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This research aims to map the excellence owned by Kampoeng Durian in Ngrogung District Ngebel that uses SWOT to analyze tourism development strategy of Kampoeng Durian Ngebel through the Business Model Canvas (BMC) approach. This research was qualitative descriptive research methods using the Business Model Canvas framework, which was used to assess several variables in the tour Kampoeng Durian Ngrogung Village. The results showed that the tourism management Kampoeng durian need to conduct various development efforts in each component Business Model Canvas. Those were building business partners with various parties (key partner), adding business activities or operations in the business of Kampoeng Durian (key activities), doing durian fruit processing into various new products/processed products (value proposition), creating a special pricing program for tourists (customer relationship), providing easy road access to the tourism site of Kampoeng Durian Strategies by adding segments that will be served in a business (segment), Other resources in providing services to tourists. (key resource), promoting in various media (channels) and adding a business income source (revenue streams). Keywords: Business Model Canvas; Kampoeng Durian; Ngebel Ponorogo; SWOT

© 2017 The Author. Business models, dynamic capabilities, and strategy are interdependent. The strength of a firm's dynamic capabilities help shape its proficiency at business model design. Through its effect on organization design, a business model influences the firm's dynamic capabilities and places bounds on the feasibility of particular strategies. While these relationships are understood at a theoretical level, there is a need for future empirical work to flesh out the details. In particular, studies that provide a better understanding of business model innovation, implementation, and change will also shed light on important aspects of dynamic capabilities.

The component-based business architecture integration of military information systems is a popular research topic in the field of military operational research. Identifying enterprise-level business components is an important issue in business architecture integration. Currently used methodologies for business component identification tend to focus on software-level business components, and ignore such enterprise concerns in business architectures as organizations and resources. Moreover, approaches to enterprise-level business component identification have proven laborious. In this study, we propose a novel approach to enterprise-level business component identification by considering overall cohesion, coupling, granularity, maintainability, and reusability. We first define and formulate enterprise-level business components based on the component business model and the Department of Defense Architecture Framework (DoDAF) models. To quantify the indices of business components, we formulate a create, read, update, and delete (CRUD) matrix and use six metrics as criteria. We then formulate business component identification as a multi-objective optimization problem and solve it by a novel meta-heuristic optimization algorithm called the ‘simulated annealing hybrid genetic algorithm (SHGA)’. Case studies showed that our approach is more practical and efficient for enterprise-level business component identification than prevalent approaches.

We present a business model framework for Internet of Things applications.The framework consists of building blocks and types of options for each building block.The relative importance of building blocks and types of options is measured through a survey among practitioners.The value proposition is considered the most important building block of a business model. The Internet of Things is the connection - via the internet - of objects from the physical world that are equipped with sensors, actuators and communication technology. This technology is looked at by a large variety of domains, such as manufacturing, healthcare and energy, to facilitate the development of new applications and the improvement of existing applications. To also enable the commercial exploitation of these applications, new types of business models must be developed. Frameworks exist to facilitate the development of business models. These frameworks define the building blocks that a business model address. This paper presents a business model framework specifically for Internet of Things applications. Through a literature survey, interviews and a survey among practitioners, it identifies the building blocks that are relevant in an Internet of Things business model, types of options that can be focused on within these building blocks and the relative importance of these building blocks and types. The framework can be used by developers as a starting point for creating business models for Internet of Things applications.

Today's dynamic global economy forces business companies to struggle for survival; where such companies must be competitive and loosely interconnected in a wide networked business market. It is not a secret that a solid business environment that wants to insure its sustainable business future must adapt itself to frequent business transformation processes, to adapt to such a situation a building block based solution is proposed to support the business transformation project. Such a building block strategy for frequent business transformation changes is translated in a set of recommendations that support the company's business resources in order to optimize the companies’ various business and information technology resources. Unfortunately, most of business transformation projects fail, because of the very difficult business transformation project's “decoupled and technical” implementation or re-engineering phase. The author recommend a re-engineering phase that is based on atomic building blocks architecture; where the business transformation manager must have the right skills to model and prototype the most important Atomic Business Blocks, in order to insure the successes of business transformation projects. It is recommended to apply the adequate atomic business architecture and the needed modeling concepts. Such concepts are based on a one to one mapping pattern that is in turn based on enterprise architecture standards. Business transformation projects should apply an Atomic Business Blocks driven implementation phase that will help the implementation capability of the business transformation project; such an approach needs a specific a set of integration, modeling and prototyping skills1,2,3.

