Studio ed integrazione di un sistema di collaborative filtering su piattaforma e-commerce business to consumer

I sistemi di raccomandazione sono una tipologia di sistemi di filtraggio delle informazioni che cercano di prevedere la valutazione o la preferenza che l'utente potrebbe dare ad un elemento. Sono diventati molto comuni in questi ultimi anni e sono utilizzati da una vasta gamma di applicazioni, le più popolari riguardano film, musica, notizie, libri, articoli di ricerca e tag di social networking. Tuttavia, ci sono anche sistemi di raccomandazione per i ristoranti, servizi finanziari, assicurazioni sulla vita e persone (siti di appuntamenti online, seguaci di Twitter). Questi sistemi, tuttora oggetto di studi, sono già applicati in un'ampia gamma di settori, come ad esempio le piattaforme di scoperta dei contenuti, utilizzate on-line per aiutare gli utenti nella ricerca di trasmissioni televisive; oppure i sistemi di supporto alle decisioni che utilizzano sistemi di raccomandazione avanzati, basati sull'apprendimento delle conoscenze, per aiutare i fruitori del servizio nella soluzioni di problemi complessi. Inoltre, i sistemi di raccomandazione sono una valida alternativa agli algoritmi di ricerca in quanto aiutano gli utenti a scoprire elementi che potrebbero non aver trovato da soli. Infatti, sono spesso implementati utilizzando motori di ricerca che indicizzano dati non tradizionali.

Evaluating Code Duplication to Identify Rich Business Objects from Data Transfer Objects

Java Enterprise Applications (JEAs) are complex software systems written using multiple technologies. Moreover they are usually distributed systems and use a database to deal with persistence. A particular problem that appears in the design of these systems is the lack of a rich business model. In this paper we propose a technique to support the recovery of such rich business objects starting from anemic Data Transfer Objects (DTOs). Exposing the code duplications in the application's elements using the DTOs we suggest which business logic can be moved into the DTOs from the other classes.

Studying the Roles of Nonprofits, Government, and Business in Providing Activities and Services to Youth in the Phoenix Metropolitan Area

The article addresses the questions, What do children in urban areas do on Saturdays? What types of organizational resources do they have access to? Does this vary by social class? Using diary data on children's activities on Saturdays in the Phoenix-Mesa-Scottsdale metropolitan area, the authors describe the different types of venues (households, businesses, public space, associations, charities, congregations, and government/tribal agencies) that served different types of children. They find that the likelihood of using a charity or business rather than a government or tribal provider increased with family income. Also, the likelihood of using a congregation or a government facility rather than a business, charity, or household increased with being Hispanic. The authors discuss the implications for the urban division of labor on Saturdays and offer research questions that need further investigation.

The Influence of Enterprise Systems on Business and Information Technology

Business strategy is important to all organizations. Nearly all Fortune 500 firms are implementing Enterprise Resource Planning (ERP) systems to improve the execution of their business strategy and to improve integration with its information technology (IT) strategy. Successful implementation of these multi-million dollar software systems are requiring new emphasis on change management and on Business and IT strategic alignment. This paper examines business and IT strategic alignment and seeks to explore whether an ERP implementation can drive business process reengineering and business and IT strategic alignment. An overview of business strategy and strategic alignment are followed by an analysis of ERP. The “As-Is/To-Be” process model is then presented and explained as a simple, but vital tool for improving business strategy, strategic alignment, and ERP implementation success.

A 13-Year Summary of the ISU Beef Cow Business Record

A 13-year summary of the Iowa State University Extension Service’s Beef Cow Business Record (BCBR) was compiled to show the trends in cost, profit, and production for beef-cow enterprises in Iowa. During these 13 years, 966 yearly records were summarized on herds with an average size of 74.6 cows. Each year-end summary sorts the producers with profits in the top and the bottom thirds of the group so that differences can be analyzed. The average cost to maintain a beef cow from 1982 to 1994 was $370.80. Cost components included in this average total were: feed and pasture, $177.10; operating, $45.40; depreciation, taxes, and insurance, $19.70; labor, $44.90; and capital, $83.70. Producers sorted into the top one-third profit group had 13-year average total cow costs of $309.80, but the bottom onethird profit group averaged $437.10. Economic returns per cow for these same 13 years were: return to capital, labor, and management, $139.50; return to labor and management, $56.20; and net profit, $20.20. Top-profit producers had an average net profit of $126.20 per cow, whereas the least profitable group had an average loss of $107.40. Of this $233.60 difference, $127.30 was due to production cost, and the remaining $106.30 was caused by gross return differences. The average number of pounds of beef produced per cow from 1984 through 1994 was 567. This production was achieved with 2.5 acres of pasture, 3.9 acres of cornstalk grazing, and 4,675 pounds of stored feed per cow unit. Top-profit producers used 673 pounds of stored feed per hundredweight of production, but the least profitable producers used 1,015 pounds. Top-profit producers produced 74 pounds more per cow while using 1,313 pounds less stored feed.

