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Enterprise architecture (EA) is a means of a high level of abstraction of a business’ levels which helps organise planning and taking better decisions. Evidence has shown that the scope of EA is not restricted to technology planning, but the lack of business strategy and processes is the most common problem of EA frameworks. Consequently, a challenge stems from the fact that the formulation of strategy should not be modelled separately but as a holistic approach. The purpose of this paper is to evaluate the contemporary problems in existing EA modelling frameworks concerning the optimisation of business strategy concepts and to identify areas for improvement.

Studies were spotted using a three phased literature review methodology which was suggested by Webster and Watson (2002).

Although, previous studies have attempted to use tools and models to visualise the technological business planning, limited previous study has focussed on modelling strategic planning. Due to issues concerning the lack of guidelines for modelling business strategy, a holistic approach is needed to be made.

The paper contributes to the existing literature by assessing the current EA modelling languages and their skilfulness to modelling strategy. Moreover, it contributes to the determination of difficulties in modelling, as well as to the examination of ease of use of language in the context of strategy. Second, this paper provides an overview to practitioners who would like to develop effective EA modelling projects, as well as to architects who try to solve the problems of business complexity.

As one of the omnichannel sales models, “buy online and pick up in store” (BOPS) not only is used in the commercial field but also has gradually attracted many scholars’ interests. However, although there are numerous research ideas, most of the current work is still limited to theoretical and empirical research, and few scholars study BOPS through models. This paper aims to discuss the best market conditions and opportunities for the implementation of BOPS against the backdrop of omnichannel by means of mathematical models and data simulations and discuss the optimal price–service strategies under different sales models.

First, from the perspective of different consumer shopping types, this paper separately divides consumers into different groups in traditional “dual channel” and BOPS models. Then, the authors analyze the impact of company market size, consumer service sensitivity and the scale of BOPS on companies’ strategies and the profit of the supply chain. Subsequently, they conduct an empirical analysis through specific values. Finally, the authors further expand the model on the basis of the original research, and discuss the retailer’s fairness concerns and unit compensation strategy to ensure that the research content is more rigorous.

It is observed that whether companies adopt BOPS depends on consumers’ service sensitivity degree and the scale of BOPS consumers and online retailers: when the sensitivity and the proportion of online consumers are high or the number of BOPS consumers is large, it is more advantageous for companies to implement BOPS. Moreover, companies should not only consider the market scale and production cost but also have a precise orientation of consumers’ experience sensitivity and willingness to engage in extra consumption when making price and service strategies. At the same time, the compensation strategy of companies and the peer-regarding fairness concern behavior of offline retailers will affect the optimal price and service strategy in the BOPS model.

These results provide managerial insights for companies preparing to implement BOPS and promote the development of relevant theories in the channel field.

At present, most of the research on BOPS is based on empirical reviews. However, this paper analyzes the applicability and feasibility of implementing BOPS by using specific models, and it will provide some reference for companies preparing to implement BOPS. In addition, this paper also discusses the unit compensation strategy and peer-regarding fairness concern behavior in the BOPS model, which have not been studied by relevant scholars.

Proposes a new model called the strategy evaluation model. The need for this model is based on the ongoing criticism aimed at capital budgeting models which employ purely quantitative methods such as discounted cash flow techniques and financial ratio analysis. It has been suggested that these models ignore key issues in the strategy‐making process. These key issues are difficult to evaluate as they are typically qualitative and intangible aspects of strategy. The strategy evaluation model provides a method for ranking strategy on quantitative, qualitative and intangible criteria based on their prioritized relationship with the mission of the firm. Aims to provide an evaluation model which can harness the expertise of a firm’s strategic thinkers and combine it with quantitative information.

The growing literature on business models has so far had limited impact on research in strategy. The main reason for this is the fact that the intellectual territory of the business model construct overlaps significantly with that of strategy. Without acknowledging this overlap, academics doing research on business models run the risk of asking questions that have already been explored in the strategy literature. This implies that research on business models can only become more impactful if we first identify explicitly what is different between the business model and strategy concepts and then focus our research questions on that difference.

