tag:blogger.com,1999:blog-83217252024-03-06T21:02:59.764+01:00fieltnotes: Business Models & Business-IT researchE-business, IT innovation, IT adoption and diffusion, Business value of IT, Service innovation, Service design, Business models, Business networks, Business Process Management, Multi-channel managementErwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.comBlogger100125tag:blogger.com,1999:blog-8321725.post-103487645959990442021-02-05T00:26:00.006+01:002021-02-05T00:26:56.087+01:00Business model tooling: Where research and practice meet<p> <span style="font-family: courier;">This paper is an introduction to a special issue that bundles a series of papers on business model tooling. Business model tools are methods, frameworks or templates to facilitate communication and collaboration regarding Business Model analysis, (re-)design, adoption, implementation and exploitation. </span></p><p><span style="font-family: courier;">In this introduction, we position business model tooling in the broader literature, going beyond the mere use of tooling to disseminate academic knowledge. We point out the unique contributions on business model tooling that information systems scholars can bring and give an overview of business model tools and ontologies, </span></p><p><span style="font-family: courier;">We sketch a brief research agenda comprising seven research directions: (1) design of tooling; (2) interfaces and usability; (3) evaluation and testing; (4) adoption, diffusion and commercialization of tooling; (5) privacy and security of tool users; (6) the use of tooling in business model education; and (7) future tooling enabled by big data and machine learning.</span></p><p><span style="font-family: courier;">See <a href="https://link.springer.com/article/10.1007/s12525-020-00424-5" target="_blank">here</a> for more information.</span></p><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-42577611816582685802020-04-18T08:35:00.000+02:002020-04-18T14:02:45.802+02:00The qualities of business models: Thinking about “...ilities”<div>
<span style="font-family: "courier new" , "courier" , monospace;">Most people will be familiar with the ...ilities that IDEO uses for design thinking: desirability, feasibility, viability. In a previous post about <a href="http://fieltnotes.blogspot.com/2010/09/business-model-shift-or-drift.html" target="_blank">the strategic change of business models</a>, I discussed synergy, scalability, flexibility, innovativity, simplicity, and repeatability.</span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;"><br /></span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;">In their recent work (<a href="https://www.strategyzer.com/books/the-invincible-company" target="_blank">The Invincible Company</a>), Osterwalder and Pigneur position IDEO's ...ilities on their Business Model Canvas and add adaptability to include factors from the business environment. Here I like to present some initial ideas that follow and extend the ideas from Osterwalder and Pigneur.</span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;"><br /></span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;">As presented in the picture below, the basic positioning by Osterwalder and Pigneur is followed, except that their viability (‘earning enough money’) is replaced by profitability (which more directly expresses the monetary focus).</span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;"><br /></span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;">In my perspective, viability is central and is firstly related to the value proposition. The value proposition is often seen as the key element or core component of a business model. As such it seems evident that a key concern should be whether the value proposition is viable or not.</span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;"><br /></span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;">Secondly, viability is also determined by a holistic perspective on the business model (the sum is more than the parts, how do the components fit together). As such, it also brings desirability, feasibility, and profitability together and can be seen as their ‘sweetspot.’</span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;"><br /></span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;">Thirdly, viability is also determined by how the business model fits in its business environment (adaptability) and institutional environment (legitimability). The latter deals with the broader values, logic and rules of social structures that influence stability (and change) in social life.</span></div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;"><br /></span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgjxlPSpTU5w4aLhhrHct55l07xsAm_cy3OLDc4iekYB-ib3a7IFo2kqOadtc22UGZQte-1ZjfQIWXuHUxe_hHq7pwlgBJq5tfOwfZ8D-W2sJGzVeZmPb7CPLxnrynnB4GHe0CngA/s1600/Picture1.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1186" data-original-width="1501" height="252" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgjxlPSpTU5w4aLhhrHct55l07xsAm_cy3OLDc4iekYB-ib3a7IFo2kqOadtc22UGZQte-1ZjfQIWXuHUxe_hHq7pwlgBJq5tfOwfZ8D-W2sJGzVeZmPb7CPLxnrynnB4GHe0CngA/s320/Picture1.png" width="320" /></a></div>
<div class="separator" style="clear: both; text-align: center;">
</div>
<div>
<span style="font-family: "courier new" , "courier" , monospace;"><br /></span></div>
<div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-84998757059011172882019-07-28T13:22:00.000+02:002019-07-28T13:22:08.960+02:00How should governments respond to Facebook’s Libra initiative?<span style="font-family: "Courier New", Courier, monospace;">"How governments should respond to Libra depends on how the company integrates the cryptocurrency into their larger business. We envision Libra being integrated into the company’s broader business model as a basis for offering financial services, or possibly an even broader set of services. Given the increasing social and economic power of large tech firms, governments should proactively start thinking of how to respond to these firms’ entrance into new industries."</span><br />
