An Investigation of Organizational Level Continuance of Cloud-Based Enterprise Systems

Cloud-based enterprise systems are a growing trend in today’s business software market. With a steadily expanding number of implementations, cloud service providers are now turning their attention from adoption issues towards retaining their existing customer base. The difficulties even established cloud players, like e.g. Salesforce.com, face in retaining their customers have been emphasized by tech bloggers, where the subscriptions of cloud-based enterprise systems are cancelled even at an early stage of adoption. This discontinuance of enterprise systems at an early stage is a rather new phenomenon, which is related to the subscription-based payment model of cloud services, which (theoretically) allows service cancellation without the customers having to fear financial penalties. In contrast, traditional on-premise systems (e.g. SAP ERP) are on a long term license base, where customers are contractually bound. Therefore the research question of the thesis is as follows: What factors influence the organizational level continuance intention of cloud-based enterprise systems? In an effort to answer this research question, the thesis presents five inter-related papers. The first paper develops a conceptual model to study the continuance of cloud-based enterprise systems. Building on this, paper two develops a formative measurement instrument to assess the success of operational cloud-based enterprise systems. The third paper quantitatively explores the influence of the variables identified in the conceptual model. Building on these findings, paper four conducts a stakeholder analysis to solve the problem of broad samples. Finally, the fifth paper uses the formative measurement instrument to test the final research model, which is a revision of the conceptual model developed in the first paper. The results show that continuance intention is influenced both, by information systems success variables, as well as continuance inertia. In addition, behavioral variables, such as attitude towards usage also explained a decent amount of variance in the dependent variable

DEVELOPING A PROJECT MANAGER COMPETENCY MODEL TO BETTER SERVE THE WARFIGHTER AND THE DOD

As of today, the Department of Defense (DOD) project management competencies are structured differently from industry. Industry has made advancements in project management that the DOD does not currently take advantage of. By better aligning the DOD and PMI competency standards we can decrease cost, schedule, and performance issues. Based on previous research on the topic, the current DOD competency model is not sufficient for assessing today’s program managers. The purpose of this research is to use the three PMI industry standards to develop a survey tool to better serve the DOD acquisition workforce. We were able to create this survey tool and hope that, by using this survey tool, future research teams will be able to effectively gauge the acquisition community’s correlation between the three PMI standards and the current DOD workload. The information gathered from this research can be useful not only to DOD acquisition communities, but also can set future guidelines to program managers in order to save the DOD on schedule, cost, and performance.Civilian, Department of the NavyCivilian, Department of the NavyApproved for public release. Distribution is unlimited

Ecosystem synergies, change and orchestration

This thesis investigates ecosystem synergies, change, and orchestration. The research topics are motivated by my curiosity, a fragmented research landscape, theoretical gaps, and new phenomena that challenge extant theories. To address these motivators, I conduct literature reviews to organise existing studies and identify their limited assumptions in light of new phenomena. Empirically, I adopt a case study method with abductive reasoning for a longitudinal analysis of the Alibaba ecosystem from 1999 to 2020. My findings provide an integrated and updated conceptualisation of ecosystem synergies that comprises three distinctive but interrelated components: 1) stack and integrate generic resources for efficiency and optimisation, 2) empower generative changes for variety and evolvability, and 3) govern tensions for sustainable growth. Theoretically grounded and empirically refined, this new conceptualisation helps us better understand the unique synergies of ecosystems that differ from those of alternative collective organisations and explain the forces that drive voluntary participation for value co-creation. Regarding ecosystem change, I find a duality relationship between intentionality and emergence and develop a phasic model of ecosystem sustainable growth with internal and external drivers. This new understanding challenges and extends prior discussions on their dominant dualism view, focus on partial drivers, and taken-for-granted lifecycle model. I propose that ecosystem orchestration involves systematic coordination of technological, adoption, internal, and institutional activities and is driven by long-term visions and adjusted by re-visioning. My analysis reveals internal orchestration's important role (re-envisioning, piloting, and organisation architectural reconfiguring), the synergy and system principles in designing adoption activities, and the expanding arena of institutional activities. Finally, building on the above findings, I reconceptualise ecosystems and ecosystem sustainable growth to highlight multi-stakeholder value creation, inclusivity, long-term orientation and interpretative approach. The thesis ends with discussing the implications for practice, policy, and future research.Open Acces

