The purpose of this paper is to investigate the future of business events in the “phygital” age from the viewpoint of purposes and formats, delivering a generative tool for adoption. The approach is based on constructivist epistemology. The topic was approached from the viewpoint of foresight and Design Research, firstly by designing and performing three cycles of qualitative interviews with (a) thought leaders and senior industry experts (setting the drivers for matrix tool development), for a total of 10 respondents within a gender-balanced panel (50% female, 50% male), covering Western, Asian, Arab, and North American regions. A Machine Learning-enabled scan was performed for triangulation purposes. Secondly, a generative matrix tool was designed and tested by (b) senior to midweight Design Thinkers and (c) junior to midweight emerging talents, for a total of 22 respondents. Key findings pertain to current trends and future developments in business event design and management from a “phygital” perspective, transferred into a generative matrix tool.
LINK
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)
DOCUMENT
LINK
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.
DOCUMENT
1e alinea column: Natuurlijk proberen we allemaal lessen te trekken uit wat er nu met de integratie van sociale media in de bedrijfsvoering gebeurt en waarom dit tot nieuwe business modellen en andere bedrijfsstructuren leidt. Eerder heb ik hier al toegelicht dat bedrijven projecten worden, crowd working, maar zover is het nog niet al gaat het wel snel..
LINK
1e alinea column: De grote beweging via ketenomkering naar customer self care en bottom-up self assembled teaming is zich snel aan het voltrekken. De klant neemt het initiatief en Tofflers prosumership wordt zichtbaar. Het aantal business voorbeelden wordt snel groter, al gaat het om je auto zelf samenstellen, onderdelen bestellen, 3D printing, zelfroosteren, civil journalism, klanten die restaurants recenseren, tracking &tracing van de post, medische zorg. Neem Qlinx als open architectuur in combinatie met bijvoorbeeld Twitter, dat laat goed zien wat dit kan gaan betekenen voor de dynamiek op de arbeidsmarkt. Wolfram-alpha toont de potentie van het semantic web. In bijvoorbeeld Share2Start - power of the open mind zien we de kracht van crowdfunding en het begin van ‘financials 2.0’. Deze sites laten goed zien welke richting het uitgaat.
LINK
LINK
1e alinea column: Heb je ook die ervaring dat je vaak pas achteraf snapt wat je van iemand of van een gebeurtenis geleerd hebt. Zo'n ervaren met 'ongezocht leren' had ik ook met de pianist Wibi Soerjadi halverwege de jaren '90. Hij was toen 'hot', met zijn Bösi en zijn solo-recital in Carnegie Hall. Pas jaren later, toen e-business inmiddels een 'mentaal begrip' was, begreep ik hoe zeer hij eigenlijk al 'into e-business' was, avant la lettre, en hoezeer ik denkbeelden en begrip daar heb opgepikt.
LINK
This chapter argues that critical discourse analysis (CDA) provides a fruitful methodology for CES. This is due both to its eclectic, abductive research methodology that engages in a dialogue between, theory(ies), methodology(ies), data and the socio-historical context (Reisigl and Wodak 2009). Secondly, CDA, like other critical approaches, adopts a layered approach to research methodology, focusing from the global to meso and micro aspects of an event, or from social structures, to social institutions and social events, always considering the discursive as being both constituted by and constitutive of social structures. It will illustrate this through a brief description of the discourse-historical dimension in CDA which assumes a distinction between content analysis, the analysis of discursive and argumentative strategies and, finally, the analysis of linguistic features (Reisigl and Wodak, 2001). Those basic assumptions will be illustrated through the description of a theoretical-methodological framework recently employed for the study of the Occupy movement in Spain (Montesano Montessori & Morales Lopez, forthcoming). It shows how a framework was assembled that brought social constructivism, narrative analysis, rhetoric and finally the discourse theoretical concept of ‘rearticulation’ together in order to analyse how the Occupy movement helped Spanish citizens to gain agency and voice. In: R Lamond I., Platt L. (eds). Critical Event Studies. Leisure Studies in a Global Era. Palgrave Macmillan, London
LINK
1e alinea column: Internet zorgt voor fundamentele veranderingen in de business, in verdienmodellen maar ook in manieren waarop u uw onderneming inricht. De klant vindt steeds meer de leverancier in plaats van omgekeerd. Werknemers worden steeds meer werkondernemers die via 'self-assembled teams' van onder op operationele kracht organiseren. Samenwerken is daarmee key en basisvoorwaarde voor succes: de game is "van survival of the fittest naar survival of the most cooperative".
LINK
