Thesis (M.A.)--Ohio State University, 1950. / Includes bibliographical references (leaf 78). Available online via OhioLINK's ETD Center.

Thesis (D.M.A.)--University of North Texas, 2001. / Accompanied by recitals, recorded Nov. 14, 1994, Nov. 20, 1995 and Nov. 23, 1999. Includes bibliographical references (p. 115-117) and discography (p. 118-119).

Thesis (M.M.)--University of Wisconsin--Madison, 1958. / Typescript. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references ([9] leaves at end).

Thesis (D.M.A.)--Ohio State University, 2009. / Title from first page of PDF file. Includes vita. Includes bibliographical references (p. 110-111).

Thesis (D. M. A.)--Ohio State University, 2009. / Title from first page of PDF file. Includes vita. Includes bibliographical references (p. 100-102).

Thesis (M.M.)--University of Wisconsin--Madison, 1952. / Typescript. Accompanied by miniature score of the Symphonie fantastique, annotated in pencil, in pocket (London : E. Eulenburg, 19--? (Edition Eulenburg no. 422)). Includes bibliographical references.

Thesis (M.M.)--University of Wisconsin--Madison, 1952. / Typescript. Accompanied by miniature score of the Symphonie fantastique, annotated in pencil, in pocket (London : E. Eulenburg, 19--? (Edition Eulenburg no. 422)). Title from title screen (viewed July 26, 2007). Includes bibliographical references. Online version of the print original.

Thesis (M.A.)--Ohio State University, 1985. / Includes bibliographical references (leaves 95-98). Available online via OhioLINK's ETD Center.

Digital advances and consumers' buying behaviors disrupt the retail industry demanding more seamless experiences during their buys. In response, retailers are adopting an omnichannel retailing strategy (OCR), which is the integration of retailers' physical and digital channels. However, OCR is a premature concept, and there is still a lack of research in the subject, which limits the guidance for its practical application. Thus, there is still the need to understand the subject.  For OCR managers, it is necessary to understand the main challenges in order to orchestrate it better. Therefore, this research undertakes the task to study the factors that challenge OCR's orchestration, from a managerial perspective. The research departs from primary and secondary data that was later categorized according to its main factor and incorporated into an existing analytical framework of OCR. The findings indicate three main challenge groups that could hinder an orchestrator's impact on the organization. Those are particular capabilities for the OCR, the integration of channels, and technology and data leverage. / Los avances digitales y los comportamientos de compra de los consumidores perturban la industria minorista demandando experiencias más fluidas durante sus compras. En respuesta, las empresas están adoptando una estrategia de omnicanal (OCR – omnichannel retailing), que es la integración de los canales físicos y digitales de los minoristas. Sin embargo, OCR es un concepto prematuro, y todavía hay una falta de investigación en el tema, lo que limita la guía para su aplicación práctica. Por lo tanto, todavía existe la necesidad de comprender el tema.  Para los gerentes de OCR es importante comprender los principales desafíos para una mejor organización. Por lo tanto, esta investigación emprende la tarea de estudiar los factores que desafían la orquestación del omnicanal de minoristas (OCR), desde una perspectiva gerencial. La investigación parte de datos primarios y secundarios que luego se categorizaron según su factor principal y se incorporaron a un marco analítico existente de OCR. Los resultados indican tres grupos principales de desafíos que podrían dificultar el impacto de un orquestador en la organización. Esos son las capacidades particulares para el OCR, la integración de canales, y el apalancamiento de tecnología y datos.

With the increasing popularity of microservices for software application development, businesses are migrating from monolithic approaches towards more scalable and independently deployable applications using microservice architectures. Each microservice is designed to perform one single task. However, these microservices need to be composed together to communicate and deliver complex system functionalities. There are two major approaches to compose microservices, namely choreography and orchestration. Microservice compositions are mainly built around business functionalities, therefore businesses need to choose the right composition style that best serves their business needs. In this research, we follow a five-step process for conducting a Design Science Research (DSR) methodology to define, develop and evaluate BPMN-based models for microservice compositions. We design a series of BPMN workflows as the artifacts to investigate choreography and orchestration of microservices. The objective of this research is to compare the complexity of the two leading composition techniques on small, mid-sized, and end-to-end e-commerce scenarios, using complexity metrics from the software engineering and business process literature. More specifically, we use the metrics to assess the complexity of BPMN-based models representing the abovementioned e-commerce scenarios. An important aspect of our research is the fact that we model, deploy, and run our scenarios to make sure we are assessing the modeling complexity of realistic applications. For that, we rely on Zeebe Modeler and CAMUNDA workflow engine. Finally, we use the results of our complexity assessment to uncover insights on modeling microservice choreography and orchestration and discuss the impacts of complexity on the modifiability and understandability of the proposed models.