Towards the Integration of Value and Coordination Models - Position Paper -

Cross-organizational collaborations have a high complexity.\ud Modelling these collaborations can be done from di®erent perspectives.\ud For example, the value perspective represents expected value exchanges\ud in a collaboration while the coordination perspective represents the order\ud in which these exchanges occur. How to maintain consistency between\ud di®erent models during design time as well as runtime constitutes a chal-\ud lenging topic. De¯ning criteria and de¯nitions re°ecting the relation be-\ud tween these models during the entire life cycle is not straightforward.\ud Di®erent criteria are used for di®erent models since each model captures\ud a speci¯c aspect of the collaboration. In this paper we investigate the\ud challenges arising when addressing the problem of maintaining adequate\ud and consistent models of a collaboration during the entire life cycle of\ud a collaboration. We propose a framework in which we connect business\ud layer, process layer and implementation layer, presenting the direction\ud for solving this multifaceted problem. We will describe several challenges\ud we anticipate to encounter while implementing our framework

On Formal Consistency between Value and Coordination Models

In information systems (IS) engineering dierent techniques for modeling inter-organizational collaborations are applied. In particular, value models estimate the profitability for involved stakeholders, whereas coordination models are used to agree upon the inter-organizational processes before implementing them. During the execution of inter-organizational collaboration, in addition, event logs are collected by the individual organizations representing another view of the IS. The combination of the two models and the event log represent the IS and they should therefore be consistent, i.e., not contradict each other. Since these models are provided by dierent user groups during design time and the event log is collected during run-time consistency is not straight forward. Inconsistency occurs when models contain a conflicting description of the same information, i.e., there exists a conflicting overlap between the models. In this paper we introduce an abstraction of value models, coordination models and event logs which allows ensuring and maintaining alignment between models and event log. We demonstrate its use by outlining a proof of an inconsistency resolution result based on this abstraction. Thus, the introduction of abstractions allows to explore formal inter-model relations based on consistency

Business model requirements and challenges in the mobile telecommunication sector

The telecommunications business is undergoing a critical revolution, driven by innovative technologies, globalization, and deregulation. Cellular networks and telecommunications bring radical changes to the way telecom businesses are conducted. Globalization, on the other hand, is tearing down legacy barriers and forcing monopolistic national carriers to compete internationally. Moreover, the noticeable progress of many countries towards deregulation coupled with liberalization is significantly increasing telecom market power and allowing severe competition. The implications of this transition have changed the business rules of the telecom industry. In addition, entrants into the cellular industry have had severe difficulties due to inexistent or weak Business Models (BMs). Designing a BM for a mobile network operator is complex and requires multiple actors to balance different and often conflicting design requirements. Hence, there is a need to enhance operators’ ability in determining what constitutes the most viable business model to meet their strategic objectives within this turbulent environment. In this paper, the authors identify the main mobile BM dimensions along with their interdependencies and further analysis provides mobile network operators with insights to improve their business models in this new ‘boundary-less’ landscape

Electronic marketplace-to-marketplace alliances: emerging trends and strategic rationales

The electronic marketplace domain has recently witnessed the joining together of a number of previously independent marketplaces and the formation of collaborative alliances between others. This study seeks to determine the nature or type of cooperative arrangements or alliances that are currently being forged between electronic marketplaces, and the strategic rationale that is leading to this observed alliance formation. The findings of the study are based upon an examination of statements made to the press by marketplaces undertaking strategic alliances. This published data was supplemented with face-to-face interviews with managers at three relevant electronic marketplaces. Three distinct types of alliance are observed; the merger between previously separate marketplaces, the acquisition of one marketplace by another and the formation of an interoperability agreement between two marketplaces. Three rationales for alliance formation were observed: an increase in the number of buyers or suppliers in a given market sector that can access the marketplace (an increase in scale of operations), an increase in the breadth or depth of services that are offered to users of the marketplace (an increase in the scope of operations) and providing the ability to exchange information across multiple tiers of a supply chain. A broader discussion of the findings is given and suggestions for further research are made

