pessimistic predicate/transform model for long running business processes

Many business processes in enterprise applications are both long running and transactional in nature. However, no current transaction model can provide full transaction support for such long running business processes. This paper proposes a new transaction model, the pessimistic predicate/transform (PP/T) model, which can provide full transaction support for long running business processes. A framework was proposed on the enterprise JavaBeans platform to implement the PP/T model. The framework enables application developers to focus on the business logic, with the underlying platform providing the required transactional semantics. The development and maintenance effort are therefore greatly reduced. Simulations show that the model has a sound concurrency management ability for long running business processes.

bridge the gap between software test process and business value: a case study

Chinese Academy of Sciences (ISCAS)

企业经营风险决策的组织行为学研究

This thesis has investigated the risk preferences of the Chinese company managers in kinds of simulated decision situations and their perceptions of risk concerning types of business decisions. Four studies are conducted: Study I is utility analysis. 214 company managers and 46 middle - school headmasters have responded to Utility Measurement Survey. The results indicate: (1) The risk preferences of the managers vary in the different decision situations. In most of the situations, most of the managers are risk aversion; In few situations, they are risk-seeking. (2) In some of the decision situations, there are significant differences on risk preference between business managers and school headmasters, male managers and female managers, senior managers and junior managers, managers with high qualifications and managers with low qualifications, non-state-owned firms' managers and state-owned firms' managers, medium-small sized firms' managers and large-sized firms' managers. In the other situations there aren't significant differences between them. (3) In all of the decision situations, so significant differences on risk preference are found among managers with different marriage, experience, age and education. Study II is risky decision simulation. The Risky Decision Situations Simulation Survey is administered to 82 company managers. The result indicates that firm culture, business condition, survival limit and risk preference of the superior influence the managers' risk decision-making behavior. Study III is perceptions of business decision risks. 68 company managers have filled in Decision Cases Risk Perception Inventory. The results indicate: (1) Inaccurate market analysis and prediction, instable politics and the changes of economic policy are the more risky elements to strategy decision. (2) Erroneous market analysis and prediction, appearance of new technology and the changes of market demands are the more risky elements to investment decision. (3) Poor quality control, backward technology and too large stocks are the more risky elements to production decision. (4) Shortage of development fund, wrong choice in development project and limitation of the development ability are the more risky elements to new production development decision. (5) No payment of the foreign partner's capital, the changes of national relevant policy, difficulty in marketing, too high selling prices of foreign partner's equipments are the more risky elements to joint-venture decision. (6) Unfamilarity with oneself and misjudgement in qualification of oneself are the more risky elements to personnel decision. (7) Bad market of the product, defects in product quality and the changes of consumers demands are the more risky elements to marketing decision. (8) Wrong strategy and ambiguous goals are the more risky elements to public relation decision. (9) Violation of the law, ambiguous goals and poor creation are the more risky elements to advertisement decision. (10) Deterioration of diplomatic relations, unsuitable products for foreign consumers and unfamilarity with foreign market are the more risky elements to international business decision. Study IV is structured interview. 5 company managers have answered all questions of the Interview Questionnaire. The results indicate: (1) The managers think that risks are the possible unfavourable consequences of decisions; (2) The self-ratings of the managers coordinate with the results of utility measurement; (3) The managers admit that risks always accompany bussiness decision; (4) Individual difference is found among managers on risk perception. This thesis has also pointed out the important implications of the research and discussed several further questions.

Enhancing the link between business and operations strategy.

This paper reprots on the use of banchmarking to improve the links between business and operations strategies. The use of benchmarking as a toll to facilitate improvements in these crucial links is examined. The existing literature on process benchmarking is used to from a structured questionnaire to apply to six case studies of major manuifacturing companies. Four of these case studies are presented in this paper to highlight the use of benchmarking in this application. Initial researh results are presented drawing upon the critical success factors indentified both in the literature and on the case results. Recommendations for further work are outlined

Benchmarking the business and operations strategy link.

