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Knowledge Management for E-Business. Dr. Larry Kerschberg, Co-Director E-Center for E-Business George Mason University ER Conference Tutorial, 30 November 2001. Presentation Outline. Knowledge management concepts, tools and techniques.

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knowledge management for e business

Knowledge Management for E-Business

Dr. Larry Kerschberg, Co-Director

E-Center for E-Business

George Mason University

ER Conference Tutorial, 30 November 2001

presentation outline
Presentation Outline
  • Knowledge management concepts, tools and techniques.
  • Enterprise data, information and knowledge resources,
  • E-Business drivers, architectures and players,
  • Role of XML (eXtensible Markup Language),
  • E-Business Frameworks (B2C, B2B, Net Markets)
  • Conclusions.

2001 © Larry Kerschberg.

strategic drivers for knowledge management
Strategic Drivers for Knowledge Management
  • The management of organizational knowledge resources is crucial to maintaining competitive advantage.
  • Organizations need to motivate and enable their knowledge workers to be more productive through knowledge sharing and reuse.
  • The Internet and World Wide Web are revolutionizing the way an enterprise does business, science and engineering!

2001 © Larry Kerschberg.

knowledge versus information
Knowledge versus Information
  • Knowledge is about beliefs and commitment. (Searle, Speech Acts, 1969).
  • Knowledge, in contrast to information, is about acts and action.
  • Knowledge is intelligence put to work.
  • “Knowledge is a dynamic human process of justifying personal belief toward the ‘truth’” (Nonaka and Tekeuchi, 1995).

2001 © Larry Kerschberg.

two dimensions of knowledge creation
Two Dimensions of Knowledge Creation
  • Ontological and Epistemological Dimensions
  • Ontological Dimension
    • Individuals create knowledge while working within an organization that provides the context for knowledge development.
    • Organizational knowledge creation is a process that amplifies individual knowledge and crystallizes it as part of the organization’s knowledge network.
    • Knowledge creation process takes place in an expanding “community of interaction,” crossing intra- and inter-organizational levels and boundaries.

2001 © Larry Kerschberg.

epistemological dimension of knowledge creation
Epistemological Dimension of Knowledge Creation
  • Tacit Knowledge is personal, context-specific, difficult to formalize and explain.
    • Know-how, crafts and skills;
    • Human beings create mental models, e.g., schemata, paradigms, perspectives, beliefs and viewpoints, of the world by making and manipulating analogies in their minds.
  • Explicit knowledge is codified knowledge and refers to knowledge that is transmittable in formal systematic language. (Polanyi, 1966).
    • Documents, reports, memos, messages, presentations, database schemas, blueprints, architectural designs, specifications, simulations.

2001 © Larry Kerschberg.

the knowledge creation spiral
The Knowledge Creation Spiral




Learning by Doing

2001 © Larry Kerschberg.

knowledge contents
Knowledge Contents

2001 © Larry Kerschberg.

knowledge contents9
Knowledge Contents
  • Sympathized knowledge – includes shared mental models and technical skills.
  • Conceptual knowledge – created through metaphors, analogy and model creation.
  • Systemic knowledge – creates prototypes, new services, new methods, etc.
  • Operational knowledge – creates know-how regarding project management, production processes, new-product usage and feedback, etc.

2001 © Larry Kerschberg.

enterprise knowledge resources
Enterprise Knowledge Resources
  • Internal Sources
    • Organizational tacit and explicit knowledge.
    • Core competencies, expertise and experts.
    • Patents, Best Practices Business Processes.
  • External Sources
    • Books, papers, patents, and technical reports.
    • Research services, e.g., the Gartner Group & Forrester.
    • External consultants.
    • Best Practices in Case Tools, Oracle, SAP.
    • Competitor’s products, services and people.
    • The Web and Internet information sources.

2001 © Larry Kerschberg.

enterprise data information and knowledge
Enterprise Data, Information and Knowledge
  • Modern enterprises are creating data at an unprecedented pace.
    • Information is data which has been processed to provided value-added insights.
    • Knowledge is information that is compelling and can be used to take action in decision-making situations.
  • E-Business considerations require KM of business processes, partnerships, end-to-end relationship management, and protection of Intellectual Property.
  • IP over IP!

