COLLABORATIVE NETWORKS AND MANAGEMENT OF THEIR …©H. Afsarmanesh 2013 Example: ISOIN (Aerospace)...

© H. Afsarmanesh 2013

COLLABORATIVE NETWORKS AND

MANAGEMENT OF THEIR INFORMATION

Hamideh Afsarmanesh

March 2013

SoColnet


What are Collaborative Networks (CNs) ?

What aspects of the CNs require developing information systems?

Shall we first identify & model these aspects and then design/develop Supporting

information systems for them?

HOW TO BUILD AN INFORMATION SYSTEM FOR CNs


STEPS TO BUILD AND RUN A DATABASE - 1


STEPS TO BUILD AND RUN A DATABASE - 2


How users explained their requirements?

How the project leader understand the requirements?

How the analyst designed the

system?

How the programmer developed the

system?

How the expert explained the

system?

How the system was documented?

How the system was installed?

What payment and how much will

be made?

What was supported by

technical team?

What users really needed?

HOW TO DO IT RIGHT? DO WE UNDERSTAND THE PROBLEM WELL?


A classical supply chain

Example: Automotive industry

HISTORIC NETWORKS IN INDUSTRY

Long-term, quasi-“stable”, coordinated


COLLABORATION – WHY?

“can’t do alone”

“size”

“survival”

From well-structured, static, supply chains ... to dynamic goal-oriented Collaborative Networks (CNs)


APPLICATION IN CIVIL CONSTRUCTION

Imagine ...

Building a new bridge ...

Building a new airport...

Who is involved?

Which relationships?For how long?

How do they work?

What can ICT do for this?


SCENARIO IN CIVIL CONSTRUCTION

“Building a bridge” scenario: A construction company sets a VO (Virtual Organization) to submit a bid

towards an announced tender - Acting as the VO broker

Broker contacts some big companies mostly that in turn may contact others and even start other VOsJob description is transferred from the broker to interested other companiesAfter reaching agreement, companies negotiate to create the VOOne company is identified to act as the VO coordinator for writing the bidOnce the bid is submitted, if selected, the VO begins its operation

The success of VO’s operation depends on:Collaboration among the VO members – that mostly involves exchange of information (e.g. sharing the product models) and timely feedback on each others' requests (e.g. an order status)Every enterprise must also collaborate with the VO coordinator regarding the monitoring of the job status, and other related tasks

In case of a problem the VO coordinator is responsible to solve it, or even replace a company in the VOOnce the entire job is completed, the VO may dissolve


PRE-ESTABLISHMENT OF STRATEGIC ALLIENCE?

But before you can configure and establish a VO, you need to know who is who in the potential environment...

Need for pre-establishment of strategic alliances (VBE) in different application areas that can benefit from the CNs


Municipality

Parking

Road

Gas Station

BridgeHighway

APPLICATION IN TRANSPORTATION SYSTEM


Energy production, distribution, and consumption in an open market

EMERGING APPLICATION IN ENERGY SECTOR


OTHER SERVICE ORIENTED APPLICATIONS

The paradigm is now spreading into

• Tourism• Insurance• Consultation• Disaster rescue• European borders protection• Accounting/financial support• Legal support• ...

How can CNs be organized? And operated for these applications?


“A virtual organization is a temporary alliance of enterprises that come together to share skills, competencies, and resources in order to better respond to business opportunities, and whose collaboration is supported by computer networks.”

VIRTUAL ORGANIZATION (VO)Dynamic goal-oriented Collaborative Networks (CNs)


VOs (Virtual Organizations - collaborating partners) Cost-/time-effective creation of goal-oriented dynamic VOs/VTsrequires an underlying strategic CN (i.e. VBE/PVC)

VBEs (Virtual organizations Breeding Environments – cooperating)Long term strategic CNs – VBEs and PVCs) provide necessary conditions required for effective configuration and formation of VOs/VTs at the strike of emerging collaboration opportunities

prepare their members for collaboration in VOs/VTse.g.:

long term agreements, common ICT infrastructure, common working/sharing policies

e.g.: Automated search and matching (with multi-

dimensional ranking of groups of organizations/individuals)to best fit the required specificities of the

Collaboration Opportunity (CO), e.g. a call for tender Measuring trustworthiness of actors

Integration of legacy systems (DBs) Decomposing the CO into detailed characteristics, in order to compare against the qualifications/abilities of actors in the VBE/PVC

VOs AND VBEs2 MAIN KINDS OF CNs


BUT NOT EASY !

