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Article
Publication date: 7 June 2011

Melissa Cheung and Jan Hidders

This paper aims to present how iterative round‐trip modelling between two different business process modelling tools can be enabled on a conceptual level. Iterative…

Abstract

Purpose

This paper aims to present how iterative round‐trip modelling between two different business process modelling tools can be enabled on a conceptual level. Iterative round‐trip modelling addresses model transformations between high‐level business and executable process models, and how to maintain these transformations in change time. Currently, the development of these process models is supported by different tools. To the authors' best knowledge, no coherent collaborative tool environment exists that supports iterative round‐trip modelling.

Design/methodology/approach

This paper is primarily based on a literature review of state‐of‐the‐art business to IT transformations regarding business process modelling. The architecture of integrated information systems (ARIS) and Cordys tools are used as an example case in this research. ARIS is a business process analysis (BPA) tool suited for analyzing and designing business processes, while the execution and monitoring of these processes is allowed by Cordys, a business process management suite (BPMS). The theory is used for transforming between ARIS event‐driven process chains from the business perspective and business process modelling notation in Cordys from the IT perspective.

Findings

A conceptual framework is proposed to couple a BPA and BPMS tool for round‐trip business process modelling. The framework utilizes concepts from the model‐driven architecture for structurally addressing interoperability and model transformations. Ensuring iterative development with two tools requires traceability of model transformations.

Practical implications

In many organizations, BPA and BPMS tools are used for business process modelling. These are in practice often two different worlds, while they concern around the same business processes. Maintaining multiple versions of the same process models across two tools is a considerable task, as they often are subject to design changes. Interoperability between a BPA and BPMS tool will minimize redundant activities, and reduce business to IT deployment time.

Originality/value

This research provides a theoretical base for coupling a BPA and BPMS tool regarding iterative round‐trip modelling. It provides an overview of the current state‐of‐the‐art literature of business process modelling transformations, and what is necessary for maintaining interoperability between tools. The findings indicate what is expected in tool support for iterative development in business process modelling from analysis and design to execution.

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Article
Publication date: 27 July 2021

Honglei Li, Qianqian Hu, Guangzhi Zhao and Bin Li

This study aims to answer the question of how business models (BMs) maintain stability while coping with environmental uncertainties. This study proposes a dynamic…

Abstract

Purpose

This study aims to answer the question of how business models (BMs) maintain stability while coping with environmental uncertainties. This study proposes a dynamic co-evolution of knowledge management and business model transformation based on a comparative analysis of the focal firms’ BMs and their main partners in two e-commerce ecosystems in China.

Design/methodology/approach

The open data of listed companies regarding the introduction of emerging topics on the transformation tendency of BMs in the post-COVID-19 business world is qualitatively analysed. The theoretical foundation is based on a critical review of the literature.

Findings

Three aspects of the co-evolution between knowledge management and business model transformation are introduced. These three aspects are as follows: knowledge integration helps with multi-system business integration and decision-making collaborations; knowledge sharing helps to enhance cognitive ability and network value based on businesses; and the creation of new knowledge helps enrich the knowledge base and promote the transformation of BMs.

Research limitations/implications

Solely attributing a firm’s ability to cope with environmental uncertainties to its business model weakens the importance of its knowledge management. This study argues that the co-evolution between knowledge management and business model transformation also plays a key role in a firm’s response to issues post-COVID-19.

Originality/value

This study calls for the development of a normative theory of co-evolution between knowledge management and business model transformation, implying uncharted territories of knowledge management based on interaction with business model designs in e-business ecosystems.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

Content available
Article
Publication date: 22 September 2021

Charlotta Kronblad and Johanna Envall Pregmark

The effects of the spread of COVID-19 across the world are devastating, both from a health and an economic perspective. However, we also see encouraging examples of…

Abstract

Purpose

The effects of the spread of COVID-19 across the world are devastating, both from a health and an economic perspective. However, we also see encouraging examples of collaborative and innovative initiatives, in society and in organizations. The purpose of this paper is to focus on initiatives related to digital business model innovation. The authors explore how organizational characteristics provide a variety of opportunities for digital responses to the COVID-19 pandemic and discuss the potential consequences for the speed of digital transformation in organizations and society.

Design/methodology/approach

In this paper, the authors analyze how organizations attempt to mitigate the negative effects of fighting COVID-19 using digital business model responses. The authors draw on a qualitative study where they have collected data from the retail and service industries. They have analyzed the data in relation to theory to better understand this ongoing phenomenon.

Findings

The authors have identified four categories of organizations (crisispreneurs, accelerators, endurers and thrivers). Each category faces different challenges and shows a different intensity in their digital transformation. The authors propose that the rapid turn toward digital business models will have enduring effects, as organizations have gained transformational capabilities that will remain, and that the digital trajectory has, as a result, changed forever.

