Critical success factors of business process management:investigating the coverage of business process (management) maturity models

Business Process Management (BPM) aims to improve the quality of business processes by consolidating the concepts of modelling, reengineering, automation, management, and innovation. Tailoring multi-faceted BPM to specific contexts of organizations on the ground of fast-growing information technology is the challenge of the current decade. A considerable number of critical success factors (CSFs) for BPM has been proposed by various studies in the scientific literature to provide insight into the process of achieving BPM. However, only few of these studies propose guidelines/practices for addressing the CSFs. This study is intended to provide a state-of-the-art of CSFs of BPM by a systematic review of scientific literature and to investigate content coverage of business process maturity models as a potential enabler of realization of these CSFs. We searched the studies between the years 2000 and 2015 in established digital libraries and identified 14 CSF categories from 18 studies out of 242 studies retrieved initially. Following that, we searched for evidence on the existence of each CSF category in five maturity models, namely Business Process Management Capability Framework (BPM-CF), Business Process Orientation Maturity Model (BPO-MM), Business Process Orientation Maturity Framework (BPO-MF), Business Process Maturity Model (OMG-BPMM), and Process and Enterprise Maturity Model (PEMM). The findings from our investigation show that, despite the variance in degree of coverage of CSF categories by selected BPMMs, maturity models stand as a promising reference for organizations to start their BPM efforts.\u3cbr/\u3

A Review of Business Models for Shared Mobility and Mobility-as-a-Service (MaaS):A Research Report

The mobility solutions that currently dominate the mobility market have raised global challenges. Specifically, mass car ownership has led to traffic congestion, shortage of parking spaces, and sustainability issues. Recently, mobility solutions driven by technological advancements have emerged to address these issues via more efficient and sustainable use of resources. However, the wide range of mobility offerings has led to a scattered mobility market, and oversight is hard to grasp for travelers. Mobility-as-a-Service (MaaS) platforms aim to address this issue by integrating mobility services into a single platform. However, MaaS providers (operators) struggle to find sustainable business models. Additionally, research on shared mobility business models is limited, and there is little oversight in the scattered business model landscape. This report addresses this issue by summarizing the dominant business models in the mobility market through a systematic review of current initiatives and literature. It provides an overview of active MaaS business models and challenges and opportunities to integrate mobility services into MaaS. The types of mobility services reviewed in this study include bike-sharing, scooter-sharing, car-sharing, e-hailing, and MaaS platform providers. For each mobility service, the dominant operating mode and the main business model actors are identified and represented using the Service-Dominant Business Model Radar (SDBM/R). Furthermore, the value exchanges between the actors are mapped in Value Capture Diagrams. The report concludes with a discussion on the challenges and opportunities related to synthesizing shared mobility modes into MaaS and the expectations for its future

Elements of Blockchain-based Circular Business Models in Manufacturing: A Synthesis of the Literature

The manufacturing industry faces barriers to transitioning to a circular economy. Blockchain technology can help manufacturing supply chains overcome barriers and achieve core principles of circular economy, for example, through increased traceability of materials among network partners. However, the current literature lacks an overview of the contribution of blockchain to circular business models (CBMs) that can be used as a reference to facilitate the implementation of blockchain-based circularity solutions in manufacturing. In this study, we performed a systematic literature review to identify the studies that provide blockchain applications and use cases for CBMs in the manufacturing industry. We classified the selected articles according to the elements of networked business models, as such solutions involve multiple businesses that collaborate tightly. Our results show traceability and transparency as the central value propositions of CBM networks. We provide a classification of network actors and roles, their coproduction activities, and common benefits they gain and costs they incur to achieve the value propositions. Our results provide a better understanding of the body of knowledge on the use of blockchain for CBMs and highlight understudied points. Manufacturing companies can leverage our comprehensive classification and enumeration of CBM elements to inform and optimize the design of their own CBMs. In future work, we aim to provide more assistance to companies by developing reference blockchain CBM blueprints and applying them to CBM design to evaluate their effectiveness and utility

Ecosystem and Business Models of the UMOS-MobilitEU Mobility Service Platform

This report presents the findings of the detailed analysis of the current state of practice in the Mobility-as-a-Service (MaaS) landscape, and their reflection on the UMOS/MobilitEU MObility Service Platform business models and their viability. The deliverable provides input to the strategy of the platform as well as to its development. We present a summary of our findings, which are based on the existing literature and our discussions with various parties in the domain. We describe our reflection of these findings on how UMOS business models and relevant revenue channels should be shaped. We believe that the report provides important contributions not only to the UMOS/MobilitEU ecosystem - in terms of deriving the decisions for the operations of the platform, but also beyond to the general MaaS arena. The deliverable has direct influences on the commercialisation strategy in terms of depicting how the cost and benefits can be exchanged between parties and what revenue items and channels shall be activated for the UMOS platform.<br/