scholarly journals THE ROLE OF AGILE SOFTWARE ARCHITECT IN THE AGE OF DIGITAL DISRUPTION AND TRANSFORMATION

2020 ◽  
Vol 3 (2) ◽  
pp. 148-162
Author(s):  
Zoran Dragičević ◽  
Saša Bošnjak
Keyword(s):  
Empirical Research ◽  
Business Models ◽  
Business Strategies ◽  
Software Systems ◽  
Business Software ◽  
Digital Strategy ◽  
Platforms And Ecosystems ◽  
Digital Disruption ◽  
Agile Software

The consequence of the increasing development and use of digital technologies, in every segment of society, is the emergence of digital disruption - a powerful external pressure that is changing the way business is done in all industries. Businesses are responding to digital disruption by digital transformation, which involves organizational change, redefining and aligning digital and business strategies, new business models, increased agility of software development and delivery processes, migration and/or integration of legacy systems using cloud-based platforms and ecosystems. In such a context, one of the key responsibilities of a software architect is to maintain the agility of the organization by defending the flexibility of digital strategy and IT resources so that the enterprise is able to transform and respond adequately and rapidly to the effects of digital disruption. In this regard, the question arises as to how digital disruption and business transformation affect the change in the role, importance, competence and agility of a software architect, especially in the context of the development of complex business software systems. This paper aims to present the role of an agile software architect in the era of digital disruption and transformation, by integrating the results of theoretical and empirical research. A systematic literature review identifies the role, importance, and competencies of a software architect in implementing agile architecture. In other hand, empirical research, based on a case study in a large enterprise, provides a better understanding of the importance of software architect for aligning business and digital strategy, as well as its contribution to increasing the agility of the process of developing, delivering and integrating complex business software systems.

The role of DMOs in tourism stakeholders systems. An empirical research in Italian context

2011 ◽  
pp. 105-125
Author(s):  
Luigi Cantone ◽  
Marcello Risitano
Keyword(s):  
Empirical Research ◽  
Business Models ◽  
Tourism Industry ◽  
Marketing Strategies ◽  
Destination Branding ◽  
Empirical Survey ◽  
Branding Strategies ◽  
External Relationships ◽  
Italian Context

Tourist destination (TD) is considered the most important unit of analysis in tourism industry and the amalgam of tourism products, which offers an integrated travel experience for the customer. In this paper is analyzed the role of Destination Marketing Organizations (DMOs), the key player in the tourism stakeholders systems which manage collaborative marketing strategies. Particularly, are recognized the destination branding strategies defined by DMOs, one of the most important organizational solution to manage internal and external relationships in tourism stakeholders systems. The theoretical assumptions of the paper are supported by an empirical research which analyzes, comparatively, the Italian DMOs of eight regional contexts. The goals of the empirical survey have been the following: a. to identify the main tourism players of regional stakeholders systems, deepening the nature and the intensity of marketing relationships in these networks; b. to define the main characteristics of the regional DMOs in Italy, in terms of business models and collective marketing strategies planned in the own networks; c. to categorize the destination branding strategies defined by DMOs in regional tourism stakeholders systems, valuating the main brand decisions carried out in these contexts.

Digital Retail and How Customer-Centric Technology is Reshaping the Industry

2018 ◽  
pp. 1560-1580 ◽  
Author(s):  
Pablo Penas Franco
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Business Models ◽  
Customer Experience ◽  
Retail Industry ◽  
Brick And Mortar ◽  
Digital Disruption ◽  
Cloud Technologies ◽  
The Impact

This chapter explains the digital disruption that has occurred and is still happening in the retail industry. It explains the relative positions of the world's leading retailers Wal-Mart, Amazon and Alibaba and the business models of the two top online competitors. It focuses on the impact of SMAC (Social, Mobile, Analytics and Cloud) technologies and new retail trends enabled or boosted by technology such as omni-channel, customer experience, internet of things (IoT) and analytics, fulfillment and delivery. It deepens into IT and business model customer-centric design, the role of the customer and the store in the new digital retail and finishes with an assessment of ROI in retail digitization. The chapter concludes the fundamental IT-enabled changes of digital disruption are critical for all players, traditional brick-and-mortar retailers, pure online players and those with both an online and an offline presence.