In this paper, the authors put forward an intermediary model that can support the transition between a business model and an IT infrastructure, then provide an example of how the approach can be used. The model is based on a combination of existing models: enterprise architecture and the Business Model Canvas. The authors show how the proposed intermediary model, which has a strong focus on a business model strategy, can help IT alignment. The intermediary model can help alignment from either a business model focus or an IT infrastructure focus because of the correspondence between the two paradigms. The focus on visualization within the intermediary model aids in quickly illustrating the common ground held by the parties involved in the alignment.

Information Technology (IT) is becoming an important driver for organization to perfom an organizational capability. Even IT is an importan driver, it is not the only one. IT should be aligned with business model to perform a organizational capabilities in achieving business performance.

Component library as a component of assets classification and management of infrastructure becomes more and more important, in the practice of component quantity increasing, component is updated according to the technology and the field evolution, to search for suitable in numerous artifacts climb hydrophobic component must establish the effective component of said mechanism and the feasible component library management system. Business component is a fusion of business objects and components, is a business object software realization of the autonomy of business concepts and reusable software unit. An ordered set of business component, constitute the basis of the actual business activities. This paper proposes a framework based on component representation method, and put forward the major methods based on the use of business component to adapt to the change of the process, so as to realize the reorganization of business processes.

The good match of IT and business is an important prerequisite to ensure business strategy and the value of enterprise information investments. With the intensive application of IT and the rapidly changing of environment, the match of IT and business should be more concerned about its dynamic characteristics and evolution law. Based on the research analysis of IT and business matching, the strategic alignment model (SAM model) and the business-IT strategic alignment maturity model (LAM model), the paper introduces the dynamic capabilities to build an IT and business matching and evolutionary path model under the action of dynamic capabilities. In the model, nine paths and four steps are proposed to describe the matching and evolution of IT and business. The roles of dynamic capabilities are explained in describing the matching and evolution paths, such as perception, capital-and technology path dependence, learning, dynamic feedback, resource restructuring and reconfiguration, team, coordination and innovation etc. It has a strong reference to the deep research of IT and business alignment, matching and evolutionary path and the enterprise information technology applications.

This paper explores how the organizational capabilities of a firm enable business model evolution by examining the development of a new firm that provides mobile-phone-based information services for farmers in India. We argue that these organizational capabilities are part of the dynamic capabilities of the firm. We use a longitudinal and in-depth single case study to extend our understanding of the mechanism for business model evolution in new firms. The study shows three themes emerging from the data analysis of the case study by drawing on the literatures on systems thinking, dynamic capabilities and business model evolution. The three themes are balanced redundancy, requisite variety and cognitive discretion, which enable a firm to achieve congruence between the components of the business model in order to deliver the customer value proposition. We explain how these three themes form the micro-foundations of dynamic capabilities that enable a firm to evolve its business model. We contribute to the business model and dynamic capabilities literature by proposing a systems perspective on business models and their evolution.

Focusing on strategic agility and business model concepts, the present paper proposes a framework for recognising common strategies, activities and paths to business model reconfiguration developed through the activation of a set of micro-capabilities. We argue that successful companies nurture specific capabilities in order to act proactively and to reach strategic agility and direct these to specific key elements of the business model (building blocks), thus enabling the renewing of the entire business model. The methodology is a multiple case study analysis of four successful companies in different industries. We identified three main classes of capabilities for strategic agility and we explored which ones are valid and how they can be activated in a company's business model through an in-depth within-case and cross-case analysis. Results show that strategy innovation capabilities could be focused on motto and value offer, research and development and social responsibility building blocks; resource capitalisation capabilities on education and knowledge, management and human resource building blocks, and networking capabilities on branding and retail and network building blocks. From a literature point of view, we contributed to the ongoing debate about business model change and critical capabilities, by investigating the “black box” of business models. From the practical point of view, the linkage between capabilities and the building blocks of the business model is important in order to capitalise on resources and time, focusing on specific actions and specific areas of the business model.

