Enterprise Interoperability E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Wissenschaft und neue Technologien
• Sprache: Englisch

Seitenzahl: 599

Veröffentlichungsjahr: 2012

Beschreibung

In a fast changing world governed by innovative Enterprise Services and the Future Internet, the issue of Enterprise Interoperability is no longer limited to the interoperation of systems within a single company, but has become a much greater multi-view issue of interoperability throughout a Network of Enterprises.

This book contains the proceedings of 13 workshops presented as short papers and discussions held at each workshop. The workshops were co-located with the I-ESA’12 Conference organized by the Polytechnic University of Valencia, Spain.

Complementary to the conference program, the workshops aimed at exploiting new issues, challenges and solutions for Enterprise Interoperability. The scope of the workshops spanned a wide range of interoperability issues in Service Science and Innovation, Model Driven Interoperability, Service Oriented Architectures, Factories of the Future, Enterprise Networks and Management, SME Aspects and Standards.

Leseprobe

Table of Contents

Foreword

Preface

Workshop A1 – Service Science and the Next Wave in Enterprise Interoperability

Workshop A1 Summary

Industrialization Strategies and Enterprise Interoperability: The Consumer Banking Case

1. Introduction

2. The link between service industrialization and enterprise interoperability

3. Industry focus: consumer banking

4. Results and conclusions

5. References

Responsibility Aspects in Service Engineering for e-Government

1. Introduction

2. The proposed approach integrating the responsibility dimension

3. Conclusion

4. References

Workshop A2 – Service Innovation in the EU Manufacturing Industry: from Products to Services to Solutions

Workshop A2 Summary

The MSEE Integrated Project

1. Background and motivation

2. Mission and challenges

Applying FI Core Platform to Manufacturing Service Ecosystems

1. Introduction

2. Future Internet Core Platform

3. Manufacturing Service Ecosystems

4. Conclusion

5. References

Services for Cloud Manufacturing

1. Introduction

2. Cloud manufacturing

3. Smart services for Cloud manufacturing

4. Conclusion

5. References

“A roadmap of ICT for Manufacturing in the ‘Horizon 2020’ prospective”

1. Introduction

2. The structure of the roadmap

3. Megatrends influencing European manufacturing

4. Manufacturing 2.0: focusing on the future

5. Core ICT areas for investment

6. Acknowledgements

Workshop A3 – Interoperability for Crisis Management (I-CriMa)

Workshop A3 Summary

Crisis Management Workflow Deduction and Orchestration in a Service-orientated Context

1. Introduction

2. From business model to logical model

3. From logical model to technical model

4. Agility

5. Conclusion

6. References

Towards an Agile Information Decision Support System in a Transport Crisis Context

1. Introduction

2. Literature review

3. Scientific proposition

4. Conclusion

5. References

Towards an Interoperable IT Platform for Better Coordination of Crisis Response

1. Introduction

2. Principles of the proposed global architecture

3. Nuclear use-case as a whole

4. Conclusion

5. References

Workshop B1 – Architecture Modeling for the Future Internet Enabled Enterprise (AMFInE)

Workshop B1 Summary

Preparing the Future Internet for ad-hoc Business Network Support

1. Introduction

2. Proposed architecture for the Future Internet

3. Conclusions and future work

4. References

Generating Dynamic Cross-organizational Process Visualizations through Abstract View Model Pattern Matching

1. Motivation and problem statement

2. Approach

3. Outlook

4. References

Authorization Language for Inter-Enterprise

1. Introduction

2. The XACML language

3. Improving higher order handling of XACML

4. Concluding remarks and future work

5. References

Architecture Modeling for Interoperability Analysis on the Future Internet

1. Introduction

2. The interoperability meta-model

3. Interoperability analysis on the Future Internet

4. Conclusions and discussion

5. References

A Model-driven Approach to Achieve Enterprise Collaboration with Interoperable Services and Situational Awareness

1. Introduction

2. Context and overall MISE 2.0 approach

3. Model transformation and model-driven engineering principle

4. MISE 2.0 detailed approach

5. Conclusion and perspectives

6. References

Workshop B2 – Intelligent Manufacturing Networks (iNet): Strategic and Operational Activity Alignment