2001 © Larry Kerschberg.

knowledge management architecture
Knowledge Management Architecture
  • Knowledge management requires several components:
    • Access to both internal and external information sources,
    • Repositories that contain explicit knowledge,
    • Processes to acquire, refine, store, retrieve, disseminate and present knowledge,
    • Organizational incentives and management roles to support these activities,
    • People who facilitate, curate, and disseminate knowledge within the organization.
    • Information technology to provide automation support for many of the above activities,

2001 © Larry Kerschberg.

km architecture
KM Architecture

2001 © Larry Kerschberg.

knowledge management process model
Knowledge Management Process Model.






  • Expertise
  • Domain Model
  • Business Rules
  • Ownership;Federation Agreements, Data Sources
  • External Sources and Formats.
  • Wrappers
  • Politics of data
  • Data Cleansing
  • Indexing
  • Metadata Tagging
  • Concept Formulation
  • Information Integration
  • Ontology & Taxonomy
  • Knowledge Curation.
  • Storage and indexing of Knowledge
  • Concept-based Retrieval
  • Retrieval by Author, Content, Threads, etc.
  • Knowledge Security.
  • Intranet & Internet
  • Knowledge Portals
  • XML
  • Active Subscriptions
  • Discussion Groups.
  • Digital Rights Management
  • User Profiles for dynamic tailoring links.
  • Knowledge creation, update annotation, and storage in Knowledge Repository.
  • Collaboration Environments

2001 © Larry Kerschberg.

knowledge management system
Knowledge Management System

2001 © Larry Kerschberg.

km application interactive knowledge sharing
KM Application:Interactive Knowledge Sharing.
  • Organizational learning through experience sharing, case studies and “know-how” discussion threads.
  • Technical forums allow participants to share knowledge on problem-domain solutions.
  • Curators and facilitators continually monitor forums to identify important threads, encourage participation, and support user training.
  • Buckman Laboratories.

2001 © Larry Kerschberg.

km application electronic publishing
KM Application:Electronic Publishing
  • Value-added knowledge dissemination of Market Research Reports, Memoranda, Newsletters.
  • Repository consisting of Executive Summaries, Abstracts, Authors, Graphics, Tables, Charts, Text.
  • Metatags for syntactic and content indexing.
  • Organized and indexed for concept retrieval, keyword retrieval, etc.
  • Standard formats for document publishing and delivery – Lotus Notes, PDF, and XML.

2001 © Larry Kerschberg.

km application integration and classification
KM Application:Integration and Classification.
  • Knowledge creation and classification in near real-time for data push scenarios,
    • Need for a domain model of relevant objects, relationships, constraints, processes, etc.
    • Need for near real-time concept formation, indexing and processing of massive amounts of data from multiple sources. Massive indicates terabytes of data per day!
  • Examples:
    • Intelligence Analysis
    • Earth Observing System and Intelligence Analysis.

2001 © Larry Kerschberg.

buckman laboratories
Buckman Laboratories
  • Global enterprise with about $300 million dollars in sales.
  • Associates work closely with customers to solve chemical problems and to sell Buckman products.
  • Buckman wanted to move the company from a “product-driven” to a “customer-driven”enterprise.
  • Knowledge-driven, service-oriented approach with the commodities being the chemicals produced by Buckman Labs.

2001 © Larry Kerschberg.

knowledge in action
Knowledge in Action
  • “If you can’t maximize the power of the individual, you haven’t done anything. If you expand the ability of individual members of the organization, you expand the ability of the organization.” (Bob Buckman)
  • Buckman Approach: Perform problem solving for customers by using both tacit knowledge and explicit knowledge.
  • Goal is to harness the “unconscious knowledge of the organization.”

2001 © Larry Kerschberg.

k netix the buckman knowledge network
K’Netix – The Buckman Knowledge Network.
  • The Knowledge Transfer Department is responsible for K’Netix.
  • Enables Knowledge-Sharing via TechForums
  • Forum Leaders actively moderate, facilitate, seek knowledge, and identify discussion threads.
  • Awards:
    • The Arthur Andersen 1996 Enterprise Awards for Best Business Practices - Category, Sharing Knowledge in the Organization.
    • Computer World-Smithsonian Award

2001 © Larry Kerschberg.

k netix knowledge process
K’Netix Knowledge Process

2001 © Larry Kerschberg.

k netix access menu
K’Netix Access Menu

Associates Worldwide Share Knowledge via Forums

2001 © Larry Kerschberg.

buckman knowledge culture
Buckman Knowledge Culture
  • Knowledge is object, knowledge is process, and knowledge is power.
  • Knowledge sharing
    • rewarded within the organization, and
    • based on trust and long-lived relationships among associates.
  • Knowledge curation
    • performed by Technical Forum leaders;
    • weekly they index discussions via keywords, write abstracts, prepare discussion summaries, and post them to the Forum.
  • Code of Ethics guides associate interactions.