<span style="font-family: "Courier New", Courier, monospace;"><br /></span>
<span style="font-family: "Courier New", Courier, monospace;">See <a href="https://www.brookings.edu/blog/techtank/2019/07/26/how-should-governments-respond-to-facebooks-libra-initiative/" target="_blank">here</a> for more information.</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-70216020687951754412019-07-12T07:11:00.005+02:002019-07-12T07:13:04.399+02:00Data-Driven Business Models and Professional Services Firms: A Strategic Framework and Transitionary Pathways<span style="font-family: "courier new" , "courier" , monospace;">Many organizations and industries are undergoing a significant transformation due to digital technologies. In our research, we study digital business model innovation in relation to <b>Professional Services Firms</b> (PSFs). In this conceptual paper, we contrast the traditional, human-centered, knowledge-intensive business model of PSFs with the new, computer-centered, <b>data-driven business model</b> that is developing due to the rise of big data, advanced data analytics and artificial intelligence. To better understand if, when and how data-driven business models may disrupt PSFs, we provide a strategic framework for identifying and analyzing the options for PSFs in relation to <b>the nature and scope of their value proposition</b>. We suggest several possible transitionary pathways using digital technology for augmentation or automation and the need so scale across services and industries. As such this paper provides valuable insights to academics and practitioners into how PSFs might develop new business models given the nature of their service offerings and industry positions.</span><br />
<br />
<span style="font-family: "courier new" , "courier" , monospace;">See <a href="https://link.springer.com/chapter/10.1007/978-3-030-22784-5_3" target="_blank">here</a> for more information. </span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-7486568045496753982017-09-11T07:53:00.000+02:002017-09-11T07:53:00.905+02:00What’s new about digital innovation? <span style="font-family: "Courier New",Courier,monospace;">Practitioners see <b>digital innovation</b> as vital to their business. Academics are also increasingly paying attention to digital innovation. <i>However, it is often unclear what is meant by digital innovation and how it differs from traditional (IS/IT) innovation</i>. To advance our understanding of digital innovation, this paper identifies different conceptualizations of digital innovation in the IS literature and extracts common themes that can point to what is “new” about digital innovation and what is emerging as research areas for the IS discipline. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;">Our research identifies two prominent <b>digital innovation conceptualisations</b>, based on Fichman, Dos Santos, and Zheng (2014) and Yoo, Boland, Lyytinen, and Majchrzak (2012), and presents four prominent <b>digital innovation themes</b>: the nature of digital technologies, digitization, digital business model innovation and digital-enabled generativity. We integrate these themes into a framework that conceptualizes digital innovation as a rippling effect starting with digital technologies and conjecture that digital innovation can become ‘hyperinnovation’ through powerful virtuous cycles.</span><br />
<span style="font-family: "Courier New",Courier,monospace;"><br /></span>
<span style="font-family: "Courier New",Courier,monospace;">See <a href="https://eprints.qut.edu.au/102320/" target="_blank">here</a> for more information.</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-70737029339183483002017-08-09T01:51:00.000+02:002017-08-09T01:51:40.881+02:00Repainting the business model canvas for peer-to-peer sharing and collaborative consumption <span style="font-family: "Courier New",Courier,monospace;"><b>Sharing Economy</b> businesses have become very popular recently but there
is little guidance available on how to develop the respective business
models. We faced this problem during a consortium research project for
developing a service for electric vehicle charging that adopts the
paradigm of <b>Peer-to-Peer Sharing and Collaborative Consumption (P2P
SCC)</b>— a specific branch of the Sharing Economy. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;">We use Action Design
Research (ADR) to develop an adapted version of the <b>Business Model
Canvas</b> that is specifically tailored to the needs of P2P SCC business
model development. The adapted canvas is then applied to develop a
business model for the proposed service. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;">The learnings from the
development process are formalized into a set of generally applicable
guidelines for the development of P2P SCC business models. The resulting
guidelines and the adapted canvas provide guidance for both researchers
and practitioners who want to either develop new or analyze existing
P2P SCC business models.</span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;">See <a href="https://eprints.qut.edu.au/109787/" target="_blank">here</a> for more information. </span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-13541383491963848872017-06-30T05:29:00.000+02:002017-07-07T14:12:23.913+02:00Empirical insights into the development of a service-oriented enterprise architecture <span style="font-family: "courier new" , "courier" , monospace;">Organisations use <b>Enterprise Architecture</b> (EA) to reduce organisational
complexity, improve communication, align business and information
technology (IT), and drive organisational change. Due to the dynamic
nature of environmental and organisational factors, EA descriptions need
to change over time to keep providing value for its stakeholders.