Workshop B2 Summary

Extending the Conceptual Model for MRP IV

1. Introduction

2. Problem description

3. Extending the conceptual model for MRP IV

4. Conclusions

5. References

Measuring Enterprise Resilience

1. Introduction

2. Approaches to measure ER

3. Definition of the ER components for further research

4. Conclusions

5. Acknowledgements

6. References

Methodological Support for Collaborative and Non-Hierarchical Network Operation for Complex Product Manufacturing

1. Introduction

2. The proposed methodological support

3. Discussion and conclusions

4. Acknowledgements

5. References

Methodology for Supplier Incentivization in the Machinary and Equipment Industry

1. Introduction

2. Failure of approved coordination mechanisms and necessity of noncentralized mechanism

3. Improving a supplier’s delivery reliability through incentives

4. Methodology for supplier incentivization in the machinery and equipment industry

5. Conclusion

6. Acknowledgements

7. References

Tools for Supporting Collaborative Processes in Non-Hierarchical Networks

1. Introduction

2. Collaborative problems in manufacturing networks

3. Degree of coverage for Non-Hierarchical Networks (NHN)

4. Conclusions and future research lines

5. References

Workshop B3 – Advanced Results in Model Driven Interoperability (MDI)/Service Oriented Architecture (SOA) Innovation

Workshop B3 Summary

Achieving Interoperability via Model Transformation within the MDI

1. Introduction

2. Model Driven Interoperability

3. Methods and techniques for transformation

4. Model transformation scenarios

5. Conclusions

6. Acknowledgements

7. References

A Model Driven Approach for the Modeling of Services in a Virtual Enterprise

1. Introduction

2. Model Driven Service Engineering Architecture

3. Service modeling language defined at BSM level

4. Conclusion

5. References

Model-driven Engineering of Mediation Information System: Application to the ISTA3 Use-case

1. Introduction

2. Context and related works

3. From logic processes to executable workflows

4. Perspectives and conclusion

5. References

A Model Driven Ontology-based Approach for Manufacturing Knowledge Sharing in PLM

1. Introduction

2. IMKS model-driven concept

3. Development of the IMKS model-driven concept

4. Test Case to validate the IMKS model-driven concept

5. Conclusions

6. Acknowledgements

7. References

Workshop C1 – Factories of the Future – Enabling Interoperability over the Complete Supply Chain

Workshop C1 Summary

Management of Dynamic Furniture Manufacturing Networks

1. Introduction

2. Furniture Manufacturing Living Lab

3. IMAGINE platform for dynamic manufacturing network

4. Business use cases in furniture industry

5. Conclusions

6. Acknowledgements

7. References

Competence Management for Collaborative Manufacturing Networks

1. Introduction

2. Competency evaluation

3. Competence collection and management systems

4. WMCCM’s competence management system

5. Discussions

6. Conclusions

7. References

Anything Relationship Management as a basis for Global Process Management in Network Enterprises

1. Introduction

2. Anything Relationship Management

3. xRM applied as a basis for networked companies

4. GloNet interoperability

5. Conclusion

6. References

Partner Selection and Management Issues in Dynamic Manufacturing Networks

1. Introduction

2. Current practices

3. Management issues & challenges

4. Conclusions

5. Acknowledgements

6. References

EPES System – Innovative System for Optimization of the Product Lifecycle through Adapted Services

1. Background

2. EPES Project: Eco-Process Engineering System for composition of services to optimize product lifecycle

3. Application sectors

4. Current status

5. Conclusions

6. Acknowledgements

7. References

Interoperability for a Networked Enterprise based on a Cloud Computing Infrastructure

1. Introduction

2. Related work

3. A Cloud-based platform for collaboration

4. Conclusion and perspectives

5. References

Semantic-driven Autonomic Service Bus

1. Introduction

2. Related works

3. Proposition of an Autonomous Service Bus

4. Conclusion

5. Acknowledgments

6. References

Towards a Novel Framework for Handling Multi-level SLA in Cross-organizational Enterprise Collaboration

1. Introduction

2. State of the art

3. SLA composition approach

4. Conclusion

5. Acknowledgments

6. References

User Experience Enhanced Smart Search for B2B Marketplaces

1. Introduction

2. Problem setting

3. Formal model and its solution

4. Experiments and results

5. Conclusions

6. References

New Environment for Innovation and Creativity

1. Introduction

2. Using collective wisdom and creativity for innovation

3. Shift of innovation with technology development

4. Conclusion

5. References

Workshop C2 – A Future Vision for Manufacturing Enterprise Interoperability (MEI)