2001 © Larry Kerschberg.

buckman results and vision
Buckman Results and Vision
  • Measures of success:
    • In 1995, 65% of associates sold to customers, versus 16% in 1979.
    • 33% of sales from products less than 5 years old, versus 22% before K’Netix.
    • 72% of associates are college graduates compared to 39% in 1979.
  • Learning Center introduced to allow associates to enhance their knowledge; uses Learning Space from Lotus.
  • Strategic focus on “intimate” customer relationships to provided knowledge-based services, thus gaining strategic advantage.

2001 © Larry Kerschberg.

the e enterprise framework
The E-Enterprise Framework

2001 © Larry Kerschberg.

enterprise knowledge creation and distribution
Enterprise Knowledge Creation and Distribution
  • Acquire data and information from multiple, possibly heterogeneous sources,
  • Integration of information, tagging of information with semantic tags,
  • Create intellectual property (IP) with valued-added processing,
  • Protect IP products, processes and resources,
  • Share knowledge with partners,
  • Distribute IP products to customers and partners.

2001 © Larry Kerschberg.

e business knowledge creation
E-Business Knowledge Creation





Generate Information

Information Integration

Indexing (XML Meta Tags)

Process & Manage


  • Capture Information:
  • Federated Databases
  • Web Searching
  • Intelligent Agents
  • Knowledge Rovers
  • XML Messages
  • Email Messages

Knowledge Management






  • Extract New
  • Information:
  • Data Mining
  • Decision Support
  • AI
  • Data Warehousing




Public Domain & WWW

Publish & Share



Push Publishing?










Web Services

XML Role

Knowledge Management Role


Suppliers & Business Partners


E-Business Data Acquisition and Knowledge Creation with XML as the Enabler

Courtesy of Mr. Gus Jabbour

metadata in knowledge management
Metadata in Knowledge Management
  • Metadata is data-about-data and is used to describe the attributes of a resource.
    • Metadata is used in several KM activities: search, discovery, documentation, refinement, and dissemination.
    • These activities may be carried out by human end-users or their (human or automated) agents.
  • Metadata is needed in the Internet context to enhance precision of information retrieval.
  • Metadata may be embedded within a document (metatags) or they may be external to the document.

2001 © Larry Kerschberg.

metadata standards initiatives
Metadata Standards Initiatives
  • Dublin Core Metadata Initiative for Digital Libraries, Dublin Core is an international initiative hosted by OCLC
  • XML (eXtensible Markup Language)
  • W3C - RDF, (WWW Consortium) Resource Description Framework
  • W3C - Semantic Web,DAML+OIL.
  • Web Services
  • A metadata bibliography is available at:

2001 © Larry Kerschberg.

content indexing and tagging of information resources
Content Indexing and Tagging of Information Resources
  • Research in automatic classification at OCLC includes the Scorpion Project for Dewey Decimal Classification.
  • Commercial products from Autonomy and Convera:
    • Use Bayesian Networks and Neural Networks to formulate concepts automatically, not just keyword extraction.
    • Use text mining to correlate related concepts found in heterogeneous documents.
  • Automatic tagging will help analysts to create knowledge and link back to original sources.
  • DARPA Agent Markup Language (DAML) program is creating a tool set for markup of Semantic Web ontologies and services.

2001 © Larry Kerschberg.

dublin core dc metadata initiative
Dublin Core (DC) Metadata Initiative
  • Simplicity – the DC is intended to be usable by non-catalogers as well as resource description specialists.
  • Semantic Interoperability – diverse description models hinder sharing and understanding across disciplines.
  • International Consensus – participants are from all over the world.
  • Extensibility – may be extended to include more specialized structure and semantics.
  • Metadata Modularity on the Web – brings Digital Library perspective to encoding metadata on the WWW.

