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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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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From the preface : The European Commission supports Member States by providing them with recommendations, guidelines, information and good practices. For years, the European Commission has stimulated Member States to develop matching platforms to efficiently support sellers and buyers of SMEs in ownership change. A matching platform is a valuable link in the sale/acquisition chain of SMEs. Over the ten past years, not only the European Commission has been pointing out the essential role played by platforms. In many Member States matching platforms started or matured, either in the public sector, by private organizations or both (semi-public). Matching platforms are mentioned in all the EU business transfer reference documents and more particularly in the Small Business Act and its Review in 2011, the 2006 Communication, the 2013 Expert Group on SME Transfers and the recent Entrepreneurship 2020 Action Plan. Special attention is devoted to the important challenge of efficient matching platforms in Europe. As observed in the latest (2013) EU Expert Group on Business Transfers: There is no development in the type of matching platforms recommended by the 2006 Expert Group. The “landscape” of matching platforms in Europe has changed over the past 10 years, with, among others, the co-existence of private on-line platforms alongside the public platforms. There is a need for an update in quality standards and for the consultation of matching platforms themselves in order to understand their working and identify good practices.
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Planning of transport through inland shipping is complex, highly dynamic and very specific. Existing software support is focusing on road transport planning and/or is merely a visual representation of shipments to be manually assigned to particular vessels. As a result inland shipment planning is time-consuming and highly relies on the personal skills of the planner. In this paper we present a business rules based model that aims to further support inland shipping organizations in their shipment planning by identifying the characteristics and constraints that are of interest and the related explicated business rules. The model is derived from transport-related literature, explorative expert interviews and transport management software vendors. The usability and applicability of the model is subsequently successfully empirically tested using identified performance measures through a case study at a major European inland shipping broker
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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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Students’ engagement in education is regarded as crucial for the study success. Not only students’ engagement provides another dimension to the learning process, but it also mediates the effects of psychological states and situational factors. How the students’ engagement strategy can contribute to mitigation of negative effects of social and psychological factors? In her presentation Dr Beata Kviatek, Jean Monnet Chair in Sustainable EU Economy, shares experience in developing and application of such students’ engagement strategy in the IBS MIBM master programme course “European Business in a Global context”. She invites to discuss the main elements of the students’ engagement strategy, which can diminish the negative effects of social and psychological factors, and draws lessons for further work on students’ engagement.
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In het begin van deze rede schetsen we aan de hand van voorbeelden het individuele, het business en het maatschappelijk perspectief van Internet. We laten zien hoe ver Internet al is doorgedrongen in ons privé en in ons openbare leven. In bijna alle maatschappelijke rollen die u speelt komt u inmiddels Internet tegen. Dat is spannend. Dan ontstaat er dus een nieuw evolutionair proces waarin de meest aangepaste aan Internet en E-business maximaal profiteert. Dat geldt voor individuen, organisaties en wellicht ook hele landen. Waar we het met u over willen hebben is waaraan we ons dan moeten aanpassen. Wat doet Internet met ons, met ons bedrijf, met ons gezin, onze baan, met Nederland? Waar heeft Internet een rol en waar per se niet.
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This article addresses European energy policy through conventional and transformative sustainability approaches. The reader is guided towards an understanding of different renewable energy options that are available on the policy making table and how the policy choices have been shaped. In arguing that so far, European energy policy has been guided by conventional sustainability framework that focuses on eco-efficiency and ‘energy mix’, this article proposes greater reliance on circular economy (CE) and Cradle to Cradle (C2C) frameworks. Exploring the current European reliance on biofuels as a source of renewable energy, this article will provide recommendations for transition to transformative energy choices. http://dx.doi.org/10.13135/2384-8677/2331 https://www.linkedin.com/in/helenkopnina/
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Decisions and business rules are essential Components of an organization. Combined, these components form a basis for securing the implementation of new laws, regulations and internal policies into processes, work instructions and information systems. To ensure proper implementation, business rule types must be taken into account, as the functions per type may be different. The current body of knowledge on decision and business rule management offers some insights into different types of business rules, however, these types are often presented as a secondary focus of a contribution or set in stone without proper evidence supporting these claims. This study therefore aims to explore the different business rule types utilized in the body of knowledge as well as practice. This will form a basis to determine possible overlap and inconsistencies and aid in establishing the functional differences between the defined business rule types. By applying a literature review, semi-structured interviews and secondary data analysis, we observed that the current body of knowledge shows serious diffusion with regards to business rule types, the same holds for practice. Therefore, future research should focus to research these differences in detail with the aim to harmonize the proliferation of business rule types.
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This report describes the Utrecht regio with regard to sustainability and circular business models.
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