The component-based business architecture integration of Command, Control, Communications, Computers, Intelligence, Surveillance and Reconnaissance (C4ISR) systems is a popular research topic in the field of military operational research. Currently, the prevalent methodologies for business component integration tend to focus on software-level business component, and ignore enterprise concerns in business architecture, such as organizations and resources. In this paper, we propose a novel approach to enterprise-level business component integration. First, we discuss the conception of enterprise-level business component and its relationships with DoDAF models. Then, a four-step process is proposed for integrating business components, mainly by modeling enterprise-level business component based on IDEF0 and integrating IDEF0 models automatically based on Petri net. After that, a case study is carried out to illustrate our approach.

Dept. of Business Administration, Korea Christian UniversityPurpose: The purpose of this research is to develop the methods for evaluating the business value of a com-pany’s technical portfolios. In this study, technical portfolios of 10 major manufacturers and e-Biz industries are examined first from a business model perspective. Subsequen tly, we suggest future direction of R&D for the pharmaceutical industry by deducing the leading industr ies sharing similar traits with the pharmaceutical industry.Methods: In order to evaluate and analyze the patents of the major leading industries based on the constituents of a business model, the target patents were selected through the following procedure.Results: First, In this study, using the data obtained from the patent analysis, the differences in the technology portfolios of specific business entities based on the constitue nts of their business models. Second, deduced business rules of particular business entities through classifi cation analysis and role-model of pharmaceutical industry Conclusion: If enterprise discovers technological change and characters of other enterprise or technology, enterprise could judge a direction of technology which will be developed in the near term and a plan which utilized existing technology to increase enterprise’s profits.Key Words：Business model, Patent analysis, Technical Value Eval uation, Business Model Components

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.

PurposeBusiness‐model innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the business model and how to execute the change. This paper aims to address this issue.Design/methodology/approachData from IBM's Global CEO Study 2008 and an analysis of 28 successful business‐model innovators, produced insights into both the best timing and process for business model innovation.FindingsThe IBM researchers identified a set of characteristics that strong business‐model innovators demonstrate consistently.Practical implicationsA set of characteristics, which the IBM researchers call the “Three A's,” are critical to the successful design and execution of business‐model innovation: Aligned – Leverage core capabilities and design consistency across all dimensions of the business model, both internally and externally, that build customer value; Analytical – Use information strategically to create foresight, and prioritize actions while measuring and tracking for rapid course correction; and Adaptable – Link innovative leadership with the ability to effect change and institutionalize operational flexibility.Originality/valueThe paper answers two questions that can help companies develop their innovation strategy and transformation approach for the new economic environment: Under what conditions should companies adapt their business model?; and What capabilities and characteristics support the design and execution of successful business‐model innovation?

Four constructs are developed and five research hypotheses are tested in a structural equation model focused on the role of strategic business alignment and information management in achieving business performance. The data to develop the constructs and test the model are based on a survey of 226 manufacturing firms in the US automobile components industry. The research is interdisciplinary in nature with a focus on building theory in an under-researched area of study by testing a causal model. The structural equation model analysis supports the general theory that 'the degree of business strategy alignment affects enterprise information management and time-related operating performance, and through these two intermediate constructs, improves business performance'. Enterprise information management is the key mediating variable in the causal model. Other insights based on statistical evidence are presented such as strategic business alignment, which do not directly improve time-related operating performance but must act indirectly through enterprise information management (the mediation construct) to improve performance.

PurposeThe purpose of this paper is to find out what exactly the term business model innovation encompasses and what type yields the best results.Design/methodology/approachIBM Consulting researchers first identified the main types of business model innovation, which can be used alone or in combination. They then compared these three types of business model innovation across 35 best practice cases.FindingsThe study found that all new business models can be classified into three types: innovations in industry models; in revenue models and in enterprise models. A key finding was that each type of business model innovation, with the right strategy and strong execution can generate success.Practical implicationsResearchers found that while network plays are being used by diverse companies in different industries and regions and of varying age, size and other characteristics, this tactic has been a particularly useful strategy for older companies.Originality/valueThe study found that best business model innovation strategies provide a strong fit between the competitive landscape for a particular industry and the organization's strengths, shortcomings and characteristics such as age and size.