Originality/value

The findings in this paper point toward new challenges for leaders and policymakers in terms of how to support initiatives and meet the needs of different categories of organizations while simultaneously being conscious of the potential societal effects of this rapid digital shift. The authors hope that this paper can be of value for managing this shock and learning how to adapt for the future taking certain aspects of current business models as the departure point.

Details

Journal of Science and Technology Policy Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2053-4620

Keywords

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Article
Publication date: 22 November 2019

Nikolai Tsvetkov and Alexander Chekanov

This paper aims to expand knowledge on strategy and business model transformation by exploring how the increased data availability can threaten the competitive positioning…

Abstract

Purpose

This paper aims to expand knowledge on strategy and business model transformation by exploring how the increased data availability can threaten the competitive positioning of data-based firms.

Design/methodology/approach

The study uses two longitudinal cases design. The data include a review of 270 business acquisitions performed by IBM and Yahoo! between 1995 and 2018 relying on publicly available documentation, corporate annual reports, shareholders presentations and press releases.

Findings

The study provides insights into how the availability of data can affect business models and the competitive advantage of data-based firms. Successful business model transformation in data-based firms appear to be contingent on dual-purpose mergers and acquisitions (M&As), oriented toward data and data-processing activities.

Research limitations/implications

Inductive case studies yield results that require quantitative validation. The insights on business model transformation and M&As from this study were obtained within the context of data-intensive firms.

Practical implications

When formulating a growth strategy through M&As, strategists need to consider whether the current state of their competitive positioning requires single purpose acquisitions (e.g. data or data-processing capabilities) or dual-purpose acquisitions.

Originality/value

As data becomes a commoditized asset, further research and guidance are needed to assess the impact of this phenomenon on data-based business models. This study fulfills an identified need to gain insights into the relationship between business model transformation and M&A activity.

Details

Journal of Business Strategy, vol. 42 no. 3
Type: Research Article
ISSN: 0275-6668

Keywords

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Article
Publication date: 13 September 2021

Librita Arifiani, Harjanto Prabowo, Asnan Furinto Furinto and Wibowo Kosasih

This study aims to investigate solutions to answer several questions regarding the direct influence of the respond to environmental turbulence (ET) on firm performance…

Abstract

Purpose

This study aims to investigate solutions to answer several questions regarding the direct influence of the respond to environmental turbulence (ET) on firm performance (FP) and indirectly through business model transformation (BMT) on telecommunication internet service provider (ISP) in Indonesia. Furthermore, given the importance of telecommunication services for Indonesia to continue developing amid volatility, uncertainty, complexity and ambiguity, technology disruption impacts the telecommunication business. Also, investigating the relationship between BMT and FP simultaneously by embracing ET. Referring to the phenomena above, it is necessary to analyze what factors affect company performance. Therefore, this study aims to examine the effect of ET on FP, the effect of ET on BMT and the effect of ET on FP through BMT.

Design/methodology/approach

This study surveyed 239 ISPs in Indonesia through their top-level management representatives. In addition, this study analyzed the overall model good of fit and causal relationship using confirmatory factor analysis and structural equation modeling. This type of research is verification research. This study takes a quantitative approach by measuring the sample variables built on the construct and representing the study population. Verification research aims to test answers to several research questions regarding ET variables, BMT and company performance. The data are primarily collected through questionnaires distributed online. Respondents are the top management of every ISP organization and company as the unit analysis in this study. Of the 298 questionnaires distributed, 239 valid responses (80.2%) were obtained using the cross-sectional time method, and samples that met these criteria were carried out using a simple random sampling technique. This study uses a multivariant measure in measuring construct dimensions. All items have been rated on a five-point Likert scale ranging from 1 (“strongly disagree”) to 5 (“strongly agree”).

Findings

The results prove that responding to ET does not directly affect FP but indirectly affects FP through BMT. Thus, solutions to improve FP rely on BMT and build by developing responses to ET. The author finds that novelty BMT design is significantly related to what factors drive the business transformation towards achieving performance. Although, this study also finds that BMT positively mediates the relationship between ET to influence performance. ET alone is no longer adequate, and organizations need to revamp the BMT to achieve FP. The organization needs to leverage ET to respond to a shifting basis of competition and create a creative strategy to bring unserved customer segments and offer a high value for customer experience. This study also contributed to the movement of research trends targeted at BMT. This study provides an appropriate riposte for quantitative empirical studies that elucidate the correlation between BMT and FP by simultaneously embracing and managing ET. The relationship between BMT and the factors that support it will be higher comprehend when contextualized. This paper finds different designs and impacts of BMT on business transformation results that culminate in firm business performance as it faces an uncertain business environment that grows dynamically. Although this novelty is important, the authors found no support for effectiveness. However, this study highlights the robustness of the important factors that drive BMT to work effectively to improve business performance.