Emerging business and IT trends, such as <b>Service-Oriented Architecture</b>
(SOA), may impact EA frameworks, methodologies, governance and tools.
However, the phenomenon of EA evolution is still poorly understood. </span><br />
<br />
<span style="font-family: "courier new" , "courier" , monospace;">Using Archer's morphogenetic theory as a foundation, this research
conceptualises three analytical <b>phases of EA evolution in organisations</b>,
namely conditioning, interaction and elaboration. Based on a case study
with a government agency, this paper provides new empirically and
theoretically grounded insights into EA evolution, in particular in
relation to the introduction of SOA, and describes relevant generative
mechanisms affecting EA evolution. By doing so, it builds a foundation
to further examine the impact of other IT trends such as mobile or
cloud-based solutions on EA evolution. At a practical level, the
research delivers a model that can be used to guide professionals to
manage EA and continually evolve it.</span><br />
<br />
<span style="font-family: "courier new" , "courier" , monospace;">See <a href="http://www.sciencedirect.com/science/article/pii/S0169023X15000828" target="_blank">here</a> for more information. </span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-1240222772883138482015-10-22T09:12:00.000+02:002017-06-30T05:29:38.705+02:00The Digital Innovation of everyday things: New, Copy, Paste, Search, Save, Print, Send, etc.<span style="font-family: "courier new" , "courier" , monospace;">With the ongoing proliferation and immersion of <b>digital
technologies</b> into everything we use, we often wonder how the future of the
things we use would look like. While it is not possible to predict this, it is
<b>possible to think about it</b>. Chance favors the prepared mind.</span><br />
<br />
<div class="MsoNormal">
<span style="font-family: "courier new" , "courier" , monospace;">Take the digital camera. The way we now go about with taking
and sharing pictures is quite different from how it used to be with the film camera.
One of the influences has been the information technology, in fact the digital camera
probably has more in common with a computer than with a film camera. This also
means that a lot of functionality associated with computers has entered the
world of digital photography like ‘save,’ ‘copy,’ ‘delete,’ metadata, etc.(and we expect that this </span><span style="font-family: "courier new" , "courier" , monospace;"><span style="font-family: "courier new" , "courier" , monospace;">functionality </span>works in a way similar to a computer environment, e.g., a perfect copy with one click).</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: "courier new" , "courier" , monospace;">One of the ways of thinking about how digital technologies
influence everyday things, may be <b>to apply these notions of computer functionality
to them as a thought experiment</b>. For example, what would ‘new’ mean in relation
to a digital fridge. I could mean that it registers every new product I put in.
Or I may be able to ‘search,’ by asking it if there is any fruit left or how
much fruit has been consumed in the last week. I may also be able to ‘save’ so
I can see overtime what has been in my fridge.</span></div>
<div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-59095430955068189342015-07-14T03:43:00.001+02:002015-07-14T03:44:53.021+02:00IT Consumerization and its Effects on (Strategic) IT Managment<span style="font-family: "Courier New",Courier,monospace;"><b>IT consumerization</b> is both a major opportunity and significant challenge for organizations. However, IS research has hardly discussed the implications for <b>IT management</b> so far. In this paper we address this topic by empirically identifying organizational themes for IT consumerization and conceptually exploring the direct and indirect effects on the <b>business value of IT</b>, <b>IT capabilities</b>, and the <b>IT function</b>. <br /><br />More specifically, based on two case studies, we identify <b>eight organizational themes</b>: consumer IT strategy, policy development and responsibilities, consideration of private life of employees, user involvement into IT-related processes, individualization, updated IT infrastructure, end user support, and data and system security. <br /><br />The contributions of this paper are (1) the identification of organizational themes for IT consumerization, (2) the proposed effects on the business value of IT, IT capabilities and the IT function, and (3) combining empirical insights into IT consumerization with managerial theories in the IS discipline.</span><br />
<span style="font-family: "Courier New",Courier,monospace;"><br /></span>
<span style="font-family: "Courier New",Courier,monospace;">See <a href="http://eprints.qut.edu.au/85252/" target="_blank">here</a> for more information.</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-40701923399232223542015-02-07T01:07:00.001+01:002015-02-07T01:08:17.908+01:00A Critical Realist Perspective of Enterprise Architecture Evolution: Conditioning and Outcomes<span style="font-family: "Courier New",Courier,monospace;">This paper investigates how <b>Enterprise Architecture</b> (EA) evolves due to emerging trends. It specifically explores how EA integrates the <b>Service-oriented Architecture</b> (SOA). Archer’s Morphogenetic theory is used as an analytical approach to distinguish the architectural conditions under which SOA is introduced, to study the relationships between these conditions and SOA introduction, and to reflect on EA evolution (elaborations) that then take place. <b> </b></span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;"><b>The paper focuses on reasons for why EA evolution could take place, or not and what architectural changes could happen due to SOA integration.