According to some empirical studies failure to achieve successful

collaborations nearly reaches 50 % of the cases !

(Kelly et al., 2002), (Bamford et al., 2004), (Blomqvist et al, 2005) Diverse business practices

Different culturesHeterogeneous infrastructuresTrust building takes timeLong negotiation timesCommunication “overheads”...


COMMUNICATION NETWORK BASE

Towards a networked society


COOPERATION OR COLLABORATION?

Networking – involves communication and information exchange for mutual benefit.

Coordinated networking – in addition to exchanging information, it involves aligning/ altering activities so that more efficient results are achieved. Coordination, that is, the act of working together harmoniously, is one of the main components of collaboration.

Cooperation – involves not only information exchange and adjustments of activities, but also sharing resources for achieving compatible goals. Cooperation is achieved by division of some labor (not extensive) among participants.

Collaboration – a process in which entities share information, resources and responsibilities to jointly plan, implement, and evaluate a program of activities to achieve a common goal. Meaning “to work together”, can be seen as a process of shared creation; thus a process through which a group of entities enhance the capabilities of each other. It implies sharing risks, resources, responsibilities, and rewards, which if desired by the group can also give to an outside observer the image of a joint identity. Collaboration involves mutual engagement of participants to solve a problem together, which implies mutual trust and thus takes time, effort, and dedication.

[Denise 1999; Himmelman 2001; ... ]


Grid VO

Social NetworksProfessional-orientedSocial Networks

Supply Chains

E.g. FaceBook, MySpace Usually have a “general

scope”, not a single topic of interest ‐ networking as “friends”

If subdivided into topics may lead to VCs inside the network

E.g. LinkedIn, Plaxo

Well-structured value chainsPrecise rolesCoordinated, but no joint work

Industry clustersLong-term allianceRegional basisSome cooperation,

little collaboration

Virtual Organizations

Goal‐oriented / common goal Temporary alliance Joining competencies(skills, resources)Working together Sharing – risks, benefits, ...

Joint resource mgmt.Infrastructure sharing(Unclear “business” goal)

COLLABORATIVE NETWORKS &OTHER FORMS OF COLLABORATION

Networking CoordinatedNetworking

Cooperation Collaboration Interaction level maturity

Communication& Informationexchange

Complementarity of goals

(aligning activities for mutual benefit)

Compatibility of goalsIndividual identities

working apart(with some

coordination)

Joint goalsJoint identities

Working together(Creating together)Joint responsibility

Communication& Information

exchange


Aligning activities

Communication& Informationexchange

Communication& Information

exchange

Compatibility of goalsIndividual identities

Working apart


Aligning activities

Integration level maturity

Environments


Multidisciplinary paradigm of Collaborative Networks (CNs)

Collaborative Networks

Computer Science

Distributed/Federated DBsInteroperationComputer NetworksCoordinationService OrientationGrid Computing...

Social Sciences

Social NetworksVirtual Communities...

Organizational Sciences

Organizational FormsGovernance ModelsEnterprise Modeling...

Business & Management

Value SystemsProcess ManagementGains/losses distributionRisk Management...

Legal Framework

PoliciesNegotiation & ContractingE-Institutions...

Each contribute to certain aspects ... ... but CN requires

much more !


Don’t we have enough technology for BUILDING CNs ?

Aren’t all technology problems already solved?

Which ICT components are still missing and need to be developed?

SOME QUESTIONS ASKED


Focusing on information management in CNs –Base Challenges

Main general networking challenges - also common to other areas:• Interoperation (syntactic/semantic information heterogeneity of autonomous actors)

• Federated information management (info. integration and fine-gained authorization)

• Information Update (info. managed by legacy systems and the network administration)

Further general CN challenges:• Assuring availability of strategic information within the network

• push/pull instead of continuous flow of information, information mapping strategies and components, organizing and interfacing fine grained authorized access by various stakeholders and systems

• Modeling variety & complexity of information to be processed at the network

• Handling unknown, incomplete and imprecise information (soft computing approaches – computational intelligence), handling network scalability

• Classification, assessment, and derivation of required information based on intended use cases

• Dynamic ontology engineering, knowledge categorization and goal-oriented information derivation


How users explained their requirements?