Research limitations/implications

This research using the cross-sectional approach, thus cannot capture behavior over a period, might miss seizing the dynamic variable over an extensive period. Longitudinal studies can provide broader findings, especially by capturing the results of various dynamics levels in a certain period, and can analyze the causal relationship between variables in various time conditions. This research data was collected based on the provisions before COVID-19. Therefore, in the future, it may be useful to understand if there are differences in results during COVID-19. Further, researchers advise examining specific pandemic contingency factors as moderating variables for the current research model.

Practical implications

This study provides the implications of three factors such as: theoretical aspect: enriches the contingency theory view with RBV integrated industrial organization approach: systematically share organization to manage the business transformation based on the situation environment. This research contributes to leveraging contingency theory and dynamic capability theory by presenting organizational interactions that adapt to changes caused by ET changes in internal and based on external situations. Managerial aspect: This study provides managers with a comprehensive perspective on enhancing strategic dynamics by understanding and developing capabilities adapted from dynamic markets. Besides, regulation is an important driving factor for business continuity. Adaptive regulation is predictive in nature and anticipates various future changes in line with business developments in the 4.0 era. Investigating a set of antecedents of ET in changing business models has highlighted the importance of complementarity as a critical factor in developing future research. Regulatory aspect: Telecommunication regulations must be able to predict, anticipate and respond to challenges of technological development and the needs of society; involving practitioners who are competent in drafting regulations (fair business competition); involving independent bodies in carrying out regulations and regulations do not need to regulate technical details related to technology details because technology changes rapidly. Therefore, another recommendation for the managerial is managers need to improve skills to build ET strategic competencies on strategic resource flexibility, adapt to rapid changes and increase insight into opportunities associated with strategy implementation. Managers require developing a team that acts as a creative change agent to identify and predict unstable business conditions and harmonize changes from uncertainty in implementing policies and regulations. Managers must apply their leadership style effectively to appropriate situations to adapt to the effects of changing markets, regulations and competitors.

Social implications

Telecommunication regulations expect to answer the global community’s needs that have developed into a networked civil society via the internet, answering the community’s needs, not just to follow trends and technological speeds. The implication of research on regulators requires the need to quickly formulate new regulations because the lengthy process of drafting regulations will result in unclear rules of play between stakeholders involved in business and communication technology.

Originality/value

This study extends the contingency theory and dynamic capabilities through organizational interactions, collaborative with RBV theory, and this study also extends previous research on business model innovation. Respond to ET alone cannot face unpredictable business turbulence. Organizations need to revamp the business model to achieve performance and examine BMT’s central role as unique to the service context and distinct from the more studied innovation process. This study highlights the strength of the critical factors that drive the BMT to work effectively to improve business performance, which shows the importance of paradigm-shifting innovation through empirical studies that explain the correlation between BMT and FP while embracing response to ET.

Content available
Article
Publication date: 4 January 2021

Stefan Wengler, Gabriele Hildmann and Ulrich Vossebein

The majority of business-to-business companies are working on their digital transformation in sales. Despite enormous transformation efforts, the expected productivity…

Abstract

Purpose

The majority of business-to-business companies are working on their digital transformation in sales. Despite enormous transformation efforts, the expected productivity gains are often missing in most companies. Based on empirical research, this paper aims to develop a new market-oriented transformation model. Management implications as well as future research directions are derived for a more focused digital transformation process in sales.

Design/methodology/approach

Within the exploratory research study, 90 key informants were interviewed to provide better insights in the context of digital transformation in sales. The accuracy of the research results was safeguarded by triangulation.

Findings

As this research paper will show, the reasons for the missing productivity gains caused by a limited knowledge about the main success factors of digital transformation as well as a lack of understanding of digital transformation as an evolving process.

Originality/value

Based on the empirical research, a new market-oriented transformation model is developed and management implications as well as future research directions are derived for a more focused digital transformation process in sales.

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Book part
Publication date: 27 October 2014

Petri Ahokangas, Marko Juntunen and Jenni Myllykoski

This paper explores the transformation of international business models in the context of international ICT businesses where cloud computing has triggered a major paradigm…

Abstract

Purpose

This paper explores the transformation of international business models in the context of international ICT businesses where cloud computing has triggered a major paradigm change in the way software and hardware related services are offered to international customers.

Methodology/approach

Through comparative analysis of two cases, this paper examines the business model transformation processes in the cloud computing context.

