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This paper aims to show that the planning‐oriented reference model is a conceptual approach that may provide a more complete alignment of strategic information, governance constructs, as well as process and information flows in the development of virtual partnerships.

The research consists of a literature review along with interviews and observations recorded from previous public/private sector engagements in virtual planning and process change initiatives.

There are very few references that directly address the alignment of strategic plans, governance, and processes within the context of a reusable reference model library. Hence, such an approach may have merit in enhancing the body of knowledge associated with virtual business planning efforts.

If narrative strategic planning and policy information can be aligned and subsequently formally documented within a process‐oriented reference model structure, the resultant blueprint may be helpful in facilitating the rapid formation of virtual business partnership.

In a global economy competitive advantage will increasingly depend on how quickly organizations are able to reorganize in response to changing demand and market condition. Hence, virtual relationships will play an important role in the competitive challenges of the twenty‐first century. The framework proposes the use of reusable, process‐based planning libraries that could reduce the time and complexity associated with the formation, maintenance, and dissolution of virtual partnerships.

Many organizations have implemented business process management solutions that are enabled by enterprise resource planning (ERP) systems. More recently, organizations have focused their strategies on the additional benefits that are realizable by augmenting ERP with customer and supplier extensions. This paper focuses on the process integration issues that must be addressed when linking customers and suppliers to back‐office systems. Our hypothesis is that flexible process management, as required by modern customer/supplier relationships, are too costly to implement via traditional ERP solutions. Given that modern competitive advantage is measured in terms of business process flexibility, managers are faced with the daunting prospect of changing ERP configurations on a continuous basis. Such rapid process change requirements are beyond the financial capabilities of most companies, who prefer to leave a well‐tested configuration unchanged. How then are companies managing to deploy fast‐paced process change to support their new e‐business models? This paper describes the strategies that are being used to provide and maintain flexible eBusiness solutions.

Traditional contract vehicles do not align well with enterprise resource planning (ERP) implementation methodologies. The purpose of this paper is to identify different contract vehicles and how they map to ERP implementation methodologies. Traditional contract vehicles are more process‐oriented than outcome‐focused. Successful standard software implementations are dependent on the outcome. The misalignment of process‐oriented contract vehicles and results‐oriented implementation methodologies leads to many implementation problems with respect to scope creep and ill‐defined interfaces.

The study is based on research from public and private sector contracting documents, interviews and a review of case studies to show that there is a misalignment between contract vehicles, implementation methods and the eventual project plan.

The research concluded that phased or life‐cycle contracting is the best approach when implementing standard (off the shelf) software in an ERP solution. This approach mimics the recognized life‐cycle approach to product/project management where a large project is broken up into several smaller stages.

The data analyzed are from primary and secondary sources such as direct interviews, case study and contract reviews. The primary focus is based on US Federal Agency acquisition and planning policies.

Identifies different contract vehicles and how they map to ERP implementation methodologies.

Business process management has received much attention in the industrial engineering and management literature, and its benefits are well known. Much less has been written in the public sector management literature, and what has been written has been very general. Hence, there is confusion among public managers about how business process management concepts should be implemented. How should public organizations reorganize to accommodate business process management? How are existing or new enterprise systems aligned with business process management methodologies? This paper addresses these issues, and concludes that public organizations will have to change their organizational structures radically as well as their enterprise systems in order to implement business process management concepts successfully. The paper also discusses the benefits of public sector process management, and focuses in some detail on two of the reasons that public organizations have incentive to implement business process management methodologies.

The management of the US Department of Defense (DoD) enterprise must change. Years of under‐funding have led to a wide gap between enterprise support requirements and resources. Private sector firms have faced similar choices. This paper shows how the public enterprise can be changed. Our hypothesis is that private sector implementations of standard software will lead to increased effectiveness and efficiency in public sector organizations. Sufficient detail is provided on how to transition to a modern integrated public sector enterprise, and the steps for implementing such a project are outlined, following standard private sector implementation practices. To explain the problem and solution, the DoD installation management enterprise is used as an example.

