A Hybrid Modeling Approach for Strategy Optimization of E-business Values

Value proposition, creation, and maximization are essential corporate objectives in e-business planning and operations, and thus constitute central tasks of the ebusiness strategic management. The goal of this paper is to provide a hybrid modeling approach that integrates the dynamic programming and the balanced scorecard models for strategy optimization of e-business values. Values from the market, supply chain, business organization, and customer perspectives are identified first based on a generic e-business model framework. In the subsequent value-based strategic planning stage, strategies with objectives and metrics for value creation in different perspectives are outlined. In the mean time, a multiperiod, multi-dimensional dynamic programming model is formulated for optimizing the expected total business value. In the value-based performance measurement stage, an adapted balanced scorecard model is developed to hold a balanced view for evaluating strategy performances regarding all value perspectives. The proposed modeling approach aims at providing e-business firms with clear and well-structured guidelines for efficiently and effectively handling complex decision and management activities including business model design, value identification, strategy formulation, as well as performance measurement

Lean enterprise resource planning

Dissertação apresentada na Faculdade de Ciências e Tecnologia da Universidade Nova de Lisboa para obtenção do grau de Mestre em Engenharia e Gestão IndustrialThis essay focus on Lean Management domain, following the ERP business application perspective linked with Lean Supply Chain, Lean Manufacturing and Lean Accounting, build on an electronic equipment manufacture company. Lean authors, consultants, managers and thinkers were studied to select and adopt the best Lean strategies taking in account the traditional business management ERP tool. The detected gaps were eliminated and/or reduced by developing solutions and adopting techniques based on Lean principles. Lean manufacturing practices were extended into the supply chain contributing now as a horizontal collaboration tool to all enterprise management functions,vendors and customers. Implementing Lean Accounting techniques allowed an increase of the stream value return, especially in terms of better capacity management capabilities,due decision make based also on non financial metrics. Due these Lean solutions, the company ERP system can be streamlined to perform the business shift and one of the most important enterprise assets can meet the strategic goals defined for Lean Enterprise Resource Planning. Therefore this assay proposes the implementation of this Lean strategy to turn into a lean company, more agile and proactive, to rapidly address the constant changes in business landscape

An enterprise engineering approach for the alignment of business and information technology strategy