</b> The research builds on sound theoretical foundations to discuss EA evolution in a field that often lacks a solid theoretical groundwork. Specifically, it proposes that critical realism, using the morphogenetic theory, can provide a useful theoretical foundation to study enterprise architecture (EA) evolution. The initial results of a literature review (a-priori model) were extended using explorative interviews. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;"><b>The findings of this study are threefold.</b> First, there are five different levels of EA-SOA integration outcomes. Second, a mature EA, flexible and well-defined EA framework and comprehensive objectives of EA improve the integration outcomes. Third, the analytical separation using Archer’s theory is helpful in order to understand how these different integration outcomes are generated.</span><br />
<span style="font-family: "Courier New",Courier,monospace;"></span><br />
<span style="font-family: "Courier New",Courier,monospace;"></span>
<span style="font-family: "Courier New",Courier,monospace;">See <a href="http://eprints.qut.edu.au/78954/" target="_blank">here</a> for more information.</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-91095924759877522482014-11-26T05:14:00.000+01:002015-02-07T10:13:34.899+01:00Small and Medium Enterprises using Software as a Service: Exploring the different roles of intermediaries<span style="font-family: "Courier New",Courier,monospace;"><b>Software as a Service</b> (SaaS) can provide significant benefits to small and medium enterprises (SMEs) due to advantages like ease of access, 7*24 availability, and utility pricing. However, underlying the SaaS delivery model is often the assumption that SMEs will directly interact with the SaaS vendor and use a self-service approach. In practice, we see the rise of <b>SaaS intermediaries</b> who can support SMEs with sourcing and leveraging SaaS. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;">This paper reports on <b>the roles of intermediaries and how they support SMEs with using SaaS</b>. We conducted an empirical study of two SaaS intermediaries and analysed their business models, in particular their value propositions. We identified orientation (technology or customer) and alignment (operational or strategic) as themes for understanding their roles. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;"><b>The contributions of this paper include</b>: (1) the identification and description of SaaS intermediaries for SMEs based on an empirical study and (2) understanding the different roles of SaaS intermediaries, in particular a more basic role based on technology orientation and operational alignment and a more value adding role based on customer orientation and strategic alignment. We propose that SaaS intermediaries can address SaaS adoption and implementation challenges of SMEs by playing a <b>basic role</b> and can also aim to support SMEs in creating business value with SaaS based solutions by playing an <b>added value role</b>.</span><br />
<span style="font-family: "Courier New",Courier,monospace;"><br /></span>
<span style="font-family: "Courier New",Courier,monospace;">See <a href="http://eprints.qut.edu.au/78955/" target="_blank">here</a> </span><span style="font-family: "Courier New",Courier,monospace;"><span style="font-family: "Courier New",Courier,monospace;">for more information</span>.</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-43965887215998625642014-08-19T11:54:00.002+02:002015-02-07T10:17:21.626+01:00Conceptualising Business Models: Definitions, Frameworks and Classifications<span style="font-family: "Courier New",Courier,monospace;">The <b>business model </b>concept is gaining traction in different disciplines but is still criticized for being fuzzy and vague and lacking consensus on its definition and compositional elements. In this paper we set out to advance our understanding of the business model concept by <b>addressing three areas of foundational research</b>: business model definitions, business model elements, and business model archetypes. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;">We define a business model as <b>a representation of the value logic of an organization in terms of how it creates and captures customer value</b>. This abstract and generic definition is made more specific and operational by the compositional elements that need to address <b>the customer, value proposition, organizational architecture (firm and network level) and economics dimensions</b>. Business model archetypes complement the definition and elements by providing a more concrete and empirical understanding of the business model concept. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;"><b>The main contributions of this paper are</b> (1) explicitly including the customer value concept in the business model definition and focusing on value creation, (2) presenting four core dimensions that business model elements need to cover, (3) arguing for flexibility by adapting and extending business model elements to cater for different purposes and contexts (e.g. technology, innovation, strategy) (4) stressing a more systematic approach to business model archetypes by using business model elements for their description, and (5) suggesting to use business model archetype research for the empirical exploration and testing of business model elements and their relationships.</span><br />
