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The purpose of this paper is to argue for the role of the blockchain, i.e., distributed ledger technology, in building innovative business models, including machine money, autonomous economic agents and decentralised organisations.

The paper is conceptual/argumentative. As such, it draws on research on (e-)commerce, theories of markets, disruptive innovation and extant studies and conceptual work at the intersection of cryptocurrencies, machine-to-machine commerce and the Internet of Things.

The authors highlight three application areas for blockchains, whereby they can function as applications, can help develop autonomous economic agents and can lead the development of decentralised autonomous organisations. With regards to the question of market disintermediation, the authors suggest that, rather than complete disintermediation, the most probable scenario is that of new types of intermediaries finding previously unthinkable roles to play in mediating blockchain-based economic transactions. With regards to the inhibitors that slow down the technology’s adoption and, therefore, the development of new business applications, the authors posit that these relate mainly to the inherent risk of the technology, infrastructure requirements, scepticism of early decision makers and the lack of required new skills and competencies.

The authors examine how new forms of digital money and technologies embedding trust in decentralised networks will alter markets and commerce, at a time when many regulatory issues remain unresolved; in doing so, the authors focus on how blockchain-enabled technologies can be used to enable and further develop decentralised trusted peer-to-peer transaction ledger systems and applications and lead to sustainable business models.

The assessment of information systems (IS) benefits is an important practical problem in IS investment appraisal. After briefly reviewing the nature of IS benefits, we argue that an incremental measurement approach can help an organisation obtain quantitative estimates of expected IS impacts on business performance. Such an approach should start from quantifiable benefits directly attributable to the information system and then gradually consider more intangible and indirect effects. We suggest that Business Process Simulation can be an effective technique in applying this approach and we present a methodology that incorporates incremental, iterative business process modelling and simulation into five practical steps. To illustrate this approach, we present a case of measuring the potential improvements in inventory management introduced by electronic data interchange and discuss issues of feasibility and directions for further research and development.

To construct and test, through its application to a real case study, a methodology that generates contingencies for the evolution of a company or an industry's reference business model (BM) under the impact of a technology innovation.

The paper draws on theoretical predicaments of organizational development and scenario planning as well as more recently published works (2001‐2004) on BM design and change in order to build the primary steps of the methodology. A contingency approach is applied for selecting among alternatives the most suitable future BM. The usefulness and applicability of the provided methodology are proved through a real case study that concerns changing the exhibition's industry reference BM under the impact of a mobile innovation.

The proposed methodology is primarily useful in cases where a strategic manager wishes to draw and assess not one totally new BM but a set of scenarios that reflect alternative configurations for its current BM evolution. Such a methodology needs to be complemented with a contingency framework for guiding the selection of the scenario that better suits the internal and external environment of the company.

It is expected that related theories, such as the theory of Industrial Organization and the theory of Network Economics, also need to be examined under the light of BM change to identify and cross‐validate factors that contribute to the design and assessment of BMs.

The ultimate utility of the proposed methodology is as a road‐map for leading change in the value‐creation logic of a firm, taking advantage of an advanced technology solution. By continuously changing their BM, and identifying new ways to deliver value to their customers, firms aspire to obtain and sustain a competitive advantage in high‐velocity environments.

This paper fulfils an identified research gap for a structured approach towards changing the BM of a firm, which introduces a technology innovation by keeping the principles of the old (traditional) business logic and taking into account the effects incurred from the firm's internal and external environment.

The paper examines the circumstances of success in telematic use and strategic effects resulting from the implementation and use of such technologies from SMEs in the Greek Market.

The analysis is based on a three‐phased triangulated research methodology; that is literature review, interviews from 15 logistics directors and a questionnaire survey of 73 logistics SMEs in Greece.

The basic finding that has been derived from both phases 2 and 3 (survey and interviews) is that although the penetration of telematics is still low in Greece, logistics operators understand the importance of mobile services and they already know which they plan to their customers.

An inherent limitation of this survey is the fact that it address, like all surveys, the requirements of its respondents only, without taking into account.

This paper explores customer perceptions and requirements for the implementation of mobile real‐time support services for city logistics. The requirements, elicited by the results of the survey, are used to propose a systemic representation of a real‐time vehicle management mechanism for urban transportation.