Information systems and information technology (IS/IT, hereafter just IT) strategies usually depend on a business strategy. The alignment of both strategies improves their strategic plans. From an external perspective, business and IT alignment is the extent to which the IT strategy enables and drives the business strategy. This article reviews strategic alignment between business and IT, and proposes the use of enterprise engineering (EE) to achieve this alignment. The EE approach facilitates the definition of a formal dialog in the alignment design. In relation to this, new building blocks and life-cycle phases have been defined for their use in an enterprise architecture context. This proposal has been adopted in a critical process of a ceramic tile company for the purpose of aligning a strategic business plan and IT strategy, which are essential to support this process. © 2011 Taylor & Francis.Cuenca, L.; Boza, A.; Ortiz, A. (2011). 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Standards on enterprise integration and engineering—state of the art. International Journal of Computer Integrated Manufacturing, 17(3), 235-253. doi:10.1080/09511920310001607087Chen, D., Doumeingts, G., & Vernadat, F. (2008). Architectures for enterprise integration and interoperability: Past, present and future. Computers in Industry, 59(7), 647-659. doi:10.1016/j.compind.2007.12.016Chen, H.-M., Kazman, R., & Garg, A. (2005). BITAM: An engineering-principled method for managing misalignments between business and IT architectures. Science of Computer Programming, 57(1), 5-26. doi:10.1016/j.scico.2004.10.002Cuenca, L., Ortiz, A., & Vernadat, F. (2006). From UML or DFD models to CIMOSA partial models and enterprise components. International Journal of Computer Integrated Manufacturing, 19(3), 248-263. doi:10.1080/03081070500065841Davis, G. B. (2000). Information Systems Conceptual Foundations: Looking Backward and Forward. IFIP Advances in Information and Communication Technology, 61-82. doi:10.1007/978-0-387-35505-4_5Gindy, N., Morcos, M., Cerit, B., & Hodgson, A. (2008). Strategic technology alignment roadmapping STAR® aligning R&D investments with business needs. International Journal of Computer Integrated Manufacturing, 21(8), 957-970. doi:10.1080/09511920801927148Goethals, F. G., Lemahieu, W., Snoeck, M., & Vandenbulcke, J. A. (2007). The data building blocks of the enterprise architect. Future Generation Computer Systems, 23(2), 269-274. doi:10.1016/j.future.2006.05.004Greefhorst, D., Koning, H., & Vliet, H. van. (2006). The many faces of architectural descriptions. Information Systems Frontiers, 8(2), 103-113. doi:10.1007/s10796-006-7975-xGregor, S., Hart, D., & Martin, N. (2007). Enterprise architectures: enablers of business strategy and IS/IT alignment in government. Information Technology & People, 20(2), 96-120. doi:10.1108/09593840710758031Hartono, E., Lederer, A. L., Sethi, V., & Zhuang, Y. (2003). Key predictors of the implementation of strategic information systems plans. ACM SIGMIS Database, 34(3), 41-53. doi:10.1145/937742.937747Henderson, J. C., & Venkatraman, H. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 472-484. doi:10.1147/sj.382.0472Hirschheim, R., & Sabherwal, R. (2001). Detours in the Path toward Strategic Information Systems Alignment. California Management Review, 44(1), 87-108. doi:10.2307/41166112Hoogervorst, J. A. P. (2009). Enterprise Governance and Enterprise Engineering. doi:10.1007/978-3-540-92671-9Johnson, A. M., & Lederer, A. L. (2010). CEO/CIO mutual understanding, strategic alignment, and the contribution of IS to the organization. Information & Management, 47(3), 138-149. doi:10.1016/j.im.2010.01.002JONKERS, H., LANKHORST, M., VAN BUUREN, R., HOPPENBROUWERS, S., BONSANGUE, M., & VAN DER TORRE, L. (2004). CONCEPTS FOR MODELING ENTERPRISE ARCHITECTURES. International Journal of Cooperative Information Systems, 13(03), 257-287. doi:10.1142/s0218843004000985King, W. R. (1978). Strategic Planning for Management Information Systems. MIS Quarterly, 2(1), 27. doi:10.2307/249104Leonard, J. (2007). Sharing a Vision: comparing business and IS managers’ perceptions of strategic alignment issues. Australasian Journal of Information Systems, 15(1). doi:10.3127/ajis.v15i1.299Luftman, J. N., Lewis, P. R., & Oldach, S. H. (1993). Transforming the enterprise: The alignment of business and information technology strategies. IBM Systems Journal, 32(1), 198-221. doi:10.1147/sj.321.0198Luftman, J., Ben-Zvi, T., Dwivedi, R., & Rigoni, E. H. (2010). IT Governance. International Journal of IT/Business Alignment and Governance, 1(2), 13-25. doi:10.4018/jitbag.2010040102Melville, Kraemer, & Gurbaxani. (2004). 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The effect of managing different types of work on open innovation: A micro-organizational perspective

