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AbstractEmerging e‐business, e‐commerce, and virtual enterprises are leading to the trend of managing workflows across organizational boundaries. A cross‐organizational workflow is generally comprised of intra‐organizational workflows and inter‐organization workflows. The modeling techniques for the intra‐organizational workflows are relatively matured. In this paper, they are briefly reviewed and contrasted to show their strong points and weaknesses. The modeling approaches for the inter‐organizational workflows is emphasized and introduced in detail in this paper. The inter‐organizational workflow emphasizes more on combining the workflows of different partners together and reconciling the relationships between them. Thus, the modeling approaches are described in two directions by their functions: routing languages introduced to combine individual workflows and interaction patterns proposed for collaborative partners to interact with each other. In this paper, some techniques are summarized, and some interesting research issues in the area are discussed in both technical and managerial perspectives. Copyright © 2009 John Wiley & Sons, Ltd.

AbstractIn this paper, considering the financial performance of China's listed companies as the dependent variable, a computational intelligence method based on genetic algorithms and discriminant analysis is employed to screen variables that influence financial performance and forecast the change of financial performance. Specifically, a new model based on genetic algorithms is developed to screen factors that influence financial performance of Chinese listed companies. The empirical results show that variables selected by genetic algorithms can predict financial performance well. Copyright © 2009 John Wiley & Sons, Ltd.

AbstractKnowledge is considered as an enterprise's invisible assets. Surviving in today's highly competitive and ever expanding global economy requires efficiently managing corporate knowledge. Increasing requirements for extended enterprises have stimulated the integration of knowledge management (KM) function into ERP systems for knowledge asset management. So far enterprise information systems such as ERP systems are developed and implemented for mainly managing physical assets of an enterprise since 1990s. Due to the fact that both types of assets need to be properly managed, the integration of KM and ERP becomes a strategic initiative for providing competitive advantages to enterprises. This paper discusses how to deploy KM and ERP concurrently in the framework of enterprise information systems, with a discussion of the interaction of KM and ERP systems in systems perspectives. Copyright © 2006 John Wiley & Sons, Ltd.