Eng Chew is Professor of Business and IT Strategy at the University of Technology, Sydney (UTS), and part-time Industry Advisor. From 2005 to 2008, he held the UTS-Gartner Chair of Business and IT Strategy at UTS.
He is a former Chief Information Office of SingTel Optus, and has over 25 years of industry experience in IT and Telecommunications in Australia. His achievements include delivery of several hundreds of million Australian dollars of business value through business process re-engineering and organizational transformation. Under the Gartner Chair, he has advised many Gartner clients and produced insightful research papers for Gartner on China's ICT telecommunications industry market trends, China's ICT R&D and education institutions, and China's CIO leadership maturity. He has delivered keynote speeches on IT leadership and management practices and trends, including global IT outsourcing services.
Prior to Optus, Professor Chew had held senior roles with Telstra Research Laboratories, Australian Centre for Unisys Software, and Digital Equipment Corporation. He had also held the Chair of the joint International Standards Organization-International Telecommunications Union (ISO/ITU) Standards Committee on Open Distributed Processing (1992-97).
As a natural extension to his industry practice experience, Professor Chew's research interest is on information and technology management and leadership practices, particularly in the context of service innovation. His research investigates how leading business enterprises, both in Australia and China, leverage these organizational capabilities and service differentiation to sustain their competitive advantage. With his PhD research students, current research investigations include: leadership and innovation, business-IT alignment, business process management, service architecture, and organizational factors of information security and enterprise architecture. Within the UTS IT Management Program, he teaches graduate class to IT and business professionals in IT Strategy and Management, on which he has co-authored a textbook.
Professor Chew has also a special research interest in China business, particularly on the leadership and technology and business innovation practices of leading Chinese corporations. As member of the UTS China Research Centre, he collaborates with colleagues in Chinese universities and research organizations to conduct case research of selected Chinese enterprises.
He has been serving as a consultant to industry since stepping down from the corporate executive role. He has advised companies in Australia and the Asia Pacific region.
Professor Chew received his B.E. from the University of Melbourne, M.Eng.Sc. and Ph.D. from the University of Sydney all in electrical engineering. His PhD research was in telecommunications software controlled switching systems.
Eng Chew teaches in the Master of Business and Technology course is a key member of the research arm of the degree.
He has co-authored two books for the courses he teaches:
Chew & Gottschalk (2009), Information Technology Strategy and Management: Best Practices, IGI Global, Hershey PA, USA
Chew & Gottschalk (2012), Knowledge Driven Service Innovation and Management, IGI Global, Hershey PA, USA.
Theories and practices of leadership, strategy and innovation, business-IT alignment, business process management, enterprise architecture, and service innovation and management.
Strategic Business Management - a graduate (MB IT Management) subject for professional business and IT managers
Information Technology Strategy - a graduate (MB IT Management) subject for professional business and IT managers.
Chew, E.K. 2013, Knowledge Driven Service Innovation and Management: IT Strategies for Business Alignment and Value Creation, IGI, Hershey, PA., USA.
There is an increasing international recognition of the critical roles played by services in national economic developments not only in the context of the well-known services industry but also increasingly in the traditional product manufacturing. Services are knowledge intensive. Service (customer) value is intimately dependent on the service providerâs unique capabilities to solve the customerâs problem. Organizational capabilities or core competencies of a service firm are built on and around the organizationâs knowledge. Knowledge organizations together with the underlying enabling technology systems are the firmâs fundamental strategic resources, which in turn are integrated and configured, by the service firm, into its unique core competencies or organizational capabilities to achieve sustainable competitive advantage. The growing importance of the knowledge-intensive service-based economies has called for the increasing need by business and technology management scholars, researchers and practitioners to understand the fundamental theories of service, knowledge organizations and the integration of service, knowledge and core competence or capability principles into the formulation and execution of business and IT strategies of service-oriented organizations. This new title aims to meet that need. It explores the ways by which IT strategy formulation and management practices of a technology-enabled service enterprise are used to shape the firmâs knowledge organizations and resultant dynamic capabilities, and facilitate service innovation and superior customer value co-creation.
Chew, E.K. 2009, Information Technology Strategy and Management: Best Practices, IGI, Hershey, PA., USA..
Information technology is a means to the business end. IT is a tool designed to perform a business task within an overall business context. Thus, IT creates value only when it meets the business needs. A successful IT strategy must, therefore, align with the business, fully, from strategy setting, planning to detailed programs execution and delivery. The goal of IT strategy is to help business create and implement the unique competitive position to deliver value to customers and the firm. An effective IT strategy therefore starts with an in-depth understanding of the firmâs business, mission, vision, strategic goals and positioning in the competitive market environment. It must analyze the firmâs business model, value configuration and core business processes required for differentiation. Naturally, IT organizations should also possess in-depth knowledge of the ways in which IT can add value to the firmâs business. From these insights the business-aligned IT strategy is developed, together with the requisite future target enterprise and technology architectures. The target enterprise architecture encapsulates the strategic direction and vision espoused by business and IT strategies. Architecture gap between the current and the target architectures defines the macro-level business and information systems capabilities gap that needs to be closed in order to sustain the firmâs competitive positioning for growth. The enterprise architecture thus serves as an important strategic planning tool. It plots the logical steps over a period necessary to evolve the current architecture and business environment towards the business vision. Enterprise architecture identifies the requisite strategic business programs which are prioritized and selected for implementation using IT program/project portfolio management principles, in line with business strategy and priorities. An end-to-end business-IT alignment from strategy to implementation and benefits realization is validated ...
Information technology strategies are critical to business as they can deliver not only effective business operations, but also competitively differentiated products and services for firms. Yet many business and government enterprises have found their IT organizations to be misaligned with business strategies, or even worse, so dysfunctional that business values are actually destroyed instead of added. Information Technology Strategy and Management: Best Practices describes the principles and methodologies for crafting and executing a successful business-aligned IT strategy to provide businesses with value delivery. This book dispenses best practices in holistic management of businesses, people, and systems for IT strategy to researcher, educators, students, and IT professionals.
Nadeem, A., Abedin, B., Cerpa, N. & Chew, E. 2018, 'Editorial: Digital Transformation & Digital Business Strategy in Electronic Commerce - The Role of Organizational Capabilities', Journal of Theoretical and Applied Electronic Commerce Research, vol. 13, no. 2.View/Download from: UTS OPUS or Publisher's site
This paper takes a cross-disciplinary view of the ontology of 'business process: how the concept is treated in the IS research literature and how related concepts (with stronger human behavioural orientation) from organisation and management sciences can potentially inform this IS perspective. In particular, is there room for socio-technical concepts such as technology affordance, derived from the constructivist tradition, in improving our understanding of operational business processes, particularly human-centric business processes? The paper presents a theoretical framework for understanding the role of business processes in organisational agility that distinguishes between the process-as-designed and the process-as-practiced. How this practice aspect of business processes also leads to the improvisation of various information technology enablers, is explored using a socio-technical lens. The posited theoretical framework is illustrated and validated with data drawn from an interpretive empirical case study of a large IT services company. The research suggests that processes within the organisation evolve both by top-down design and by the bottom-up routinisation of practice and that the tension between these is driven by the need for flexibility.
