Amsterdam is known to be a cosmopolitan and multicultural city where newly arrived migrants find opportunities to test business ideas. Behind every business idea, there are people supporting the entrepreneurs’ initiatives and providing feedback. This chapter examines the role of those people in the process of refining business ideas being implemented in the city. The literature about the role of connections in business highlights the value of networks’ diversity for creativity and innovation. I argue that both diverse and similar business connections have their specific role in the adaptation of a business idea to Amsterdam’s context. The specific role was analyzed from 509 business connections in 41 businesses. Qualitative information and ego network maps were collected to measure similarity indexes in: place of residence, nationality, and level of education of entrepreneurs. The results show that migrant businesses in the multicultural market of Amsterdam rely on diverse and similar connections acting together: similar ones as a safety net where ideas develop and diverse ones where ideas are quickly tested. Migrant entrepreneurs actively use their business connections to carve a niche, whether strengthening relations with migrant-based markets or moving toward the high-end segments of the local market.
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The main question in this PhD thesis is: How can Business Rules Management be configured and valued in organizations? A BRM problem space framework is proposed, existing of service systems, as a solution to the BRM problems. In total 94 vendor documents and approximately 32 hours of semi-structured interviews were analyzed. This analysis revealed nine individual service systems, in casu elicitation, design, verification, validation, deployment, execution, monitor, audit, and version. In the second part of this dissertation, BRM is positioned in relation to BPM (Business Process Management) by means of a literature study. An extension study was conducted: a qualitative study on a list of business rules formulated by a consulting organization based on the Committee of Sponsoring Organizations of the Treadway Commission risk framework. (from the summary of the Thesis p. 165)
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High-tech horticulture production methods (such as vertical farming, hydroponics and other related technology possibilities), combined with evolving market side possibilities (consumer’s willingness to pay for variety, food safety and security), are opening new ways to create and deliver value. In this paper we present four emerging business models and attempt to understand the conditions under which each business model is able to create positive market value and sustained business advantage. The first of these four models is the case of a vertically integrated production to retail operation. The second model is the case of a production model with assured retail/distribution side commitment. The third model deals with a marketing/branding driven production model with differentiated market positioning. Finally, the forth is a production model with direct delivery to the end-consumer based upon the leveraging of wide spread digital technology in the consumer market. To demonstrate these four business models, we analyze practical case studies and analyze their market approach and impact. Using this analysis, we create a framework that enables entrepreneurs and businesses to adopt a business model that matches their capabilities with market opportunities.
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This paper seeks to make a contribution to business model experimentation for sustainability by putting forward a relatively simple tool. This tool calculates the financial and sustainability impact based on the SDG’s of a newly proposed business model (BM). BM experimentation is described by Bocken et al. (2019) as an iterative-multi-actor experimentation process. At the final experimentation phases some form of sustainability measurement will be necessary in order to validate if the new proposed business model will be achieving the aims set in the project. Despite the plethora of tools, research indicates that tools that fit needs and expectations are scarce, lack the specific focus on sustainable BM innovation, or may be too complex and demanding in terms of time commitment (Bocken, Strupeit, Whalen, & Nußholz, 2019a). In this abstract we address this gap, or current inability of calculating the financial and sustainability effect of a proposed sustainable BM in an integrated, time effective manner. By offering a practical tool that allows for this calculation, we aim to answer the research question; “How can the expected financial and sustainability impact of BMs be forecasted within the framework of BM experimentation?
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Business rule models are widely applied, standalone and embedded in smart objects. They have become segregated from information technology and they are now a valuable asset in their own right. As more business rule models are becoming assets, business models to monetize these assets are designed. The goal of this work is to present a step towards business model classification for organizations for which its value position is characterized by business rule models. Based on a survey we propose a business model categorization that is aligned to different types of assets and business model archetypes. The results show five main categories of business models: The value adding business rule model, the ‘create me a business rule model’ business model, the KAAS business model, the bait and hook business model and the market place business model.
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Business decisions and business logic are an important part of an organization’s daily activities. In the not so near past they were modelled as integrative part of business processes, however, during the last years, they are managed as a separate entity. Still, decisions and underlying business logic often remain a black box. Therefore, the call for transparency increases. Current theory does not provide a measurable and quantitative way to measure transparency for business decisions. This paper extends the understanding of different views on transparency with regards to business decisions and underlying business logic and presents a framework including Key Transparency Indicators (KTI) to measure the transparency of business decisions and business logic. The framework is validated by means of an experiment using case study data. Results show that the framework and KTI’s are useful to measure transparency. Further research will focus on further refinement of the measurements as well as further validation of the current measurements.
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Phd Thesis Higher professional education aims to prepare graduates for the complexity of professional practices. The development of conceptual understanding is important to deal adequately with this complexity, especially in an unstructured professional domain such as international business. The aim of this dissertation is to investigate the concept conceptual understanding in this professional domain, how it can be measured, what it looks like, how it changes, and in what ways it differs between students. The dissertation comprises five empirical studies for which data collection took place at a university of applied sciences in the Netherlands.
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This report is entitled ‘Business Trends: Implications for Work and the Organization’. It includes the preliminary results of the study based on developments in the economic domain and the implications for work and the organization, carried out by the Business Research Centre (BRC) at Inholland University of Applied Science.
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Tekst oratie in verkorte vorm uitgesproken bij de openbare aanvaarding van het ambt van bijzonder hoogleraar E-business, vanwege Hogeschool Utrecht, aan de Open Universiteit. In dit stuk worden de verbanden tussen businessmodellen , procesmodellen en Informatiearchitectuur behandeld.
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Within large service organizations there are currently two trends visible. These trends seem to be diametrically opposed. On the one hand organizations face increasing price pressure and thus a pressure to cut costs. One of the consequences of this trend is that organizations are increasingly encouraging customers to make more use of digital communication channels. At the same time, companies find it important to know their customers in order to respond adequately to their needs. To do this, organizations must have a certain degree of personal involvement to their customers and they must have regular personal contact. It is assumed that both trends – digitisation and personalisation – will have a strong impact on customer experience and (perhaps) on the relational models customers use. If it is true that relational models - so the way in which people perceive and assess a relationship - play a role in the perception of the customer, it is also interesting to know if it is possible to influence these relational models. During the last fifty years much research has been done into the possibilities to influence customers by using subliminal priming techniques. In these techniques thoughts and feelings are unconsciously activated by showing people certain words or images (eg Bargh, Chen & Burrows, 1996; Dijksterhuis, 2005). In recent years a number of experiments were performed in which customers were unconsciously primed at some type of relationship (eg Aggarwal, 2004; McGraw & Tetlock, 2005; Tuk, Verlegh, Smidts & Wigboldus, 2009). These experiments showed that it is possible to activate a certain type of relationship. The experiments however the researchers used scenario’s based on an interpersonal relationship, and often to a fictitious relationship. The question is whether priming techniques also work for an already existing and more complex relationship between an organization and its customers. From 2010-2013 we conducted research for six large service providers in banking, insurance, utilities and social welfare to discover what the customer experience of these organisations, what role relational models played in customer experience and whether it was possible to influence these relational models. The research project has provided answers to the following questions: - Which relational models are used by customers and what is the influence of these models on customer experience? - What is the influence of digitisation in customer communication on relational models and customer experience? - What is the influence of personalisation in customer communication on relational models and customer experience? And finally, - Is it possible to influence relational models (and customer experience) by using specific words and images that are associated with relational models (relational framing)?
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