2001 © Larry Kerschberg.

dublin core metadata types
Dublin Core Metadata Types

2001 © Larry Kerschberg.

dublin core metadata elements
Dublin Core Metadata Elements

From ISO/IEC 11179 standard:

  • Name - The label assigned to the data element.
  • Identifier - The unique identifier assigned to the data element
  • Version - The version of the data element (DC: 1.1).
  • Registration Authority - The entity authorized to register the data element (DC: Dublin Core Metadata Initiative).
  • Language - The language in which the data element is specified (DC: en).
  • Definition - A statement that clearly represents the concept and essential nature of the data element.
  • Obligation - Indicates if the data element is required to always or sometimes be present (contain a value) (DC: Optional).
  • Datatype - Indicates the type of data that can be represented in the value of the data element (DC: Character String).
  • Maximum Occurrence - Indicates any limit to the repeatability of the data element (DC: Unlimited).
  • Comment - A remark concerning the application of the data element.

2001 © Larry Kerschberg.

knowledge management in e business
Knowledge Management inE-Business

2001 © Larry Kerschberg.

e enterprise providers
e-Enterprise Providers
  • End-to-End Solution Providers
    • Methodologies should provide: Enterprise Data Modeling, Process Modeling, Workflow Modeling, Toolset Neutrality.
  • Infrastructure Providers
    • Product attributes: Reliability, scalability, security, extensibility, inter-enterprise process collaboration, content management, transaction management, adherence to standards.
  • Net Market Makers.
    • Provide services: Marketplace creation, community of buyers and sellers, auctions, dynamic and/or fixed pricing.

2001 © Larry Kerschberg.

ideal b2bi framework
Ideal B2Bi Framework
  • An ideal methodology or framework should include the following capabilities:
    • Inter-Enterprise Process Integration,
    • Business service and product definition,
    • Business and service discovery,
    • Globally unique identifiers for item tracking throughout the virtual enterprise,
    • Security (SSL, HTTPS, PKI, Digital Certificates),
    • XML-based object and information exchange,
    • Message format translation,
    • Internet Protocol support (HTTP, HTTPS, SOAP, UDDI)

2001 © Larry Kerschberg.

e business concepts
E-Business Concepts
  • E-Business denotes the use of the Internet and the World Wide Web (Web) to conduct business transactions:
    • Business to Consumers (B2C)
    • Business to Business (B2B)
    • Net Marketplaces
  • Major goal is to create a digital domain by which to:
    • Integrate business processes
    • Integrate applications, data and knowledge;
    • Foster the virtual enterprise via the composition of web services.

2001 © Larry Kerschberg.

the e enterprise framework39
The E-Enterprise Framework

2001 © Larry Kerschberg.

broadvision s view
Broadvision’s View
  • Leader in personalization and Customer Relationship Management,
  • BV 1-to-1 supports:
    • Content Management,
    • Profiles, Business Rules, and
    • Transaction Processing,
  • Strategic partners include Autonomy, Verity, i2 Technologies, webMethods.
  • Customers include US Postal Service and GSA Advantage.

2001 © Larry Kerschberg.

oracle s hub and spoke
Oracle’s Hub and Spoke
  • Multiple E-Tailers
  • Multiple Suppliers
  • Oracle’s Hub contains knowledge regarding:
    • workflow,
    • XML documents,
    • business rules,
    • transformations and
    • e-business processes.

2001 © Larry Kerschberg.

key players in the b2b space
Key Players in the B2B Space
  • Broadvision – CRM, personalization, intra- and extranets.
  • i2 – Purchase order processing and supply chain management.
  • Commerce One and Ariba – Procurement.
  • Vertical Net – E-Marketplaces and exchanges.
  • Oracle – data-driven solutions to e-business via hub-and-spoke architecture.
  • webMethods – strong on XML for B2B information integration, EAI, and workflow.

2001 © Larry Kerschberg.

what is a net market
What is a Net Market?
  • An Internet-based marketplace that creates new market efficiencies and associated value-added services, such as information, trading, infrastructure and trust
  • A net market has the following characteristics:
    • Creates new revenue models
    • Has multiple buyers and sellers
    • Can be vertical or horizontal, leveraging domains of knowledge
    • Enables dynamic pricing
    • Needs a strong community to be successful
    • Developed by start-ups or spin-offs of global 2000 companies

2001 © Larry Kerschberg.

why are net markets important
Why are Net Markets Important?
  • Net Markets will capture 37% of global online B2B transactions, or $2.7T out of $7.3T by 2004 (Gartner Group)
  • Third party marketplaces will transact 15-20% of B2B e-commerce, generating revenue of $400-500B by 2003 (Merrill Lynch)
    • Market capitalization of $800B -- $1.5T by 2003
  • Net Markets will grow from 18% of total B2B transactions in 1998 to 29% in 2003, totaling $438B out of $1.5T (Bear Stearns)
    • Market capitalization of $228B by 2002