Chew, E.K. 2016, 'iSIM: An integrated design method for commercializing service innovation', Information Systems Frontiers, vol. 18, no. 3, pp. 457-487.View/Download from: UTS OPUS or Publisher's site
Service innovation is focused on customer value creation. At its core, customer centric service innovation is technology-enabled, human-centered, and process-oriented. To profit from such innovation, firms need an integrated cross-disciplinary, holistic method to design and commercialize service innovation. From diverse but interrelated strands of theories from service science, strategic management, organization science and information systems literatures, this article develops a new integrated design method, known as iSIM (integrated Service Innovation Method), for simultaneous service innovation and business model design for sustained customer value co-creation with the firm. Following design science research method, the article theoretically defines and integrates iSIM's seven constitutive design process-elements: service strategy, customer type / value proposition, service concept, service system, customer experience, service architecture and monetization into a coherent and end-to-end aligned integrated design method. It explains how iSIM would be holistically and iteratively practiced by practitioners, and conceptually exemplifies its utility via telco and Amazon case studies using secondary data. Perspectives on iSIM from selected practitioners are discussed which confirm iSIM's potential utility for their business. Managerial implications of implementing the iSIM and potential areas for further research are also discussed.
Farrelly, R.W. & Chew, E. 2016, 'Towards a Primary Personal Information Market', The International Journal of Technology, Knowledge, and Society: Annual Review, vol. 11, pp. 1-13.View/Download from: UTS OPUS
Large volumes of valuable personal information are created by individuals every day and yet there is no easily
available means by which individuals can be financially compensated by selling access to the data they generate. This
research addresses the question as to why this is the case. Drawing on the principles of design science and market
engineering, it presents a justification for the creation of a Primary Personal Information Market (PPIM) as a means to
addressing this problem and outlines a theoretical model of a PPIM and the IT infrastructure necessary to support it.
Application scenarios are also presented to demonstrate how the model would function in practice.
Ghahramany Dehbokry, S. & Chew, E.K. 2015, 'Developing Business Architecture for SMEs: A Strategic Tool for Capability Orchestration and Managing Dynamisms', Journal of Innovation Management in Small and Medium Enterprise, vol. 2015.View/Download from: UTS OPUS or Publisher's site
Small and Medium Enterprises (SMEs) are increasingly faced with competitive pressure due to swift and constant change to the dynamic and highly interconnected environment in which they operate. Competing in this dynamic ecosystem, SMEs need a strategic tool for managing co-evolution with the dynamic environment in order to create sustained value. Drawing from the specific SME characteristics operating in a collaborative network ecosystem of firms, this paper elicits the specific strategic management requirements that need to be satisfied by a Business Architecture. Extensive exploratory literature review and semi-structured interviews are used to explicate the underlying drivers of SME's requirements for business architecture that need to be addressed by the requisite BA practice. The paper finds that, the BA practice must possess the capabilities to guide and assist the SMEs to adapt with the dynamic collaborative ecosystem of firms and sense, leverage and orchestrate the network of resources and ICT capabilities to create sustained value. This paper concludes with some guidelines for developing the business architecture-enabled journey toward creating sustained value within the said dynamic ecosystem.
The foundational principles and conceptual building blocks of customer-centric service innovation (SI) practice are explained, and a resultant integrated framework of SI design practices for customer value co-creation is synthesized. The nexus of service strategy, service concept and business model is identified to assure SI commercialization. The requisite SI models and processes to systematize the innovation practice are reviewed. The emergent practices of customer and community participation, in a digital world, across the firms entire SI lifecycle are explicated, together with the requisite strategic management practices for successful service innovation.
Ghahramany Dehbokry, S. & Chew, E.K. 2014, 'The Strategic Requirements for an Enterprise Business Architecture Framework by SMEs', Lecture Notes on Information Theory, vol. 2, no. 1, pp. 32-38.View/Download from: UTS OPUS or Publisher's site
tSmall and Medium Enterprises (SMEs) have inherent resource and capability constraints. Competing in a dynamic, collaborative, global environment, SMEs need a strategic management tool to help develop the requisite capabilities, structure, and integrate and leverage the underlying IT resources in line with the dynamic market and environmental conditions. We argue that the SMEs combined internal and external environmental challenges call for the support of an Enterprise Business Architecture (EBA) framework a new strategic tool to facilitate the SME development and management of resources and to capitalize on the environment opportunities. From an extensive exploratory literature review, this paper highlights the limitations of existing IT architectural frameworks for SMEs and explicates the underlying drivers of SME requirements for an alternative business-oriented architectural EBA framework as well as the in-built SME barriers to using EBA. The SMEs need for and associated inherent barriers of EBA are also confirmed by industry experts feedback through a preliminary semi-structured online survey
Chew, E. & Dovey, K. 2014, 'Learning to create sustainable value in turbulent operational contexts: the role of leadership practices', The Learning Organization, vol. 21, no. 4, pp. 243-257.View/Download from: UTS OPUS or Publisher's site
Chang, A., Chih, Y., Chew, E.K. & Pisarski, A. 2013, 'Reconceptualising mega project success in Australian Defence: Recognising the importance of value co-creation', International Journal of Project Management, vol. 31, no. 8, pp. 1139-1153.View/Download from: UTS OPUS or Publisher's site
Recent literature in project management has urged a reconceptualisation of projects as a value co-creation process. Contrary to the traditional output-focused project methodology, the value creation perspective argues for the importance of creating new knowledge, processes, and systems for suppliers and customers. Stakeholder involvement is important in this new perspective, as the balancing of competing needs of stakeholders in mega projects becomes a major challenge in managing the value co-creation process. In this study we present interview data from three Australian defence mega projects to demonstrate that senior executives have a more complex understanding of project success than traditional iron triangle measures. In these mega defence projects, customers and other stakeholders actively engage in the value creation process, and over time both content and process value are created to increase defence and national capability. Value created and captured during and post projects are the key to true success.
