Ozge Gurbuz, Fethi Rabhi and Onur Demirors
Integrating ontologies with process modeling has gained increasing attention in recent years since it enhances data representations and makes it easier to query, store and reuse…
Abstract
Purpose
Integrating ontologies with process modeling has gained increasing attention in recent years since it enhances data representations and makes it easier to query, store and reuse knowledge at the semantic level. The authors focused on a process and ontology integration approach by extracting the activities, roles and other concepts related to the process models from organizational sources using natural language processing techniques. As part of this study, a process ontology population (PrOnPo) methodology and tool is developed, which uses natural language parsers for extracting and interpreting the sentences and populating an event-driven process chain ontology in a fully automated or semi-automated (user assisted) manner. The purpose of this paper is to present applications of PrOnPo tool in different domains.
Design/methodology/approach
A multiple case study is conducted by selecting five different domains with different types of guidelines. Process ontologies are developed using the PrOnPo tool in a semi-automated and fully automated fashion and manually. The resulting ontologies are compared and evaluated in terms of time-effort and recall-precision metrics.
Findings
From five different domains, the results give an average of 70 percent recall and 80 percent precision for fully automated usage of the PrOnPo tool, showing that it is applicable and generalizable. In terms of efficiency, the effort spent for process ontology development is decreased from 250 person-minutes to 57 person-minutes (semi-automated).
Originality/value
The PrOnPo tool is the first one to automatically generate integrated process ontologies and process models from guidelines written in natural language.
Details
Keywords
Leyla Boy Akdag and Özge Tayfur Ekmekci
This study explores the effect of the strategic fit (tight-fit, minimal-fit and non-fit) between business strategies and human resource (HR) practices on perceived organizational…
Abstract
Purpose
This study explores the effect of the strategic fit (tight-fit, minimal-fit and non-fit) between business strategies and human resource (HR) practices on perceived organizational performance (POP). It also investigates the moderating role of firm size on strategic fit–performance linkage.
Design/methodology/approach
The data were gathered via an online survey from HR managers of companies listed in “Fortune-500 Turkey, ISO-Top and Second-Top 500”. The form was distributed to 669 organizations, and 102 of them responded. The data were analyzed using one-way ANOVA and moderation analysis.
Findings
No statistically significant difference was found in organizational performance according to different strategic fit categories. The moderating effect of firm size was not significant. Yet, tight-fit and minimal-fit appear to be linked to higher organizational performance. The results reveal that business strategies aligned with HR practices could have a favorable impact on organizational performance.
Originality/value
The study differs from previous studies in terms of methodology, the conceptualization of strategic fit categories, the nature of the sample and non-Western origin.