By Antonia Albani, Joseph Barjis, Jan L.G. Dietz

This booklet constitutes the lawsuits of the fifth foreign Workshop on Cooperation and Interoperability, structure and Ontology (CIAO!) and the fifth foreign Workshop on company and Organizational Modeling and Simulation (EOMAS) held at CAiSE 2009 in Amsterdam, The Netherlands, on June 8-9, 2009. The 14 papers offered have been rigorously reviewed and chosen for inclusion within the booklet. CIAO! had 24 submissions and permitted 10 for book, EOMAS had 21 submissions and authorized eight papers of which four are integrated during this quantity. the themes coated are modeling and simulation; company structure and governance; functions of company engineering; and the dissemination and extension of DEMO (Design and Engineering technique for Organizations).

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Additional info for Advances in Enterprise Engineering III: 5th International Workshop, CIAO! 2009, and 5th International Workshop, EOMAS 2009, held at CAiSE 2009, Amsterdam, ... Notes in Business Information Processing)

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Differences like this often lead to conflicting requirements for the business system and create a lot of confusion for the involved actors. This results in a situation in which multi-actor decision making is needed to solve the conflicts between the involved actors. The outcome of these types of decision making is often a situation in which all involved actors achieve parts of their goals but also have to give up some of their wishes. , 2008). If this system is then put in operation, the result is often that the subsystems which are independently managed are not optimized for interacting with each other.

The main goal of this research was also to investigate the potential of using simulation and modeling as a method to improve performance of a complex network consisting of many, interdependent actors We have demonstrated that such a complex system indeed needs other policy measures than optimization within one company, and that the simulation model was able to show where to find the interdependencies between the companies and how this could affect the policy measures. More researches are needed to provide recommendations in using simulation and modeling to improve business system performance, however, the modeling process presented in this study may be applicable to a comparable process.

But why does the model show that two different events can happen if the execution actually does not care whether the right event or the left event occurred? In some cases, this might make sense for documentation purposes, but it is also not unlikely that the modeler did forget something in the model. In our survey of real-world models we found examples where this pattern indeed was the result of an error that had to be corrected, but of course we Fig. 4. Why is the alternative between two events modeled if these events do not have an effect on future execution?

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