Hawes, C. & Chew, E.K. 2011, 'The cultural transformation of large Chinese enterprises into internationally competitive corporations: case studies of Haier and Huawei', Journal of Chinese Economic and Business Studies, vol. 9, no. 1, pp. 67-83.View/Download from: UTS OPUS or Publisher's site
The Chinese government has recently introduced a policy requiring all large Chinese business corporations to transform their corporate cultures with the aim of increasing their competitiveness on the international stage. This paper traces the origins of the policy to the outstanding performance of a small number of Chinese firms since the late 1980s, a phenomenon attributed by the CEOs of these firms to effective implementation of cultural values change among their workforces. We give detailed accounts of two such firms, Haier Group and Huawei Technologies, demonstrating how they have utilized cultural management techniques to improve their employees' performance. We also identify some negative aspects of their approach to cultural management that may impede these firms in their efforts to become truly international corporations.
Chew, E.K. 2005, 'Major Changes Reshape the Role of Telco CIOs', Gartner.com, no. July 2005, pp. 1-8.
Chew, E.K. 2015, 'Service Innovation Through an Integrative Design Framework' in Agarwal, R., Selen, W., Roos, G. & Green, R. (eds), The Handbook of Service Innovation, Springer, Germany, pp. 481-500.View/Download from: UTS OPUS or Publisher's site
Service innovation is focused on customer value creation. At its core, customer-centric service innovation in an increasingly digital world is technology-enabled, human-centred, and process-oriented. Service innovation requires a cross-disciplinary, holistic, and end-to-end approach to new service design and development (NSD). In particular, it calls for a service strategy-aligned integrative design framework for NSD. This chapter proposes such a framework to systematize service innovation design steps, end-to-end, from strategy to customer experience design to deliver on the espoused customer value proposition. From analysis of the extant literature, the paper correlates the underlying theories and principles of disparate, but interrelated, aspects of service design thinking: service strategy, concept, design, experience and architecture into a coherent framework for NSD, consistent with the brand value. Application of the framework to NSD is envisioned to be iterative and holistic, accentuated on continuous organizational and customer learning. The preliminary framework's efficacy is illustrated using a simplified telecom case example
Oost, D.J. & Chew, E.K. 2012, 'Investigating the Concept of Information Security Culture' in Gupta, M., Walp, J., Sharman, R. & editors (eds), Strategic and Practical Approaches for Information Security Governance, IGI Global, Hershey PA, USA, pp. 1-12.View/Download from: UTS OPUS
This book provides organizations with insights into practical and applied solutions, frameworks, technologies and practices on technological and organizational factors in information security. The concept of an âinformation security cultureâ is relatively new. A review of published research on the topic suggests that it is not the information security panacea that has been suggested. Instead, it tends to refer to a range of existing techniques for addressing the human aspect of information security, oversimplifying the link between culture and behaviour, exaggerating the ease with which a culture can be adjusted, and treating culture as a monolith, set from the top. Evidence for some of the claims is also lacking. This chapter finds that the term âinformation security cultureâ is ambiguous and vague enough to suggest the possibility of achieving an almost mystical state, whereby behaviour consistent with information security is second nature to all employees, but when probed does not deliver. Instead, future research should be clear about what it considers information security culture to be, should provide evidence for claims, and should take complexity and context seriously.
Chew, E.K. 2010, 'Service Science: A Reflection from Telecommunications Service Perspective' in Maglio, P., Kieliszewski, C. & Spohrer, J. (eds), Handbook of Service Science, Springer, New York, pp. 359-386.View/Download from: UTS OPUS
An initial set of requirements for a proposed next-generationtelecom service innovation model is derived by viewing telecommunications service in the context of the emergentservice science principles. An in-depth review of the industry-standardized telecom business operations, eTOM, the next-generation network (NGN) architecture and advances made by global leading service providers yields the basic constructs for the proposed model which is centered on collaborativeinnovation , particularly customer collaboration. The proposed model is broadly described, and an initial review of challenges and recent advances in customer co-creation of service offering is provided.
Farrelly, R.W. & Chew, E. 2017, 'Designing a Primary Personal Information Market as an IndustryPlatform: a Service Innovation Approach', Proceedings of the 50th Hawaii International Conference on System Sciences | 2017, 50th Hawaii International Conference on System Sciences | 2017, Hawaii.View/Download from: UTS OPUS
It is well recognised that personal data have
intrinsic value to B2C companies. However, there
are no widely adopted means by which individuals
can benefit financially from the personal data they
generate. Furthermore, there is a substantial lack of
empirical research on markets for online personal
data. Nevertheless, prior work has shown that a
Primary Personal Information Market (PPIM) is a
viable solution to the problem of monetising
personal data. This paper explores how a PPIM
could be conceptualised and designed as an
Industry Platform. Using an integrated Service
Innovation Method (iSIM) we incorporate into our
design a multi-sided personal information business
model to facilitate commercialisation. An initial
prototype is developed and its utility from a data
product consumer's perspective is evaluated using
semi-structured interviews with industry
practitioners. We find that a PPIM conceptualised
as an industry platform has significant commercial
appeal and that it resolves a number of objections
raised in response to previous designs.
Hope, T., Chew, E.K. & Sharma, R. 2017, 'The Failure of Success Factors: Lessons from Success and Failure Cases of Enterprise Architecture Implementation', Proceedings of the 2017 ACM SIGMIS Conference on Computers and People Research, ACM SIGMIS Computers and People Research 2017., ACM, Bangalore, India, pp. 21-27.View/Download from: UTS OPUS or Publisher's site
Many Enterprise Architecture programmes fail to meet expectations. While much has been written about the factors influencing the success of EA programmes, there are few empirical investigations of the role of critical success factors (CSFs) in the success of EA programmes. This study condensed the very broad literature on CSFs for EA identifying six key CSFs that share a broad consensus in the literature. A qualitative case study was conducted to test the hypothesis that the six key CSFs would distinguish between the successful and the unsuccessful programmes. Analysis of the case study data reveals that three key CSFs associated with the use of EA tools did not distinguish between successful and unsuccessful cases while three key CSFs related to the process of EA programme implementation did so. The study concludes that success in EA programmes comes more from how architecture is practiced than what is practiced. The findings have important implications for EA suggesting that the methodological skills of architects need to be supplemented with an understanding of practice.
Abedin, B. & Chew, E.K. 2016, 'Hyperpersonal Value Co-Creation in Online Communities: A Conceptual Framework', ICServ2016, The 4th International Conference on Serviceology ICServ2016, Tokyo, Japan, pp. 315-320.View/Download from: UTS OPUS
Farrelly, R. & Chew, E. 2016, 'Who's in to Win?: Participation Rate in a Primary Personal Information Market', Australasian Conference on Information Systems, Wollongong, Australia.View/Download from: UTS OPUS
Understanding individuals' willingness to share their personal data with companies is an important
theme in social media research. Yet there is a dearth of research into the issue of granting access to social
media data in exchange for financial compensation. Currently there is no readily available means by
which individuals can reap a financial benefit by selling their personally generated data. One solution
which could address this is a permissions-based Primary Personal Information Market (PPIM). This
paper investigates the willingness of digital citizens to grant access to their social media data in exchange
for financial compensation. We simulated requests to access personal information and found that the
90% confidence interval for the proportion of digital citizens who accepted one or more request was
[79.8%, 91.3%] with a sample estimate of 86.5%. We found significant factors in this decision were, age,
ethnic background, price offered, contact channel, use and company type.