PurposeComponent‐based software development is a potential reuse paradigm for the future. While the required technologies for a component‐style system development are widely available (e.g. Sun's Enterprise Java Beans), the breakthrough of the component paradigm in business application domains is impeded by the following problem: compared with traditional engineering disciplines there is a lack of standardized methods to describe business components. The objective of this paper is to develop a holistic approach to specify business components.Design/methodology/approachIn this paper, a design science approach is used. Based on well‐known specification notations, a new specification framework is proposed. The usefulness of the framework is demonstrated by an example.FindingsIt is argued that a specification framework for business components has to address several aspects: what services are offered and requested by a business component? How can these services be used? Are there any interdependencies between the services of a set of business components? What quality characteristics do the offered services fulfil? And so on. The proposed approach consists of seven specification levels addressing both technical and business aspects.Originality/valueAccording to the authors' knowledge the developed specification framework is the first one which allows a holistic description of business components. The proposed approach can be used to precisely specify business components in practice. The main contribution is to tie together various well‐known and preferably standardized specification notations. Furthermore, the authors develop a meta‐model for the proposed specification framework that facilitates the communication about the framework, supports training on the framework, and simplifies the implementation of the framework. To conclude, this work is meant to implement theory in practice.

The current stage of information technology (IT) evolution focuses on moving from a technology-based to a services-based orientation. To that end, IT leadership has had to shift from focusing primarily on technological issues to learning to manage IT like a business, with IT services as the primary "product" produced and consumed by customers. The Component Business ModelTM for the Business of IT (CBMBolT) provides a powerful, flexible new perspective of IT as a means to assist with strategic decision making. The foundation of CBMBoIT is the IBM Process Reference Model for IT (PRM-IT), which describes the underlying process activity flows. This paper describes the Component Business Model and the PRM-IT and gives examples of IT environments in order to illustrate how using these models can aid executives in illuminating strategic options that may be overlooked using conventional atomistic approaches.

Researchers and practitioners have argued on the importance of business-IT alignment for organizations to maximize the business value of Information Technology (IT). As a result, a vast number of mechanisms have been designed to support organizations in achieving, assessing and maintaining business-IT alignment. One approach of such mechanism is to use Enterprise Architecture (EA), which is a continuously applied methodology for aligning the strategies of a business with its IT strategies. Despite the claims in the literature regarding the role of EA in resolving business-IT alignment concerns, it still not apparent how effective EA is in mediating the alignment concerns between business and IT. In this paper, the evaluation model to support practitioners in determining the effectiveness of EA to resolve Business-IT alignment is proposed. The model was constructed following design science as a research approach. The design science activities were carried out in until reaching a final artefact.

Business -- IT alignment calls for coordination between IT and business (non-IT) parts of an organization along different dimensions: strategic, structural, social, and cultural. The focus of this conceptual paper is on the social dimension of alignment -- the mutual understanding of business and IT stakeholders on the business and IT objectives and activities. In the face of an increasingly complex strategic context, growing coordination needs must be matched with respective coordination capabilities. We argue that business -- IT alignment at different organizational levels and for different stakeholders requires qualitatively different coordination capabilities, which pose distinct demands for the use of enterprise models. Using 4EM as an example, we investigate how enterprise models support these coordination capabilities as well as which intentions different IT and non-IT stakeholders have for enterprise modeling at different organizational levels.

Grounded on principles of manufacturing design, component-based software development (CBSD) has been viewed as the future trend in software development. In this paper, we propose a methodology for component fabrication and argue that, as in classical product development, business strategy of component development companies must guide the design of reusable business components. Accordingly, we link business strategy with component design through managerial goals (identified as cost effectiveness, ease of assembly, customization, reusability, and maintainability). These managerial goals are then mapped to technical features (identified as coupling, cohesion, number of components, component size, and complexity). We develop a formal model, called Business Strategy-based Component Design that uses the object-oriented model of a business to derive the component structure by grouping appropriate object classes to achieve the desired business strategy. We examine the validity of the model by a two-phase application process.