The German business and information technologies project

The Business and Information Technologies (BIT) project strives to reveal new insights into how modern IT impacts organizational structures and business practices using empirical methods. Due to its international scope, it allows for inter-country comparison of empirical results. Germany — represented by the European School of Management and Technologies (ESMT) and the Institute of Information Systems at Humboldt-Universität zu Berlin — joined the BIT project in 2006. This report presents the result of the first survey conducted in Germany during November–December 2006. The key results are as follows: • The most widely adopted technologies and systems in Germany are websites, wireless hardware and software, groupware/productivity tools, and enterprise resource planning (ERP) systems. The biggest potential for growth exists for collaboration and portal tools, content management systems, business process modelling, and business intelligence applications. A number of technological solutions have not yet been adopted by many organizations but also bear some potential, in particular identity management solutions, Radio Frequency Identification (RFID), biometrics, and third-party authentication and verification. • IT security remains on the top of the agenda for most enterprises: budget spending was increasing in the last 3 years. • The workplace and work requirements are changing. IT is used to monitor employees' performance in Germany, but less heavily compared to the United States (Karmarkar and Mangal, 2007).1 The demand for IT skills is increasing at all corporate levels. Executives are asking for more and better structured information and this, in turn, triggers the appearance of new decision-making tools and online technologies on the market. • The internal organization of companies in Germany is underway: organizations are becoming flatter, even though the trend is not as pronounced as in the United States (Karmarkar and Mangal, 2007), and the geographical scope of their operations is increasing. Modern IT plays an important role in enabling this development, e.g. telecommuting, teleconferencing, and other web-based collaboration formats are becoming increasingly popular in the corporate context. • The degree to which outsourcing is being pursued is quite limited with little change expected. IT services, payroll, and market research are the most widely outsourced business functions. This corresponds to the results from other countries. • Up to now, the adoption of e-business technologies has had a rather limited effect on marketing functions. Companies tend to extract synergies from traditional printed media and on-line advertising. • The adoption of e-business has not had a major impact on marketing capabilities and strategy yet. Traditional methods of customer segmentation are still dominating. The corporate identity of most organizations does not change significantly when going online. • Online sales channel are mainly viewed as a complement to the traditional distribution means. • Technology adoption has caused production and organizational costs to decrease. However, the costs of technology acquisition and maintenance as well as consultancy and internal communication costs have increased.

Is Our Business Family-Centered?

Human Services agencies often claim to be family-centered, but continue to implement “Service Integration” in a way that supports their mission rather than supporting families. David Berns, guest editor for this issue of the Journal of Family Strengths, presents a framework for redefining the role of governmental agencies beyond their day-to-day delivery of services to one that prevents the need for more intrusive and more costly interventions. Under this philosophy, agencies must consider how families functioned before they requested assistance, and how they will function if services are not successful. By taking the time to truly understand a family’s needs, caseworkers often discover that they may need a service for which they are not eligible and may be eligible for services that they don’t want or need. Instead of focusing entirely on what their agency can do for the family, caseworkers should consider all types of support that might produce better results. Families often need support from friends and communities rather than, or in addition to, a formalized service. Facilitating natural supports in the community may prevent the need for a governmental program. It is only when basic supports break down that families must use ever more intensive and costly programs. The author gives examples of how this framework is guiding the redesign of the TANF Program in Washington, D.C.

Business as Usual? : An Appraisal of the Implementation of the UNESCO Convention on Cultural Diversity into EU’s Media Law and Policies

Irrespective of the diverse stances taken on the effect of the UNESCO Convention on Cultural Diversity in the external relations context, since its wording is fairly open-ended, it is clear to all observers that the Convention’s impact will largely depend on how it is implemented domestically. The discussion on the national implementation of the Convention, both in the policy and in the academic discourses, is only just emerging. The implementation model of the EU could set an important example for the international community and for the other State Parties that have ratified the UNESCO Convention, as both the EU and its Member States acting individually, have played a critical role in the adoption of the Convention, as well as in the longer process of promoting cultural concerns on the international scene. Against this backdrop, this article analyses the extent to which the EU internal law and policies, in particular in the key area of media, take into account the spirit and the letter of the UNESCO Convention on Cultural Diversity. The article seeks to critically evaluate the present state of affairs and make some recommendations for calibration of future policies.

Business as Usual? : The Implementation of the UNESCO Convention on Cultural Diversity and EU Media Law and Policies

Irrespective of the diverse stances taken on the effect of the UNESCO Convention on Cultural Diversity in the external relations context, since its wording is fairly open-ended, it is clear to all observers that the Convention’s impact will largely depend on how it is implemented domestically. The discussion on the national implementation of the Convention, both in the policy and in the academic discourses, is only just emerging, although six years the Convention’s entry into force have passed. The implementation model of the EU can set an important example for the international community and for the other State Parties that have ratified the UNESCO Convention, as both the EU and its Member States acting individually, have played a critical role in the adoption of the Convention, as well as in the longer process of promoting cultural concerns on the international scene. Against this backdrop, this article analyses the extent to which the EU internal law and policies, in particular in the key area of media, take into account the spirit and the letter of the UNESCO Convention on Cultural Diversity. Next to an assessment of the EU’s implementation of the Convention, the article also offers remarks of normative character – in the sense of what should be done to actually attain the objective of protecting and promoting cultural diversity. The article seeks to critically evaluate the present state of affairs and make some recommendations for calibration of future policies.