2001 © Larry Kerschberg.

net markets advantages
Net Markets Advantages
  • Improve overall market efficiency
    • Reduce transactional costs by integrating sourcing, purchasing, and billing,
    • More choices for buyer & selling trading partners,
    • Centralizes access to information
    • Pricing better reflects supply & demand, improves allocation and utilization
  • Attractive business model for Net Market makers once critical mass is achieved
    • Network effects
      • Barriers to competition, high switching costs, good margins
      • Low incremental costs to increase membership & sales

2001 © Larry Kerschberg.

key to net markets price discovery
Key to Net Markets: Price Discovery
  • Static pricing
    • Sell products at fixed prices, typically from catalogs
      • single vendor or aggregated (multi-vendor)
      • Discount pricing rules or schedules for preferred customers (pre-negotiated) or volume purchases
  • Dynamic pricing
    • Increases market efficiency, welfare of buyers and sellers
      • Reduces “lost” revenue (buyers willing to pay more) and failures to transact (sellers would accept less to make sale)
    • Works particularly well when limited or unstable supply or demand creates price uncertainty and volatility
    • Prices typically vary over time and across transactions
    • Factors other than price and quantity can affect deals

2001 © Larry Kerschberg.

dynamic pricing models

Seller initiated, driving competitive bidding from buyers

  • Various formats and rules



Many Buyers

One Buyer


Reverse Auction


One Seller Many Sellers

Dynamic Pricing Models
  • Buyers & sellers post positions on commodities, automatically cleared
  • Presupposes sufficient liquidity for quick matching of realistic positions
  • Requires highest reliability and performance
  • Buyer initiated, driving competitive bidding from sellers, as in RFPs/RFQs
  • Same variations as in forward auctions
  • Most complex trade, requiring sophisticated transaction engine
  • Best suited for dealing with many attributes, not just price and quantity,
  • Mirrors manual processes

2001 © Larry Kerschberg.

summary of pricing models
Summary of Pricing Models







Dynamic Pricing

No-Price Negotiation



Catalog Hubs

Fixed Pricing

One to One

One to Many

Many to One

Many to Many

2001 © Larry Kerschberg.

net markets design issues
Net Markets Design Issues
  • Market size, transaction volumes & deal sizes
  • Volatility of supply & demand
  • Fragmentation of buyers, sellers, intermediaries
  • Relative market shares (and power) of players
  • Relative cost of sales & distribution -- “pain points”
  • Commodity vs. complex/custom
  • Existing price setting models
  • Importance of branding & relationships to price
  • Industry adoption of technology
  • Competition
  • How to make money - who pays what and when

2001 © Larry Kerschberg.

conceptual architecture for net markets

Qualify New Members

  • Manage Member
  • Entitlements & AccessControl
  • Enroll and Register



  • Access & Contribute Content
  • Access Community Services
  • Manage Content
  • Provide Community Services
  • Specify or Locate Items
  • to Sell & Buy
  • Browse Market
  • Establish Price for Goods and Services
  • Establish Transaction
  • Terms &Conditions
  • Publish Supply & Demand
  • Connect Buyers To Sellers
  • Enable Price Discovery
  • Vet Buyers at Point of Sale
  • Commit Transactions
  • Finalize & Generate Order

Net Market Maker


  • Track & Manage Orders
  • Support Members
  • Report Market Metrics
  • Enable Decision Support
  • Ensure Market Trust & Satisfaction
  • Ship and Receive Goods
  • Check Order Status
  • Make & Receive Payment
  • Manage Credit & Risk
  • ProvideContent
  • EnableLogistics
  • Enable Payment

Value-Added Service Providers

Conceptual Architecture for Net Markets

2001 © Larry Kerschberg.

technology map for net markets

Market Member


User & System

Proxies (Future)

Application Service




Technology Map for Net Markets

Market Participants

Participant Info. Systems

2001 © Larry Kerschberg.

net market value added services



Enables on-line verification of buyer credit worthiness and management of aggregate risk exposure through automated rule-based workflows.



Enables automated, on-line settlement of transactions cleared through the market, via integration with member back-office systems and banking payment networks.



Enables the on-line provisioning of transportation services (and buyer status-checking) to accomplish the transfer of physical goods from the seller to the buyer.



Provides interfaces to inventory, manufacturing, distribution, shipping, and customer support systems to support end-to-end order tracking.