The challenge of global sourcing is to have a management in sourcing operations that is difficult to imitate by competitors. Global companies are now striving to develop a sourcing strategy to support a new business model that caters for operations in any parts of the world. This paper proposes that the development of a new business model in an established firm will depend on the extent to which a firm leverages the factor conditions and resolving conflicts. A framework is developed to describe the dynamics of business model. A case study on Hasbro Far East Inc is presented to show the development of an information hub as their new business model. The findings of the case study support the argument that factor conditions and conflicts play a key role in determining the success of transforming to a new business model. Thus, the transformational path to information hub is dependent on the extent to which these conditions are played out in the new arrangement. Future research should concentrate on development of collaborative process to align activities.

Business integration is a set of capabilities that characterize service-oriented architectures for e-business solutions. These capabilities include the ability to integrate and manage business operation systems, enterprise information assets, business partners, and a collaborative network of decision makers to address specific business problems. WebSphere® Business Integration is an IBM software platform that embodies these capabilities to offer rapid time to value for delivering integrated e-business solutions. In this paper, we provide an overview of the WebSphere Business Integration platform-- the architecture, programming model, tools, and runtime.

Outcome-based business (OBB) is a business model that directly links a service provider's revenue or fee to the business value delivered by enabled services to the client. Its financial construct allows for a shared risk and reward model. Using OBB model, the service provider earns its revenue upon meeting mutually agreed benchmarks that affect these key client business outcomes. An OBB engagement typically requires establishing a long-term relationship with the client and reduces the risk for the client during the business transformation. A key component of an OBB business model is its ability to determine the impact of a particular IT solution on the performance of client financial and operational metrics. We outline a systematic method to enable us to do so. We begin with a process to identify gaps in the client's financial or operational performance. Then, we identify the business drivers that can improve those gaps. Next, we map the prioritized business drivers to the underlying IT capabilities that impact these drivers, creating a causal relationship chart called a service value map. Based on the causal relationship between the IT capabilities and the prioritized business drivers, we identify the priorities of the IT capabilities for gap improvement. In the second part of the analysis, we assume that each high level business driver can be measured by a metric (key performance indicator). With the help of a heuristic approach, we estimate the change of the metric over time using the service value map. This is accomplished by: 1) creating two baselines that define the bounds of the metric, and 2) using a maturity analysis to quantify the impact of the IT capabilities over time.

This project aims to delineate recovery strategies for a Portuguese Bank, as a way to increase its preparedness towards unexpected disruptive events, thus avoiding an operational crisis escalation. For this purpose, Business Continuity material was studied, a risk assessment performed, a business impact analysis executed and new strategic framework for selecting strategies adopted. In the end, a set of recovery strategies were chosen that better represented the Bank’s appetite for risk, and recommendations given for future improvements. NSBE - UNL

Role-Stage model is a programming model, initially discovered in the context of development of agent-based language for simulation of complex social systems. This research aims at integrating the various facets of business operations using the proposed Role-Stage model for the design and development of flexible, adaptive, user-centric business applications. The technique involves the three essential building blocks called Stages, Roles and Agents, to describe reason and conceptualize business processes at model description time as well as at runtime. The effectiveness of the proposed model is illustrated by a sample enterprise application, designed and implemented based on the model.

The advantages of migrating from traditional monolithic business applications to reusable object-based business components (self-contained software that carries out a certain business task) are well documented. A business system assembled from reusable components is argued to be highly reliable since these components have been tested and used in many other business applications. However, all possible uses of components are not known at design and construction stage. Additionally, integration testing is needed as components are assembled to make business application systems. Component-based software development requires that testing issues be addressed adequately. In this paper, we explore testing related issues in business components and in particular, business application systems that are made by integrating these components. An integration test strategy for business component application systems is proposed.

Business modeling and Business components designing have lots of construction methods which have been proved insufficient in lots of cases. According to this problem, this paper presents a business model description method which is descripted by UML and consists of a business entity view and a business control view. Besides, it offers a transformation mechanism from UML model to Petri. At the same time, on the basis of semantic analysis of business model, the clustering algorithm formula which is introduced to divide the process of business component more effectively between classes is given. Then this paper builds up an Inventory Management business model of an enterprise for discussing business component identification, analysis and designing in practical using.