[EN] Purpose The purpose of this paper is to analyze the different types of work and to examine how they are related with open innovation, either by carrying out relationships with companies or external agents, or through the outsourcing of qualified and creative work. Design/methodology/approach After the theoretical analysis of the different types of work, the empirical study uses qualitative comparative analysis (QCA) to analyze the different variables and their relations which favor open innovation. Findings The combination of the variables in the QCA makes it possible to obtain three paths among the characteristics of the qualified work and open innovation, with a positive empirical result. The general conclusion is that the motivation level of the qualified work is relevant for open innovation. Originality/value The originality and value of this paper consist in relating the internal efficiency in the work management with the effectiveness and success of open innovation.Peris-Ortiz, M.; Rueda Armengot, C.; Estelles Miguel, S. (2020). The effect of managing different types of work on open innovation: A micro-organizational perspective. Journal of Organizational Change Management. 33(1):1-15. https://doi.org/10.1108/JOCM-09-2018-0264S115331Andersen, T. J. (2000). Strategic planning, autonomous actions and corporate performance. Long Range Planning, 33(2), 184-200. doi:10.1016/s0024-6301(00)00028-5Andersen, T. J. (2004). Integrating the Strategy Formation Process: European Management Journal, 22(3), 263-272. doi:10.1016/j.emj.2004.04.008Andersen, T. J. (2004). Integrating Decentralized Strategy Making and Strategic Planning Processes in Dynamic Environments. Journal of Management Studies, 41(8), 1271-1299. doi:10.1111/j.1467-6486.2004.00475.xBecker, B. E., & Huselid, M. A. (2006). Strategic Human Resources Management: Where Do We Go From Here? Journal of Management, 32(6), 898-925. doi:10.1177/0149206306293668Brettel, M., Heinemann, F., Engelen, A., & Neubauer, S. (2011). Cross-Functional Integration of R&D, Marketing, and Manufacturing in Radical and Incremental Product Innovations and Its Effects on Project Effectiveness and Efficiency. Journal of Product Innovation Management, 28(2), 251-269. doi:10.1111/j.1540-5885.2011.00795.xBrews, P. J., & Hunt, M. R. (1999). Learning to plan and planning to learn: resolving the planning school/learning school debate. Strategic Management Journal, 20(10), 889-913. doi:10.1002/(sici)1097-0266(199910)20:103.0.co;2-fCarroll, N., & Helfert, M. (2015). Service capabilities within open innovation. Journal of Enterprise Information Management, 28(2), 275-303. doi:10.1108/jeim-10-2013-0078Cheng, C. C. J., & Huizingh, E. K. R. E. (2014). When Is Open Innovation Beneficial? The Role of Strategic Orientation. 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How mobile technologies support business models: Case study-based empirical analysis

[Otros] Les technologies mobiles ont poussé la connectivité des systèmes informatiques à la limite, permettant aux personnes et aux objets de se connecter les uns aux autres à tout moment. La quantité d'informations dont disposent les entreprises a augmenté de façon exponentielle, en grande partie grâce à la géolocalisation et à la vaste gamme de capteurs intégrés dans les appareils mobiles. Ces informations peuvent être utilisées pour améliorer les activités et les processus métier, mais également pour créer de nouveaux modèles d'affaires. En nous concentrant sur les modèles d'affaires, nous analysons les technologies mobiles comme catalyseurs des changements d'activité. Nous examinons les caractéristiques distinctives des technologies mobiles et examinons comment celles¿ci peuvent supporter différentes fonctions de l'entreprise. Une étude basée sur une analyse qualitative comparée d'ensemble floue (fsQCA) de 30 cas, de différents secteurs, a permis d'identifier les facteurs de succès de la technologie mobile pour différentes activités du cœur de métier des firmes. Les résultats montrent que plusieurs combinaisons de technologie mobile procurent un avantage concurrentiel lorsqu'elles correspondent au modèle d'affaire.[EN] Mobile technologies have pushed the connectivity of IT systems to the limit, enabling people and things to connect to one another at all times. The amount of information companies have at their disposal has increased exponentially, thanks largely to geolocation and to the vast array of sensors that have been integrated into mobile devices. This information can be used to enhance business activities and processes, but it can also be used to create new business models. Focusing on business models, we analyze mobile technologies as enablers of activity changes. We consider the differentiating characteristics of mobile technologies and examine how these can support different business functions. A study based on fuzzy-set qualitative comparative analysis (fsQCA) of 30 cases across different industries allows us to identify mobile technology success factors for different core activities. The results show that several combinations of mobile technology initiatives provide a competitive advantage when these initiatives match the business model.Peris-Ortiz, M.; Devece Carañana, CA.; Hikkerova, L. (2020). How mobile technologies support business models: Case study-based empirical analysis. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration. 37(1):95-105. https://doi.org/10.1002/cjas.1550S95105371Al-Debei, M. M., & Avison, D. (2010). Developing a unified framework of the business model concept. 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Mobile commerce: Strategies, technologies, and applications. Decision Support Systems, 43(1), 1-2. doi:10.1016/j.dss.2005.05.002Palattella, M. R., Dohler, M., Grieco, A., Rizzo, G., Torsner, J., Engel, T., & Ladid, L. (2016). Internet of Things in the 5G Era: Enablers, Architecture, and Business Models. IEEE Journal on Selected Areas in Communications, 34(3), 510-527. doi:10.1109/jsac.2016.2525418Pateli, A. G., & Giaglis, G. M. (2005). Technology innovation‐induced business model change: a contingency approach. Journal of Organizational Change Management, 18(2), 167-183. doi:10.1108/09534810510589589Piccoli, & Ives. (2005). Review: IT-Dependent Strategic Initiatives and Sustained Competitive Advantage: A Review and Synthesis of the Literature. MIS Quarterly, 29(4), 747. doi:10.2307/25148708Porter M. E.(2001).Strategy and the Internet. Harvard Business Review March 63–78.Ragin C. C.(2008).User's Guide to Fuzzy‐Set/Qualitative Comparative Analysis. 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Digital Echelons and Interfaces within Value Chains: End-to-End Marketing and Logistics Integration