Workshop C2 Summary

Digital Ecosystems Vision for Manufacturing Enterprise Interoperability

1. Background

2. MEI vision and goals

3. Key issues

4. Research topics of interest

5. Future work and conclusions

6. Acknowledgements

7. References

Missing Interoperability in Industrial Implementations

1. Introduction

2. Implementation of IT Systems into enterprises

3. Standardization

4. Conclusion

5. References

Manufacturing Enterprise Interoperability: An Industrial Viewpoint

1. Introduction

2. Challenges for achieving MEI

3. Conventional approaches to achieving MEI

4. Emerging approaches to achieving MEI

5. Future work

6. References

Workshop C3 – Delivering a Competitive Edge to Small- and Medium-sized Enterprises (SMEs)

Workshop C3 Summary

Lean Manufacturing Implementation in Small and Medium Enterprises (SME): Strengths and Weaknesses

1. Introduction

2. Research method

3. Results and discussion

4. Small and Medium Enterprise (SME) analysis

5. Conclusions

6. Acknowledgements

7. References

EU Funded Projects – Best Tools for Interoperability Enhancement in Construction Industry

1. Introduction

2. Assumptions of the MAIN.CON project

3. Initial results of the project

4. Summary

5. References

Workshop D3 – A Science Base for Enterprise Interoperability – Structure, Control and Progress Review

Workshop D3 Summary

1. Enterprise Interoperability Science Base scope, structure and content

2. Enterprise Interoperability Science Base and industry

3. Enterprise Interoperability Science Base and systems theory

Towards the Definition of a Science Base for Enterprise Interoperability: A Progress Report

1. Introduction

2. Enterprise Interoperability Science Base scope, structure and content

3. Relationships with neighboring sciences

4. Conclusions

5. References

Interoperability Body of Knowledge: the Genesis for Enterprise Interoperability Science

1. Introduction

2. IBoK: conceptualizing frameworks, theories, and models

3. Discussion and final considerations

4. Acknowledgements

5. References

Towards a Convergence of Enterprise Interoperability and the FInES Research Roadmap

1. Introduction

2. Wave 1: a bottom-up view

3. Wave 2: top-down views

4. The FInES RR conceptual structure

5. A synthetic view

6. Conclusions

7. References

Sustainable Interoperability Framework for Supporting Negotiation Processes

1. Introduction

2. Architecture of a Collaborative Framework for negotiations

3. Research questions on Sustainable Interoperability

4. Infrastructure for Sustainable Interoperability

5. Case study for framework validation

6. Conclusions and future work

7. References

How System Theory Supports a Science for Enterprise Interoperability

1. Introduction

2. Requirements to support the development of IE science based

3. Concepts of system theory to support IE on a science basis

4. Conclusion

5. References

Workshop E1 – Enterprise Interoperation Management (EIM)

Workshop E1 Summary

Business Intelligence and Enterprise Interoperability: Literature Review

1. Introduction

2. Background

3. Methodology

4. Results

5. Discussion

6. Conclusion

7. References

Workshop E2 – Standards Improving Enterprise Interoperability Benefits for a Service-oriented Future Internet

Workshop E2 Summary

Supporting Interoperability in Smart Grids

1. Introduction

2. Challenges for long-term Smart Grid development

3. Managing interoperability requirements for the future energy grid

4. Conclusion and outlook

5. References

A Model to Analyze Critical Factors in B2B Interoperability Standards Lifecycle

1. Introduction

2. B2B standards lifecycle models, an overview

3. The proposed approach to model the B2B standards lifecycle

4. Critical factors

5. Conclusions and next steps

6. References

Management of Metadata and XML Schemas for e-Justice Interoperability

1. Introduction

2. E-Justice interoperability

3. Management of metadata

4. Generating XML schemas and schema documentation

5. Background and related work

6. Status and future work

7. References

Global eBusiness Interoperability Test Beds (GITB) Facilitating Large Scale Projects in Europe