Business models are not typically doomed to remain as they are, rather, they may contain a variety of options to be changed or extended. Nevertheless, current approaches for business model representation cannot handle such options, because no appropriate modeling constructs are available. This substantially inhibits the qualitative consideration of options in business model design. Also, it inhibits the integration of options into subsequent quantitative analysis. Our contributions in this context are twofold: at a 'macro-level', we combine business model representations with real options theory from finance. At a 'micro-level', we extend one widely established and applied business model representation, namely e3-value, for handling real options. We develop the graphical notation necessary for option modeling and a corresponding extension of the formal e3-value ontology. Finally, we illustrate in a case study how the proposed extensions can support options reasoning and also serve as a basis for the correct financial analysis of a business model.

Component Business Models (CBM) and manually synthesized heat maps have been used successfully by IBM Global Business Solutions to develop logical models that assist strategic decision-making. A key aspect of CBM is the layered intra-enterprise approach that identifies Execution, Control and Direction. However, the performance relationships between these layers can be a challenging to compute algorithmically, because of the typical ‘impedance’ mismatch between the underlying models and metrics used at these layers. In this paper, we introduce a meta-model related to microeconomics and Activity Based Costing - which we call the Interaction model. We show how this algorithmically relates operational execution data; to CBM heat maps for large scaled service-oriented systems. We use production data from the city of Columbus' 311 system (a one-stop request handling system for city services) to illustrate the value of this algorithm in generating the heat map to help service investments and other dashboard type applications.

International audience; Maintaining the alignment between the Business and IT is of high strategic relevance in today's enterprise roadmap. In this paper, we follow our previous assumption that this alignment will be better maintained if we are able to ensure a clear conceptual alignment between the Business Processes and the Software Architectures. As our aim is to provide an environment that would flawlessly support evolutions of the processes or of the architecture while maintaining this alignment, we build on the formal foundation that we have developed to ensure it and shows how it can be actually developed with current Model Driven Engineering technologies.

In order to achieve rapidly developing application system, to adapt to mobile backstage development needs, this paper puts forward the method of developing application system based on business-driven internet component integration. First, we put forward the internet component business model. Then, the internet component integration development platform and the internet component integration process are described. Finally, we implement a business-driven internet component application system. Practice shows that business-driven internet component software development greatly improves the efficiency of mobile backstage development.

Publisher Summary This chapter sheds light on planning-based approach to mergers and acquisitions, comprising an integrated process of ten interrelated phases. It focuses on the initial phase—building the business plan—and on tools commonly used to evaluate, display, and communicate information to key constituencies both inside and outside the corporation. Many companies view mergers and acquisitions (M&As) as a business growth strategy in and of themselves. Here, in accord with the view of successful acquirers M&As are considered a means of implementing a business strategy. Although firms may accelerate overall growth in the short run rough acquisition, the higher growth rate often is not sustainable without a business plan—which also serves as a roadmap for identifying additional acquisitions to fuel future growth. Moreover, the business plan facilitates the integration of the acquired firms and the realization of synergy. The chapter also describes the planning concepts and recommends certain strategies based on the results generated by applying specific tools and answering checklists of relevant questions. Business plans must be updated frequently to account for changes in the firm's operating environment and its competitive position within that environment. The chapter concludes by highlighting that business planning is not an event, but an evolving process.

Resource‐based view and the positioning theory are the two main approaches which are considered as contrary to each other in order to achieve competitive advantage and superior business performance. In this study, the main subject is to harmonize these two theories with a research model which is based on the assumption that business strategy is more effective when pursued with related capabilities. To perform the study, we conducted a questionnaire survey with 445 owners/executives of manufacturing firms. We measured business capabilities in terms ofmanagement, production, marketing‐sales, information system, logisticsandexternal relationship dimensions. Component factors and key variables for the constructs, which are identified through a literature review, are confirmed using AMOS 16.0. Then data have been analyzed to test the hypothesis by using SPSS 15.0. As a result, separate and harmonized effects of business capabilities (BC) and generic strategies (GS) on business performance have been examined. Bendrų strategijų ir verslo galimybių poveikio veiklos rezultatams derinimas Santrauka. Ištekliais pagrįstas požiūris ir pozicionavimo teorijos yra du pagrindiniai požiūriai, prieštaraujantys vienas kitam siekiant konkurencinio pranašumo ir aukščiausio verslo efektyvumo. Pagrindinis šio tyrimo objektas – minėtųjų teorijų suderinimas taikant tyrimo modelį, kuris grindžiamas prielaida, kad verslo strategija yra efektyvesnė, kai vykdoma atsižvelgiant į verslo galimybes. Tyrimui parengta anketinė apklausa. Apklausti 445 gamybos įmonių savininkai ir (arba) vadovai. Vertintos verslo galimybės pagal valdymą, gamybą, rinkodarą, pardavimą, informacinę sistemą, logistiką ir išorinius santykius. Sudėtinių veiksnių ir pagrindinių kintamųjų sudėtis, nustatyta remiantis literatūros apžvalga, patvirtinta taikant AMOS 16.0. Norint tai patvirtinti hipotezėmis, buvo analizuojami duomenys naudojantis SPSS 15.0. Galiausiai buvo tiriamas atskiras bei darnus verslo galimybių ir bendrų strategijų poveikis verslo efektyvumui. Reikšminiai žodžiai: ištekliais pagrįstas požiūris, verslo galimybės, konkurencingos strategijos, konkurencinis pranašumas, struktūrinių lygčių modeliavimas. First Published Online: 10 Feb 2011