<span style="font-family: "Courier New",Courier,monospace;"><br /></span>
<span style="font-family: "Courier New",Courier,monospace;">See <a href="http://eprints.qut.edu.au/75316/" target="_blank">here</a> for more information. </span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-2465104030537462472014-05-21T03:40:00.000+02:002015-02-07T10:11:45.566+01:00Exploring Shared Services from an IS Perspective: A Literature Review and Research Agenda<span style="font-family: "Courier New",Courier,monospace;"><b>Shared services</b> have gained significance as an organizational arrangement, in particular for support functions, to reduce costs, increase quality, and create new capabilities. The information systems (IS) function is amenable to sharing arrangements and information systems can enable sharing in other functional areas. However, despite being a promising area for IS research, <b>literature on shared services in the IS discipline is scarce and scattered</b>. There is still little consensus on what shared services is. Moreover, a thorough understanding of why shared services are adopted, who are involved, and how things are shared is lacking. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;">In this article, we set out to progress IS research on shared services by <b>establishing a common ground for future research and proposing a research agenda</b> to shape the field based on an analysis of the IS literature. We present a holistic and inclusive definition, discuss the primacy of economic-strategic objectives so far, and introduce conceptual frameworks for stakeholders and the notion of sharing. We also provide an overview of the theories and research methods applied. We propose a research agenda that addresses fundamental issues related to objectives, stakeholders, and the notion of sharing to lay the foundation for taking IS research on shared services forward.<br /><br />See <a href="http://eprints.qut.edu.au/59419/" target="_blank">here</a> for more information. </span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-50857564691897978642014-01-29T09:52:00.003+01:002015-02-07T10:14:45.732+01:00One-Stop Government Portals: Transformation or Navigation<span style="font-family: "Courier New",Courier,monospace;">E-government is seen as a promising approach for governments to improve their service towards citizens and become more cost-efficient in service delivery. This is often combined with one-stop government, which is a citizen-oriented approach stressing integrated provision of services from multiple departments via a single access point, the one-stop government portal. While the portal concept is gaining prominence in practice, there is little known about its status in academic literature. This hinders academics in building an accumulated body of knowledge around the concept and makes it hard for practitioners to access relevant academic insights on the topic. The objective of this study is to identify and understand the key themes of the one-stop government portal concept in academic, e-government research. A holistic analysis is provided by addressing different viewpoints: social-political, legal, organizational, user, security, service, data and information, and technical. As an overall finding, the authors conclude that there are two different approaches: a more pragmatic approach focuses on quick wins in particular related to usability and navigation and a more ambitious, transformational approach having far reaching social-political, legal, and organizational implications.</span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;">See <a href="http://eprints.qut.edu.au/59420/" target="_blank">here</a> for more information. </span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-12279403141612207982013-12-15T07:48:00.000+01:002013-12-15T07:48:17.347+01:00Enterprise social networks : A business model perspective<span style="font-family: "Courier New",Courier,monospace;">Enterprise Social Networks continue to be adopted by organisations looking to increase collaboration between employees, customers and industry partners. Offering a varied range of features and functionality, this technology can be distinguished by the underlying business models that providers of this software deploy. This study identifies and describes the different business models through an analysis of leading Enterprise Social Networks: Yammer, Chatter, SharePoint, Connections, Jive, Facebook and Twitter. </span><br />
<br />
<span style="font-family: "Courier New",Courier,monospace;">A key contribution of this research is the identification of consumer and corporate models as extreme approaches. These findings align well with research on the adoption of Enterprise Social Networks that has discussed bottom-up and top-down approaches. Of specific interest are hybrid models that wrap a corporate model within a consumer model and may, therefore, provide synergies on both models. From a broader perspective, this can be seen as the merging of the corporate and consumer markets for IT products and services.<br /><br />See <a href="http://eprints.qut.edu.au/65200/1/acis_%2D_2013_%2D_Enterprise_Social_Networks_%2D_A_Business_Model_Perspective.pdf" target="_blank">here</a> for more information. </span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-41706149031743461352013-05-23T09:04:00.002+02:002013-05-23T09:04:58.279+02:00Business Model Canvas or Business Model thinking?<span style="font-family: "Courier New",Courier,monospace;">The Business Model Canvas presents us with a great tool for the design and innovation of business models. As with every specific approach or tool, the Canvas can also bias or blind us. This can be caused by the features of the tool itself as well as from the way in which the tool is (wrongly) used.