Farrelly, R.W. & Chew, E. 2016, 'Designing a Personal Information Transaction Object', 2016 49th Hawaii International Conference on System Sciences, Hawaii International Conference on System Sciences, IEEE, Kauai, Hawaii, pp. 4062-4070.View/Download from: UTS OPUS or Publisher's site
As mobile and wearable technologies grow in popularity, ever-increasing volumes of valuable, fine-grained personal information are generated as people go about their daily lives. This information may be exchanged by individuals for "free" services, but there is currently no widely adopted means by which individuals can benefit financially from their personal information. To address this problem we consider a Primary Personal Information Market (PPIM) - a market on which individuals can be financially compensated in exchange for access to their personal information. We draw on Design Science and Market Engineering to justify design choices for a permissions-based Personal Information Transaction Object (PITO), a commodity which could be successfully traded on a Primary Personal Information Market.
Gill, A.Q., Chew, E.K., Kricker, D. & Bird, G. 2016, 'Adaptive Enterprise Resilience Management: Adaptive Action Design Research in Financial Services Case Study', http://ieeexplore.ieee.org/xpl/mostRecentIssue.jsp?punumber=7776665, IEEE Conference on Business Informatics (CBI), IEEE Computer Society, Paris, pp. 113-122.View/Download from: UTS OPUS or Publisher's site
Lumor, T., Chew, E.K. & Gill, A.Q. 2016, 'Exploring the Role of Enterprise Architecture in IS-enabled OT: An EA Principles Perspective', http://ieeexplore.ieee.org/document/7584360/, Workshop in conjunction with the IEEE International Enterprise Distributed Object Computing Conference, IEEE, Vienna, Austria, pp. 152-157.View/Download from: UTS OPUS or Publisher's site
Although EA principles have received considerable attention in recent years, there is still little known about how EA principles can be used to govern the transformation of the Information Systems enabled organization. In this research-in- progress paper, we communicate our initial step towards answering the sub-question: how do enforcing EA principles contribute to IS-enabled OT? Based on a comprehensive literature review, we initially propose five testable hypotheses and a research model, which is a pre-requisite to developing a data-driven theory for this important area of research. It is anticipated that the ensuing theory will provide a basis for further research studying the impact of EA on IS-enabled OT. The tested research model will also provide guidance to practitioners on how to effectively design and use EA principles in managing transformative changes caused by IS within their organizations and overall industry sectors.
Masad, H. & Chew, E. 2016, 'Making sense of project value from a value-co-creation perspective: an exploratory conceptual framework', Book of industry papers, poster papers and abstracts of the CENTERIS 2016 - Conference on Enterprise Information Systems / ProjMAN 2016, International Conference on Health and Social Care Information Systems and Technologies, Skica, Porto, Portugal, pp. 271-286.View/Download from: UTS OPUS
This paper proposes a conceptual framework to make sense of how project value is created in projects. We study the extant project management value creation literature using a value co-creation lens based on service-dominant (S-D) logic. We explore how project value is proposed, exchanged and then realized following a project life-cycle. This leads to the identification of an exploratory 'value co-creation life-cycle framework. This framework shows value as a whole transcends the limitation of measurable products value normally used to define the project value. In particular, it shows how operant resources (or actors) - typically referred to as stakeholders - within the project management system exchange services and integrate resources in order to co-create value. The exploratory framework, in turn, would enable future investigation of real projects with the view to unpacking the complex dynamic behavior of project value creation.
Crick, C.E. & Chew, E.K. 2015, 'Introducing a socio-technical perspective on business processes into Enterprise Interoperability Frameworks', Proceedings of the Sixth International IFIP Working Conference on Enterprise Interoperability, IWEI 2015, IFIP Working Conference on Enterprise Interoperability, Springer, NImes, France, pp. 83-91.View/Download from: UTS OPUS or Publisher's site
Abstract. This paper looks at enterprise interoperability (EI), specifically pro-cess-level interoperability, and suggests that the inherent non-determinacy of human-centred business processes introduces another ingredient into the EI puzzle that has thus far been understated in EIF ontologies. A conceptualisation of business process based on socio-technical concepts is presented. It is argued that this provides a better way to accommodate human agency factors, and un-der the influence of these factors, how business processes inevitably evolve over time, potentially affecting their interoperability. We suggest the extant body of knowledge on the theory of dynamic capabilities is relevant to under-standing how organisations can control this potentially undirected process evo-lution and thereby sustain interoperability. Some initial observations are made concerning how this new ontological element could be accommodated into ex-isting EIFs. The paper aims to stimulate discussion in this area and make a con-tribution to the EI body of knowledge.
Dehbokry, S.G. & Chew, E.K. 2015, 'Business Architecture Reference Model for SMEs: A Case of Cloud-Enabled Business Transformation', Innovation Management And Sustainable Economic Competitive Advantage: From Regional Development To Global Growth, Vols I - Vi, 2015, International Business Information Management, IBIMA, Madrid.
Cloud computing is creating fundamental changes to the ways businesses are structured. While it is crucial to understand its technological aspects, in order to fully realize its potential, it is equally important to strategically align business architecture with this disruptive technology model. Looking at the cloud computing evolutions in both technology and business levels, in this paper we propose the use of a multi-disciplinary Business Architecture Reference Model to interlink cloud technology fundamentals with core strategic concepts from management, organization and architecture sciences. It aims to facilitate and guide SMEs business transformation toward strategically adapting, orchestrating, and managing cloud-based business services as part of their business operation and structure. The usability and efficacy of the adapted architecture reference model has been empirically evaluated by applying it to a small Australian company.