ERP implementation methodologies and frameworks: a literature review

Enterprise Resource Planning (ERP) implementation is a complex and vibrant process, one that involves a combination of technological and organizational interactions. Often an ERP implementation project is the single largest IT project that an organization has ever launched and requires a mutual fit of system and organization. Also the concept of an ERP implementation supporting business processes across many different departments is not a generic, rigid and uniform concept and depends on variety of factors. As a result, the issues addressing the ERP implementation process have been one of the major concerns in industry. Therefore ERP implementation receives attention from practitioners and scholars and both, business as well as academic literature is abundant and not always very conclusive or coherent. However, research on ERP systems so far has been mainly focused on diffusion, use and impact issues. Less attention has been given to the methods used during the configuration and the implementation of ERP systems, even though they are commonly used in practice, they still remain largely unexplored and undocumented in Information Systems research. So, the academic relevance of this research is the contribution to the existing body of scientific knowledge. An annotated brief literature review is done in order to evaluate the current state of the existing academic literature. The purpose is to present a systematic overview of relevant ERP implementation methodologies and frameworks as a desire for achieving a better taxonomy of ERP implementation methodologies. This paper is useful to researchers who are interested in ERP implementation methodologies and frameworks. Results will serve as an input for a classification of the existing ERP implementation methodologies and frameworks. Also, this paper aims also at the professional ERP community involved in the process of ERP implementation by promoting a better understanding of ERP implementation methodologies and frameworks, its variety and history

Examining the Adoption of Sustainable eMobility-Sharing in Smart Communities: Diffusion of Innovation Theory Perspective

publishedVersio

Corporate venturing in the media & entertainment industry: contextual factors that influence corporate venture decision making

This research study focuses on Corporate Venturing (CV) within the Media and Entertainment(M&E) industry and investigates factors that influence CV decision-making. CV provides a viable strategy to facilitate innovation and organizational change within companies; however, this area is understudied within the M&E industry. Companies that make up the entertainment industry may not have specific insight into how best to exploit this opportunity. Specifically, this study looks at the influence of firm characteristics, industry characteristics, and other outside factors using the PESTLE strategy model characteristics impacting the parent or venture unit\u27s CV decision-making within the M&E industry. In terms of this research project, the focus is on the CV activity of the firm. Activity is defined as the decision to engage in corporate venturing, as well as the mode of CV to engage in. CV modes include, but are not limited to, corporate venture capital (CVC), venture alliances, and transformation arrangements. Additionally, in terms of M&E, this research focuses on television, film, and streaming with a specific emphasis on innovation and growth strategies. This research is a descriptive study and provides propositions to contribute to the emerging convergent literature on the topic. This research makes a relevant contribution to the fields of CV and strategy and to the entertainment and technology industries

The Digital Transformation of Automotive Businesses: THREE ARTEFACTS TO SUPPORT DIGITAL SERVICE PROVISION AND INNOVATION