How the project leader understand the requirements?

How the analyst designed the

system?

How the programmer developed the

system?

How the expert explained the

system?

How the system was documented?

How the system was installed?

What payment and how much will

be made?

What was supported by

technical team?

What users really needed?

HOW TO DO IT RIGHT? DO WE UNDERSTAND THE PROBLEM WELL?


CollaborationOpportunity

CN

Fast configuration of a temporary consortium well

suited to the needs

Short window of opportunity

Successful& Effective

Collaborationto reach the target

Market turbulence

UNDERSTANDING DYNAMIC GOAL-ORIENTED CNs


Initiation Foundation

CreationOperation

Metamorphosis

Dissolution

OR

CN LIFE CYCLE

Evolution

Due to the dynamic and often temporary nature of CNswe need to consider all stages of their life cycle.


COIdentification

COcharacterization& VO/VT rough

planning

Partners search& selection

Negotiation& agreeements

FROM A COLLABORATION OPPORTUNITY (CO)TO A SUCCESSFUL COLLABORATION IN A VO

•Who?•Where and How?•Which brokerage policy?•What is of interest?

•Who?•Which patterns of collaboration?•How to structure the VO / VT?•Any initial template model?

•Who?•Where?•Which criteria?•Which base information? Profiles?•Decision support?

•Who?•Negotiation process?•Contracts, rules&templates?•Agreements?

Actors & RolesModels

Rules & principlesReference models

Support functionalitiesSupport information


COIdentification

COcharacterization& VO/VT rough

planning

Partners search& selection

Negotiation& agreeements

VO / VTLaunching

VO / VToperation

VO/VTevolution VO / VT

dissolution

FACILITATINGSUCCESSFUL COLLABORATION

•Common infrastructure?•Governance principles?•Detailed plans?

•Who?•Management approach?•Monitoring / Supervision /Coordination ?•Performance management?

•Responsibilities& liabilities?•Inheritance•Lessons?•Performancesummary?

•Who?•Where?•Which criteria?•Negotiation support?

VO/VT creation


FROM CO TO SUCCESSFUL COLLABORATION

Collaborative Networks can bring several benefits

... But their implementation faces several challenges


FORMATION OF CNs

Dissolution

Uni

vers

e of

exi

stin

g or

gani

zatio

nsor

pro

fess

iona

ls

Preparation Operation

Long-term CN (e.g. Supply chain, VBE/PVC)

Time

Short-term in a niche sector

Preparationof VBE / PVC


Short-term CN (e.g. Dynamic VO / VT)


ROLE OF BREEDING ENVIRONMENTS

VBE

VO

Long - termstrategy

Temporary(Opportunity

Driven)

VO BreedingEnvironment

Virtual Organization

VT

PVC

ProfessionalVirtual

Community

Virtual Team


LONG-TERM ALLIANCES“VO Breeding environment (VBE) – represents an association of organizations and their related supporting institutions, adhering to a base long term cooperation agreement, and adoption of common operating principles and infrastructures, with the main goal of increasing their preparedness towards rapid configuration of temporary alliances for collaboration in potential Virtual Organizations. Namely, when a collaboration opportunity is identified by one member (acting as a broker), a subset of VBE organizations can be selected to form a VE/VO

Professional virtual community (PVC) – represents an association combining the concepts of virtual community and professional community. Virtual communities are defined as social systems of networks of individuals, who use computer technologies to mediate their relationships. Professional communities provide environments for professionals to share the body of knowledge of their professions such as similar working cultures, problem perceptions, problem-solving techniques, professional values, and behavior.

“


SOME EXAMPLES OF VBEs

Metal-mechanics sectorSwitzerland, Germany

Aeronautics sectorSpain

Aeronautics sectorGermany

Watch industry sectorSwitzerland, China

Metal-mechanics sectorSpain

Electronics sectorIreland

netWork Oasis / Science ParkFinland

Engineering & ManufacturingMexico Telecommunications sector

Italy

Engineering Finland

TechMoldesMoulds industry Brazil


Example: ISOIN (Aerospace)

93 SMES48 CORE

3 PLANTS 1 PLANT

All of them currentlyin expansion to make

room for new programsA400M, A380, etc

Employment 4.500Turnover M€ 645

97% SMEs 123M€ (24% of Spanish SMEs)

Andalusian Aeronautical cluster


Example: Infranet-Partners (Telecommunication)

Infranet Partners is a network of small companies specialising in Infranet solutions based on LonWorks® technology. The network was established in 1999 with 4 founding members and today there are 10 participants in the network.