This paper reports on the use of benchmarking to improve the links between business and operations strategies. The use of benchmarking as a tool to facilitate improvement in these crucial links is examined. The existing literature on process benchmarking is used to form a structured questionnaire to apply to six case studies of major maunfacturing companies. Four of these case studies are presented drawing upon the critical success factors identified both in the literature and on the case results. Recommendations for further work are outlined.

Unfinished Business from Potsdam: Britain, West Germany, and the Oder-Neisse line, 1945-1962

Hughes, R. G., 'Unfinished Business from Potsdam: Britain, West Germany, and the Oder-Neisse line, 1945-1962', International History Review (2005) 27(2) pp.259-294 RAE2008

Business service quality in an e-commerce environment

Yang, Y., Humphreys, P., & McIvor, R. (2006). Business service quality in an e-commerce environment. Supply Chain Management: An International Journal, 11 (3), 195-201. RAE2008

Power and control in international retail franchising

Alexander, Nicholas, Doherty, Anne Marie, 'Power and control in international retail franchising', European Journal of Marketing (2006) 40(11-12) pp.1292-1316 RAE2008

Współpraca transgraniczna i regionalna w obszarze Morza Bałtyckiego w latach 1989 -2007

Wydział Nauk Politycznych i Dziennikarstwa

That Whole Business about the Cross

digital audio recording

World-wide evangelization the urgent business of the church; addresses delivered before the fourth international convention of the Student volunteer movement for foreign missions, Toronto, Canada, February 26-March 2, 1902.

http://www.archive.org/details/worldwideevangel00unknuoft

The political and economic context of Keynes’s 1933 Finlay lecture: transforming a business practitioner’s ways of knowing

This thesis is structured in the format of a three part Portfolio of Exploration to facilitate transformation in my ways of knowing to enhance an experienced business practitioner’s capabilities and effectiveness. A key factor in my ways of knowing, as opposed to what I know, is my exploration of context and assumptions. By interacting with my cultural, intellectual, economic, and social history, I seek to become critically aware of the biographical, historical, and cultural context of my beliefs and feelings about myself. This Portfolio is not exclusively for historians of economics or historians of ideas but also for those interested in becoming more aware of how these culturally assimilated frames of reference and bundles of assumptions that influence the way they perceive, think, decide, feel and interpret their experiences in order to operate more effectively in their professional and organisational lives. In the first part of my Portfolio, I outline and reflect upon my Portfolio’s overarching theory of adult development; the writings of Harvard’s Robert Kegan and Columbia University’s Jack Mezirow. The second part delves further into how meaning-making, the activity of how one organises and makes sense of the world and how meaning-making evolves to different levels of complexity. I explore how past experience and our interpretations of history influences our understandings since all perception is inevitably tinged with bias and entrenched ‘theory-laden’ assumptions. In my third part, I explore the 1933 inaugural University College Dublin Finlay Lecture delivered by economist John Maynard Keynes. My findings provide a new perspective and understanding of Keynes’s 1933 lecture by not solely reading or relying upon the text of the three contextualised essay versions of his lecture. The purpose and context of Keynes’s original longer lecture version was quite different to the three shorter essay versions published for the American, British and German audiences.

Towards a situation-awareness-driven design of operational business intelligence & analytics systems

With the swamping and timeliness of data in the organizational context, the decision maker’s choice of an appropriate decision alternative in a given situation is defied. In particular, operational actors are facing the challenge to meet business-critical decisions in a short time and at high frequency. The construct of Situation Awareness (SA) has been established in cognitive psychology as a valid basis for understanding the behavior and decision making of human beings in complex and dynamic systems. SA gives decision makers the possibility to make informed, time-critical decisions and thereby improve the performance of the respective business process. This research paper leverages SA as starting point for a design science project for Operational Business Intelligence and Analytics systems and suggests a first version of design principles.