Incorporates active data feeds and time-sensitive news, events, analyst reports from individual media outlets or third party aggregators/syndicators of such content.

Info Access /Exchange

Establishes the on-line integration interfaces with market member business systems

to automatically populate catalogs, update inventories, and execute transactions.


Specifies, triggers, and manages the sequencing of automated information exchanges that comprise the business process interfaces between market makers and members.

Net Market Value-Added Services

2001 © Larry Kerschberg.

net market application services

Provides the core dynamic price formation feature of a Net Market, encompassing a variety of models including Auctions, Reverse Auctions, Exchanges, Negotiations and hybrid (multiple stage price discovery processes).

Trading Engine


  • Dynamically customizes the presentation of a market Web site to members through mapping rules that match appearance and content against profiles that reflect member identities, registered characteristics and preferences, and prior interactions with the site.



Supports the life cycle of value-added information to be made available to market

members, covering content specification, authoring or collection, editing, approving,

categorizing, publishing, aging, renewal, and retiring.

  • Provides non-transactional benefits to market members through value-added information and communication channels promoting interactions and relationships between members such as discussion groups, on-line chat, and aggregation of member-supplied content.




  • Assembles and maintains an up-to-date catalog of goods and services available in the
  • market through a uniform representation that facilitates buyer search and identification
  • of desired products. This often involves integration with seller-side back-end systems.
  • Augments catalog management with capabilities for buyers to define, manage, and search markets for specifications of highly customized products or complex combinations of products in terms of product, delivery, and service attributes.



  • Extracting market postings and transactions to data marts for off-line decision support analysis. Market makers can generate market price and trend reports, and offer query
  • capabilities to members, producing important recurring revenues from subscriptions.

Data Warehouse/


Net Market Application Services

2001 © Larry Kerschberg.

selected net market component vendors
Selected Net Market Component Vendors

Trading Engines: Trading Dynamics (Ariba), Tradeum (VertNet), Net Exchange, Intell.l, Moai, CommerceBid

Commerce Engines: CommerceOne, BV, ATG, MSCommerce Server, Rightworks.Aribia

Personalization: ATG, BV, Asera, Future Tense (Open Market), NetPerceptions

ContentManagement: Interwoven, Inso, Allaire (Spectra), Vignette, BV

Community: PlumTree, Autonomy, Well Engaged, IBM/Lotus

Catalog Management: CardoNet, Mergent, Hologix, Cohera, Saqqara, Asera, VerticalNet/Isadra,

Workflow: Extricity, Vitria, Tibco (InConcert), HP (Change Engine) MQ Workflow, STC (SeeBeyond)

Information Access & Exchange: PC Docs/Fulcrum, Verity, Extricty, WebMethods, Bowstreet, OnDisplay, STC

Product Configuration: Selectica, Trilogy Software, Calico Commerce, i2,

Data Warehouse/DSS: Red Brick, Oracle, DB2, Cognos, Business Objects, MicroStrategy, Brio, Actuate

System Management: Tivoli, BMC, Computer Associates, HP

Value Added Services: eCredit, HP/Verifone, CyberCash, ClearCommerce, Cybersource, PaymentTech, HNC Fraud Detection, Transportation Exchange, CarrierPoint, eGain

Market Maker Business Systems: SAP, Oracle, Baan, Peoplesoft, Lawson, Great Plains, J.D. Edwards, Seibel

Security Management: Axxent, RSA, Verisign, etc.

Application Servers: IBM/ WebSphere BEA/Web Logic, ATG, Netscape (Iplanet), ORACLE

Hardware: Dell, Compaq, Intel, Sun, HP, IBM, Cisco

Software: MS Windows, Sun Solaris, HP-UX, IBM AIX, Linux...

Network Protocols: TCP/IP, HTTP, HTTPS, UDP Multicast,

Middleware: webMethods, SeeBeyond, IBM (MQSeries), BEA/WebLogic TIBCO, Vitria

Standards: HTML, XML, Enterprise Java Beans, DCOM/COM+, CORBA, LDAP

2001 © Larry Kerschberg.

  • Research is indicated in the areas of knowledge/data management systems architectures;
  • E-Business frameworks use knowledge about processes, products, partners, and customers to enable knowledge creation and sharing among net communities.
  • Intelligent services are needed to assist users in search, ontology building, knowledge indexing, knowledge creation, retrieval and dissemination.
  • The goal is to manage Intellectual Property over the Internet Protocol (IP over IP).

2001 © Larry Kerschberg.