1. Introduction

2. Large Scale Projects (LSPs)

3. Need for testing

4. GITB Testing Framework

5. Example: testing PEPPOL through GITB

6. Conclusions

7. References

Workshop E3 – Standardization Management

Workshop E3 Summary

Managing Standards Development in Emergent Fields of Technology Innovation – a Proposed Model of Key Processes in ICT Standardization

1. Introduction

2. Related work

3. Framework for managing standardization projects related to emergent domains

4. Discussion

5. Conclusions and further work

6. References

Electric Vehicle Standardization Management

1. Electric mobility

2. Electric mobility standardization – the current status quo

3. EV standardization management

4. Conclusions

5. References

Understanding Standardization Strategy based on Miles and Snow Strategic Framework

1. Introduction

2. Standardization strategy and Miles and Snow typology

3. Conclusions and limitations

4. References

Standards Engineers – Who Needs Them?

1.The emerging role of standard professionals

2. Background

3. Scope

4. Data analysis

5. Conclusions

6. References

Index of Authors

First published 2012 in Great Britain and the United States by ISTE Ltd and John Wiley & Sons, Inc.

Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licenses issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned address:

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Library of Congress Cataloging-in-Publication Data

International Conference on Interoperability of Enterprise Software and Applications (2012 : Valencia, Spain)Enterprise interoperability : I-ESA'12 proceedings / edited by Martin Zelm … [et al.].p. cm.Includes bibliographical references and index.ISBN 978-1-84821-426-21. Internetworking (Telecommunication)--Congresses. I. Zelm, Martin. II. Title.TK5105.5.I57155 2012658'.055--dc23

2012026422

British Library Cataloguing-in-Publication DataA CIP record for this book is available from the British LibraryISBN: 978-1-84821-426-2

Foreword

Workshops on Enterprise Interoperability

These proceedings are of 13 workshops held in the frame of the 6th International Conference on Interoperability for Enterprise Systems and Applications (I-ESA’12). The workshops were designed to bring together researchers, academics and professionals from all over the world to complement the topics of the I-ESA’12 Conference and explore new issues and solutions in Enterprise Interoperability.

The topics to be discussed were selected by the Workshop Committee and included studies on interoperability for crisis management, architecture modeling for the Future Internet and intelligent manufacturing networks. Papers were also invited on such topics as enabling interoperability over the complete supply chain, a future vision for manufacturing enterprise interoperability and enterprise interoperation management.

Participants reporting on interoperability issues applied to SMEs were asked to emphasize problems they had encountered in the collaboration between heterogeneous organizations with regard to the performance of information in realtime to avoid/mitigate disruptions in the supply networks and they provided valuable feedback.

The world is changing with the advent of new technologies and more importantly the new ways of conducting business demanded by globalization. The setting up and management of complex manufacturing networks that operate in distributed and fragmented environments require the development of suitable and interoperable systems to deal with this new context. Solutions need to embrace interoperability and the workshops resulted in valuable information exchange and stimulating discussions on practical achievements and current challenges regarding the enterprise interoperability research domain.

I would like to take this opportunity to express our gratitude to all those who contributed to the 13 workshops on Enterprise Interoperability. I would like to thank the authors for submitting content, which resulted in an informative and enriching experience. We would like to pay tribute to the reviewers who, with the thoroughness of their supervision, assured the quality of the accepted papers, to the Workshop Committee and Chairs for their support and to the sponsors for their trust. I would also like to thank all the attendees for their participation in relevant discussions during the workshops. Finally, I am grateful to the European Laboratory of Enterprise Interoperability (INTEROP-VLab) for their constant support in the progress towards the organization of such workshops and to the Universitat Politècnica de València for hosting the workshops.

Raul Poler Professor at Universitat Politècnica de València I-ESA'12 General Conference Chair

Preface

Enterprise Interoperability (EI) is how an enterprise or organization can collaborate with other organizations without special effort, at a low cost and with flexibility for future development. Today, the issue of interoperability is no longer limited to the interoperation of systems within a single company, but it has become a much greater issue of interoperability throughout a Network of Enterprises, acting in a fast changing environment. This interoperation is increasingly governed by innovative Enterprise Services and the Future Internet.