Enterprise Architecture models can be used to support IT/business alignment. However, existing approaches do not distinguish between different IT/business alignment situations. Since companies face diverse challenges in achieving a high degree of IT/business alignment, a universal ‘one size fits all’ approach does not seem appropriate. This paper proposes to decompose the IT/business alignment problem into tangible qualities for business, IT systems, and IT governance. An explorative study among 162 professionals is used to distinguish four IT/business alignment situations, i.e. four clusters of IT/business alignment problems. These situations each represent the current state according to certain qualities and also the priorities for future development. In order to increase IT/business alignment, enterprise architecture meta models are proposed for each identified situation. One core meta model (to reflect common priorities) as well as situation specific extensions are presented.

Business models provide the needed structure for implementation of business ideas in order to achieve a tangible end result, such as a product or service, which can be marketed and sold. Business models often rely on building blocks and the processes and communications between those building blocks to create a formalized structure needed in a successful business. IBM Systems and Technology Group (STG) uses a business model based on the Environmental Management System as outlined in ISO 14001 to produce Information Technology (IT) products, such as servers, storage and retail store products which comply with environmental laws and regulations worldwide and which are favorably positioned to meet future environmental regulations. This organization, within IBM's STG division is referred to as the Product Environmental Stewardship program. The business model outlines the compliance process with both tactical and strategic aspects.

In 1993, CEO Louis Gerstner initiated a transformation at IBM that Sam Palmisano continued when he took the reins in 2003. The transformation involved a change from a hardware and software business to a solutions and services business and from a regionally aligned organization to a global organization. IBM’s IT organization, which became known as Business Transformation and Information Technology played a critical role in the firm’s transformation that continued through 2010. This case study describes the evolution of the IT organization and how it was designed and governed to support global business processes in 2010.

The aim of this paper is to present an approach for a model that supports IT governance and management through the alignment of business with Information Technology – IT using Enterprise Architecture concepts, considering efficiency, effectiveness and security. Firstly, a theoretical review will be done emphasizing the assumptions that support IBM‘s Component Business Model, such as specialization, governance and strategy. Then, an approach is presented for the organization’s decomposition, considering IT and business alignment. Moreover, the performance levels concept is introduced to the CBM®. Finally, a governance and management model for components to be applied in case study is presented.

Enabling the business, managing costs, and supporting staff are all important business vision concepts. The enterprise information management (EIM) program needs to do the same things, and be structured accordingly. This chapter describes EIM as a business component. If a business user or customer or other constituent question the source or relevance of the data or content being presented, they will hesitate to take effective action. They will create or acquire their own, or come to their own conclusions. This is information mismanagement. However, society and pervasive technology are forcing organizations into taking some formal stance on their information assets. A reasonable first step is to begin to incorporate data quality and formal information management into all projects that create or rely on data to enable business actions and decisions. There are basic required components and functions that must be designed into the organization. These components and functions are not very different than the basic building blocks of any other strategic area within an organization.

Effective Business Component Identification (BCI) is important to the success of Component-Based Information System Development (CBISD). In this paper, a BCI approach based on decoupling analysis is presented. Based on Business Process Graph (BPG), the approach makes use of graph partitioning to identify coupling business process subsets and transforms them into the corresponding business components. According to the relations between coupling business process subsets, the relations of business components are derived. The approach reduces the coupling between components and improves the cohesion of the individual components. Moreover, it creates the intelligible mapping between business processes and business components, and improves the understandability of component identification results. An application case is provided to test the approach.

