Coordination and partnering structure are vital domains in collaborative business-IT alignment: Elaborating on the ICoNOs MM

Current business-IT alignment (B-ITa) maturity models are oriented to single organizations and fail in taking special characteristics of collaborative networked organizations (CNOs) into account, such as the need for considering domains like coordination and partnering structure. In this paper, we elaborate on these two domains which are included in our IT-enabled Collaborative Networked Organizations Maturity Model (ICoNOs MM)

Some empirical evidence on business-IT alignment processes in the public sector: A case study report

An empirical study that explores business-IT alignment processes in a networked organization among the province Overijssel, the municipalities Zwolle and Enschede, the water board district Regge & Dinkel and Royal Grolsch N.V. in The Netherlands, is summarized in this report. The aim of the study was to identify processes that contribute to improve such alignment. This study represents a continuation of previous validation efforts that help us to confirm the business-IT alignment process areas that should ultimately be included in the ICoNOs MM. Evidence was sought for the alignment of business and IT through the use of information systems to support the requirements of the organization in a specific project. The results of this study in the public sector also are relevant to the private sector where (i) business-IT alignment plays an increasingly valuable role, and (ii) the characteristics of collaborative networked organizations are present

A method to analyse the alignment of core values in collaborative networked organisations

Since collaborative networked organisations are usually formed by independent and heterogeneous entities, it is natural that each member holds his own set of values, and that conflicts among partners might emerge because of some misalignment of values. In contrast, it is often stated in literature that the alignment between the value systems of members involved in collaborative processes is a prerequisite for successful co-working. As a result, the issue of core value alignment in collaborative networks started to attract attention. However, methods to analyse such alignment are lacking mainly because the concept of 'alignment' in this context is still ill defined and shows a multifaceted nature. As a contribution to the area, this article introduces an approach based on causal models and graph theory for the analysis of core value alignment in collaborative networks. The potential application of the approach is then discussed in the virtual organisations' breeding environment context

Towards a business-IT alignment maturity model for collaborative networked organizations

Aligning business and IT in networked organizations is a complex endeavor because in such settings, business-IT alignment is driven by economic processes instead of by centralized decision-making processes. In order to facilitate managing business-IT alignment in networked organizations, we need a maturity model that allows collaborating organizations to assess the current state of alignment and take appropriate action to improve it where needed. In this paper we propose the first version of such a model, which we derive from various alignment models and theories

Implementing collaborative improvement, top-down, bottom-up, or both?

The research presented in this paper was aimed at increasing the current understanding of the process of developing collaborative improvement in Extended Manufacturing Enterprises (EME). Based on action research and action learning of three EMEs involving a total of thirteen companies from five European countries, the present study identifies three different approaches to collaborative improvement (CoI), that is, inter-organisational continuous improvement. One approach to CoI focuses on learning at a practical level, developing this knowledge into strategic and theoretical knowledge. We call this the bottom-up learning-bydoing approach. Another approach focuses on goal alignment and assessment to provide a foundation for improvement before actually improving. We call this the top-down directive approach. Yet another approach focuses on shared goals/vision and meeting on equal terms, and joint work in a non-directive matter. This is the laissez-faire approach. The different approaches influence the collaborative improvement results achieved, and how and why they do so is the question addressed this article

A comparison of reimbursement recommendations by European HTA agencies : Is there opportunity for further alignment?

Introduction: In Europe and beyond, the rising costs of healthcare and limited healthcare resources have resulted in the implementation of health technology assessment (HTA) to inform health policy and reimbursement decision-making. European legislation has provided a harmonized route for the regulatory process with the European Medicines Agency, but reimbursement decision-making still remains the responsibility of each country. There is a recognized need to move toward a more objective and collaborative reimbursement environment for new medicines in Europe. Therefore, the aim of this study was to objectively assess and compare the national reimbursement recommendations of 9 European jurisdictions following European Medicines Agency (EMA) recommendation for centralized marketing authorization. Methods: Using publicly available data and newly developed classification tools, this study appraised 9 European reimbursement systems by assessing HTA processes and the relationship between the regulatory, HTA and decision-making organizations. Each national HTA agency was classified according to two novel taxonomies. The System taxonomy, focuses on the position of the HTA agency within the national reimbursement system according to the relationship between the regulator, the HTA-performing agency, and the reimbursement decision-making coverage body. The HTA Process taxonomy distinguishes between the individual HTA agency's approach to economic and therapeutic evaluation and the inclusion of an independent appraisal step. The taxonomic groups were subsequently compared with national HTA recommendations. Results: This study identified European national reimbursement recommendations for 102 new active substances (NASs) approved by the EMA from 2008 to 2012. These reimbursement recommendations were compared using a novel classification tool and identified alignment between the organizational structure of reimbursement systems (System taxonomy) and HTA recommendations. However, there was less alignment between the HTA processes and recommendations. Conclusions: In order to move forward to a more harmonized HTA environment within Europe, it is first necessary to understand the variation in HTA practices within Europe. This study has identified alignment between HTA recommendations and the System taxonomy and one of the major implications of this study is that such alignment could support a more collaborative HTA environment in Europe.Peer reviewedFinal Published versio

ICoNOs MM: The IT-enabled Collaborative Networked Organizations Maturity Model

The focus of this paper is to introduce a comprehensive model for assessing and improving maturity of business-IT alignment (B-ITa) in collaborative networked organizations (CNOs): the ICoNOs MM. This two dimensional maturity model (MM) addresses five levels of maturity as well as four domains to which these levels apply: partnering structure, information system (IS) architecture, process architecture and coordination. The model can be used to benchmark and support continuous improvement of B-ITa process areas in CNOs

Collaborative wellness through dynamic role alignment

University of Technology Sydney. Faculty of Engineering and Information Technology.The pressures to solve the complex social problems of our modern interconnected society have placed an emphasis on the use of knowledge creation collaborations to devise process and design innovations for tackling complex social problems. Despite extensive discussion in the literature, a theory for collaboration in meta-organisations that would inform improving product and process innovation has yet to emerge. To address this situation I treated a knowledge creation collaboration as a human centric, complex, adaptable social system that organisations use to solve problems in product or process innovation. Progress is monitored by assessing the gap between the current state and the state if the purpose of the collaboration was fulfilled. I call this gap “Collaborative wellness (CW)”. Collaborative processes are characterised by communications in social networks created by the interactions of knowledge creators. A knowledge creator will only participate in such a collaboration if they have the confidence to meet their assigned responsibilities. In deciding to participate, a knowledge creator interprets their responsibilities to create and perform a role-in-use which they dynamically adapt and align to the collaboration’s purpose as circumstances change. In collaboration, knowledge creators negotiate compatibility between their roles-in-use and thereby form a shared sense of purpose to fulfil the collaboration’s responsibilities. The concept of role-in-use alignment is central to my research. I devised the “Collaborative Wellness System (CWS)” as a theory informed system of collaborative relationships in a framework with measures to support the evaluation and application of improvement strategies to existing collaborations. CWS may also inform the design of new collaborations. CWS is deployed as a customised architecture to suit a particular collaboration using perspectives developed from my practical experience. Improvement has the goal of enhancing both sustainability (doing more with less) and the value derived from using the created knowledge in process and product innovation. The measures of CWS form a tree structure that provides a detailed assessment across selected perspectives of a collaboration at a particular point in time. CWS relates measures to structures, processes and relationships. Four case studies validated CWS and provided a basis for a collaborative wellness scale to compare collaborations and their processes. The research has application in business process restructuring, logistics and disaster relief