Ghahramany Dehbokry, S. & Chew, E.K. 2015, 'Toward a Multi-disciplinary Business Architecture Reference Model for SMEs', ECIS 2015 Completed Research Papers, European Conference on Information Systems, AIS (Association of Information Systems), Münster, Germany.View/Download from: UTS OPUS or Publisher's site
Competing in a global, open and dynamic ecosystem of firms, SMEs require a strategic management tool to manage co-evolution with dynamic environments. To sustain their competitive advantages, SMEs must enhance the capacity of orchestrating and integrating resources/capabilities to adopt/shape their chosen ecosystem and meet the emergent market needs. Drawing from existing literature and preliminary interviews it has been found that SMEs need a simple but holistically comprehensive strategic management tool to help the executives implement entrepreneurial practices that have the capacity to quickly identify new resource configuration to align with the changing environments. In particular we develop a multi-disciplinary Business Architecture Reference Model (BARM) for SMEs to help SMEs create value in an open and dynamic ecosystem. Derived from SMEs' internal and external strategic requirements, we revisit conceptual model for the SME BARM by integrating diverse but interrelated disciplines including; IS, strategic management, organization, architecture and service sciences. Theoretically grounded from these diverse disciplines, the BARM provides SMEs with a new holistic approach to orchestrate their socio-technical resources/capabilities and manage their co-evolution within the dynamic ecosystem. The proposed BARM for SMEs comprises architectural components and metamodel that helps SMEs plan, articulate and execute their business strategies, resulting in a business-aligned configuration of resources to attain evolutionary fitness with the competitive environments. By incorporating organisation and strategic management theories in the BARM conceptual model, the paper also contributes to the theoretical foundation of architecture sci-ence – accentuating the socio-technical (capability-based) nature of architecture. The preliminary BARM's efficacy and usability has been validated through interviews with industry experts and SME executives.
Gill, A.Q., Chew, E., Bird, G. & Kricker, D. 2015, 'An Agile Service Resilience Architecture Capability: Financial Services Case Study', http://ieeexplore.ieee.org/xpl/mostRecentIssue.jsp?punumber=7259951, IEEE Conference on Business Informatics (CBI), IEEE, Lisbon, Portugal, pp. 209-216.View/Download from: UTS OPUS or Publisher's site
Service resilience in the face of constant business change is an imperative and complex task for any service organization including those in financial services. Yet, due to its systemic complexity, service resilience as a practice in most organisations is performed in an ad-hoc and inefficient manner resulting in periodic disruptions to day-to-day business operations. Therefore, there is an urgent need for organisations to formulate an agile or adaptive capability for service resilience architecture design and implementation that meets their dynamic business needs. This paper presents one such agile or adaptive service resilience architecture (ASRA) design and implementation capability that has been developed using an adaptive enterprise service system meta-framework (a.k.a. The Gill Framework®). An action-design research method was employed in collaboration with a financial services organisation (FSO) for the establishment of a holistic ASRA design and implementation capability.
Krueger, M., Chew, E.K., Ouertani, Z. & Gitzel, R. 2015, 'Integrative Service Innovation: An Industrial Use Case', Proceedings of the IEEE 17th International Conference on Business Informatics, IEEE Conference on Business Informatics (CBI), IEEE, Lisbon, Portugal, pp. 217-223.View/Download from: UTS OPUS or Publisher's site
Industrial production is evolving towards service orientation so as to enhance the manufacturing firm's competitive positioning and profit potential. This 'paradigm' shift by manufacturing towards service thinking calls for a suitable service design method and corresponding business model design to create a competitive product service system (PSS) for industrial production. However, an integrated method for innovation and business model design of a PSS is not well established nor understood. In this study an integrative innovation and business model design method, known as iSIM, is illustrated through two industrial use-cases from one coorporation to demonstrate its applicability. The results confirm the importance of integrative innovation and business model design methods and point to the applicability of the methods like iSIM in industrial settings for PSS.
Auon, C., Chew, E.K. & Vatanasakdakul, S. 2014, 'Beyond Speculation: A Holistic Investigation into Factors Affecting Social Media Utilisation in the Workplace', Proceedings of the Twentieth Americas Conference on Information Systems (AMCIS 2014), Americas Conference on Information Systems, Association for Information Systems, Savannah, Georgia, Savannah, Georgia, USA, pp. 1-12.View/Download from: UTS OPUS
The utilisation of social media in the workplace has attracted much speculation in the business community in relation to its risks and benefits. However, intra-organisational dimensions affecting such ustilisation are yet to be holistically considered. Grounded in the scholarly literature, a survey questionnaire was operationalized and empirical data collected and analysed using PLS. The results indicate that, with respective importance, Championing, Infrastructure, Policy, and Empowerment have a significant influence on social media unitisation in the workplace. The results also highlight the significance between such utilisation and perceived social media benefits. The findings hold important theoretical and practical implications, particularly given the connected, information-intensive, and competitive global marketplace.
Chew, E.K. 2013, 'An Integrative Design Framework for New Service Development', Proceedings of the ASSRI 2013 Conference - Service Research and Innovation, Australian Symposium on Service Research and Innovation, Springer International Publishing, Sydney, NSW, pp. 44-58.View/Download from: UTS OPUS or Publisher's site
Service innovation is focused on customer value creation. At its core, customer-centric service innovation in an increasingly digital world is technology-enabled, human-centered, and process-oriented. This requires a cross-disciplinary, holistic approach to new service design and development (NSD). This paper defines a service strategy-aligned integrative design framework for NSD. It correlates the underlying theories and principles of disparate but interrelated aspects of service design thinking: service strategy, concept, design, experience and architecture into a coherent framework for NSD, consistent with the brand value. Application of the framework to NSD is envisioned to be iterative and holistic, accentuated on continuous organizational and customer learning. The preliminary frameworks efficacy is illustrated using a simplified telecom case example.
Chew, E.K. 2014, 'Linking a service innovation-based framework to business model design', 2014 IEEE 16th Conference on Business Informatics, IEEE Conference on Business Informatics (CBI), IEEE, Geneva, Switzerland, pp. 191-198.View/Download from: UTS OPUS or Publisher's site
Technological innovations are said to be intricately linked to business models in order to create value for both the end users and the innovators, as exemplified by Amazon and Google. Yet, specifically how and by what mechanisms or approaches can new technologies be represented and systematically designed as customer-centric business models to create value is still an under-researched area. This paper proposes a new service innovation-based conceptual framework for designing new business models to create and capture the potential value of new technologies. By unpacking the theoretical constructs of various well-known business models from the extant literature and reframing them in the context of the 'value co-creation principle defined by service dominant logic, this paper shows that 'service concept design provides a conceptually sound yet practical method for incorporating the 'outside-in end-user view of a new technology into a new business model design. From this mapping a service innovation-based conceptual framework is proposed as a foundation of a new business model design method. Amazon's famous technology-based retail business model is used to exemplify the practical applicability of the proposed new service innovation-based business model design method prescribed by the framework. In the process, the paper also sheds light on how service innovation may relate to business model innovation – a relationship which, to date, is not well understood
This paper takes a cross-disciplinary view of the ontology of "business process": how the concept is treated in the IS research literature and how related concepts (with stronger human behavioural orientation) from organisational and management sciences can potentially inform this IS perspective. In particular, is there room for socio-technical concepts such as technology affordance, derived from the constructivist tradition, in improving our understanding of operational business processes? The paper draws on the current research being pursued by the authors in developing a theoretical framework for understanding the role of IT in organisational agility. In this developing theoretical model, we are seeking to include the user-oriented socio-technical dimension that distinguishes the IT "as-used" from the IT "as-designed" in our use of business process as an organisational building block. © Springer-Verlag Berlin Heidelberg 2014.