[EN] The goals of real business in the context of the digital transformation of international logistics networks and marketing channels have necessitated the application of a scientifically based theoretical approach to the development of a formalized description acceptable for predictive planning based on leading indicators. In the context of globalization and interstate and regional economic unions, this will lead to achieving the maximum end-to-end integration of digital platforms. Based on the analysis, the article presents the integration of digital logistics and marketing approaches with the mathematical models of the ecosystem organization of economic relations. The features of the organization of economic relations between contractors involved in the execution of virtual transactions and the material movement of resources were analyzed. The researchers considered prerequisites for the analytical description of interconnections between the participants of digital platforms in cross border e-commerce. The authors' approach is based on the idea of both a sales funnel in marketing and a conversion funnel in digital transformation. Considering the integration of logistics and marketing, authors offer the definition of business echelons as stages of the consumer value creation. The theoretical contribution of this article consists in constructing a mathematical description of business echelons along the entire value chain. The developed analytical description of business echelons is acceptable both for embedding a digital management support system into various software products, and for conducting in-depth analysis and finding optimal solutions.The research of S.E.B., S.M.S. and I.V.K. is partially funded by the Ministry of Science and Higher Education of the Russian Federation under the strategic academic leadership program Priority 2030 (Agreement 075-15-2021-1333 dated 30 September 2021).Barykin, SE.; Smirnova, EA.; Chzhao, D.; Kapustina, IV.; Sergeev, SM.; Mikhalchevsky, YY.; Gubenko, AV.... (2021). Digital Echelons and Interfaces within Value Chains: End-to-End Marketing and Logistics Integration. Sustainability. 13(24):1-18. https://doi.org/10.3390/su132413929S118132

Analisis Sistem Informasi yang Sedang Berjalan dan Rencana Proyek E-Procurement dengan Pendekatan Metode New Information Economics

