This paper shows that reciprocity has powerful implications for many economic domains. It is an important determinant in the enforcement of contracts and social norms and enhances the possibilities of collective action greatly. Reciprocity may render the provision of explicit incentive inefficient because the incentives may crowd out voluntary co-operation. It strongly limits the effects of competition in markets with incomplete contracts and gives rise to noncompetitive wage differences. Finally, reciprocity it is also a strong force contributing to the existence of incomplete contracts.

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Scholars of the theory of the firm have begun to emphasize the sources and conditions of what has been described a s "the organizational advantage, " rather than focus on the causes and consequences of market failure. Typically, researchers see such organizational advantage a s accruing

Aims: Prior research has reported high levels of stress for physicians, but determinants of this stress are poorly understood. We explored whether problems in decision-making procedures and treatment of employees, as expressed in the theory of organizational fairness, may contribute

patterns in daily user activity, infer relationships, identify socially significant locations, and model organizational rhythms.

, and communication bottlenecks and breakdowns-affected software productivity and quality through their impact on cognitive, social, and organizational processes.

One of the fundamental principles of the database approach is that a database allows a nonredundant, unified representation of all data managed in an organization. This is achieved only when methodologies are available to support integration across organizational and application boundaries

Existing models for describing a process (such as a business process or a software development process) tend to focus on the \what " or the \how " of the process. For example, a health insurance claim process would typically be described in terms of a number of steps for assessing and approving a claim. In trying to improve orredesign a process, however, one also needs to have an understanding of the \why " { for example, why dophysicians submit treatment plans to insurance companies before giving treatment? and why do claims managers seek medical opinions when assessing treatment plans? An understanding of the motivations and interests of process participants is often crucial to the successful redesign of processes. This thesis proposes a modelling framework i (pronounced i-star) consisting of two modelling components. The Strategic Dependency (SD) model describes a process in terms of intentional dependency relationships among agents. Agents depend on each other for goals to be achieved, tasks to be performed, and resources to be furnished. Agents are intentional in that they have desires and wants, and strategic in that they are concerned about opportunities and vulnerabilities. The Strategic Rationale (SR) model describes the issues and concerns that agents

Workflow management promises a new solution to an age-old problem: controlling, monitoring, optimizing and supporting business processes. What is new about workflow management is the explicit representation of the business process logic which allows for computerized support. This paper discusses the use of Petri nets in the context of workflow management. Petri nets are an established tool for modeling and analyzing processes. On the one hand, Petri nets can be used as a design language for the specification of complex workflows. On the other hand, Petri net theory provides for powerful analysis techniques which can be used to verify the correctness of workflow procedures. This paper introduces workflow management as an application domain for Petri nets, presents state-of-the-art results with respect to the verification of workflows, and highlights some Petri-net-based workflow tools.

Since 1973 technological, political, regulatory, and economic forces have been changing the worldwide economy in a fashion comparable to the changes experienced during the nineteenth century Industrial Revolution. As in the nineteenth century, we are experiencing declining costs, increaing average (but decreasing marginal) productivity of labor, reduced growth rates of labor income, excess capacity, and the requirement for downsizing and exit. The last two decades indicate corporate internal control systems have failed to deal effectively with these changes, especially slow growth and the requirement for exit. The next several decades pose a major challenge for Western firms and political systems as these forces continue to work their way through the worldwide economy.