Crick, C.E. & Chew, E.K. 2014, 'Towards a Consistent Cross-Disciplinary Ontology for Business Process', Proceeding of the LNBIP 175, International Conference on Business Process Modeling, Development and Support (BPMDS) / International Conference on Exploring Modeling Methods for Systems Analysis and Design (EMMSAD), Springer-Verlag, Thessaloniki, Greece, pp. 230-241.View/Download from: UTS OPUS or Publisher's site
This paper takes a cross-disciplinary view of the ontology of 'business
process: how the concept is treated in the IS research literature and how
related concepts (with stronger human behavioural orientation) from organisational and management sciences can potentially inform this IS perspective. In particular, is there room for socio-technical concepts such as technology affordance, derived from the constructivist tradition, in improving our understanding of operational business processes? The paper draws on the current research being pursued by the authors in developing
a theoretical framework for understanding the role of IT in organisational
agility. In this developing theoretical model, we are seeking to include
the user-oriented socio-technical dimension that distinguishes the IT 'as-used
from the IT 'as-designed in our use of business process as an organisational
Crick, C.E. & Chew, E.K. 2014, 'Understanding the role of business-IT alignment in organisational agility', Proceedings of ICEIS 2014 - Sixteenth International Conference on Enterprise Information System, International Conference on Enterprise Information Systems, SCITEPRESS, Lisbon, Portugal, pp. 459-464.View/Download from: UTS OPUS or Publisher's site
Extant research shows business-IT alignment to be both an enabler and inhibitor of overall organisational agility and has pointed to the need for finer grained perspectives to fully elucidate the relationship. This paper posits the view that, firstly, current approaches to reasoning about where rigidities are present that are preventing organisational agility are lacking in both granularity and sound ontology. Secondly, that in order to obtain the necessary granular view, the socio-technical dimension of the business-IT relationship must be examined. An initial conceptual model behind ongoing research into this topical problem area is presented.
Chew, E.K. 2013, 'Value Co-creation in the Organizations of the Future', Proceedings of the 9th European Conference on Management Leadership and Governance, European Conference on Management Leadership and Governance (ECMLG), Academic Conferences and Publishing International, Alpen-Adria University Klagenfurt, Austria, pp. 16-23.View/Download from: UTS OPUS
The organizations of the future (OOTF) are conceptualized as a networked ecosystem of autonomous, modular, value cells. These value cells collaborate dynamically, inter- or intra-organizationally to co-create value in line with, or in anticipation of, the emerging or latent market needs. This paper seeks to answer the question: How do OOTF co-create value collaboratively for the participating partners? We conduct an exploratory literature review of diverse disciplines including IT, management, and service sciences to uncover and crystallize the underlying principles and mechanisms for OOTF value co-creation. The preliminary literature-review findings are summarized below. Value-creation activity in the OOTF is 'organized around information' focused on customer value. The underlying IT is conceptualized as a social object that has 'an action potential' known as affordance. Affordances enact the requisite value-creation organizational capabilities and other social capacities within and outside the boundary of the focal firm. Through IT, in line with strategy, the firm is enmeshed with its external environments in a value constellation or industry architecture of stakeholders comprising market ties with its customers and competitors; referential ties with other institutions; affective ties with its partners; and hierarchical ties with the regulators.
Dehbokry, S.G. & Chew, E.K. 2013, 'Developing enterprise business architecture for SMEs: A strategic tool for resource orchestration and managing dynamisms', Creating Global Competitive Economies: 2020 Vision Planning and Implementation - Proceedings of the 22nd International Business Information Management Association Conference, IBIMA 2013, pp. 237-244.
Competing in a dynamic ecosystem, SMEs need a strategic tool for managing co-evolution with the dynamic market in order to create sustained value. Drawing from the specific SME characteristics operating in a collaborative network ecosystem of firms, this paper elicits the specific strategic management requirements that need to be satisfied by an Enterprise Business Architecture. Extensive exploratory literature review and semi-structured interviews are used to explicate the underlying drivers of SME requirements for business oriented architecture that need to be addressed by the requisite EBA framework. The paper finds that, the EBA framework must possess the capabilities to guide and assist the SMEs to adapt with the dynamic collaborative ecosystem of firms and sense, leverage and orchestrate the network of resources and ICT capabilities to create sustained value. This paper concludes with some guidelines for developing the business architecture-enabled journey toward creating sustained value within the said dynamic ecosystem.
Ghahramany Dehbokry, S. & Chew, E.K. 2013, 'Developing Business Architecture for SMEs: A Strategic Tool for Capability Orchestration and Managing Dynamisms', 22th the International Business Information Management Conference (22nd IBIMA), International Business Information Management, International Business Information Management Association, Rome, Italy, pp. 237-244.View/Download from: UTS OPUS
Small and Medium Enterprises (SMEs) are increasingly faced with competitive pressure due to swift and constant change to the dynamic and highly interconnected environment in which they operate. Competing in this dynamic ecosystem, SMEs need a strategic tool for managing co-evolution with the dynamic environment in order to create sustained value. Drawing from the specific SME characteristics operating in a collaborative network ecosystem of firms, this paper elicits the specific strategic management requirements that need to be satisfied by a Business Architecture. Extensive exploratory literature review and semi-structured interviews are used to explicate the underlying drivers of SMEs requirements for business architecture that need to be addressed by the requisite BA practice. The paper finds that, the BA practice must possess the capabilities to guide and assist the SMEs to adapt with the dynamic collaborative ecosystem of firms and sense, leverage and orchestrate the network of resources and ICT capabilities to create sustained value. This paper concludes with some guidelines for developing the business architecture-enabled journey toward creating sustained value within the said dynamic ecosystem.
Chew, E.K. 2012, 'Sustainable Value Creation through Entrepreneurial Leadership in SME', Proceedings of the 8th European Conference on Management Leadership and Governance, European Conference on Management Leadership and Governance, Academic Publishing International Limited, Neapolis University, Pafos, Cyprus, pp. 96-102.View/Download from: UTS OPUS
Abstract: Firms need three capacities to create sustainable value: dynamic capabilities, ambidexterity and absorptive capacity. Dynamic capabilities confer firms the capacity to sense and seize new opportunities in the face of rapid environmental changes, and to reconfigure and protect knowledge assets, competencies, and complementary assets so as to create sustainable value. Ambidexterity allows firms to operationalize the requisite organizational designs to simultaneously exploit its current capabilities to efficiently serve the existing customers and explore fundamentally new competencies and innovations to flexibly serve emerging customer segments. Absorptive capacity enables firms to recognize the value of new, external knowledge, acquire and assimilate it with existing knowledge, and apply the newly acquired and assimilated knowledge to innovations to achieve commercial ends. Theoretical and empirical studies of these three related concepts to date have predominantly focused at the firm or organizational levels, but rarely at the individual leadership level. This paper explores if and how these value-creation concepts might be applicable to the study of entrepreneurial leadership. We conducted case studies of three Small Medium Enterprise (SME) founders/CEOs (in manufacturing, finance and outsourcing service industries in Australia and Hong Kong), who have successfully led their firms over long periods â ranging from twelve to thirty-three years since inception. Multiple sessions of semi-structured interviews were conducted, directly, with two founders/CEOs and, indirectly, through a founding director/partner of the third. Interviews focus on the CEOsâ strategic and operational leadership practices, especially on strategic decisions, actions taken and lessons learned in managing uncertainty and change in the decades-long course of running and growing their companies from inception. The research uncovers the following key patterns, amongst others, of su...