The International Conference on Interoperability for Enterprise Systems and Applications (I-ESA 2012) was held under the motto “Shaping Enterprise Interoperability in Future Internet” on March 21-23, 2012 and organized by the Universitat Politècnica de València, Spain on behalf of INTERVAL and the European Laboratory of Enterprise Interoperability (INTEROP-VLab).

Co-located with the conference, 13 workshops were featured in three tracks complementing the program of the I-ESA’12 conference. The workshops aimed at exploiting new issues, challenges and solutions for Enterprise Interoperability and associated domains such as Future Internet and Enterprise Software and Applications. The scope of the workshops spanned a wide range of interoperability issues in Service Science and Innovation, Model Driven Interoperability, Service Oriented Architectures, Factories of the Future, Enterprise Networks and Management, SME aspects and Standards.

The short papers from the workshops are documented in these proceedings. The book is organized into 13 parts, one part per workshop. For each workshop, a summary with the issues raised in the discussion is provided. The workshops were:

A1. Service Science and the next wave in Enterprise Interoperability

A2. Service Innovation in EU Manufacturing Industry: from Products to Services to Solutions

A3. Interoperability for Crisis Management (I-CriMa)

B1. Architecture Modelling for the Future Internet-enabled Enterprise (AMFInE)

B2. Intelligent Manufacturing Networks (iNet): Strategic and operational activities alignment

B3. Advanced results in MDI/SOA Innovation

C1. Factories of the Future – Enabling Interoperability over the Complete Supply Chain

C2. A Future Vision for Manufacturing Enterprise Interoperability (MEI)

C3. Delivering Competitive edge to SMEs

D3. A science base for enterprise interoperability – structure, content and progress review

E1. Enterprise Interoperation Management (EIM)

E2. Standards improving EI benefits for a service-oriented Future Internet

E3. Standardization Management

As acknowledged by the participants, the workshops have succeeded in providing sufficient time for brainstorming and debates between the attendees. Hence, it was possible to conclude on new research topics and directions as well as present and evaluate current research results which could be transferred to industry.

Martin Zelm Raquel Sanchis Raul Poler Guy Doumeingts July 2012

Organization Institutions

Universitat Politècnica de València

Virtual Laboratory for Enterprise Interoperability

Sponsoring Institutions

International Federation for Information Processing (IFIP)

International Federation of Automatic Control (IFAC)

Ministry of Economy and Competitiveness – Spanish Government (ref. TIN2011-15483-E)

Workshop A1

Service Science and the Next Wave in Enterprise Interoperability

Service Science and the Next Wave in Enterprise Interoperability (EI)

Workshop

Konstadinos Kutsikos1

1Business SchoolUniversity of the Aegan, [email protected]

The workshop aimed to generate a debate on the role of service science in enterprise interoperability, as well as ideas for future research and innovation.

The paper “Industrialization Strategies and Enterprise Interoperability: The Retail Banking Case” (E. Baglieri and E. Zambolin) focused on service industrialization strategies and their relationship to EI, in the context of retail banking. The authors showcased a service industrialization framework defined by two key service properties/axes: “input” and “process”. The “input” axis covers four values (tangible input, intangible input, human resources and customers), and the “process” axis covers three typologies (fixed, modular and contingent process). In other words, the “input” axis represents resources that are accessed and used for service creation (a Service Science principle), whereas the “process” axis offers hints on how a cross-domain process (cross-departmental, cross-organizational, etc.) may implement a service.

The combination of these axes leads to a set of service industrialization strategies, namely automation, informatization, outsourcing / offshoring, customer industrialization, self-service and modularization. This framework was exemplified through a case description from the retail banking industry. Ten top-tier institutions were included in the analysis, which depicts dominant inputs, process types and main industrialization strategies.

The paper “Responsibility aspects in service engineering for e-government” (C. Feltus, A. Khadraoui, A. Yurchyshyna, M. Leonard, and E. Dubois) turned the spotlight on the sweet spot of EI: trust and responsibility. The latter is explored within the realm of e-government services. A number of Organizational, Informational and Technical (OIT) issues were raised, which are commonly present in a service development process. To that extent, the Responsibility dimension highlights the obligations of stakeholders in a service lifecycle, which, in turn, can act as a starting point for understanding the OIT implications and service design requirements.