This paper investigates the potential of dynamic process modelling as an approach for addressing the problem of information systems (ISs) evaluation in the context of organisational change.

A real‐life case study is discussed, showing how dynamic simulation models that incorporate the effects of a proposed IS on existing business processes can help analysts and decision makers arrive at more informed choices for system design and evaluation.

Based on the case findings, we postulate that the design and implementation of organisational systems could be augmented by the development of dynamic process models depicting business operations before and after the introduction of an IS, and the subsequent experimentation with such models to achieve maximum fit between organisational needs and system capabilities.

The study findings imply that dynamic process modelling may be of help in the endeavour of developing ISs that are aligned with the overall business strategy and objectives.

Shows how dynamic simulation models that incorporate the effects of a proposed IS on existing business processes can help analysts and decision makers arrive at more informed choices for system design and evaluation.

The aim of the research is to discuss the design and development of a mobile application using two technologies known as software agent (SA) and mobile web services.

The objectives were achieved by testing the integration of SAs and mobile web services into mobile applications. The approach suggested in the paper has relied on some modeling techniques such as service chart diagram and addressed some security issues.

It was found in the course of the work the necessity of being aware of the limitations of mobile devices, despite all the major developments that are happening. In addition, it was found that it is deemed appropriate to provide some modeling techniques which suit the development of mobile applications.

The paper discusses the concept of mobile web services. The paper is particularly useful to those who are in the field of mobile computing.

To examine how partner firms, involved in provisioning m‐business applications and services, manage inter‐firm conflict and cooperation.

Synthesises network analysis and game theory to propose a conceptual model in which to examine the affect of relationship conflict and cooperation on a partnership's business processes. The model is used to examine how Japan's NTT DoCoMo successfully managed its global network of partnerships.

Provides initial support for conceptual linkages between interaction and partner management and the business processes in m‐business partnerships. Suggests that the unit of analysis for studying partnerships should extend beyond the dyadic relationship to a network. The paper also finds support for the use of social control mechanisms as a means in which to safeguard a focal relationship.

Characterised by high levels of uncertainty, task complexity and partner diversity, m‐business is an ideal environment in which to study partnerships. Continuing research efforts in this field will serve to bring managerial focus to understanding the broader concept of how m‐business macro‐markets operate.

The theoretical underpinnings of this paper provide a contemporary lens in which to examine the relationship between conflict, cooperation and process development and for developing a new stream of empirical research in the field of partnerships.

This second part of the paper summarizes typical pitfalls as they can be observed in larger process modeling projects.

The identified pitfalls have been derived from a series of focus groups and semi‐structured interviews with business process analysts and managers of process management and modeling projects.

The article continues the discussion of the first part. It covers issues related to tools and related requirements (7‐10), the practice of modeling (11‐16), the way we design to‐be models (17‐19), and how we deal with success of modeling and maintenance issues (19‐21). Potential pitfalls related to strategy and governance (1‐3) and the involved stakeholders (4‐6) were discussed in the first part of this paper.

This paper is a personal viewpoint, and does not report on the outcomes of a structured qualitative research project.

The provided list of intotal 22 pitfalls increases the awareness for the main challenges related to process modeling and helps to identify common mistakes.

This paper is one of the very few contributions in the area of challenges related to process modeling.

The purpose of this paper is to study the impact of managerial perceptions regarding the competitive environment and organizational capabilities on the way firms respond to their rivals' competitive actions.

The authors draw on competitive dynamics theory to develop a model that is empirically tested in 174 firms from 22 manufacturing, trade and service sectors in Greece.

The results show an association between managerial perceptions on the one hand and the innovativeness and breadth of competitive responses on the other. More specifically, perceptions of competition intensity, substitution threats and increased buyer powers are associated with broader and more innovative competitive reactions. Similarly, perceptions of strong internal, mediating (managerial) and external (market sensing) capabilities also affect the breadth and innovativeness of competitive responses.

Further to advancing theory in competitive dynamics, the authors contribute to a deeper understanding of the drivers of competitive retaliation that managers can use to anticipate their rivals' retaliation schemes when initiating competitive actions.