scholarly journals The Influence of Demographic Variables on Empirical Studies Concerning Cio Gender

2021 ◽  
Vol 29 (2) ◽  
pp. 52-64
Author(s):  
Bjarne Erik Roscher ◽  
◽  
Volker Nissen ◽  
Keyword(s):  
Information Technology ◽  
Business Models ◽  
Business Processes ◽  
Demographic Data ◽  
Empirical Studies ◽  
Economic Value ◽  
Disruptive Innovation ◽  
Demographic Variables ◽  
It Department ◽  
New Business

Companies are more and more dependent on information technology (IT) and the buzzword digitization is present everywhere. Some companies are inventing new business models based on disruptive innovation supported by information technology. Others adapt these business models as followers. All these new business processes and underlying information technology need to be managed, serviced, and supported by IT organizations to ensure business continuity. Traditionally heads of the IT department have been fully responsible for all aspects of IT usage in the company – including IT cost, IT governance, IT & process planning and implementation and IT operation. This results in the fact that there is a need of more intensive business-IT alignment to ensure the adequacy of the overall IT architecture in a company and ensure the economic value contribution of IT as a whole. In the last two decades researchers have investigated the area of CIO effectiveness by doing empirical research looking at IT roles/tasks, interaction and strategic importance of IT, personal background of CIOs. As a side effect some researchers have constructed and used demographic variables both as control and causal variables. This article looks on the comparability and the source of such demographic data especially on the case of Gender information and highest academic title. It also discusses the question if survey results could be compared with representative datasets to evaluate validity of the sample and responses of empirical studies.

Business Models Applicable to IoT

2019 ◽  
pp. 21-42 ◽  
Author(s):  
Manuel Rocha Fiuza Branco Junior ◽  
Cássio Luís Batista ◽  
Marco Elisio Marques ◽  
Claudio Roberto Magalhães Pessoa
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Value Creation ◽  
Business Models ◽  
Business Processes ◽  
Modern World ◽  
Business Efficiency ◽  
New Business ◽  
Market Expectations ◽  
New Business Models

Business models have been analyzed in the context of the information technology economy and are aligning the idea of innovation developing with the economy or, in other words, business aligning technology and market. Some care must be taken on the transformation of the Information Systems through the introduction of the new unique IoT offers in many fields. For the IoT systems, a complex value stack needs to be addressed in order to realize the possibilities on the innovation in the services. This induces specific requirements when it comes to designing IoT business models. IoT enables new business models, which create value by connecting existing and new things together to establish new business processes, increase business efficiency, enable greater innovation and drive improved visibility across an organization. To be successful, information systems need to consider all the layers of value creation in order to enable the collection of information with the agility needed in the modern world of business. This chapter highlights the IoT systems, its features and market expectations. It also suggests the existence of two classes of business models for IOT, the Digitally Loaded Product and another classified as Sensor as a Service, which address the uniqueness of IoT.

scholarly journals Legacy Digital Transformation: TCO and ROI Analysis

2021 ◽  
Vol 12 (3) ◽  
pp. 163-170
Author(s):  
Ravi Kiran Mallidi ◽  
Manmohan Sharma ◽  
Jagjit Singh
Keyword(s):  
Return On Investment ◽  
Business Models ◽  
Business Processes ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Digital World ◽  
New Business ◽  
Core Elements ◽  
Business Needs ◽  
Security Organizations

Legacy Digital Transformation is modernizing or migrating systems from non-digital or older digital technology to newer digital technologies. Digitalization is essential for information reading, processing, transforming, and storing. Social media, Cloud, and analytics are the major technologies in today's digital world. Digitalization (business process) and Digital Transformation (the effect) are the core elements of newer global policies and processes. Recent COVID pandemic situation, Organizations are willing to digitalize their environment without losing business. Digital technologies help to improve their capabilities to transform processes that intern promote new business models. Applications cannot remain static and should modernize to meet the evolving business and technology needs. Business needs time to market, Agility, and reduce technical debt. Technology needs consist of APIs, better Security, Portability, Scalability, Cloud support, Deployment, Automation, and Integration. This paper elaborates different transformation/modernization approaches for Legacy systems written in very long or End of Life (EOL) systems to newer digital technologies to serve the business needs. EOL impacts application production, supportability, compliance, and security. Organizations spend money and resources on Digital Transformation for considering Investment versus Return on Investment, Agility of the System, and improved business processes. Migration and Modernization are critical for any Legacy Digital Transformation. Management takes decisions to proceed with Digital Transformation for considering Total Cost Ownership (TCO) and Return on Investment (ROI) of the program. The paper also includes a TCO-ROI calculator for Transformation from Legacy / Monolithic to new architectures like Microservices.

