Participative enterprise modelling for balanced scorecard implementation

Balanced Scorecards (BSC) have been established as a valuable and practicable instrument addressing major management problems in organisations. BSC are commonly IT-supported and found a conceptual basis for management information systems. They are often applied to IT-Controlling, and they are also repeatedly applied to specify requirements towards the corporate IT architecture. However, BSC implementation often struggles when it comes to discovering and documenting organisational knowledge that is not easily accessible or not of sufficient quality. On the other hand, Enterprise modelling (EM) seeks to solve organisational design problems in, for instance, business process reengineering, strategy planning, enterprise integration, and information systems development. Here, participative EM methods lead to improved quality as well as to consensus and to increased acceptance of the business decisions. At this juncture, participative EM can support BSC implementation projects that comprise activities requiring the discovery and documentation of organisational knowledge that is not easily accessible or not of sufficient quality. For that reason, the aim of this paper is to integrate participative EM approaches, taking Enterprise Knowledge Development (EKD) as an example, and BSC implementation. In order to operationalise this conceptual improvement, we will perform a stepwise analysis of BSC implementation processes and identify shortcomings that are able to be addressed with the help of participative enterprise modelling

Building knowledge repositories with enterprise modelling and patterns – from theory to practice

An approach to building knowledge repositories, Enterprise Knowledge Patterns (EKP), has been developed and applied throughout a number of research projects, most recently in the ELEKTRA, HyperKnowledge1 and EKLär projects. The EKP approach combines Enterprise Modelling with organisational patterns. Systematic evaluations of applying the approach have been carried out in two of the projects, while the third project is currently running. The aim of this paper is to provide an overview of the evaluation results and to share practical experiences from building knowledge repositories with Enterprise Modelling and organisational patterns. We discuss issues concerning the knowledge content of pattern based knowledge repositories, the language used to express knowledge in organisational patterns and technology support for storing and retrieving knowledge components.

Gamification Risks to Enterprise Teamwork: Taxonomy, Management Strategies and Modalities of Application

Gamification corresponds to the use of game elements to encourage certain attitudes and behaviours in a serious context. When applied to enterprise teamwork, gamification can lead to negative side-effects which compromise its benefits. For example, applying competitive elements such as leaderboard may lead to clustering amongst team members and encourage adverse work ethics such as intimidation and pressure. Despite the recognition of the problem in the literature, the research on concretising such gamification risks is scarce. There is also a lack of methods to identify gamification risks and their management strategies. In this paper, we conduct a multi-stage qualitative research and develop taxonomy of risks, risk factors and risk management strategies. We also identify the modalities of application of these strategies, including who should be involved and how. Finally, we provide a checklist to help the risk identification process as a first step towards a comprehensive method for eliciting and managing gamification risks to teamwork within enterprises

On the Influence of Tools on Collaboration in Participative Enterprise Modeling – An Experimental Comparison between Whiteboard and Multi-Touch Table

The paper presents an experiment about the influence of the modeling tool on group work in the context of enterprise modeling. A goal modeling task was set where three groups of three persons worked with a whiteboard, and three groups of three persons worked with a multi-touch table. Comparisons of working styles between the two tools indicate that multi-touch tables promote parallel working and that a team member’s position plays a role in taking on certain tasks. Whiteboard users may more easily lose track of what teammates are doing

Capability driven development: an approach to designing digital enterprises

The final publication is available at Springer via http://dx.doi.org/10.1007/s12599-014-0362-0[EN] The need for organizations to operate in changing environments is addressed by proposing an approach that integrates organizational development with information system (IS) development taking into account changes in the application context of the solution. This is referred to as Capability Driven Development (CDD). A meta-model representing business and IS designs consisting of goals, key performance indicators, capabilities, context and capability delivery patterns, is being proposed. The use of the meta-model is validated in three industrial case studies as part of an ongoing collaboration project, whereas one case is presented in the paper. Issues related to the use of the CDD approach, namely, CDD methodology and tool support are also discussed.This work has been partially supported by the EU-FP7 funded project no: 611351 CaaS - Capability as a Service in Digital Enterprises.Berzisa, S.; Bravos, G.; Cardona Gonzalez, T.; Czubayko, U.; España, S.; Grabis, J.; Henkel, M.... (2015). Capability driven development: an approach to designing digital enterprises. Business and Information Systems Engineering. 57(1):15-25. https://doi.org/10.1007/s12599-014-0362-0S1525571ArchiMate (2013) An enterprise modeling language from the Open Group. http://www.opengroup.org/archimate/ . Accessed 3 Dec 2014Asadi M, Ramsin R (2008) MDA-based methodologies: an analytical survey. In: Proceedings Model driven architecture – foundations and applications (ECMDA-FA 2008), LNCS 5095, pp 419–431Barney JB (1991) Firm resources and sustained competitive advantage. 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Capability Driven Development: An Approach to Designing Digital Enterprises

The need for organizations to operate in changing environments is addressed by proposing an approach that integrates organizational development with information system (IS) development taking into account changes in the application context of the solution. This is referred to as Capability Driven Development (CDD). A meta-model representing business and IS designs consisting of goals, key performance indicators, capabilities, context and capability delivery patterns, is being proposed. The use of the meta-model is validated in three industrial case studies as part of an ongoing collaboration project, whereas one case is presented in the paper. Issues related to the use of the CDD approach, namely, CDD methodology and tool support are also discussed