An exploratory analysis of best practices for community resource coordination groups of Texas

During the 70th Legislative Session in 1987, the Texas Legislature mandated the establishment of local county-based Community Resource Coordination Groups (CRCGs) to collaborate on the development of individualized service plans and the service provision for children and youth with complex, multi-agency needs. While this was an unfunded mandate for localities, the State’s budget for the Health and Human Services Commission (HHSC) provided training and technical assistance to local CRCGs from the State CRCG Office. However, the 82nd Texas Legislature reduced HHSC’s budget, which resulted in the defunding of the CRCG program at the state level. During fiscal years 2012 and 2013, county CRCG leaders across Texas were left to sustain local operations, if possible, without state-level support. Although some CRCGs did not remain active, the majority of CRCGs did in the absence of the State Office’s support. Local CRCG leaders across the state of Texas experience difficulty maintaining adequate representation from CRCG partners from the 11 mandated state agencies, as well as limited funding and resources to meet the needs of individuals served by CRCGs. In light of the unfunded mandate and in an effort to identify strategies to enhance the quality of CRCG agency collaboration and service delivery, the purpose of this report is to explore various models for multi-agency collaboration, identify relevant best practices, and discuss potential funding mechanisms for Texas CRCGs. The report presents program and policy recommendations to increase the capacity that the State CRCG Office and local CRCGs have to serve individuals with complex, multi-agency needs.Public AffairsSocial Wor

The Concept of Sustainable Development and Its Impact on the Shaping of Modern International Relations through Global Agreements

The goal of this article is a depiction of the process of the molding of the concept of sustainable development as well as a look at the influence that this concept has exerted on contemporary international politics, especially taking into account agreements of worldwide scope. This article is also an effort at demonstrating that the foundations of the concept of sustainable development can be traced to certain economic theories. The final section of this article is devoted to the characteristics of individual conferences initiated by the United Nations in order to promote enduring and sustainable development on a world scale. Also presented are the achievements of the individual conferences and their roles in demarcating universally obligatory principles and standards of sustainable development.Celem niniejszego artykułu jest scharakteryzowanie genezy kształtowania się Koncepcji Zrównoważonego Rozwoju, a także wskazanie, jaki wpływ miała ona na ukształtowanie się stosunków międzynarodowych w zakresie ochrony środowiska i rozwiązywania problemów społecznych. Przedmiotem analizy są także teorie ekonomiczne, które stały się fundamentem dla wykrystalizowania się koncepcji zrównoważonego rozwoju. Poniższy artykuł jest także próbą wykazania, iż konferencje organizowane przez ONZ na rzecz trwałego i zrównoważonego rozwoju, stały się siła napędową do rozpowszechnienia tej koncepcji w skali światowej

Towards a business model for cellular network and telecommunication operators: a theoretical framework

Cellular networks and telecommunications bring major change to the way businesses are conducted. Mobility has become one of the main priorities for users and this has impacted on cellular networks and telecommunication operators (CNTOs). However, entrants into the cellular industry have been confounded primarily by inexistent or weak Business Models (BMs). Designing a BM for a CNTO is complex and requires multiple actors to balance different and often conflicting design requirements. Nevertheless, most research about CNTOs has been technically oriented and has mainly addressed the technological and engineering issues related to their infrastructure. Less attention has been given to the business model of CNTOs. Hence, there is a need to enhance our ability to determine what constitutes the optimal and most viable business model to meet the various strategic objectives and goals for these CNTOs. In this paper an overview of research into the cellular business model and the main issues to be resolved is provided. In particular, the authors propose guidelines as a basis on which to develop a more comprehensive definition which may lead to a consensus. Moreover, a generic model (V4 Model) is proposed for the BM of these companies based on value proposition, value architecture, value network and value finance