Chew, E.K. 2011, 'Sustainable CIO leadership in China', Proceedings of the 7th European Conference on Management, Leadership and Governance, European Conference on Management Leadership and Governance (ECMLG), Academic Publishing Limited, Skema Business School, Sophia-Antipolis, Nice, France, pp. 51-59.View/Download from: UTS OPUS
Enterprise Chief Information Officer (CIO) leadership role is constantly evolving due to the dynamically changing business environments. Most CIO leadership research to date has been centered on firms from developed markets; but little is known outside of China of their CIO leadership practices. With China's rapidly growing global stature accompanied by its unprecedented economic growth rates, competitive firms globally are seeking to understand and incorporate the China factor in their strategy renewal process. Understanding China's CIO leadership practices becomes an important requirement for business leaders, practicing CIOs and scholars alike. This paper addresses this knowledge gap. In particular, it seeks to investigate what is the evolutionary status and expected sustainable model of CIO leadership practices of Chinese firms as they strive to become globally competitive multinationals? We use qualitative case study approach to study seven prominent CIOs from firms in Beijing, Shanghai and Hong Kong, who have all been awarded China's top 10 CIOs or equivalent over the 2005-2010 periods. The Chinese firms are a mixture of listed state-owned and joint-venture (with foreign multinational) enterprises of varying sizes all with globalization aspirations. The Hong Kong firms (listed) are already operating internationally. Each CIO was interviewed twice using semi-structured open questions. We find a hierarchical framework of three value-creation types of CIO leadership: type 1 is focused principally on managing and provisioning cost-effective and reliable information systems (IS) services to support business operations; type 2 is focused on both IS operational excellence and, particularly, business strategy formulation and business model design by leveraging IT to create the firm's competitive advantage; and type 3 (represented by all three Hong Kong CIO subjects) possesses type 2 attributes plus holding additional corporate responsibilities beyond IS such as...
Chew, E.K. 2011, 'Towards a methodological framework for designing a KaaS system', 2011 Internationl Conference on Computer Science and Service System (CSSS), Internationl Conference on Computer Science and Service System, IEEE, Nanjing, China, pp. 2823-2826.View/Download from: UTS OPUS or Publisher's site
Abstractâ The paper proposes a KaaS conceptual model by using the well-known definitions of knowledge vis-Ã -vis information. Based on this KaaS model, using the principles of business model and service science, the paper proposes a representative classification KaaS business model types as well as a preliminary macro-methodological framework for designing commercially viable KaaS. The design emphasis is on distinctive KaaS value proposition for a chosen market segment, simple revenue mechanism, low cost structure, and agile value network that positions the focal firm strategically on the âchoke-pointâ in the value net which âlocks inâ its customers and value partners while âlocking-outâ potential or real competitors.
Chew, E.K. & Niebecker, K.D. 2010, 'Improving Supply Chain Effectiveness through Collaborative Project and Information Technology Governance Publication', Proceedings of 2010 IEEE 17th International Conference on Industrial Engineering and Engineering Management (IE&EM2010), IEEE International Conference on Industrial Engineering and Engineering Management, IEEE, Xiamen, China, pp. 1351-1355.View/Download from: UTS OPUS or Publisher's site
The automotive industry comprises a complex network of supply chains which links the manufacturers to their numerous disparate suppliers. In a dynamic and uncertain supply chain environment, flexibility is the major challenge to manufacturers. In this complex network, decentralized and cross-company project management of automotive projects is the requisite mode of operation. Supply chain flexibility is thus contingent on close inter-company collaboration. It further requires the support of integrated inter-firm IT solutions and project governance frameworks to ensure consistent end-to-end value co-creation from the suppliers to the end customers of the manufacturer. From a case study of an automotive manufacturer, this paper proposes a combination of Collaborative Project Scorecard and Collaborative IT Governance for effective management of cross-company automotive projects and associated inter-firm IT systems integration to reduce inter-firm misunderstanding and mistrust so as to contribute towards attaining the 'controlled flexibility' goal of the automotive manufacturing supply chain.
Chew, E.K. & Soanes, M.G. 2010, 'An Enterprise Architecture Framework for Integrating the Multiple Perspectives of Business Processes.', Enterprise, Business-Process and Information Systems Modeling - The 11th Workshop BPMDS 2010 and 15th International Conference, EMMSAD 2010, International Workshop on Business Process Modeling, Springer-Verlag, Hammamet, Tunisia, pp. 133-144.View/Download from: UTS OPUS or Publisher's site
Existing business process design strategies do not address the full breadth and depth characteristics of business processes. Multiple perspectives of business process design must be supported and integrated. Enterprise architecture frameworks provide a useful context to define and categorise these multiple perspectives. Levels of abstraction of business, systems and technology represent the lifecycle phase ranging from business requirements definition through to execution. Different deliverables are relevant to each level of abstraction. The business architecture consists of a set of modeling perspectives (process, activity, resource and management) that represent types of business requirements. The technology architecture defines a classification of execution architectural styles. The systems architecture consists of a meta-model that defines the fundamental concepts underlying business requirements definition facilitating the integration of multiple modeling perspectives and mapping to multiple execution architectural styles, thereby facilitating execution of the business requirements.
Niebecker, K.D. & Chew, E.K. 2010, 'Collaborative Project Governance and Scorecard Techniques for Successful Inter-firm Systems Integration', Conference Proceedings IAMOT 2010 - 19th International Conference For The International Association Of Management Of Technology, International Conference For The International Association Of Management Of Technology, International Association for Management of Technology (IAMOT), Cairo, Egypt, pp. 1-27.View/Download from: UTS OPUS
Inter-firm systems integration (e.g. supply chain systems) is required to enable partnering firms to co-create products or services. Each firm has their own strategy and IT governance model for guiding their systems and project portfolio management. In a partnership of two or more companies, collaborative IT governance needs to assure that all firms are able to follow a common strategy and objectives, which are aligned with the individual strategies and goals. However, how can we measure the status of collaborative objectives and execute their alignment with individual strategies? For a successful inter-firm system integration project, the paper introduces a collaborative IT governance model based on the CobiT framework with an associated Collaborative Project Scorecard (CPS) concept to monitor the execution of the SI program more effectively. The paper also identifies relevant success criteria that improve the performance of inter-firm system integration by evaluating the results of a case study in the automotive industry.
