. The worker-nodes of an enterprise-software-driven organisation operate in a constant presence of workflows, notifications, web-forms and data entry. The form of informational existence being wrought out in bits and bytes by the worker-nodes is different from the data trail shed by humans in the digital in the sense of self that goes with the depositing. The worker-node knows the data they upload will be linked to their corporate identity as a worker-node. Others up the data stream will know a specific worker-node (employee ID number xxx) made a particular contribution. Contributions are made with an awareness that auditing algorithms are already processing the data for employee evaluation and productivity analysis. This awareness of contributing to the archive seems more Buribunks. Indeed, the mass intensification of the digitalisation of work in response to public health lockdowns has made this more obvious. There has been a need to demonstrate productivity to nervous line managers, who have been robbed of their familiar industrial-era surveillance of seeing busy worker-nodes in cubicles, through intensive and intensified Zoom meetings, shared calendars, email chains, contributions to Google Docs and so on. This has made obvious a Buribunks spirit to be seen and recorded in the work archive.60
Strategies
Published in Nikhilesh Krishnamurthy, Amitabh Saran, Building Software, 2007
Nikhilesh Krishnamurthy, Amitabh Saran
Strategic requirements (Figure 3.2) have a few characteristics, including: They have long-term effects. Selecting enterprise software is a good example. Making a choice to go with a particular enterprise software means making a long-term commitment — these packages can take years and lots of dollars to implement. Sometimes, smaller decisions also can have long-term effects.They are difficult to reverse. Big technology decisions are often difficult to reverse. Because everything is interconnected, the costs of exit or change can be enormous. As standardization increases, some of these decisions become less strategic in importance.They clearly support main purposes and mission objectives. A strategic project substantially helps the organization move in meeting its mission. One might be able to do something important that one was not able to do earlier, which could make a substantial business difference. An E-commerce project set up to sell products directly to customers is a strategic decision, if the organization always wanted to go direct to the customer but could not afford to build a direct sales infrastructure. It is also strategic because such a move would, of course, impact existing sales channels — distributors, dealers, and sales people. The harm in relations or credibility may be difficult to recover from if the E-commerce site does not deliver as promised and one has to revert to the regular sales channels.
Middleware
Published in John Footen, Joey Faust, The Service-Oriented Media Enterprise, 2012
Middleware is pervasive in enterprise software these days. While it is a crucial component of SOA, there is also plenty of middleware outside SOA, because it encompasses so many qualities and best practices that are useful when constructing software systems of any sort. Any software built on Enterprise Java, .NET, or other such “enterprise class” environments has at least some kind of middleware layer, even if it is not one as advanced as those discussed in this chapter. Middleware has applicability outside of SOA, but because of this book's focus on SOA concepts and technologies, it will focus on the middleware inside an SOA.
Relational and Technological Assessment of CRM Providers: A Multifactor Study
Published in Journal of Computer Information Systems, 2023
Craig C. Claybaugh, Iris Reychav, Fiona Fui-Hoon Nah
Customer relationship management has been generally defined as a set of methodologies and organizational business processes to attract and retain customers through their increased satisfaction and loyalty.10,11 Borrowing from IS continuance literature and relationship management theory, this study seeks to evaluate the factors that are important to a firm’s loyalty to its CRM provider. Hence, this study will answer the following research question: What impacts do technology and relational factors have on customer loyalty toward a CRM provider? This study seeks to develop a framework for examining successful CRM vendor relationships and see how different factors influence perceptions of success from this relationship. This relationship is unique as it is an example of an enterprise software application completely offered in the cloud.
Data continuity and traceability in complex manufacturing systems: a graph-based modeling approach
Published in International Journal of Computer Integrated Manufacturing, 2021
Industry 4.0 and the digitization of enterprises give rise to new challenges for the management of an increasing number of industrial internet of things (IIoT) devices and the exploitation of the associated data. In the context of manufacturing information technology, these developments have led to a focus shift from enterprise resource planning (ERP) systems to manufacturing execution systems (MES) (Helo et al. 2014). Additionally, the profitability of manufacturers is more and more defined by efficiently integrating production data instead of implementing standalone automation systems (Witsch and Vogel-Heuser 2012), which further increases the importance of appropriate MES and supporting manufacturing data management solutions. An MES amalgamates real-time data from machines, smart products, and sensors. It needs to connect to enterprise software, manufacturing applications, and databases. By consolidating and interlinking different manufacturing-relevant data inputs, traceability can be provided along with the manufacturing flow. The establishment of an interconnected data set builds the base for advanced information exploitation and usage, such as for knowledge management systems, advanced analytics, or smart applications.
Analytical foundations for development of real-time supply chain capabilities
Published in International Journal of Production Research, 2019
Marcos Paulo Valadares de Oliveira, Robert Handfield
Traditional enterprise software accumulates silos of data. This data is then called upon by managers and pulled up in reports that can be used to make decisions. It provides information in chunks or batches, which by definition is historical. In fact, almost all decisions in current supply chain systems are based on information about things is historic, and not truly in ‘real-time’. As argued by Smith et al. (1991) organisations are likely to respond slowly and later than others if they do not have the mechanisms to analyse and transfer information. In this sense, an important element of this new supply chain world is the development of analytical capabilities to deal with the integrated supply chain data and supporting real-time decision-making. Analytical capabilities can help to improve rationality and make decisions more objective (Frazzon et al. 2018; Weinhardt et al. 2015; Wieland, Handfield, and Durach 2016).