Creating a comprehensive pool of Technology and Application resources.

Serving customers as a single organisation offering locally adapted solutions from this shared pool.

Combining Product range under the Infranet Partners brand.

Providing a comprehensive product range and support backed by frequent cross training.

Providing a comprehensive Training program across Europe.

Sharing technical support and knowledge of different markets to provide solutions for customers.

Sharing marketing information using an advanced dynamic groupware marketing tool to enable them to act faster to meet customer requirements


Example: VIRTUELLE FABRIK (Electro-Mechanics)

Pool of SMEs

Machine building competencies

Switzerland & South Germany

Various sub-networks

C1 C2

Company B

Company A

No competition ofthe network partnerson the product level

Legend: competence iCi

Market

Competition on thecompetence level


Example: CeBeNetwork (Aeronotics)

• Network:– More than 30 co-operation partners– More than 20 years aerospace

experience– More than 5000 highly skilled

engineers, scientists and technicians– EN 9100 quality management

• Engineering services– Prime contractor CeBeNetwork– Best in class solutions for specific

and non specific design work

• IT services– 6 IT companies in France, UK and

Germany– High performance systems– B2B solutions

• Onsite experts– 4 companies act as agents for

international aerospace specialists

Integrated Portfolio for Product Engineering Testing & Aerodynamics

Computer Aided Engineering

Design Engineering

Process & Technology Management

Software Engineering

Systems Engineering


57

58

59

60

61

63

64

49

5051

52

54

41

44

45

46

47

33

34

35

36

3738

39

40

25

26

27

282930

31

32

17

18

1920

21

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23249

10

11

12

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151

2

3

4

5

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6253

5556

424348

167

8

GALWAY

CORK

DUBLIN

LIMERICK

BELFAST

TRALEE

ENNIS

LIMERICK

NENAGH

BIRR

SHANNON

Limerick City

Raheen

ShannonInd. Est.

SmithstownInd. Est.

Over 80 Engineering & Electronics Sub-Supply Companies in the Region

Sector Now Employing Over 4000

Turnover in excess of €200m

Limited Export Activity Nationally or Internationally from Region

Large Multinationals located in the Region

Competitive threats from economic downturn and low labour cost regions

25 companies in SNS

Example: Supply Chain Shannon (Engineering Electronics)


Profit from businessesBenefiting from the existing infrastructureBetter marketing possibilities (fairs, cheaper admission costs, better publicity/visibility (better location) …)Better strategic position through the VBEEasy access to complementary skillsExplore new market / new product (multi-disciplinary-sector), expand geographical coveragePotential for innovation Continue profiting from the opportunities only available through the VBEFight against a common enemyBetter negotiation powerExisting success stories and advertisingGain higher rank for more opportunities

The initial attracting factors are not exactly the same that keep members happy in the long run!

WHY BEING PART OF A VBE?


What ICT support is needed for CNs?

ICT infrastructure:- Safe communications, Information sharing, Coordination

- Interoperability and legacy systems integration

- Collaboration platform

- ...

ICT services: (Supporting all phases of CN life cycle)

THE MAIN ICT NEEDS

- Creation: Planning, partners selection, negotiation, contracting, ...

- Operation: Management, Conflict resolution, Performance management, ...

- Evolution: Partners search, reconfiguration, ...

- Dissolution: Inheritance mechanisms, ...

- …


“Open universe” of organizations

Getting ready to collaborate1.a

VO BreedingEnvironment

VO

VOCreationin VBE

1.b

•Cooperation agreement•Common infrastructure•Common principles•Base trust

•VO planning•VO partners selection•Fast contract negotiation•VO setup

2 Open VO creation•Wide partners’ search & selection•Establish common infrastructures•Common principles•VO planning•VO partner selection•Collaboration agreement•Contract negotiation•VO setup•Base trust


Ready to collaborate !