In order to enhance the efficiency of information system’s development, capture business components with high reusability, a business component deign method based on the feature matrix was proposed. Through analyzing the existing business models, a domain business model oriented to component analysis was proposed, the elements composite models were described and business components identification algorithm based on the relationship between business elements was given. In the identification process, the concept of business elements similarity which can overcome the limitation of artificial weight was given. Application example showed that the algorithm effectively reduced the time complexity and identified highly reusable business components.

The formulation of business model serves as the first step for e-business system development. However the industry lacks adequate methods for e-business modeling. This paper proposes service-oriented componentization of e-business model by which a homogeneous component model (e-business model) is constructed. The component based e-business model supports coarse-grained semantics modeling. The e-business model describes the architecture of the organization and its network of business components for creating, marketing, and delivering value objects. The business architecture is modeled explicitly and the business component specifications are attached with semantic information, which supports assessing, measuring, and simulating e-business processes. The e-business model includes two kinds of architectural patterns: e-business pattern and service composition pattern, which allows reuse of analysis, business, and design knowledge rather than code.

Investments in systems and technology (IS/IT) compete with alternative investments, such as buildings, plant, equipment, R&D and advertising, for the organization’s funds. While application software may for ‘legal’ reasons be written off as an expense item, it is in reality not a consumable item whose benefits accrue in the year it is purchased. It is an investment whose benefits accrue over time. Technology is normally treated as a capital item, to be offset over time against benefits which accrue from applications which use it. Projects involving IS/IT investments have traditionally been evaluated like ’capital projects’, assuming a ’fixed cost’ offset against net revenue over the ‘life’ of the application. This is not meant to be confusing, but is intended to show the rather odd status of IS investments — the real ’asset’ is the software, not the hardware. There is no simple answer to the question: ’On what basis should IS investments be evaluated against other investments?’ However, it is important that some general rules are established within which applications and supporting technology requirements are evaluated. Otherwise any strategy will be distorted over time by inconsistent, even arbitrary, decision making.

The main scope of this paper is to present a conceptual business strategy model that enables virtual enterprises to enter into the hyper-competition environment. Based on conceptual business strategy model that we propose, a virtual enterprise can create a continues series of temporary advantages in any or all of the four arenas of competition. This paper describes key research issues in effect of hyper- competition in virtual enterprise, based on business strategy model dimensions, the conceptual business strategy model represents a systematic framework for describing and analyzing the dimensions of strategic maneuvering in hypercompetitive environments. Furthermore, the conceptual business strategy model suggests that the applicability and value of the organizational dimensions varies with the level of competition.

In many sectors, companies model and optimize their business processes in order to better manage the external value that comes from these processes. Supporting the execution of corporate business processes with an optimal set of IT investments is crucial to a company's success. However, existing business process management (BPM) approaches do not integrate methods for evaluating and selecting efficient IT investments and traditional evaluation methods are often inadequate. This paper proposes an extension that aims at a more adequate valuation, allocation, and selection of IT investments with respect to the requirements of the given corporate business processes. Such an extension allows decision makers in process-oriented organizations to interactively determine and continually optimize IT investments. At the same time, the extension improves the decision makers' awareness of the efficiency of their investments and, thus, reduces the gap between technology and business by further completing the traditional BPM methodology. This paper implements such an approach in a decision support system and illustrates its application by means of an example.

Staying competitive in today’s fast changing markets and business environments has become a big issue in organizations these days. To be able to foresee the future of the industry and have insight into customer’s articulated and unarticulated needs are critical capabilities that organizations need to acquire in order to stay competitive. The objective of this research project is to provide a conceptual approach to analyze an organization and to provide a foundation that would support the architecture of an agile organization. Enterprise architecture, business capabilities, organizational analysis and innovation are the main practices that contribute towards the construction of capabilities and the development of the conceptual business capability framework. The most significant findings from this research study were the development of a conceptual framework that is later utilized to construct business capabilities. A business capability model has also been produced to visually depict a business capability. This study also provided two feedback loops, namely the organizational feedback loop and the innovative feedback loop.