Further data are presented on the efficacy of our SAP process‐oriented research methodology, which focuses on analyzing collaboration across multiple overlapping SAP solutions. Looks at three SAP projects currently being implemented in the US Navy. The projects focus on aviation weapon system program management, aviation supply and maintenance, and naval maritime maintenance. Collaboration was complex and difficult to achieve, given the scope of the project but desirable if it was cost‐effective. The research hypothesis was that development and execution of a methodology for analyzing the gaps and overlaps across multiple SAP software instances to assess collaboration or convergence potential were possible. It was concluded that collaboration was not cost‐effective, and that the three projects should be merged into two SAP solutions (both solutions were version 4.6c of the R/3 software). Results did not provide a general approach for merging SAP projects, but an analytical approach that could be used to analyze convergence possibilities for stand‐alone SAP solutions is provided. It is not believed that a general approach is achievable. There are millions of configuration possibilities and many unique project characteristics. Hence the analytical approach is somewhat general but general convergence principles are beyond the scope of this research.

Because of the need for electronics use at temperatures beyond 150°C, high temperature resistant interconnection technologies like transient liquid phase (TLP) soldering and silver sintering are being developed which are not only replacements of high-lead solders, but also open new opportunities in terms of temperature resistance and reliability. The paper aims to address the thermo-mechanical reliability issues that have to be considered if the new interconnection technologies will be applied.

A TLP soldering technique is briefly introduced and new challenges concerning the thermo-mechanical reliability of power devices are worked out by numerical analysis (finite element simulation). They arise as the material properties of the interconnect materials differ substantially from those known for soft solders. The effective material responses of the new materials are determined by localized unit cell models that capture the inhomogeneous structure of the materials.

It is shown that both the TLP solder layer and the Ag-sinter layer have much less ductility and show less creep than conventional soft solders. The potential failure modes of an assembly made by TLP soldering or Ag sintering change. In particular, the characteristic low cycle fatigue solder failures become unlikely and are replaced either by metallization fatigue, brittle failure of intermetallic compound, components, or interfaces.

A variety of new failure risks, which have been analyzed theoretically, can be avoided only if they are known to the potential user of the new techniques. It is shown that an optimal reliability will be strongly dependent on the actual assembly design.

The aim of this chapter is to argue that charisma is a collective representation, and that charismatic authority is a social status that derives more from the “recognition” of the followers than from the “magnetism” of the leaders. I contend further that a close reading of Max Weber shows that he, too, saw charisma in this light.

I develop my argument by a close reading of many of the most relevant texts on the subject. This includes not only the renowned texts on this subject by Max Weber, but also many books and articles that interpret or criticize Weber’s views.

I pay exceptionally close attention to key arguments and texts, several of which have been overlooked in the past.

Writers for whom charisma is personal magnetism tend to assume that charismatic rule is natural and that the full realization of democratic norms is unlikely. Authority, in this view, emanates from rulers unbound by popular constraint. I argue that, in fact, authority draws both its mandate and its energy from the public, and that rulers depend on the loyalty of their subjects, which is never assured. So charismatic claimants are dependent on popular choice, not vice versa.

I advocate a “culturalist” interpretation of Weber, which runs counter to the dominant “personalist” account. Conventional interpreters, under the sway of theology or mass psychology, misread Weber as a romantic, for whom charisma is primal and undemocratic rule is destiny. This essay offers a counter-reading.

Develops a classification of executive information systems. (EIS). EIS implementations cluster into four distinct groups, called the 4 Cs: Conglomerate; control and monitoring; competitive and intelligence; communication and efficiency. Explores the characteristics of the classes within this taxonomy. Argues, among other things, that the objective use of EIS can be considered as a strategic management aid to top management teams.