Findings

The key challenges of the case companies were related to business model transformation as cloud computing was triggering a change in most of the business model elements.

Research implications

There is a need to define the concept of business model in a way that suits the cloud and internationalization.

Details

A Focused Issue on Building New Competences in Dynamic Environments
Type: Book
ISBN: 978-1-78441-274-6

Keywords

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Article
Publication date: 8 July 2021

Guillaume Do Vale, Isabelle Collin-Lachaud and Xavier Lecocq

To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This…

Abstract

Purpose

To cope with online competitors and new consumer behaviors, retailers need to hybrid digital and physical offerings to implement an omni-channel business model. This constitutes a digital transformation of the traditional business model. However, business cases on how traditional retailers are shifting from multi-channel to omni-channel retailing are lacking. This paper aims to explore the different issues and organizational paths during the transformation of a business model.

Design/methodology/approach

This study is based on a qualitative multiple case study of five retailers with a global reach currently implementing an omni-channel business model.

Findings

This research sheds light on three main issues encountered by retailers and the different underlying decisions when moving toward an omni-channel business model. The first relates to revenue attribution across channels, which involves rethinking traditional key performance indicators to give incentives to stores when promoting digital offers. The second issue concerns the supply chain decisions associated with cross-channel operations. The third issue relates to the delicate balance between global reach (digital channel) and local reach (specific store) for communication on social media and marketing decisions on pricing. This study provides empirical evidence about the variety of choices that retailers make to cope with the issues during the implementation of an omni-channel business model.

Originality/value

This work explores the issues faced by established firms when moving toward a new business model that is the hybridization of two existing business model managed separately. It provides comprehensive and clear illustration of how to manage such a business model transformation process that can be used by both business strategy practice and academic research.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

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Article
Publication date: 16 August 2021

Raghu Nandan Chawla and Praveen Goyal

Ubiquitous digital technologies are driving organisations to embrace non-traditional digitally transformed business models incessantly. Heterogeneous literature…

Abstract

Purpose

Ubiquitous digital technologies are driving organisations to embrace non-traditional digitally transformed business models incessantly. Heterogeneous literature contributions have resulted in a spur in the research related to business transformation driven by digital technologies in recent years; consequently, the research under the digital transformation (DT), even though becoming a hotspot, remains very fragmented. The authors endeavour to holistically present the literature's intellectual structure under DT as a concept, its evolving journey and the emerging research streams in the business and management domains using the techniques of bibliometric analysis.

Design/methodology/approach

By performing bibliometric analysis on 234 research articles published over the last 20 years in the DT domain, retrieved from Thompson Reuters Web of Science TM, this study culls out thorough insights from the citation, co-citation and keyword analysis. Further emerging research streams were evaluated using VOSviewer software.

Findings

The study depicts an overall incremental trend of year-on-year publications, authors' performance, publication journals, associated institutions and research driving countries, along with key insights from co-citation network analysis. Furthermore, the study evaluates four research areas – organisational impacts, applied applications and insights, operational processes and social aspects, comprising eighteen research streams that comprehensively cover-up research under the DT domain.

Research limitations/implications

The study contributes to the literature of DT by amalgamating the status of the present research, but more importantly, by deriving the research areas and research streams, which can be further expanded by researchers as future research streams.

Practical implications

For the practitioners, the study aims to act as a ready reckoner repository with practice-oriented literature references to facilitate them building knowledge and taking effective strategic decisions to harness the benefits of DT more proficiently.

Originality/value

This study illustrates the bibliometric structure of the DT literature and presents insights from the growth of the literature year-on-year.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

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Article
Publication date: 3 May 2011

Jaakko Aspara, Juha‐Antti Lamberg, Arjo Laukia and Henrikki Tikkanen

This paper aims to offer a conceptualization of how and why corporate level strategic change may build on historical differentiation at business unit level.

Abstract

Purpose

This paper aims to offer a conceptualization of how and why corporate level strategic change may build on historical differentiation at business unit level.

Design/methodology/approach

Methodologically, an historical case study of Nokia Corporation's drastic business model transformation between the years 1987 and 1995 is reported.

Findings

The conceptual and historical work results in a process model of business model change, demonstrating how central business units feed strategic alternatives and capabilities to the corporate‐level transformation process.

Practical implications

The results highlight the importance of corporate level “market mechanisms' that allow promising strategic alternatives to emerge and select out inferior options. In this process, a key mechanism is the exchange of executives and cognitive mindsets between business units and corporate headquarters (CHQ).

Originality/value

The reported research offers an original contribution by showing the dynamic interplay of cognitive and organizational change processes, and highlighting the importance of building on existing capabilities and competencies despite the pressure to demonstrate strong turnaround activities.

Details

Management Decision, vol. 49 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

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