A stream of literature is emerging where network development and business modeling intersect. Various authors emphasize that networks influence business models. This paper extends this stream of literature by studying two cases in which we analyze how business modeling and networking interact over time. We propose the concept ‘value shaping’ to describe this interaction. Value shaping refers to the mutually constitutive process in which on the one hand networking helps to refine and improve the overall business model and on the other hand an improved business model spurs expansion of the network. We identify five micro-level processes through which value shaping occurs. Value shaping is particularly relevant for sustainability-oriented innovations, to help clarify all the types of financial, social and environmental value to which a business model may contribute.
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Organizations are struggling to choose from or combine the different business process management paradigms offered in today's BPM landscape, such as workflow management, dynamic case management and straight through processing. The field of declarative processes seems to be able to address this challenge by offering a unified approach to business process modeling, providing variable amounts of flow at execution time and different levels of autonomy to the actors based on models using a single formalism. The notion of declarativity in business processes seems to be ill defined and is often treated as a black and white distinction. However, a number of quite different formalisms have been developed that are broadly agreed to be declarative. This paper proposes a number of qualitative characteristics to characterize the declarative nature of process modeling formalisms. The characteristics are evaluated by applying them to a number of relevant process modeling formalisms, both imperative and declarative, and we discuss how these characteristics can be utilized to create business processes that offer activity flows that are known up front where needed, and allow ad hoc approaches to offer experts freedom and to support impediment driven approaches in an STP context.
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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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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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Many organizations use business process management to manage and model their processes. Currently, flow-based process formalisms, such as BPMN, are considered the standard for modeling processes. However, recent literature describes several limitations of this type of formalism that can be solved by adopting a constraint-based formalism. To preserve economic investments in existing process models, transformation activities needed to be limited. This paper presents a methodical approach for performing the tedious parts of process model transformation. Executing the method results in correctly transformed process models and reduces the effort required for converting the process models.
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Background: Modern modeling techniques may potentially provide more accurate predictions of dichotomous outcomes than classical techniques. Objective: In this study, we aimed to examine the predictive performance of eight modeling techniques to predict mortality by frailty. Methods: We performed a longitudinal study with a 7-year follow-up. The sample consisted of 479 Dutch community-dwelling people, aged 75 years and older. Frailty was assessed with the Tilburg Frailty Indicator (TFI), a self-report questionnaire. This questionnaire consists of eight physical, four psychological, and three social frailty components. The municipality of Roosendaal, a city in the Netherlands, provided the mortality dates. We compared modeling techniques, such as support vector machine (SVM), neural network (NN), random forest, and least absolute shrinkage and selection operator, as well as classical techniques, such as logistic regression, two Bayesian networks, and recursive partitioning (RP). The area under the receiver operating characteristic curve (AUROC) indicated the performance of the models. The models were validated using bootstrapping. Results: We found that the NN model had the best validated performance (AUROC=0.812), followed by the SVM model (AUROC=0.705). The other models had validated AUROC values below 0.700. The RP model had the lowest validated AUROC (0.605). The NN model had the highest optimism (0.156). The predictor variable “difficulty in walking” was important for all models. Conclusions: Because of the high optimism of the NN model, we prefer the SVM model for predicting mortality among community-dwelling older people using the TFI, with the addition of “gender” and “age” variables. External validation is a necessary step before applying the prediction models in a new setting.
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Purpose: To facilitate the design of viable business models by proposing a novel business model design framework for viability. Design: A design science research method is adopted to develop a business model design framework for viability. The business model design framework for viability is demonstrated by using it to design a business model for an energy enterprise. The aforementioned framework is validated in theory by using expert opinion. Findings: It is difficult to design viable business models because of the changing market conditions, and competing interests of stakeholders in a business ecosystem setting. Although the literature on business models provides guidance on designing viable business models, the languages (business model ontologies) used to design business models largely ignore such guidelines. Therefore, we propose a business model design framework for viability to overcome the identified shortcomings. The theoretical validation of the business model design framework for viability indicates that it is able to successfully bridge the identified shortcomings, and it is able to facilitate the design of viable business models. Moreover, the validation of the framework in practice is currently underway. Originality / value: Several business model ontologies are used to conceptualise and evaluate business models. However, their rote application will not lead to viable business models, because they largely ignore vital design elements, such as design principles, configuration techniques, business rules, design choices, and assumptions. Therefore, we propose and validate a novel business model design framework for viability that overcomes the aforementioned shortcomings.
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Business process modeling and system dynamics are different approaches that are used in the design and management of organizations. Both approaches are concerned with the processes in, and around, organizations with the aim to identify, design and understand their behavior as well as potential improvements. At the same time, these approaches differ considerably in their methodological focus. While business process modeling specifically takes the (control flow of) business processes as its primary focus, system dynamics takes the analysis of complex and multi-faceted systems as its core focus. More explicitly combining both approaches has the potential to better model and analyze (by way of simulation) complex business processes, while specifically also including more relevant facets from the environment of these business processes. Furthermore, the inherent ability for simulation of system dynamics models, can be used to simulate the behavior of processes over time, while also putting business processes in a broader multi-faceted context. In this paper, we report on initial results on making such a more explicit combination of business process modeling and system dynamics. In doing so, we also provide a step-by-step guide on how to use BPMN based models and system dynamics models together to model and analyze complex business processes, while illustrating this in terms of a case study on the maintenance of building facades.
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Business process modeling and system dynamics are different approaches that are used in the design and management of organizations. Both approaches are concerned with the processes in, and around, organizations with the aim to identify, design and understand their behavior as well as potential improvements. At the same time, these approaches differ considerably in their methodological focus. While business process modeling specifically takes the (control flow of) business processes as its primary focus, system dynamics takes the analysis of complex and multi-faceted systems as its core focus. More explicitly combining both approaches has the potential to better model and analyze (by way of simulation) complex business processes, while specifically also including more relevant facets from the environment of these business processes. Furthermore, the inherent ability for simulation of system dynamics models, can be used to simulate the behavior of processes over time, while also putting business processes in a broader multi-faceted context. In this paper, we report on initial results on making such a more explicit combination of business process modeling and system dynamics. In doing so, we also provide a step-by-step guide on how to use BPMN based models and system dynamics models together to model and analyze complex business processes, while illustrating this in terms of a case study on the maintenance of building facades.
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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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