The concept of the “business model” is increasingly popular in the strategy literature as a way to outline an integrated approach to value creation, delivery, capture, and allocation. It addresses firm strategy but also the resources and capabilities needed to support that strategy and the structure needed to operationalize it. The global marketplace challenges our concepts of all parts of the business model, yet business-model concepts tend not to consider the effects of location or geographical dispersion on the viability of business models. The value of resources and capabilities to customer needs vary from country to country, forcing strategies to adapt. Institutional factors limit structural possibilities in global, regional, and national markets. Currency values, tax regulations, consumer protection and the like make capturing value for the firm and its network much more than simply designing profit margins into pricing structures. This paper offers an integrated but modular approach to the business model, applying concepts from international business studies to show that the very concept of business models as well as each part of the puzzle must be adapted to deal with much greater complexity in the relationships between the environment and the firm in the globalizing marketplace.

Early works in strategic management described strategy process and were quickly followed by a plethora of strategy content articles focusing on tools, theories, frameworks and models for use in strategizing. Subsequently, strategy research and pedagogy diverged along these lines and the two streams have not been satisfactorily reconciled. As the process incorporates content and content requires process, this paper seeks to answer the question; can some relational consistency and historical reconciliation be developed? The purpose of this paper is to propose a process/content interrelation and a generic model of strategizing.

The authors first identify the opportunity for this integration through the historical development of the two streams. The authors then review contemporary scholarly literature, strategic management textbooks and university syllabi to determine which elements of the strategy process and content are most frequently promulgated.

The authors discover a generally ubiquitous core of concepts, but great inconsistency in how they are emphasized, linked and/or applied. Beyond these core concepts, faculty syllabi included a wide range of more idiosyncratic content (appearing very infrequently – possibly related to instructor research or interest areas), such as blue ocean or game theory. The authors then propose a 2 × 2 matrix with axes of the level of analysis and stage of activity. The authors provide a populated matrix and discuss the implications of this matrix for future scholarship and teaching.

This paper begins a process of integrating the historical divide between strategy process and strategy content. It provides insights for classroom faculty, historians and practitioners.

There are a number of traditional business strategy theories that have been used to discuss business‐to‐business (B2B) e‐commerce strategy: Transaction Cost Economics, Resource‐Based View, Porter’s Market Forces Theory, and Channel Theory. However, there currently exists no comprehensive framework linking these theories into a method to rigorously assess value delivery strategies, and in particular to determine how to maximise the impact of the Internet as a value delivery channel. This paper answers this shortcoming by introducing a framework that draws together the main theories of strategic choice in a systematic fashion. In particular, the paper examines how different ways of delivering the same form of value (rather than particular products) from producer to customer may allow exploitation of the desirable features of the Internet to different degrees. By using a novel distribution business model from a real‐life case study to illustrate this framework, the paper uncovers several novel ways the Internet can enhance B2B strategy. The main contribution of the paper is the development of a formal, semi‐quantitative model of value delivery strategy evaluation, which can be used as a starting point for practical evaluation of strategy choices in particular settings, and also as a theoretical tool for discussing the role of the Internet in B2B e‐commerce in a more rigorous way.

In the stream of works showing the semantic dimension as a core concept of the product innovation (e.g. design driven innovation), the paper aims to present a new business modeling approach driven by design and meanings. Similarly to the concept that the product is not represented only by form and function but also by meaning, the entire business model of a company does not transmit economic and technological value only, but tells a lot of the company from a semantic point of view. The work seeks to point out that companies can focus on the management of meanings to “make sense” of their entire business model moulded in building blocks, and realize what the authors called meaning strategy.

After a detailed overview of the theoretical background grounded in the strategy literature and design one, to support the authors' perspective, an in‐depth study of meaning strategy performed by illycaffè is presented.

The value of the work lies in underlining that the design driven (product) innovation's application can be extended further than only describing successful (product) strategies of design‐intensive manufactures and in the suggestions on how to implement a meaning strategy, creating new meanings not only in the products, but also in the building blocks of a company's business model.

