Fachbereich Wirtschaftswissenschaften
Refine
H-BRS Bibliography
- yes (148)
Departments, institutes and facilities
- Fachbereich Wirtschaftswissenschaften (148)
- Institut für Verbraucherinformatik (IVI) (86)
- Internationales Zentrum für Nachhaltige Entwicklung (IZNE) (13)
- Fachbereich Ingenieurwissenschaften und Kommunikation (5)
- Institut für Technik, Ressourcenschonung und Energieeffizienz (TREE) (4)
- Fachbereich Informatik (3)
- Centrum für Entrepreneurship, Innovation und Mittelstand (CENTIM) (2)
- Zentrum für Innovation und Entwicklung in der Lehre (ZIEL) (2)
Document Type
- Conference Object (148) (remove)
Year of publication
Keywords
- User Experience (6)
- Sustainability (5)
- Eco-Feedback (4)
- ICT (4)
- Sustainable Interaction Design (4)
- Augmented Reality (3)
- Dementia (3)
- Information Systems (3)
- Peer-to-Peer (3)
- Privacy (3)
Befunde und Reflexion zur Studie: Internetnutzung in den Unternehmen der Region Bonn/Rhein-Sieg
(2002)
As from the beginning of the late 70's an impressive number of innovative electronic payment systems have been developed and tested commercially. However, the resulting variety and complexity of the systems have turned out to be one of the obstacles for the broad acceptance of electronic payment. In this paper we propose a process and service oriented framework, which offers a structural and conceptual orientation in the field of electronic payment. It renders possible an integral view on electronic payment that goes beyond the frame of an individual system. To do this, we have generalized the systems-oriented approaches to a phase-oriented payment model. Using this model, requirements and supporting services for electronic payment can be sorted systematically and described from both the customers' and the merchants' viewpoint. Providing integrated payment processes and services is proving to be a difficult task. With this paper we would like to outline the necessity for a Payment Service Provider to act as a mediator for suppliers and users of electronic payment systems.
IT–Servicemanagement in KMU
(2006)
Mergers and acquisitions take place all over the world and in many industries, typically motivated by corporate politics. While IT management is often not involved in the decision-making, it has to solve a wide range of problems in the post-merger phase. Indeed, merging two or more companies implies not only merging their core businesses, but also creating a new and efficiently integrated IT organisation from the individual ones, since persistence of the current IT organisations usually does not make sense. In addition, corporate management frequently imposes constraints, e.g., cost reductions, on the IT infrastructure. The principal critical success factor when merging IT organisations is the uninterrupted operation of the IT business, because a service gap is neither acceptable for in-house functional departments nor for external customers. Therefore, the IT rebuilding phase has to focus on IT services that facilitate the processes of functional departments, support processes, and processes of customers and suppliers, so that any transformation work is transparent to internal and external customers. In this article we describe a real-world but anonymous case study. Our goals are to highlight the points important for merging IT organisations, and to help decision-makers, particularly in the areas of IT organisation and IT personnel. We focus on the arising organisational and non-technical issues from a management perspective, i.e., the CIO's view, and provide checklists intended to help IT managers to address the most pressing issues. To assist CIOs surviving in the post merger phase, we give check lists for merging IT organisations, check lists for merging IT human resources, check lists for IT budgets and reporting, and assess activities in a merger scenario. IT hardware, software and IT infrastructure as well as running IT projects are not considered in this paper.
IT performance measurement is often associated by chief executive officers with IT cost cutting although IT protects business processes from increasing IT costs. IT cost cutting only endangers the company’s efficiency. This opinion discriminates those who do IT performance measurement in companies as a bean-counter. The present paper describes an integrated reference model for IT performance measurement based on a life cycle model and a performance oriented framework. The presented model was created from a practical point of view. It is designed lank compared with other known concepts and is very appropriate for small and medium enterprises (SME).
In this paper, we present the results of a controlled human experiment where students in a business process modelling course had to model a business process from a case study as part of their coursework. One group could take advantage of the continuous validation feature that is implemented in the bflow modelling tool, i.e. they were provided with alerts about modelling errors. A control group had to create a model for the same case study without using continuous validation. The results of the experiment indicate that the presence of continuous validation indeed has had a positive effect on the number of syntactic errors in business process models.