Design Consideration of Sociomaterial Multi-Agent CSCW Systems

2015 ◽  
pp. 83-103
Author(s):  
Tagelsir Mohamed Gasmelseid
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Collaborative Work ◽  
Global Networks ◽  
Web Based ◽  
New Organizational Forms ◽  
Wide Range ◽  
New Business ◽  
Multi Agent ◽  
Share Information

The recent technological advancements have significantly redefined the context in which organizations do business processes including the processes used to acquire, process, and share information. The transformations that emerged across the organizational and institutional landscapes have led to the emergence of new organizational forms of design and new business models. Within this context, the new business patterns, platforms, and architectures have been developed to enable for the maximization of benefits from data through the adoption of collaborative work practices. The main focus of such practices is oriented towards the improvement of responsiveness, building of alliances, and enhancing organizational reach. The use of global networks and Web-based systems for the implementation of collaborative work has been accompanied with a wide range of computer-supported collaborative systems. This chapter examines the context of collaboration, collaborative work, and the development of agent-supported collaborative work system. It also examines the implications of the ontological positions of sociomateriality on agent-supported collaborative work domains in terms of the multi-agent architecture and multi-agent evaluation.

Business Model

2012 ◽  
pp. 100-131 ◽  
Author(s):  
Arash Najmaei
Keyword(s):  
Business Model ◽  
Mental Model ◽  
Business Models ◽  
Disruptive Innovation ◽  
Future Research ◽  
Disruptive Technology ◽  
New Business ◽  
Managerial Implications ◽  
Established Firms ◽  
Strategic Logic

Today’s world of business is increasingly witnessing exemplary firms which introduce new business models, exploit new markets and disrupt established firms in order to create a unique competitive position. Although the theoretical and conceptual posture of this phenomenon is well grounded and explained in the extant literature on disruptive innovation, little is known about strategic logic of this phenomenon. In other words, the managerial paradigm or cognitive and mental model that underlies the orchestration of micro- and macro-organizational mechanisms of a disruptive move, such as market and technological knowledge, have surprisingly received little attention. In this sense, an analytical review of literature suggests that strategic logic of a disruptive technology can be well presented through the lens of business model (BM) and its innovation. Accordingly, it is argued that business model represents a mental model which underlines activities such as acquisition of market and technological insights, opportunities and requisite actions required for transforming a disruptive idea into a disruptive market movement. This view offers new insights into the study of disruptive phenomenon. It addresses the managerial (i.e. mental model) underpinnings of disruptiveness, instead of market, economical and technological dimensions. Business model innovation (BMI) is a disruptive change in the core logic of value creation and capture. It is a value-revolutionizing framework which explicitly delineates the strategic processes of a disruptive strategy. Thus, it is essentially a paradigm for strategizing the craft of disruptive innovation (technology). Given this view, this chapter conceptually explicates this contour and shows how BMI effectuates a disruptive technological phenomenon by presenting four propositions. Finally theoretical and managerial implications of this view are illuminated in order to furthering the practice and enhancing future research in this growing field of inquiry.

Cross-Channel Cooperation

2009 ◽  
pp. 299-304
Author(s):  
Tobias Kollmann
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Core Competencies ◽  
Cost Effective ◽  
Real Economy ◽  
New Business ◽  
Online Business ◽  
Transfer Of Information ◽  
Digital Channels ◽  
Net Economy

The rapid growth of Internet technologies induced a structural change in both social and economic spheres. Digital channels have become an integral part of daily life, and their influence on the transfer of information has become ubiquitous. An entirely new business dimension that may be referred to as the Net economy has emerged. Internet-based e-ventures that are operating at this electronic trade level are based on innovative and promising online business models (Kollmann, 2006). But also traditional enterprises that are operating at the physical trade level (real economy) increasingly utilize digital channels to improve their business processes and to reach new customer segments. With the Internet, the cooperation between enterprises reached a new level of quality. The wide, open, and cost-effective infrastructure allows a simple, fast exchange of data and thus a synchronization of business processes over large distances. Particularly for e-ventures introducing their new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Kollmann, 2004; Volkmann & Tokarski, 2006). Online cooperation, however, does not incorporate off-line channels such as print media, stores, or sales forces. For the combined management of online and offline channels, cooperation can be expected to hold an outstanding potential. Partnering with companies from the Net economy may help traditional enterprises to reach new market segments without extending themselves beyond their core competencies—and vice versa. In this context, cross-channel cooperation can be defined as the collaborative integration of online and offline business models aiming at attaining positive synergetic effects for the involved partners by a complement of competencies. (Kollmann & Häsel, 2006, p. 3) Cross-channel cooperation can be regarded a new management task that is worthwhile to be examined in more detail. Although researchers have broadly covered the area of online cooperation, a comprehensive study on cross-channel cooperation has not been undertaken up to now. Particularly the question arises, which cooperation forms represent feasible strategies for both e-ventures and traditional enterprises. Besides its contribution to literature, this article is intended to assist practitioners in evaluating the benefits of crosschannel cooperation for their own businesses.

