Toward Semantics-aware Representation of Digital Business Processes

An extended enterprise (EE) can be described by a set of models each representing a specific aspect of the EE. Aspects can for example be the process flow or the value description. However, different models are done by different people, which may use different terminology, which prevents relating the models. Therefore, we propose a framework consisting of process flow and value aspects and in addition a static domain model with structural and relational components. Further, we outline the usage of the static domain model to enable relating the different aspects

Defining the business model in the new world of digital business

Recent rapid advances in ICTs, specifically in Internet and mobile technologies, have highlighted the rising importance of the Business Model (BM) in Information Systems (IS). Despite agreement on its importance to an organization’s success, the concept is still fuzzy and vague, and there is no consensus regarding its definition. Furthermore, understanding the BM domain by identifying its meaning, fundamental pillars, and its relevance to other business concepts is by no means complete. In this paper we aim to provide further clarification by first presenting a classification of definitions found in the IS literature; second, proposing guidelines on which to develop a more comprehensive definition in order to reach consensus;and third, identifying the four main business model concepts and values and their interaction, and thus place the business model within the world of digital business. Based on this discussion, we propose a new definition for the business model that we argue is more appropriate to this new world

Designing Scalable Business Models

Digital business models are often designed for rapid growth, and some relatively young companies have indeed achieved global scale. However despite the visibility and importance of this phenomenon, analysis of scale and scalability remains underdeveloped in management literature. When it is addressed, analysis of this phenomenon is often over-influenced by arguments about economies of scale in production and distribution. To redress this omission, this paper draws on economic, organization and technology management literature to provide a detailed examination of the sources of scaling in digital businesses. We propose three mechanisms by which digital business models attempt to gain scale: engaging both non- paying users and paying customers; organizing customer engagement to allow self- customization; and orchestrating networked value chains, such as platforms or multi-sided business models. Scaling conditions are discussed, and propositions developed and illustrated with examples of big data entrepreneurial firms

Digital Business Models in Sport

Digital technologies are having a profound impact on sport business, opening up new opportunities to generate income and value. This book explores the phenomenon of digitization in sport management, with a particular focus on business models and how they are being transformed in this new digital era. The book explains how business models describe and underpin contemporary sport business, and how flexibility is the key to unlocking value in an era of rapid technological change. It presents case studies of the impact of digitization on sport organizations, in both amateur and professional contexts, including cutting-edge topics such as the business of football, sponsorship communication, athlete engagement, micropayments and wearable devices. The final chapter summarizes current knowledge on digital business models and looks ahead at possible future directions for sport business in the digital era. This is fascinating reading for any advanced student, researcher or practitioner working in sport management who wants to better understand the challenges and opportunities presented by digital technology for the sport industry

Tailoring the implementation of digital business: A diagnostic framework

This chapter proposes a diagnostic framework that guides managers to develop a situationally appropriate and tailored implementation strategy for digital business. We distance ourselves from the view that there is one way of implementing digital business that will be effective in all circumstances. Rather, we clarify how an implementation strategy for digital business depends on the characteristics of the digital technology, the stakeholders involved, and the organizational context in which the digital business system is implemented. Based on this insight, we propose a diagnostic framework for the implementation of digital business. The framework helps managers reflect on the complexity and risks involved from four domains of the digital business project and guides them in consciously developing a suitable implementation strategy. The framework suggests four generic types of digital business projects (uniform, pluriform, unfolding, and ambiguous) and proposes implementation strategies that match these types. The framework supports an open dialogue with primary stakeholders to develop a shared understanding of project characteristics and align them with an appropriate strategy. It will help managers develop a deeper understanding of their project early on and during the project, resulting in more tailored and flexible implementation trajectories

Tailoring the implementation of digital business: A diagnostic framework

This chapter proposes a diagnostic framework that guides managers to develop a situationally appropriate and tailored implementation strategy for digital business. We distance ourselves from the view that there is one way of implementing digital business that will be effective in all circumstances. Rather, we clarify how an implementation strategy for digital business depends on the characteristics of the digital technology, the stakeholders involved, and the organizational context in which the digital business system is implemented. Based on this insight, we propose a diagnostic framework for the implementation of digital business. The framework helps managers reflect on the complexity and risks involved from four domains of the digital business project and guides them in consciously developing a suitable implementation strategy. The framework suggests four generic types of digital business projects (uniform, pluriform, unfolding, and ambiguous) and proposes implementation strategies that match these types. The framework supports an open dialogue with primary stakeholders to develop a shared understanding of project characteristics and align them with an appropriate strategy. It will help managers develop a deeper understanding of their project early on and during the project, resulting in more tailored and flexible implementation trajectories

Leveraging Data and Analytics for Digital Business Transformation through DataOps: An Information Processing Perspective

Digital business transformation has become increasingly important for organisations. Since transforming business digitally is an ongoing process, it requires an integrated and disciplined approach. Data Operations (DataOps), emerging in practice, can provide organisations with such an approach to leverage data and analytics for digital business transformation. This paper proposes a framework that integrates digital business transformation, data analytics, and DataOps through the lens of information processing theory (IPT). The details of this framework explain how organisations can employ DataOps as an integrated and disciplined approach to understand their analytical information needs and develop the analytical information processing capability required for digital business transformation. DataOps-enabled digital business transformation, in turn, improves organisational performance by improving operational efficiency and creating new business models. This research extends current knowledge on digital transformation by bringing in DataOps and analytics through IPT and thereby provides organisations with a novel approach for their digital business transformations