The meaning strategy content and action‐oriented framework proposed and the matrix business model meanings versus building blocks can become tools to communicate the company strategy's pivotal elements and its evolution and they can drive strategists in developing and managing new/existing meanings and building blocks.

The purpose of this study is to figure out the factors for sustainable growth of small- and medium-sized enterprises (SMEs).

In all, 27 SMEs in the area of IT (Information Technology) in Korea were analysed through interview method basically.

It is found that sustainable development of SMEs requires two kinds of open innovation which are knowledge strategy and business model. According to developing process, SMEs change their open innovation strategy in knowledge strategy and business model. The highest growth limit of SMEs depends on open innovation in knowledge strategy and business model in sequence from closed innovation in both, through open innovation in both, to open innovation in knowledge strategy and closed innovation in business model and to closed innovation in knowledge strategy and open innovation in business model.

First, the present study was conducted with IT sector SMEs in Korea. It is true that the IT sector is one of the most rapidly changing industrial sectors and is one of representative business types of SMEs in which manufacturing and service industries coexist and diverse sizes of SMEs exist (Malerba, 2002). Second, the present study relies on case study methods. It is true that case study is a method that gives excellent qualitative analysis in firm studies (Yin, 2008).

SMEs cannot survive if they do not accept open innovation in knowledge strategy and business model. SMEs that show absolute limitations in resources and manpower should absolutely implement open innovation strategies to secure more diverse resources from markets and external knowledge bases rather than preparing all resources and capabilities by themselves (Van de Vrande et al., 2009; Yun and Mohan, 2012a, 2012b).

SMEs should bear in mind the two different levels of open innovation, such as knowledge strategies and business models (Chesbrough, 2007; Chesbrough and Appleyard, 2007).

SMEs should not confuse between temporally sustainable development and infinite sustainable development. Firms that take closed innovation strategies in both knowledge strategies and business models can also grow for some time. However, because of the deepening of knowledge-based economy, not only the amount of knowledge existing in the world and the speed of knowledge distribution increased but also the customers’ demands and expectations have been observed to increase in the market immediately through social networking sites (SNS), etc. (Yun and Ryu, 2012).

Monitoring of a process leading to the detection of faults and determination of the root causes are essential for the production of consistent good quality end products with improved yield. The history of process monitoring fault detection (PMFD) strategies can be traced back to 1930s. Thereafter various tools, techniques and approaches were developed along with their application in diversified fields. The purpose of this paper is to make a review to categorize, describe and compare the various PMFD strategies.

Taxonomy was developed to categorize PMFD strategies. The basis for the categorization was the type of techniques being employed for devising the PMFD strategies. Further, PMFD strategies were discussed in detail along with emphasis on the areas of applications. Comparative evaluations of the PMFD strategies based on some commonly identified issues were also carried out. A general framework common to all the PMFD has been presented. And lastly a discussion into future scope of research was carried out.

The techniques employed for PMFD are primarily of three types, namely data driven techniques such as statistical model based and artificial intelligent based techniques, priori knowledge based techniques, and hybrid models, with a huge dominance of the first type. The factors that should be considered in developing a PMFD strategy are ease in development, diagnostic ability, fault detection speed, robustness to noise, generalization capability, and handling of nonlinearity. The review reveals that there is no single strategy that can address all aspects related to process monitoring and fault detection efficiently and there is a need to mesh the different techniques from various PMFD strategies to devise a more efficient PMFD strategy.

The review documents the existing strategies for PMFD with an emphasis on finding out the nature of the strategies, data requirements, model building steps, applicability and scope for amalgamation. The review helps future researchers and practitioners to choose appropriate techniques for PMFD studies for a given situation. Further, future researchers will get a comprehensive but precise report on PMFD strategies available in the literature to date.

The review starts with identifying key indicators of PMFD for review and taxonomy was proposed. An analysis was conducted to identify the pattern of published articles on PMFD followed by evolution of PMFD strategies. Finally, a general framework is given for PMFD strategies for future researchers and practitioners.