In presenting this concept, the authors followed a top-down approach: an ontological layer captures legal responsibilities that describe conditions for accessing confidential and public information. The service architect must then make decisions about relevant informational objects and the links between them (e.g. whether they are mapped onto service classes, transactions or attributes). Organizational characteristics are then used to consolidate and enrich these objects.

A very interesting discussion on how Service Science can help pave future directions in EI research is given, based on the authors ideas and research efforts.

Overall, the presenters offered two very interesting viewpoints on the link between Service Science and EI:

– The first paper’s arguments and research focus is on combining Service Science and EI elements in order to develop a strategic framework that will guide organizations (such as financial institutions) to think about new ways for developing services.

– The second paper focuses on how key prerequisites of EI, trust and responsibility, can help develop guidelines that can direct the service development lifecycle.

Industrialization Strategies and Enterprise Interoperability: The Consumer Banking Case

Enzo Baglieri — Elena Zambolin1

1SDA Bocconi School of Management,Via Bocconi 8, room 324,20136 Milan, [email protected]@yahoo.it

ABSTRACT: As the service sector keeps growing in importance, its future architecture and configuration are emerging as a question mark. This study analyzes how we can move beyond the trade-off between standardization and consumer satisfaction, and produce goods and services quickly and at lower cost, while ensuring quality and customization. Drivers of these trends are industrialization strategies and enterprise interoperability, which focus on the role of intangible inputs and information exchanges to industrialize services.

KEYWORDS: matrix, service operations, service industrialization, enterprise interoperability, consumer banking

1. Introduction

The emergence of services has transformed modern economies. Scholars have devoted the last five decades to the analysis of how services differ from their tangible counterparts, goods, and how they should be managed, marketed and delivered. From an OM perspective, traditional tools that were developed for the manufacturing context fall short when investigating services thoroughly (Metters, 2010).

Service industrialization strategies take into consideration all “changes in the underlying processes of production driven by the appearance and implementation of new technologies” (Karmarkar, 2004), with specific strategies such as automation, outsourcing, standardization of service and process, off-shoring and self-service, that may be directed not only towards standardization (Chase and Garvin, 1989), but also towards improving both service customization and the customer experience (Pine and Gilmore, 1999). Adopting the concept of service industrialization can provide the means to overcome the apparent dichotomy between standardization and customization.

The service sector is experiencing a growing need for high rates of production and low costs (Bowen and Youngdahl, 1998), preserving at the same time its characteristics of high interaction with the customer and the consequences for service design and operations (Chase, 1981; Lovelock, 1983). The concepts of service industrialization strategies and Enterprise Interoperability (EI) are inherently linked in this search. The focus on data as intangible inputs and information exchanges allows companies to reorganize their businesses swiftly for improved economic performance.

2. The link between service industrialization and enterprise interoperability

The label of “service industrialization” was adopted by Levitt (1976) to describe a set of managerial and operational processes aimed at increasing the efficiency and productivity of service provision. In his work, he emphasized the application of technology to service transactions, and he spelled out different categories of technologies that could be adopted: [1] hard technologies; [2] soft technologies; [3] hybrid technologies.

At that point in time, the impact of information technology was still nascent, and mainly being felt in service “back rooms” primarily in the form of data processing. When analyzing consumer services, the shift from tangible goods in manufacturing to intangible data and information exchanges is crucial. For this reason, the perspective we adopt in this study moves one step forward in the definition of “service industrialization”, and expands towards the version that has already been applied in the work of Karmarkar (2004). Industrialization strategies discussed by Karmarkar include not only automation and process re-engineering, but also the adoption of different classes of inputs and informatization.

This is closely linked to the concept of Enterprise Interoperability, or “the ability of a system or a product to work with other systems or products without special effort from the user” (Doumeingts et al., 2007). The literature on Enterprise Interoperability has emphasized different contexts and domains for its definition, ranging from the technological, to the syntactic, semantic and pragmatic level (IEEE, 1990; Putnik et al., 2005; Panetto, 2007). Analyzing the detail of pragmatic EI more deeply, three layers emerge: [1] governance layer; [2] organization layer; [3] process layer.

Enterprise interoperability is a fundamental prerequisite for industrialization strategies. Companies willing to industrialize their service offering and to adopt modular processes emphasize the concepts of production networks and supply chain management. At a strategic level, EI issues strongly impact the realm of industrialization strategies that each organization is able to adopt in its search for improved economic performance. In particular, data sharing and IT technologies as well as internal policies for communication and HRM affect the degree and the speed of company innovation.