PT PLN (Persero) is a state owned which manages the biggest electricity businesses that cover the entire territory of Indonesia. His position is very potential for the Indonesian public life requires that PLN is able to manage the investment means the supply of electricity to customers. This is done with the information systems that support business processes in the body of PLN. PT PLN (Persero) has some application systems, infrastructure, service, and management used to increase the ability of the company. In PLN, there is an application that is capable of supporting PLN to conduct the procurement process is procurement information system (e-procurement). PSI Sub-party service providers as e-procurement to see investment information system (SI) and Information Technology (IT) which is proportional to the amount issued benefits and bottom-line impact for companies and can find out the level of funds / investment budgets and alignment of Information Technology there is a project in accordance with company requirements. Those needs based on business needs and applications currently running in the intersection so as to project better. Based on this, the author proposes to analyze the benefits of information technology investments by using the method of New Information Economics (NIE) that combines the two approaches both financial and non-financial. In the method NIE (New Information Economics) will be used four of the five practices that NIE Strategic Demand / Supply Planning, Innovation, Prioritization, and Alignment. The results are expected to help the company to allocate investments SI / IT is more appropriate and supports the company\u27s performance, especially in providing added value to the parties concerned

What are the competences in information system required by managers? Curriculum development for management and public administration degrees

[EN] This paper analyzes the competences required by executives to manage information system, and consequently, the competences that must define the information system subjects in non-technical degrees, degrees, such as Public Administration or Business Management. This work reviews the literature about business managers competences on Information Technologies (IT) and compares the theory with the traditional body of knowledge about information systems taught at business schools. By analyzing the executives function, their role in the information system management, and, above, all the importance of their decisions in the effective integration of IT in business processes, this work proposes specific development in seven knowledge areas that facilitate the acquisition of these types of executive competencesDevece Carañana, CA.; Peris-Ortiz, M.; Rueda Armengot, C. (2016). What are the competences in information system required by managers? 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International entrepreneurship in SMEs: a study of influencing factors in the textile industry

The final publication is available at Springer via http://dx.doi.org/10.1007/s11365-012-0242-3International entrepreneurship is an incipient research area with a rapidly increasing body of knowledge and contributions. An important part of this literature has focused on the analysis of the contributing factors to IE development. From these studies, this work attempts to analyse and validate through an integrative model the effect on this construct in SME of some of the main factors proposed by the literature such as Skills and Competences, Attitude and Proactiveness, Creativity and Innovation, Networking, Employees and Activity. To proceed with this aim, we conducted an empirical research focused on 174 textile SME in Spain. The results obtained confirm a positive relationship between the studied factors and the IE development. In consequence, this work agrees with previous literature that point out the need to use multi-theoretical perspectives, combining multiple factors.Gil Pechuán, I.; Expósito Langa, M.; Tomas Miquel, JV. (2013). International entrepreneurship in SMEs: a study of influencing factors in the textile industry. International Entrepreneurship and Management Journal. 9(1):45-57. doi:10.1007/s11365-012-0242-3S455791Akgün, A., Keskin, H., & Byrne, J. (2012). Organizational emotional memory. Management Decision, 50(1), 95–114.Andersén, J. (2011). Strategic resources and firm performance. Management Decision, 49(1), 87–98.Anderson, A. R., Dodd, S. D., & Jack, S. L. (2012). Entrepreneurship as connecting: some implications for theorising and practice. Management Decision, 50(5), 958–971.Appelbaum, S. H., Roy, M., & Gilliland, T. (2011). Globalization of performance appraisals: theory and applications. Management Decision, 49(4), 570–585.Arribas, I., Hernández, P., Urbano, A., & Vila, J. E. (2012). 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Management training, strategic planning effectiveness and the growth of start-ups and early-growth firms

This working paper focuses on the strategic planning practice and the relation between strategic planning effectiveness and the business growth of two groups of start-ups and early growth firms in Flanders (Belgium): represented by, firstly, a test group of business-owners that participate in one of the most successful management training programs for starters and early growth firms (hereafter referred to as ADEPT), and, secondly, a randomly selected and matched but control group of SME-start-ups and early growth firms on the basis of start-up year (period 1987-1996), age, size, industry, and location (hereafter called NOVICE). Support is found for the relationship between [1] the scope and sophistication of strategic planning and the level of strategic planning correctness and strategic accuracy, and [2] between these strategic planning dimensions and the growth pattern of these start-ups and early growth firms