Babar, A.R., Zowghi, D. & Chew, E.K. 2010, 'Using Goals to Model Strategy Map for Business IT Alignment', Workshop Proceedings - The 5th International Workshop on Business/IT Alignment and Interoperability (BUSITAL 2010), International Workshop on Business/IT Alignment and Interoperability, CEUR-WS.org/WorldPress, Hammamet, Tunisia, pp. 16-30.View/Download from: UTS OPUS
Strategy Map (SM) is one of the widely used methods to create business aligned IT strategy map providing valuable insights to business executives. However, problem with strategy map method is that it is not easy to use which can lend itself to various interpretations. This is because linkages between the strategic objectives in the four strategy map perspectives are not explicit which makes SM ambiguous. Goal modelling approaches from Requirements Engineering (RE) have proven rigorous in elicitation and representation of information system requirements. In an attempt to make explicit the causal relationships of SM linkages meaningful this research proposes the use of goal modelling approach i*.
Chew, E., Hawryszkiewycz, I. & Soanes, M. 2008, 'Modeling requirements for value configuration design', Lecture Notes in Computer Science (including subseries Lecture Notes in Artificial Intelligence and Lecture Notes in Bioinformatics), pp. 169-178.View/Download from: Publisher's site
Breadth and depth complexity are key challenges in achieving business process fusion as the enabler for value configuration design. The PARM framework is proposed as the requirement to address breadth and depth complexity through the independent but integrated operation of the process, activity, resource and management viewpoints. The operational scenarios for each viewpoint result in varying process modeling extension requirements. Existing process modeling constructs have varying support for these requirements. The PARM framework solution is an extension and integration of existing modeling constructs rather than a solution in its own right. Using the MDA approach of abstracting a platform independent model from a platform specific implementation, it is the goal in future papers to define process modeling extensions to support the PARM framework and map these into existing implementation architectures. © 2008 Springer-Verlag Berlin Heidelberg.
Chew, E.K., Hawryszkiewycz, I.T. & Soanes, M.G. 2007, 'Modeling Requirements for Value Configuration Design', Business Process Management Workshops, International Conference in Business Process Management, Springer Verlag Berlin Heidelberg, Brisbane Australia, pp. 169-178.View/Download from: UTS OPUS or Publisher's site
Breadth and depth complexity are key challenges in achieving business process fusion as the enabler for value configuration design. The PARM framework is proposed as the requirement to address breadth and depth complexity through the independent but integrated operation of the process, activity, resource and management viewpoints. The operational scenarios for each viewpoint result in varying process modeling extension requirements. Existing process modeling constructs have varying support for these requirements. The PARM framework solution is an extension and integration of existing modeling constructs rather than a solution in its own right. Using the MDA approach of abstracting a platform independent model from a platform specific implementation, it is the goal in future papers to define process modeling extensions to support the PARM framework and map these into existing implementation architectures.
Chew, E.K., Hawryszkiewycz, I.T. & Soanes, M.G. 2007, 'Value Configuration Design - an evolution in adequate business process design', Caise'07. Proceedings of Workshops and Doctoral Consortium. Vol. 1, International Conference on Advanced Information Systems Engineering, Tapir Academic Press, Trondheim Norway, pp. 275-282.View/Download from: UTS OPUS
Process breadth and depth completeness is an important factor for evaluating process design adequacy. Current process design strategies and toolsets poorly support the breadth and depth of business process logic resulting in incomplete business process designs. A framework that integrates the process, activity and resource viewpoints is proposed to address this inadequacy. This integrated viewpoint results from refocusing business process design practice from the traditional individual process silos towards integrated enterprise-wide process network design. Labeled as Value Configuration Design, enterprise-wide process design is the next evolution towards adequate business process design. .
Niu, L., Lu, J., Chew, E. & Zhang, G. 2007, 'An exploratory cognitive business intelligence system', Proceedings of the IEEE/WIC/ACM International Conference on Web Intelligence, WI 2007, pp. 812-815.View/Download from: Publisher's site
An exploratory study of web-based cognitive business intelligence systems (CBIS) is presented in this paper. The underpinning concepts and theories are situation awareness, mental model, and naturalistic decision making (NDM). The CBIS is an extension of the traditional business intelligence system with cognitive orientation. It focuses on developing, enriching, and utilizing the executive's situation awareness, mental models, and other past experience during human-computer interaction, which drives the decision process to approach a naturalistic decision. © 2007 IEEE.
Niu, L., Lu, J., Chew, E.K. & Zhang, G. 2007, 'An exploratory cognitive business intelligence system', Proceedings 2007 IEEE / WIC /ACM International Conference on Web Intelligence. 2007, IEEE/WIC/ACM international Conference on Web Intelligence and Intelligent Agent Technology, IEEE, Silicon Valley, USA, pp. 812-815.View/Download from: UTS OPUS or Publisher's site
An exploratory study of web-based cognitive business intelligence systems (CBIS) is presented in this paper. The underpinning concepts and theories are situation awareness, mental model, and naturalistic decision making (NDM). The CBIS is an extension of the traditional business intelligence system with cognitive orientation. It focuses on developing, enriching, and utilizing the executive's situation awareness, mental models, and other past experience during human-computer interaction, which drives the decision process to approach a naturalistic decision.
Guo, X., Zhang, G., Chew, E.K. & Burdon, S.W. 2005, 'A Hybrid Recommendation Approach for One and Only Items', AI 2005: Advances in Artificial Intelligence, 18th Australian Joint Conference on Artificial Intelligence Proceedings, Australasian Joint Conference on Artificial Intelligence, Springer, Sydney, Australia, pp. 457-466.View/Download from: UTS OPUS or Publisher's site
Many mechanisms have been developed to deliver only relevant information to the web users and prevent information overload. The most popular recent developments in the e-commerce domain are the user-preference based personalization and recommendation techniques. However, the existing techniques have a major drawback poor accuracy of recommendation on one-and-only items because most of them do not understand the items semantic features and attributes. Thus, in this study, we propose a novel Semantic Product Relevance model and its attendant personalized recommendation approach to assist Export business selecting the right international trade exhibitions for market promotion. A recommender system, called Smart Trade Exhibition Finder (STEF), is developed to tailor the relevant trade exhibition information to each particular business user. STEF reduces significantly the time, cost and risk faced by exporters in selecting, entering and developing international markets. In particular, the proposed model can be used to overcome the drawback of existing recommendation techniques