Högskolan i Skövde

Social engineering is a term used for techniques to trick, or con, users into giving out information to someone that should not have it. In this paper we discuss and model various notions related to social engineering. By using a broad, cross disciplinary approach, we present a conceptual model of the different kinds of social engineering attacks, and their preparation, the victim and the perpetrator, as well as the cultural aspects. By using this approach a better general understanding of social engineering can be reached. The model is also a good tool for teaching about and protecting against social engineering attacks.

Healthcare often involves cooperation between several actors: primary care, hospitals, relatives etc. For elderly patients living in their own homes, integration with social care is also mandatory, as home healthcare teams andsocial care workers contribute to a unified “homecare”. Correct and updated information about patients, the treatment provided, and planned activities is crucial for successful cooperation in such cases, yet ICT tools for collaboration between all actors involved are not commonly used. Initial findings from one project to develop a process management tool for this type of situation (treatment of leg ulcers) are discussed from a multiactor economic perspective. It is argued that evaluations should identify the consequences for each among the most important collaborating organisations. Such evaluations could be used to predict the impact of the proposed changes, and to redesign projects accordingly. Such evaluations may also be used to define what could be achieved with process changes in general, aside from direct process related effects that can only be assessed when new ICT tools are actually introduced.

In this paper we discuss the fact that more and more patients are treated in their homes by a set of organizations, sometimes with different ownership. We explore how this poses new and stronger demands on health care and home service staff, as well as on different managerial and operational levels, to improve their communication and collaboration. We emphasize the need for managers in different organizations to agree on ways and forms of communication and collaboration between the operational levels, and the particular importance of this during procurement of home care services. As a result a number of methodological measures, strategies and IT solutions to support organizational development, coordination and collaboration are suggested.

In this paper we discuss the fact that more and more patients are treated in their homes by a set of organizations, sometimes with different ownership, we explore how this poses new and heavy demands on health care and home service staff to communicate and to collaborate. We investigate the need for improved communication and collaboration on different managerial and operational levels. In particular we point to the need for managers in different organizations to agree on ways of communicating and collaborating between the operational level and the importance of this during procurement of home care services. As a result the paper suggests a number of methodological measures, strategies and IT solutions, to support organizational development, coordination and collaboration.

In this paper we discuss the fact that more and more patients are treated in their homes instead of in a hospital, and by a whole set of organizations, sometimes with different ownership, and how this fact places new and heavy demands on health care and home service staff to communicate and to collaborate. We further discuss the need for communication and collaboration on both managerial and operational levels. In particular we point to the need for managers in different organizations to agree on ways of communicating and collaborating on the operational level and how this aspect has to be taken into account already during procurement of home care services. We finally give a brief account of IT support for collaboration and coordination that may help to improving the situation.

The healthcare domain is in urgent need for solutions to making clinical and administrative systems, possibly belonging to different healthcare units, interoperable and hence making them deliver timely and correct information as needed in particular situations. Process manager technology allows making all actors (humans or information systems) involved in healthcare processes communicate along these processes. This paper argues that process manager technology is essential for achieving interoperability in healthcare, but that some serious problems need to be overcome to realise its full potential. A number of design solutions to address these problems are proposed.

This paper presents a method based on process manager technology for making all actors (humans or information systems) involved in healthcare processes to communicate along these processes. The method utilizes straightforward and yet executable process diagrams. Furthermore, the paper suggests a number of additional features to the method that may cater for the representation of security and quality requirements, as well as enhanced efficiency of the healthcare processes.

To create an understanding of enterprises and the ways they do business, a starting point could be to identify the main actors and the values transferred between them. Business models are created in order to make clear who the business actors are in a business case and to make their relations explicit. The relations are formulated in terms of values exchanged between the actors. The purpose of the work reported in this paper is to create a better understanding of business models by identifying basic notions used in such models. It does so by constructing a common ontology based on three established business model ontologies: e3-value, REA, and BMO. By means of a careful analysis of these ontologies a conceptual schema is created that defines the common concepts. An example is worked out that explains how the common ontology should be understood.