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Business process management in open environments remains a stubborn and important challenge. In open environments, autonomous organizations having heterogeneous information systems interact in an ever-evolving manner. The nature of the contractual relationships among such organizations has a significant bearing on the modeling of the business processes in which they participate. Conventional approaches are not suitable for open environments because (1) they lack support for modeling and management of contracts among organizations, (2) the modeling abstractions they offer do not afford crucial software engineering desiderata such as reuse, refinement, aggregation, and verification, and (3) they fail to provide the designers with guidelines on adapting the models should the underlying requirements change.\n\nWe propose a novel approach for engineering interorganizational business interactions. Contractual relationships are modeled via commitments and the interactions for enacting the contracts are captured via the modular abstraction of protocols. Relative to how organizations value the various terms of the contracts and how the contracts are played out via protocols, safety and benefit of the contracts are reasoned about. A protocol specifies rules that govern the interactions among the organizations. Protocols can be published to a repository, shared, reused, refined, and aggregated. We propose a methodology-Amoeba-that guides software designers in the face of evolving requirements on how the protocols and contracts can be adapted.

While thinking about the concept 'interaction' it is important to understand that the traditional business view and the real world's view on the interaction do not really match. When businesses interact, they want to achieve something. When people interact, they want to understand something.

All interactions are crucial steps in any business process. Yet, in most process descriptions, interactions are just endpoints. Once we get there, the process reaches completion and everything is OK. There are no further consequences. Unfortunately, this is incorrect.

BPM is hot, but has some limitations and deficiencies. In this presentation, we explore the need for a more interaction-focused approach that we call Business Interaction Management (BIM)

Collaboration is the participation of independent actors in mutual interactions to deliver a specific result, either chosen or not. The so-called collaboration is the result of the interactions that occur, but collaboration is not the purpose.

Collaboration is the participation of independent actors in mutual interactions to deliver a specific result, either chosen or not. The so-called collaboration is the outcome of the interactions that occur, initiated by the different participants for their own good reasons, but collaboration is not the purpose.

Successful efforts to exploit the growing importance of complex interactions could well generate durable competitive advantages.

FIPA Interaction Protocols (IPs) specifications deal with pre-agreed message exchange protocols for ACL messages. Below are the Preliminary, Experimental and Standard specifications relating to IPs.

In this white paper, we introduce the concept of Business Interaction Management (BIM). We explore the reasons that make that there is a need for a better understanding and mastering of such expertise and we position it against better-known disciplines such as Business Process Management (BPM).

Why companies like Best Buy design their office spaces to encourage more employee interactions

Today's networked era requires a new way to make investment decisions that incorporates intangible assets and more accurately depicts how value is created. The industrial age has run out of steam. Look at General Motors. Look at Chrysler. We are witnessing the death throes of management models that have outlived their usefulness. The network era now replacing the industrial age holds great promise. Networked organizations are reaping rewards for connecting people, know-how and ideas at an ever-faster pace. Value creation has migrated from what we can see (physical assets) to intangibles (ideas). Look at Google and Cisco.

Tacit interactions are becoming central to economic activity. Making those who undertake them more effective isn't like tweaking a production line.

Social networks now exist for several years and some of the behaviour of such communities is reasonably well understood. Enough to know that there are potential pitfalls. However, somehow we always seem to forget. Twine, a perception of social interactions.

Today's networked era requires a new way to make investment decisions that incorporates intangible assets and more accurately depicts how value is created.

BPM (Business Process Management) has been a hot item over the past years. Still, most of the basic concepts of BPM have their roots in production and supply chain environments where repetitive, standardised processes prevail. Unfortunately, today's business environment has evolved towards a networked knowledge economy where processes exhibit far greater complexity and variability. This briefing is a pleading for a more interaction-focused BPM approach.

"In the past, knowing or finding the right answer was enough to solve a problem. In the future of work, the right answers no longer exist.

We are living times with a growing focus on NOW. Increasingly, we have access to information anywhere, anytime and increasingly, our interaction behaviour asks for anywhere, anytime, now. That is evolution. However, is it also progress?

Here's an interesting rumour (from Mike Arrington, so let's take it with a skyscraper-ful of salt): CBS turned over Last.fm listening data to the RIAA.\n\nThe music industry has big, big problems. Let's use them to illustrate a bigger idea: next-generation leadership.\n\nIn my zombieconomy podcast, I discussed the idea of leadership - not as an individual capability, but as an organizational capacity. Organizations that act as leaders break new ground consistently and unstoppably.

Eight emerging trends are transforming many markets and businesses. Executives should learn to shape the outcome rather than just react to it.

Real solutions and progress emerge when we are able to unify apparently conflicting views on the same reality. Do emergent social software platforms (ESSPs) provide a context for this to happen?