Hinkelmann, Knut

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Hinkelmann
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Knut
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Hinkelmann, Knut

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2010 - 201972020 - 20224
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Institut: Institut für Wirtschaftsinformatik × Typ: 04A - Beitrag Sammelband × Thema: 330 - Wirtschaft ×

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Gerade angezeigt 1 - 10 von 11
  • Vorschaubild nicht verfügbar
    Publikation
    Fact checking: an automatic end to end fact checking system
    (Springer, 2022) Hinkelmann, Knut [in: Combating fake news with computational intelligence techniques]
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Agile visualization in design thinking
    (Springer, 2020) Hinkelmann, Knut [in: New trends in business information systems and technology]
    This chapter presents an agile visualization approach that supports one of the most widespread innovation processes: Design Thinking. The approach integrates the pre-defined graphical elements of SAP Scenes to sketch digital scenes for storyboards. Unforeseen scenarios can be created by accommodating new graphical elements and related domain-specific aspects on-the-fly. This fosters problem understanding and ideation, which otherwise would be hindered by the lack of elements. The symbolic artificial intelligence (AI)-based approach ensures the machineinterpretability of the sketched scenes. In turn, the plausibility check of the scenes is automated to help designers creating meaningful storyboards. The plausibility check includes the use of a domain ontology, which is supplied with semantic constraints. The approach is implemented in the prototype AOAME4Scenes, which is used for evaluation.
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Visualization of patterns for hybrid learning and reasoning with human involvement
    (Springer, 2020) Hinkelmann, Knut [in: New trends in business information systems and technology]
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    A dialog-based tutoring system for project-based learning in information systems education
    (Springer, 2020) Hinkelmann, Knut [in: New trends in business information systems and technology. Digital innovation and digital business transformation]
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Digital Maturity Model - How companies can achieve sustainable competitiveness in the future and the digital age
    (edition gesowip, 2019) Fluri, Jasmin; Schwaferts, Dino; Verkuil, Arie Hans; Hinkelmann, Knut; Aeschbacher, Marc [in: Digitalisierung und andere Innovationsformen im Management]
    For companies to be sustainably successful in the digital age, there are certain preconditions they must fulfill to be able to react to customer expectations and offer appropriate products or services competitively. This ability to proactively provide proper products or services within an adequate period is called Digital Maturity. To reach Dig-ital Maturity, companies must establish four preconditions: Customer Knowledge, Strategic Management, Technical Capability, and Cultural Agility. Those preconditions are called pillars of Digital Maturity. This chapter explains, why Digital Maturity concerns the whole company and requires different prerequisites on the leadership- as well as on the technical-, organizational, and cultural side of a company. The Digital Maturity assessment of the University of Applied Sciences and Arts Northwestern Switzerland is introduced and explains how to set up and incrementally perform a Digital Maturity assessment inside a company to continuously improve the companies’ Digital Maturity.
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Digital business development & portfolio. How to develop and manage digital business streams
    (edition gesowip, 2019) Grüner, Peter; Schwaferts, Dino; Studer, David; Wild, Simon; Verkuil, Arie Hans; Hinkelmann, Knut; Aeschbacher, Marc [in: Digitalisierung und andere Innovationsformen im Management. Aktuelle Perspektiven auf die digitale Transformation von Unternehmen und Lebenswelten]
    “The internet is like a wave. You either learn to swim with it or you will sink.” (Bill Gates). With this quote, Gates already pointed to the development of a digital economy, a completely new economic model based on information technology, where we now live. On the one hand, these new opportunities in information and communication technology (ICT) are changing the way companies have to operate. On the other hand, they are also changing customer expectations in a rapid and continuous manner that transforms them into fast moving targets. Therefore, legacy as well as non-legacy businesses have to rethink their business models, predict customer expectations and have to focus on customer centricity as well as on their own uniqueness on the market. In other words, organizations have to be very agile: they have to enable flexibility in their