Goal-oriented

Dynamic configuration, creation, and operation of opportunity based (goal-oriented) inter-organizational CNs are challenging

Establishing VOs is challenging …

VBE


VBE management system – Main sub-systems

BrokerVBE Member Support InstitutionManagerVBE Administrator

Main users/editors of data in the systems / tools:

ODMS

PCMS

MSMSMember

registration TrustMan DSSLow trust

DSSLack of

competency

SIMS BAMSValue system

MSMSrewarding

COC-PlanCO-Finder PSS WizAN

VIMSVO registration

VIMS VO inheritance

DSSLow performance

VOMS

VO creation

Data transfer

64

9

10

5

8

10 11 12

14 13

13

17

14146

23

6

7

17

15 16

14

2

1 Profile/competency classification 2 Profile/competency element classification 3 Member’s competency specification 4 Competency classes 5 Low base trust level of organizations

6 Members’ general data7 Bas trust level of membership applicants 8 Specific trustworthiness of VO partners 9 Organizations’ performance data from the VO10 Collaborative opportunities’ definitions 11 VO model

12 VO model and candidate partners13 VO model and VO partners 14 Processed VO inheritance 15 Support institutions’ general data 16 Asset contributors’ general data 17 VO inheritance

BM A S

MAMA A A

A

A

A

AA

A

A M

M

B

BBBB

SS


Ontology management

Competency management

Trust management

3 SUBSYSTEMS SUPPORTING VBE

VBE Information Sub-Systems


Specification of the unified “core” VBE ontology (partitioned into a number of Sub-ontologies) that comprehensively represent the generic constituting elements of all VBEs Classifying all aspects that are endogenous to VBEs (e.g. structural, componential,

functional, and behavioral aspects)

Definition of a methodology for VBE ontology construction for each domain / application

Developing services and tools to support ontology manipulation (e.g. retrieving/learning, searching, and editing) of VBE ontology elements GUIs (user friendly) and navigation mechanisms to support access by VBE actors at

different levels of expertise Web services to support access to ontology through software

Developing semi-automated services and tools to support specific ontology processing functionalities: Ontology integration to support VBE domain expansion (with other ontologies) Ontology evolution to unify knowledge available at all VBE management subsystems

and components (integration of VBE ontologies with meta-data at databases) Ontology-based design of repositories (meta-data design for databbases) Ontology discovery from on-line text corpora available at the VBE

VBE Ontology engineering –supporting knowledge interoperability and reuse VBE ontology is required to increase the understandability of the VBE environment for all human actors and interacting software systems - Validated by over 20 running VBEs


4 levels of abstraction

10 sub-ontologies (complementary VBE knowledge partitions)

Unified VBE ontology specification

Specification level

Content level


Core VBE concepts

Definitions

Search for concepts

GUI for VBE ontology management system

(Inspired by Protégé, but simpler and tailored for VBE actors, to navigate, edit, and use for discovery)


Currently large VBEs fail chances to respond to emerging collaboration opportunities due to inability to dynamically process and analyse the competencies (i.e. qualifications and abilities) of their member organizations

For dynamic/agile configuration and creation of a VO, competencies of the VBE actors must be matched against the detailed specificities of the CO to which it is planned to respond

VBE Competency model –Supporting dynamic / agile VO creation

Example call for tender

A collaboration Opportunity (CO)


Generic comprehensive 4C-model of competency

We have identified the generic set of elements constituting VBE members’ competencies, i.e. with the 4C-model (including the Capabilities + Capacities + Costs + Conspicuities), that comprehensively specifies the needed information from VBE member organizations, in order to be selected for the VO creation

The 4C-model ofVBE competency

Functionality for matching between the offered competencies by VBE actors, against the CO specificities (weighted multi-dimensional match), supported by other applicable functionalities from ontology engineering


Core concepts

Domain concepts

GUI for competency management system


Synchronization/integration of two systems:Discovery and extraction of competency elements through ontology-based text mining

Text-corpora from VBE member

Discovered concept

VBE Organizations’Competency elements

Integration of ontology sys. & competency system


Subjective trust in a trustee is opinion-based- capturing witnessed and certified reputation about the trustee

(e.g. by group voting, recommendations)

Objective trust is based on measurements of trustee’s qualifications- measuring characteristics and achievements of the trustee