<br /><br />As with every solution for solving a problem, the features of the Business Model Canvas are determined by the framing and scoping of the problem. This means that compared to other business model frameworks and tools, the Business Model Canvas has certain strengths and weaknesses (see also my discussion on different frameworks <a href="http://eprints.qut.edu.au/41609/" target="_blank">here</a>). For example, some of specific areas where the Business Model Canvas could fall short in are related to business networks, service logic and business dynamics.<br /><br />Another potential hazard with using the Business Model Canvas is that its use gets reduced to just filling out the individual building blocks. This will not provide a holistic perspective on value creation as it omits the relationships between the building blocks, e.g. Dell could offer direct sales because they targeted corporate customers going for a repeat purchase. Moreover, every business model has an underlying rational or story. This is easily missed when one limits oneself to the individual building blocks. The idea behind Southwest Airlines' business model can be described as making flying an alternative for taking a bus or car.<br /><br />So while the Business Model Canvas can be very useful for supporting the design and innovation of business models, we should not fall into the trap that we therefore assume that we do not need to also think more broadly about the logic for creating and capturing customer value.</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-49422746875394294682012-06-16T21:40:00.001+02:002012-06-16T21:42:14.350+02:00Service-oriented business models: Service as value logic<div style="font-family: "Courier New",Courier,monospace;">
This post is <a href="http://fieltnotes.blogspot.com/2011/01/different-perspectives-on-service.html">part of a series</a> that explores service-oriented business models based on different perspectives on service.</div>
<div style="font-family: "Courier New",Courier,monospace;">
<br /></div>
<div style="font-family: "Courier New",Courier,monospace;">
Successful firms use business model innovation to rethink the way they do business and transform industries. However, current research on business model innovation is lacking theoretical underpinnings and is in need of new insights. The objective of this paper is to advance our understanding of both the business model concept and business model innovation based on service logic as foundation for customer value and value creation. </div>
<div style="font-family: "Courier New",Courier,monospace;">
<br /></div>
<div style="font-family: "Courier New",Courier,monospace;">
We present and discuss a rationale for business models based on ‘service logic’ with service as a value-supporting process and compared it with a business model based on ‘goods logic’ with goods as value-supporting resources. The implications for each of the business model dimensions: customer, value proposition, organizational architecture and revenue model, are described and discussed in detail.</div>
<div style="font-family: "Courier New",Courier,monospace;">
<br /></div>
<div style="font-family: "Courier New",Courier,monospace;">
See <a href="http://eprints.qut.edu.au/50842/">here</a> for more information.</div><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-85650353804685079342012-05-19T01:51:00.000+02:002012-06-16T21:42:42.378+02:00A simple Business Model Canvas example – The library<div style="font-family: "Courier New",Courier,monospace;">
Looking for a simple example to learn and teach the Business model Canvas that is not too MBA like? Why not take something familiar like a library? Easy to map out but still very insightful. See the example I included below (as far as I remember it from when I was a kid in the Netherlands).</div>
<div style="font-family: "Courier New",Courier,monospace;">
<br /></div>
<div style="font-family: "Courier New",Courier,monospace;">
There are lots of ways to extent this. When you want to explore the commercial side, compare it with a book shop example. Or when you want to discuss the impact of technology, discuss how an e-book library would look like.</div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXdDcHZoy1fRiVjsk1NY98qw7UVhIdaVvJ8DEILoXh1cfUqkRPvBqen0DkmpH5IqS_7ylSQWQJW28OZjZDrDR0mo6PV10dB609ic9YLwUY1N9gOE4T9LON2kZ-fq5DBxVj-xrr1w/s1600/Picture1.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="227" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiXdDcHZoy1fRiVjsk1NY98qw7UVhIdaVvJ8DEILoXh1cfUqkRPvBqen0DkmpH5IqS_7ylSQWQJW28OZjZDrDR0mo6PV10dB609ic9YLwUY1N9gOE4T9LON2kZ-fq5DBxVj-xrr1w/s400/Picture1.png" width="400" /></a></div>