Digitalisation and increasing competitive pressure drive original equipment manufacturers (OEMs) to switch their focus towards the provision of digital services and open-up towards increased collaboration and customer integration. This shift implies a significant transformational change from product to product-service providers, where OEMs realign themselves within strategic, business and procedural dimensions. Thus, OEMs must manage digital transformation (DT) processes in order to stay competitive and remain adaptable to changing customer demands. However, OEMs aspiring to become participants or leaders in their domain, struggle to initiate activities as there is a lack of applicable instruments that can guide and support them during this process. Compared to the practical importance of DT, empirical studies are not comprehensive. This study proposes three artefacts, validated within case companies that intend to support automotive OEMs in digital service provisioning. Artefact one, a layered conceptual model for a digital automotive ecosystem, was developed by means of 26 expert interviews. It can serve as a useful instrument for decision makers to strategically plan and outline digital ecosystems. Artefact two is a conceptual reference framework for automotive service systems. The artefact was developed based on an extensive literature review, and the mapping of the business model canvas to the service system domain. The artefact intends to assist OEMs in the efficient conception of digital services under consideration of relevant stakeholders and the necessary infrastructures. Finally, artefact three proposes a methodology by which to transform software readiness assessment processes to fit into the agile software development approach with consideration of the existing operational infrastructure. Overall, the findings contribute to the empirical body of knowledge about the digital transformation of manufacturing industries. The results suggest value creation for digital automotive services occurs in networks among interdependent stakeholders in which customers play an integral role during the services’ life-cycle. The findings further indicate the artefacts as being useful instruments, however, success is dependent on the integration and collaboration of all contributing departments.:Table of Contents Bibliographic Description II Acknowledgment III Table of Contents IV List of Figures VI List of Tables VII List of Abbreviations VIII 1 Introduction 1 1.1 Motivation and Problem Statement 1 1.2 Objective and Research Questions 6 1.3 Research Methodology 7 1.4 Contributions 10 1.5 Outline 12 2 Background 13 2.1 From Interdependent Value Creation to Digital Ecosystems 13 2.1.1 Digitalisation Drives Collaboration 13 2.1.2 Pursuing an Ecosystem Strategy 13 2.1.3 Research Gaps and Strategy Formulation Obstacles 20 2.2 From Products to Product-Service Solutions 22 2.2.1 Digital Service Fulfilment Requires Co-Creational Networks 22 2.2.2 Enhancing Business Models with Digital Services 28 2.2.3 Research Gaps and Service Conception Obstacles 30 2.3 From Linear Development to Continuous Innovation 32 2.3.1 Digital Innovation Demands Digital Transformation 32 2.3.2 Assessing Digital Products 36 2.3.3 Research Gaps and Implementation Obstacles 38 3 Artefact 1: Digital Automotive Ecosystems 41 3.1 Meta Data 41 3.2 Summary 42 3.3 Designing a Layered Conceptual Model of a Digital Ecosystem 45 4 Artefact 2: Conceptual Reference Framework 79 4.1 Meta Data 79 4.2 Summary 80 4.3 On the Move Towards Customer-Centric Automotive Business Models 83 5 Artefact 3: Agile Software Readiness Assessment Procedures 121 5.1 Meta Data 121 5.2 Meta Data 122 5.3 Summary 123 5.4 Adding Agility to Software Readiness Assessment Procedures 126 5.5 Continuous Software Readiness Assessments for Agile Development 147 6 Conclusion and Future Work 158 6.1 Contributions 158 6.1.1 Strategic Dimension: Artefact 1 158 6.1.2 Business Dimension: Artefact 2 159 6.1.3 Process Dimension: Artefact 3 161 6.1.4 Synthesis of Contributions 163 6.2 Implications 167 6.2.1 Scientific Implications 167 6.2.2 Managerial Implications 168 6.2.3 Intelligent Parking Service Example (ParkSpotHelp) 171 6.3 Concluding Remarks 174 6.3.1 Threats to Validity 174 6.3.2 Outlook and Future Research Recommendations 174 Appendix VII Bibliography XX Wissenschaftlicher Werdegang XXXVII Selbständigkeitserklärung XXXVII

Remaining traditional with the core while implementing digital solutions : a multiple case study of fast-moving consumer goods companies about digitalization and business model innovation