(e.g. for an organization, these can include # of experts, # of external projects)

Approach for rational trust assessment of organizations Aim: to be reasoned in terms of the characteristics and

achievements of the trustee, and not other organizations’ opinions Purpose-dependent Actor-dependent Perception-dependent

Organizational trust establishment

Subjective and objective trust in organizations

Introducing 5 main trust-related perspectives for organizations, and a set of measurable requirements and criteria related to each perspective:

Structural, Social, Financial, Technological, Managerial


Identification and specification of a comprehensive set of trust criteria for organizations

Analysis of inter-relationships between different trust criteria

Impact analysis: specifying the impact of changes in values of the trust criteria on the trust level of an organization

Causal analysis: specifying the influences of changes of values in one trust criterion on intermediate factors

Development of mechanisms for assessing rational level of trust in each VBE organization, and trust management in VBEs

Development of GUI for domain/application customization of trust criteria, weights, and related mechanisms for assessing rational trust level of organizations at the VBE, to support replicability and customizability of the system

Impact analysisCausal influence analysis

Trust level assessment & management

Set of trust elements


CTRCPCPWASZPC ***

applies concepts inspired by system dynamics discipline

Analyzing causal influences among trust criteria, intermediate factors and known factors

Translating causal influences into mathematical equations

PC: Production capacitySZ: SizeWA: Workload allocationCP: CompetencyRCP: Required competenciesCT: Centers

Trust assessment – Causal analysis


Design of the system

• System implementation architecture (SoA)• User interface to access data and functionality defined on date

TrustMan system services descriptions (WSDL)

AuthorizationService

executionResults

provisions

TrustManDatabaseW

eb s

ervi

ces

requ

est p

oint

Components of TrustMan services

Human user

TrustMan web interface

Results provision

Services Choreograph

User right control

MSM

S Se

rvic

es

ECOLEAD ICT-I Services

PDM

S Se

rvic

es

Web

ser

vice

s re

ques

t poi

nt

MSM

S Se

rvic

esD

SS

Serv

ices

PSS

Serv

ices


System Components

TrustMan system services descriptions (WSDL)

AuthorizationService

executionResults

provisions

TrustManDatabaseW

eb s

ervi

ces

requ

est p

oint

Components of TrustMan services

Human user

TrustMan web interface

Results provision

Services Choreograph

User right control

MSM

S Se

rvic

es

ECOLEAD ICT-I Services

PDM

S Se

rvic

es

Web

ser

vice

s re

ques

t poi

nt

MSM

S Se

rvic

esD

SS

Serv

ices

PSS

Serv

ices

Database schema

User interface

Service oriented architecture


Trust management system GUI


To read more on CNs

Collaborative Networks: Reference ModelingL.M. Camarinha-Matos, H. AfsarmaneshSpringer, 2008

Methods and tools for Collaborative Networked OrganizationsL.M. Camarinha-Matos, H. Afsarmanesh, M. Ollus (Ed.s) Springer, 2008.

More details on many of the mentioned subjects can be found in the following two books generated through the results of ECOLEAD project:


BOOK

Part 1. INTRODUCTION1.1 Overview1.2 Motivation for a theoretical foundation for collaborative networks1.3 Related work on reference modeling for collaborative networks

Part 2. TOWARDS A CN REFERENCE MODEL2.1 Overview2.2 Reference modeling: Needs and basic terminology2.3 Collaboration forms2.4 The ARCON modeling framework2.5 ARCON reference models for collaborative networks2.6 A comprehensive semantic indexing schema for ARCON2.7 Further steps on CN reference modeling

Part 3. MODELING TOOLS AND APPROACHES3.1 Overview3.2 A survey of modeling methods and tools3.3 A survey of soft modeling approaches for collaborative networks

Part 4. MODELING EXAMPLES4.1 Overview4.2 A multi-model approach to analyze inter-organizational trust in VBEs4.3 Robust portfolio modeling for networked partner selection4.4 Modeling collaboration preparedness assessment4.5 A benefit analysis model for collaborative networks4.6 Value systems modeling4.7 Selection of a virtual organization coordinator4.8 Modeling the value of expectations in collaborative networked organizations4.9 Prospective performance measurement in virtual organizations


Conclusion

Collaborative Networks manifest in a wide and growing range of application scenarios.