business models and diversify their risks in a well-managed way to remain competitive in such a dynamic environment. For these reasons, business model innovation is a crucial ability to manifest one’s own inimitability. Furthermore, business model innovation enables companies to search for new business logics and groundbreaking ways to create and capture value for its stakeholders. Nevertheless, such an innovative approach is risky, primarily due to its uncertainty of commercialization. Therefore, companies should not replace existing business models, but assess them with regard to the risk of a digital disruption and start with potential new business models next. This also requires changes in the organizational structure and asks for new methods to manage such a complex system of various business model development directions in a well-controlled way. One approach to cope with this challenge could be the digital business portfolio derived at the University of Applied Sciences and Arts Northwestern Switzerland (FHNW).
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Digital ecosystem. How companies can achieve a sustainable competitiveness in the future and the digital age
    (edition gesowip, 2019) Grieder, Hermann; Schwaferts, Dino; Verkuil, Arie Hans; Hinkelmann, Knut; Aeschbacher, Marc [in: Digitalisierung und andere Innovationsformen im Management. Aktuelle Perspektiven auf die digitale Transformation von Unternehmen und Lebenswelten]
    Companies today are still highly influenced by the management theories of the indus-trial age. To be successful in the future companies need to become part of digital eco-systems where partners and customers will be co-creators. Customers and employees’ expectations are changing, and managers need to re-evaluate traditional management methods to enable companies to successfully transition into the digital era. During the transition, we will see a change from sociotechnical systems to transitional constructs that enable co-creation and collaboration. Digital Arenas will allow companies to create value outside of their industry by collaborating with other companies through APIs; this will give rise to new business models everywhere.
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Startup-Unternehmen und Digitalisierung: Wie verwenden Startup-Unternehmen digitale Tools?
    (edition gesowip, 2019) Loosli, Christina; Philippi, Stefan; Verkuil, Arie Hans; Hinkelmann, Knut; Aeschbacher, Marc [in: Digitalisierung und andere Innovationsformen im Management. Aktuelle Perspektiven auf die digitale Transformation von Unternehmen und Lebenswelten]
    Wie Startup-Unternehmen mit der Digitalisierung umgehen, ob sie digitale Prozesse bereitwillig in ihr Geschäftsmodell integrieren, und insbesondere wie Startup-Unternehmen digitale Tools einsetzen und ob sie ihr Geschäftsmodell bewusst auf digitale Prozesse ausrichten, soll in diesem Artikel diskutiert werden.
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Case-based reasoning for process experience
    (Springer, 2018) Hinkelmann, Knut [in: Business information systems and technology 4.0. New trends in the age of digital change]
    The following chapter describes an integrated case-based reasoning (CBR) approach to process learning and experience management. This integrated CBR approach reflects domain knowledge and contextual information based on an enterprise ontology. The approach consists of a case repository, which contains experience items described using a specific case model. The case model reflects, on the one hand, the process logic, i.e. the flow of work, and on the other the business logic, which is the knowledge that can be used to achieve a result.
    04A - Beitrag Sammelband
  • Vorschaubild nicht verfügbar
    Publikation
    Ontology-based metamodeling
    (Springer, 2018) Hinkelmann, Knut [in: Business information systems and technology 4.0. New trends in the age of digital change]
    Decision makers use models to understand and analyze a situation, to compare alternatives and to find solutions. Additionally, there are systems that support decision makers through data analysis, calculation or simulation. Typically, modeling languages for humans and machine are different from each other. While humans prefer graphical or textual models, machine-interpretable models have to be represented in a formal language. This chapter describes an approach to modeling that is both cognitively adequate for humans and processable by machines. In addition, the approach supports the creation and adaptation of domain-specific modeling languages. A metamodel which is represented as a formal ontology determines the semantics of the modeling language. To create a graphical modeling language, a graphical notation can be added for each class of the ontology. Every time a new modeling element is created during modeling, an instance for the corresponding class is created in the ontology. Thus, models for humans and machines are based on the same internal representation.
    04A - Beitrag Sammelband