<br /><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-31365713431869127622012-02-08T02:43:00.001+01:002012-02-08T02:46:11.122+01:00Where do we find services in enterprise architectures?<span style="font-family: courier new;">In recent years, enterprise architecture (EA) has captured growing attention as a means to systematically consolidate and interrelate diverse IT artefacts in order to provide holistic decision support. Since the emergence of Service-Oriented Architecture (SOA), many attempts have been made to incorporate SOA artefacts in existing EA frameworks. Yet the approaches taken to achieve this goal differ substantially for the most commonly used EA frameworks to date. </span><br style="font-family: courier new;"><br style="font-family: courier new;"><span style="font-family: courier new;">This paper investigates and compares five widely used EA frameworks in the way they embrace the SOA paradigm. It identifies what SOA artefacts are considered to be in the respective EA frameworks and their relative position in the overall structure. The results show that services and related artefacts are far from being well-integrated constructs in current EA frameworks. </span><br style="font-family: courier new;"><br style="font-family: courier new;"><span style="font-family: courier new;">The comparison presented in this paper will support practitioners in identifying an EA framework that provides SOA support in a way that matches their requirements and will hopefully inspire the academic EA and SOA communities to work on a closer integration of these architectures.</span><br style="font-family: courier new;"><br style="font-family: courier new;"><span style="font-family: courier new;">See </span><a style="font-family: courier new;" href="http://eprints.qut.edu.au/47469/1/acis_%2D_2011_%2D_Where_Do_We_Find_Services_in_Enterprise_Architectures_%2D_A_Comparative_Approach.pdf">here</a><span style="font-family: courier new;"> for more information. </span><br style="font-family: courier new;"><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-88731776427520764092012-01-06T02:24:00.002+01:002012-01-06T02:27:28.618+01:00The morphology of service bundling settings<span style="font-family:courier new;">The purpose of this paper is to advance our understanding of what contextual factors influence the service bundling process in an organizational setting.<br /><br />Although previous literature contains insights into the mechanisms underlying bundling and the artefacts for performing the bundling task itself, the body of knowledge seems to lack a comprehensive framework for analysing the actual scenario in which the bundling process is performed. This is required as the scenario will influence the bundling method and the IT support. We address this need by designing a morphological box for analysing bundling scenarios in different organizational settings. The factors featured in the box are systematised into a set of four categories of bundling layers which we identify from reviewing literature. The two core layers in the framework are the service bundling on a type level and on an instance level (i.e. configuration).<br /><br />To demonstrate the applicability and utility of the proposed morphological box, we apply it to assess the underlying differences and commonalities of two different bundling scenarios from the B2B and G2C sectors which stress the differences between bundling on a type and instance level. In addition, we identify several prospects for future research that can benefit from the proposed morphological box.</span><br /><br /><span style="font-family:courier new;">See </span><a style="font-family: courier new;" href="http://eprints.qut.edu.au/47467/1/acis_-_2011_-_The_Morphology_of_Service_Bundling_Settings.pdf">here</a><span style="font-family:courier new;"> for more information. </span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-54631240651394060222011-10-25T04:53:00.003+02:002011-10-25T05:10:36.118+02:00Business Model Canvas 2.0<span style="font-family:courier new;">The Business Model Canvas, as described in Business Model Generation by <a href="http://www.businessmodelgeneration.com/">Osterwalder and Pigneur (2010)</a>, is quickly becoming the dominant business model framework (see <a href="http://eprints.qut.edu.au/41609/1/Business_Service_Management_Volume_3_Mar2011_Understanding_Business_Models_Final.pdf">here</a> for an overview of different frameworks). While the Business Model Canvas is a useful and easy-to-use tool for generating business models, it has certain limitations that I think need to be addressed in the future.<br /><br />Below is my ‘wish list’ with what I consider the three major areas for improvement.</span><br /><ol><li><span style="font-family:courier new;">Moving from a product logic to a <span style="font-weight: bold;">service logic</span></span></li><li><span style="font-family:courier new;">Moving from firm focus with partnering to constellation focus with <span style="font-weight: bold;">networking</span></span></li><li style="font-family: courier new;">Moving from a static approach to a <span style="font-weight: bold;">dynamic </span>approach</li></ol><span style="font-family: courier new;">I will address each of these areas in future posts.</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-2604846210248955752011-09-09T03:06:00.003+02:002011-09-09T03:21:19.210+02:00Business model archetypes<span style="font-family:courier new;">How familiar are you with different business model archetypes or patterns, such as the 'free' model? Do you always start with a blank sheet when designing a new canvas or would/should you reuse existing models? Or when you analyse an exiting model, would/should you look at what is unique or what it has in common with other models?<br /><br />Whatever your approach, it is good to be familiar with the individual archetypes that have been identified so far and the classifications (in the form of lists or typologies) used to describe multiple archetypes. Most of this started with trying to describe and understand different e-business models, for example Timmers (1998), Rappa (2000) and Weill & Vitale (2001). Later the specific focus on e-business models became less, although many of the newer models are still associated with the Internet as driver or enabler. Osterwalder & Pigneur (2010) and Johnson (2010) are examples of newer lists that are not e-business focussed.