Pre-establishment of supporting long-term strategic alliances, can provide the needed environment for creation of cost- and time-effective dynamicvirtual organizations and virtual teams.

Up-to-date information on wide variety of aspects are necessary for efficient creation of dynamic opportunity-based collaborative networks.

A main challenging criterion for the success of collaborative networks is the effective management of the wide variety of information that needs to be handled inside the CNs to support their functional dimension.

Advanced CN support platforms require modeling and management of heterogeneous and incomplete & imprecise information, which calls for a combination of approaches such as federated databases, ontology engineering, computational intelligence, and qualitative modeling and reasoning.


MSMS –memReg

PCMS

TrustMAN DSS –Low Trust

DSS –Lack of

Competency

DSS –Low

Performance

MSMS –Rewarding

BAMS -Value

systemSIMS

VIMS –VO

inheritance

VIMS –VO

registration

ODMS

CO-Finder PSS WizAN

WP3 -VOM

Mem

bers

’ ge

nera

l dat

a

Members’ general data

Members’ base trust level assess.

Members’ general / contact data

Com

pete

ncy

clas

ses

VB

E

com

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ncy

spec

ifica

tion

s

Pro

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mpe

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Profile / competency elements specifications

Profile / competency elements specifications

Members’ base trust level

CO definition

CO

def

initi

on

VO model

VO

mod

el +

can

dida

te

partn

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mod

el +

VO

pa

rtner

s

VO profile / competency data

VO model + VO partners

VO inheritance

Processed VO inheritance

Pro

cess

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O

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ritan

ce

Sup

port

Inst

itutio

ns

gene

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ata

BoA

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gene

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COC-Plan

VO creation

Mem

bers

’ co

mpe

tenc

y sp

ecifi

catio

ns

Broker(Alexandra White)

Support InstitutionManager

VBE Member(Walter Vanegas ASMA Director )

VBE Administrator(Steven Carroll)

Main users/editors of data in the systems / tools:Data transfer:

* In the color of their originator

VBE MemberRobert More (MM)Paula Nelson (ALCA)

Main subsystems - VBE management system - ECOLEAD


-- H. Afsarmanesh, L. M. Camarinha-Matos, S. S. Msanjila. Models, Methodologies, and Tools Supporting Establishment and Management of Second-Generation VBEs, , IEEE Transactions on Systems, Man and Cybernetics – C, Vol. 41, Issue 5, Sept 2011, pp 692-710.

-- S.S. Msanjila, H. Afsarmanesh. On Modeling Evolution of Trust in Organizations Towards Mediating Collaboration. In the Journal of Production Planning & Control. Volume 22, Issue 5-6, April 2011. PP. 518-537.

-- H. Afsarmanesh, S.S. Msanjila, L. M. Camarinha-Matos. Technological Research Plan for Active Ageing. In the Journal of Information Systems Frontiers. Available online: 18 February 2011.

-- H. Afsarmanesh, E. Ermilova. The Management of Ontologies in the VO Breeding Environments Domain. In the International Journal of Services and Operations Management - IJSOM, special issue on Modelling and Management of Knowledge in Collaborative Networks. Inderscience publisher. Volume 6, No. 3, January 2010, pp. 257-292.

-- O. Unal, Afsarmanesh, H. Semi-automated schema integration with SASMINT. Journal of Knowledge and Information Systems, Vol. 23, Issue 1, April 2010, ISSN: 0219-1377, pp. 99-128.

-- H. Afsarmanesh, L.M. Camarinha-Matos, S.S. Msanjila. On Management of 2nd Generation Virtual Organizations Breeding Environments. In the Journal of Annual Reviews in Control. Elsevier. Vol.33, Issue 2, December 2009. ISBN 1367-5788, pp. 209-219.

-- O. Unal, H. Afsarmanesh. Schema Matching and Integration for Data Sharing Among Collaborating Organizations. Journal of Software. Vol.4, No.3, May 2009, pp. 248-261.

-- Collaborative Networks: Reference Modeling, L.M. Camarinha-Matos, H. Afsarmanesh, Springer: New York, 2008. Book.

-- Methods and tools for Collaborative Networked Organizations, (L.M. Camarinha-Matos, H. Afsarmanesh, M. Ollus, Editors), Springer: New York, 2008. Book.

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