The paper spins-off from a broader research project focusing on the investigation of industrialization strategies, and sets the first steps for an understanding of their relationship with firm-specific EI features.

3. Industry focus: consumer banking

When reviewing literature in search of a framework for the analysis of industrialization strategies, no single classification scheme appeared to have proven as useful and robust for services as the product-process matrix had been for manufacturing. While in manufacturing the two concepts of output and process are easily and physically distinguished, in the realm of services they become blurred (Lusch et al., 2008). Based on this basic property of services, we adopt the “input” and the “process” as the descriptive variables of our new framework (Silvestro et al., 1992; Baglieri et al., 2011, paper under review for publication).

Detailed industrialization strategies and enterprise interoperability features have been identified through an exploratory multi-case analysis that positioned on the resulting framework a set of cases ranging across industries and market positions (Baglieri et al., 2011). Industrialization strategies are developed and implemented in order to improve specific aspects of service business operations, focusing on drivers such as efficiency, cost-saving or perceived quality, and finally impacting profitability. These strategies modify to varying extents how the business itself is organized, and they have been grouped into six different categories: [1] Automation; [2] Informatization; [3] Outsourcing and off-shoring; [4] Customer industrialization; [5] Self-service; [6] Modularization.

Industry features play a role in the selection of industrialization strategies. In this paper, we analyze the consumer banking industry. Such an industry relies heavily on significant amounts of data and information, exchanged both internally and externally, and the speed of execution of information exchange is crucial. Cases analyzed amounted to a total of ten, and the set included different operative models for comparison: retail banking, online banking and mixed banking channels. The following table summarizes key features of the cases, and the image below portrays the results of positioning cases on our framework (Baglieri et al., 2011).

Table 1.Key features of the cases

Figure 1.The framework applied: industrialization strategies in consumer banking

4. Results and conclusions

As already stated, this paper is the result of a spin-off from a broader research project on drivers of industrialization strategies. A first set of conclusions is reached on the input and process dimensions as drivers of strategic options for industrialization in services. Qualitative observation of data hints at a link between Enterprise Interoperability and industrialization strategies, and the authors believe such a link is worth further investigation on how the set of industrialization strategies to adopt within a given industry is affected by EI features shown by the specific firm.

In particular, idiosyncratic firm characteristics relate to both axes of the framework proposed. On the process axis, EI features are key factors that lead the company to modular process choices, as the enablement of process modules is determined by internal interoperability. On the input axis, we can notice that EI characteristics are strongly linked to the amount and relevance of intangible and human resource inputs: the first is determined by interoperability of data; the latter is instead linked to the interoperability of routines and communications. As a consequence, the choice of industrialization strategies is also strictly related to the breadth and depth of enterprise interoperability characteristics of the firm. In particular, high levels and degrees of enterprise interoperability appear to be interconnected with the strategies of modularization, informatization, outsourcing and off-shoring. The direction of causality, however, has not yet been assessed, and we believe that such a study could represent a relevant direction for further research.

5. References

Baglieri, E., Zambolin, E. and Karmarkar, U. (2011). “The future of services: factory or theatre?”, paper under review for publication.

Bowen, D.E., Youngdahl, W.E. (1998). “Lean service: in defense of a production-line approach”, International Journal of Service Industry Management, 9(3), 207–225.

Chase, R.B. (1981). “The customer contact approach to services: theoretical bases and practical extensions”, Operations Research, 29(4), 698–706.

Chase, R.B. and Garvin, D. A. (1989). “The service factory”, Harvard Business Review, (July-August), 61–69.

Doumeingts, G., Müller, J.P., Morel, G. and Vallespir, B. (2007). Enterprise Interoperability, 1st Edition, Springer, New York, NY.

Institute of Electrical and Electronics Engineers (IEEE), (1990). IEEE Standard Computer Dictionary: A Compilation of IEEE Standard Computer Glossaries, IEEE Press, New York.

Karmarkar, U. (2004). “Will you survive the services revolution?”, Harvard Business Review, 82(6), 100–107.

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Responsibility Aspects in Service Engineering for e-Government