This dissertation explores the external and internal determinants influencing business model innovation in fast-moving consumer goods companies. It will further investigate the impact of digitalization-related factors on (existing) business models as well as the usage of digital technologies. In the end, barriers and success factors that shape business model innovation within the fast-moving consumer goods industry will be identified. In the literature review, definitions of the business model concept and its innovation are discussed. Based on those insights, the characteristics of business models in the fast-moving consumer goods industry are identified and a deepened understanding of the phenomenon on digitalization is created. Based on the theoretical insights gained in the literature review, a multiple case study spanning three different fast-moving consumer goods firms is performed. Business model developments and digitalization efforts of those three companies are investigated by the conduct of two semi-structured interviews per case with related managers, complemented with secondary data. It has been found that managing an old business model and a new business model that require different assets at the same time may create frictions that diminish profitability. As suppliers and distributors are highly interdependent and the German FMCG market is composed of a few big players, each interviewed company engages in different strategies and degrees of business model innovation and digitalization efforts. Especially adaptability seems to be a success factor to sustainable, long-term success.Esta dissertação explora os determinantes externos e internos que influenciam a inovação do modelo de negócio em empresas de bens de consumo rápido. Investigará o impacto dos factores relacionados com a digitalização nos modelos de negócio (existentes), bem como a utilização de tecnologias digitais. Serão identificadas as barreiras e os factores de sucesso. Na revisão da literatura, são discutidas as definições do conceito de modelo de negócio. Com base nesses conhecimentos, são identificadas as características dos modelos de negócio na indústria de bens de consumo rápido e é criada uma compreensão do fenómeno da digitalização. Com base nos conhecimentos teóricos, é efectuado um estudo de casos múltiplos que abrange três empresas diferentes de bens de consumo rápido. A evolução do modelo de negócio e os esforços de digitalização dessas três empresas são investigados através da realização de duas entrevistas semi-estruturadas por caso com os respectivos gestores, complementadas por dados secundários. Os resultados sugerem que a gestão de um modelo de negócio antigo e de um novo modelo de negócio, que exigem activos diferentes ao mesmo tempo, pode criar fricções que diminuem a rentabilidade. Uma vez que os fornecedores e os distribuidores são altamente interdependentes e o mercado alemão de produtos de grande consumo é composto por alguns grandes operadores, as empresas adoptam diferentes estratégias e graus de inovação do modelo de negócio e esforços de digitalização. A adaptabilidade, em especial, parece ser um fator de sucesso para um êxito sustentável e a longo prazo

Detection and Measurement of Sales Cannibalization in Information Technology Markets

Characteristic features of Information Technology (IT), such as its intrinsic modularity and distinctive cost structure, incentivize IT vendors to implement growth strategies based on launching variants of a basic offering. These variants are by design substitutable to some degree and may contend for the same customers instead of winning new ones from competitors or from an expansion of the market. They may thus generate intra-organizational sales diversion – i.e., sales cannibalization. The occurrence of cannibalization between two offerings must be verified (the detection problem) and quantified (the measurement problem), before the offering with cannibalistic potential is introduced into the market (ex-ante estimation) and/or afterwards (ex-post estimation). In IT markets, both detection and measurement of cannibalization are challenging. The dynamics of technological innovation featured in these markets may namely alter, hide, or confound cannibalization effects. To address these research problems, we elaborated novel methodologies for the detection and measurement of cannibalization in IT markets and applied them to four exemplary case studies. We employed both quantitative and qualitative methodologies, thus implementing a mixed-method multi- case research design. The first case study focuses on product cannibalization in the context of continuous product innovation. We investigated demand interrelationships among Apple handheld devices by means of econometric models with exogenous structural breaks (i.e., whose date of occurrence is given a priori). In particular, we estimated how sales of the iPod line of portable music players were affected by new-product launches within the iPod line itself and by the introduction of iPhone smartphones and iPad tablets. We could find evidence of expansion in total line revenues, driven by iPod line extensions, and inter- categorical cannibalization, due to iPhones and iPads Mini. The second empirical application tackles platform cannibalization, when a platform provider becomes complementor of an innovative third party platform thus competing with its own proprietary one. We ascertained whether the diffusion of GPS-enabled smartphones and navigation apps affected sales of portable navigation devices. Using a unit-root test with endogenous breaks (i.e., whose date of occurrence is estimated), we identified a negative shift in the sales of the two leaders in the navigation market and dated it at the third quarter of 2008, when the iOS and Android mobile ecosystems were introduced. Later launches of their own navigation apps did not significantly affect these manufacturers’ sales further. The third case study addresses channel cannibalization. We explored the channel adoption decision of organizational buyers of business software applications, in light of the rising popularity of online sales channels in consumer markets. We constructed a qualitative channel adoption model which takes into account the relevant drivers and barriers of channel adoption, their interdependences, and the buying process phases. Our findings suggest that, in the enterprise software market, online channels will not cannibalize offline ones unless some typical characteristics of enterprise software applications change. The fourth case study deals with business model cannibalization – the organizational decision to cannibalize an existent business model for a more innovative one. We examined the transition of two enterprise software vendors from on-premise to on-demand software delivery. Relying on a mixed- method research approach, built on the quantitative and qualitative methodologies from the previous case studies, we identified the transition milestones and assessed their impact on financial performances. The cannibalization between on-premise and on-demand is also the scenario for an illustrative simulation study of the cannibalization