The Value of the Company and Sustainable Development

2020 ◽  
pp. 319-336
Author(s):  
Iwona Dorota Bąk ◽  
Beata Szczecińska
Keyword(s):  
Social Media ◽  
Sustainable Development ◽  
Business Models ◽  
Environmental Regulations ◽  
Economic Value ◽  
New Business ◽  
The Impact ◽  
The Voice ◽  
New Business Models

The aim of the study is to attempt to systematize the concept of economic value that takes into account elements of sustainable development. At the same time, it is the voice in the ongoing discussion on the purpose and methods of valuation of the company's value. The measure of strength of each enterprise is its value expressed in monetary units. Due to differences in the results of the valuation of enterprises made by groups of experts representing such disciplines as finance, taxes, or marketing, there was a need to identify sources and to analyze more precisely the resulting discrepancies. The values of the enterprise should include both measurable and hard to measure values, which largely differentiate economic units from each other. The need for a wider perspective on the data published by enterprises appeared along with new business models, changes in consumer trends, environmental regulations, or the impact of social media.

Government Innovation Through Knowledge Management

2008 ◽  
pp. 493-507
Author(s):  
Luis Felipe Luna-Reyes
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Sustainable Competitive Advantage ◽  
Critical Factors ◽  
Private Organizations ◽  
New Business ◽  
New Business Models ◽  
Government Innovation

Contemporary organizations face the challenge of growing and advancing in a complex and changing environment (Johannessen, Olaisen, & Olsen, 2001; Malhotra, 2000). In order to accomplish this objective, private organizations continuously innovate to attract customers (Johannessen et al.). Competition has been accelerated by information technology, which allows the appearance of new business models, introducing new competitors in the business arena (Rayport, 2001). Under these circumstances, it appears that innovation is one of the most valuable activities for any organization (Nonaka, 1996). Furthermore, the management of intangible assets such as knowledge is one of the critical factors to promote innovation and sustainable competitive advantage (Davenport, 2001; De Long & Fahey, 2000; Malhotra; Nonaka).

The Transformation of Traditional TVs Into Digital Platforms

2021 ◽  
pp. 102-114
Author(s):  
Hayat Ayar Senturk
Keyword(s):  
Customer Value ◽  
Business Models ◽  
Business Processes ◽  
Digital Transformation ◽  
Competitive Strategies ◽  
Business Decisions ◽  
Digital Platforms ◽  
Competition Analysis ◽  
Growth Opportunity ◽  
New Business

Digital transformation means developing new business models, unforgettable customer experiences, and competitive strategies by using digital technologies, thus creating efficiency in business processes and providing better customer value. While digital transformation is one of the important business decisions, more specifically, the pandemic and the increase in time spent at home have created a substantial growth opportunity for digital broadcast service providers. In this regard, the fact that an already growing market has increased its growth momentum with the effect of the pandemic has made the digital transformation of traditional TV media inevitable. In this study, digital broadcasting sector in Turkey has been examined in the context of strategic marketing management. In this way, by conducting the situation and competition analysis, suggestions were made regarding marketing strategies for Turkish digital platforms that have just entered the market.

I Play, I Pay?

2012 ◽  
Vol 4 (1) ◽  
pp. 19-31 ◽  
Author(s):  
Bo Han
Keyword(s):  
Willingness To Pay ◽  
Success Factors ◽  
Business Models ◽  
Economic Value ◽  
Model Development ◽  
Critical Factor ◽  
Influential Factors ◽  
Perceived Playfulness ◽  
New Business ◽  
Marketing Activities

The user’s willingness to pay has become one of the most important success factors of hedonic social network site new business models and social media marketing activities. In the current study, the author investigates the influential factors of the user’s willingness to pay from the hedonic system use theories and the social capital based view. The author finds that the user’s perceived playfulness, which is considered a critical factor by practitioners, has no significant positive effect on the user’s willingness to pay. Along with other findings, the author has a further discussion on the fun-based business model development. This study provides a theoretical foundation for the future HSNS economic value research and offers several implications to practitioners.

B2B Applications to Support Business Transactions

2002 ◽  
pp. 22-50 ◽  
Author(s):  
Norm Archer ◽  
Judith Gebauer
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Electronic Data Interchange ◽  
Web Technologies ◽  
Remote Terminal ◽  
Data Interchange ◽  
New Business ◽  
Set Up ◽  
The Many ◽  
Use Of Internet

The use of Internet and Web technologies between organizations has gained much attention in recent years. Termed business-to-business (B2B) electronic commerce, the linking and integration of inter-organizational business processes and systems promises cost and time savings, as well as new business opportunities. The many examples of B2B applications cover a broad range of sales and purchasing processes, business models, industries, and products and services. Complexity ranges from simple message switchboards to sophisticated marketplaces handling a multitude of real-time transactions, integrated closely with the backend systems of the participants. Using information technology (IT) to connect organizations is by no means a new phenomenon, but reaches back several decades to include electronic data interchange (EDI) systems and remote terminal applications. Still, systems based on Internet standards seem to be easier to set up technically and cheaper to interconnect. They might thus reach wider adoption and acceptance than many of the earlier initiatives, and as a result give smaller players a realistic opportunity to join in and reap benefits similar to their larger partners.

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