<br /><br />Next to presenting different lists or typologies and their underlying criteria, some authors also address the application of business model archetypes for business model design and management via, for example,business model composition (Weill & Vitale, 2001), business model decision-making (Morris et al.,2005) and business model maturity (Chesbrough, 2006).<br /><br />For a more detailed description and discussion see the whitepaper ‘<a href="http://eprints.qut.edu.au/41609/1/Business_Service_Management_Volume_3_Mar2011_Understanding_Business_Models_Final.pdf">Understanding business models</a>.'</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-57230073012353783732011-08-26T05:14:00.003+02:002011-08-26T05:20:57.000+02:00The impact of software-as-a-service on business models of leading software vendors<span style="font-family:courier new;">One of the prominent topics in Business Service Management is business models for (new) services. Business models are useful for service management and engineering as they provide a broader and more holistic perspective on services. Business models are particularly relevant for service innovation as this requires paying attention to the business models that make new services viable and business model innovation can drive the innovation of new and established services. Before we can have a look at business models for services, we first need to understand what business models are. This is not straight-forward as business models are still not well comprehended and the knowledge about business models is fragmented over different disciplines, such as information systems, strategy, innovation, and entrepreneurship. This whitepaper, ‘Understanding business models,’ introduces readers to business models.</span>
<br />
<br /><span style="font-family:courier new;">This whitepaper contributes to enhancing the understanding of business models, in particular the conceptualisation of business models by discussing and integrating business model definitions, frameworks and archetypes from different disciplines. After reading this whitepaper, the reader will have a well-developed understanding about what business models are and how the concept is sometimes interpreted and used in different ways. It will help the reader in assessing their own understanding of business models and that and of others. This will contribute to a better and more beneficial use of business models, an increase in shared understanding, and making it easier to work with business model techniques and tools.</span>
<br />
<br /><span style="font-family:courier new;">See </span><a style="font-family: courier new;" href="http://eprints.qut.edu.au/43815/1/43815a.pdf">here</a><span style="font-family:courier new;"> for more information.</span>
<br /><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-37163636001196187152011-07-18T13:06:00.003+02:002011-08-26T05:15:24.529+02:00A business model approach for moving tele-monitoring and tele-treatment from promise to practice<span style="font-family:courier new;">The availability of new information and communication technologies creates opportunities for new, mobile tele-health services. While many promising tele-health projects deliver working R&D prototypes, they often do not result in actual deployment. We aim to identify critical issues than can increase our understanding and enhance the viability of the mobile tele-health services beyond the R&D phase by developing a business model. The present study describes the systematic development and evaluation of a service-oriented business model for tele-monitoring and -treatment of chronic lower back pain patients based on a mobile technology prototype. We address challenges of multi-sector collaboration and disruptive innovation.</span>
<br />
<br /><span style="font-family:courier new;">See <a href="http://www.inderscience.com/search/index.php?action=record&rec_id=40483&prevQuery=&ps=10&m=or">here</a> for more information.</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0tag:blogger.com,1999:blog-8321725.post-58261726415010258672011-06-26T20:47:00.003+02:002011-09-09T03:18:46.560+02:00Business model frameworks<span style="font-family:courier new;">How familiar are you with different business model frameworks? What framework will suit your needs best?<br /><br />Selecting the right framework may depend upon, amongst others, the purpose (e.g. communication, brainstorming, business plan, system development), the setting (e.g. start-up or established company, organization or network, social or technical) and the type of support required (e.g. modelling language, visualisation, templates, tool support, etc.).</span><br /><br /><span style="font-family:courier new;">Below you find a list of some of the more well-known and published frameworks:</span><br /><ul style="font-family: courier new;"><li>The Business Model Canvas (Osterwalder & Pigneur)</li><li>The Four-Box Business Model (Johnson)</li><li>The STOF model (Bouwman, De Vos & Haaker)</li><li>Business Model Schematics (Weill & Vitale)</li><li>Technology/market mediation (Chesbrough & Rosenbloom)</li><li>Entrepreneur’s business model (Morris, Schindehutte & Allen)</li><li>e3-value (Gordijn & Akkerman)</li></ul><span style="font-family:courier new;">For a more detailed description and discussion see the whitepaper ‘<a href="http://eprints.qut.edu.au/41609/1/Business_Service_Management_Volume_3_Mar2011_Understanding_Business_Models_Final.pdf">Understanding business models</a>.'.</span><div class="blogger-post-footer">Fieltnotes by Erwin Fielt</div>Erwin Fielthttp://www.blogger.com/profile/17057095117985608203noreply@blogger.com0