Developing an inter-enterprise alignment maturity model: research challenges and solutions

Business-IT alignment is pervasive today, as organizations strive to achieve competitive advantage. Like in other areas, e.g., software development, maintenance and IT services, there are maturity models to assess such alignment. Those models, however, do not specifically address the aspects needed for achieving alignment between business and IT in inter-enterprise settings. In this paper, we present the challenges we face in the development of an inter-enterprise alignment maturity model, as well as the current solutions to counter these problems

Evolution of Supply Chain Collaboration: Implications for the Role of Knowledge

Increasingly, research across many disciplines has recognized the shortcomings of the traditional “integration prescription” for inter-organizational knowledge management. This research conducts several simulation experiments to study the effects of different rates of product change, different demand environments, and different economies of scale on the level of integration between firms at different levels in the supply chain. The underlying paradigm shifts from a static, steady state view to a dynamic, complex adaptive systems and knowledge-based view of supply chain networks. Several research propositions are presented that use the role of knowledge in the supply chain to provide predictive power for how supply chain collaborations or integration should evolve. Suggestions and implications are suggested for managerial and research purposes

Validating adequacy and suitability of business-IT alignment criteria in an inter-enterprise maturity model

Aligning requirements of a business with its information technology is currently a major issue in enterprise computing. Existing literature indicates important criteria to judge the level of alignment between business and IT within a single enterprise. However, identifying such criteria in an inter-enterprise setting – or re-thinking the existing ones – is hardly addressed at all. Business-IT alignment in such settings poses new challenges, as in inter-enterprise collaborations, alignment is driven by economic processes instead of centralized decision-making processes. In our research, we develop a maturity model for business-IT alignment in inter-enterprise settings that takes this difference into account. In this paper, we report on a multi-method approach we devised to confront the validation of the business-IT alignment criteria that we included in the maturity model. As independent feedback is critical for our validation, we used a focus group session and a case study as instruments to take the first step in validating the business-IT alignment criteria. We present how we applied our approach, what we learnt, and what the implications were for our model

Interorganizational Information Exchange and Efficiency: Organizational Performance in Emergency Environments

Achieving efficiency in coordinated action in rapidly changing environments has challenged both researchers and practitioners. Emergency events require both rapid response and effective coordination among participating organizations. We created a simulated operations environment using agent-based modeling to test the efficiency of six different organizational designs that varied the exercise of authority, degree of uncertainty, and access to information. Efficiency is measured in terms of response time, identifying time as the most valuable resource in emergency response. Our findings show that, contrary to dominant organizational patterns of hierarchical authority that limit communication among members via strict reporting rules, any communication among members increases the efficiency of organizations operating in uncertain environments. We further found that a smaller component of highly interconnected, self adapting agents emerges over time to support the organization\'s adaptation in changing conditions. In uncertain environments, heterogeneous agents prove more efficient in sharing information that guides coordination than homogeneous agents.Agent-Based Simulation, Emergency Management, Network Evolution, Performance

Virtuous and Adverse Selection within Economic Organizations

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Assessment of Sustainability Governance in Higher Education Institutions - a Systemic Tool using a Governance Equalizer

The paper aims to add to the discussion on sustainability governance in higher education institutions by examining the role of sustainability assessment and introducing an assessment tool inspired by systemic thinking and centered on a ‘governance equalizer’. It discusses recent research and argues that the complexity inherent in sustainability governance remains to be addressed adequately. While a number of models and frameworks have been proposed, most of them remain caught between narrow, management-oriented approaches on the one hand, and rather abstract approaches that provide little guidance for improving the field on the other. Sustainability assessment tools represent a potential way to bridge this gap. While there are existing tools which include issues of sustainability governance, these are often limited to aspects that are easily quantifiable and neglect more complex aspects. Against this background, the article proposes an alternative tool to assess sustainability governance in higher education institutions. The tool is based on a multi-case study in Germany and has been tested in a series of workshops. Drawing on the concept of a ‘governance equalizer’, it focuses on the functional requirements of sustainability governance in five dimensions - politics, profession, organization, knowledge, and the public—and how they are addressed by the HEI. The tool raises the level of abstraction in order to capture complexity, but at the same time keeps sight of governance structures, processes, instruments, and practices. It combines clearly defined criteria that are assessed using carefully developed maturity scales with a focus on stakeholder participation and knowledge

THE VERTICAL COORDINATION CONTINUUM AND THE DETERMINANTS OF FIRM-LEVEL COORDINATION STRATEGY

A number of past authors have argued that vertical coordination strategies lie along a continuum running from spot markets to vertical integration. However, the strategies that make up the middle of this continuum have remained ill defined and the sense in which the continuum is truly a continuum has not been made specific. This paper attempts to define the continuum and its "middle" strategies in such a manner that the continuum is truly a continuum has not been made specific. This paper attempts to define the continuum and its "middle" strategies in such a manner that the continuum becomes a useful means by which firm-level decision makers could examine their options for vertical coordination strategy.Industrial Organization,