RETAIL COMPANY STRATEGY FACING INDUSTRIAL REVOLUTION 4.0

2020 ◽  
Vol 4 (2) ◽  
Author(s):  
Salihah Khairawati
Keyword(s):  
Business Models ◽  
Industrial Revolution ◽  
Business Environment ◽  
Business Strategies ◽  
Company Strategy ◽  
Retail Company ◽  
Online Shops ◽  
Role Of Information ◽  
Retail Shop

Facing changes in business environment, the companies should make adjustments in their operations. The role of information technology encourages everything in the internet (internet of things), which also has an impact on the retail industry. Retail companies improve themselves in facing changes in their industrial environment. The purpose of this article is to examine some retail businesses that have developed online shops in the current era and to formulate the retail company strategies to face the industrial revolution including redesigning business models and dynamic abilities, human resource readiness, developing features and shopping applications at retail shops and attractive promo offers for consumers. It is hoped that this study can provide input for retail shop managers in developing their business strategies

scholarly journals Run the Experiment, Publish the Study, Close the Sale: Business, Values, Science and Biomedical Research – A Thematic Introduction

2016 ◽  
Vol 3 (2) ◽  
pp. 5-21
Author(s):  
Aleta Quinn
Keyword(s):  
Biomedical Research ◽  
Business Models ◽  
Business Strategies ◽  
Biomedical Science ◽  
Attribution Of Responsibility ◽  
Values In Science ◽  
Epistemic Values ◽  
Publication Planning ◽  
Methodological Choices

Business models for biomedical research prescribe decentralization due to market selection pressures. I argue that decentralized biomedical research does not match four normative philosophical models of the role of values in science. Non-epistemic values affect the internal stages of for-profit biomedical science. Publication planning, effected by Contract Research Organizations, inhibits mechanisms for transformative criticism. The structure of contracted research precludes attribution of responsibility for foreseeable harm resulting from methodological choices. The effectiveness of business strategies leads to over-representation of profit values versus the values of the general public. These disconnects in respect to the proper role of values in science results from structural issues ultimately linked to the distinct goals of business versus applied science, and so it seems likely that disconnects will also be found in other dimensions of attempts to combine business and science. The volume and integration in the publishing community of decentralized biomedical research imply that the entire community of biomedical research science cannot match the normative criteria of community-focused models of values in science. Several proposals for changing research funding structure might successfully relieve market pressures that drive decentralization.

Digital Retail and How Customer-Centric Technology is Reshaping the Industry

2017 ◽  
pp. 1-21
Author(s):  
Pablo Penas Franco
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Business Models ◽  
Customer Experience ◽  
Retail Industry ◽  
Brick And Mortar ◽  
Digital Disruption ◽  
Cloud Technologies ◽  
The Impact

This chapter explains the digital disruption that has occurred and is still happening in the retail industry. It explains the relative positions of the world's leading retailers Wal-Mart, Amazon and Alibaba and the business models of the two top online competitors. It focuses on the impact of SMAC (Social, Mobile, Analytics and Cloud) technologies and new retail trends enabled or boosted by technology such as omni-channel, customer experience, internet of things (IoT) and analytics, fulfillment and delivery. It deepens into IT and business model customer-centric design, the role of the customer and the store in the new digital retail and finishes with an assessment of ROI in retail digitization. The chapter concludes the fundamental IT-enabled changes of digital disruption are critical for all players, traditional brick-and-mortar retailers, pure online players and those with both an online and an offline presence.

scholarly journals Downstream and into deep biology: Evolving business models in 'top tier' genomics companies

2006 ◽  
Vol 12 (2) ◽  
Author(s):  
Harry Rothman ◽  
Alison Kraft
Keyword(s):  
Drug Discovery ◽  
Pharmaceutical Industry ◽  
Drug Development ◽  
Business Models ◽  
Major Effect ◽  
Business Strategies ◽  
Fully Integrated ◽  
Biotechnology Firms ◽  
The Past

Genomics companies are changing their business models and some have moved beyond drug discovery into drug development. The authors' analysis of genomics companies' business models yields further insights into the widening role of genomics firms within drug innovation and on the evolving dynamics between the genomics sector and the wider pharmaceutical industry. Business models within the sector have included that of the FIPCO (Fully Integrated Pharmaceutical Company), technology and information platforms, and, more recently, a new 'dual' business model that combines established platform capabilities with drug development. The study identifies a cohort of 22 leading genomics companies and takes as its focus those companies following the dual and platform business strategies. The paper describes how, over the past five years, leading genomics companies have, typically, refocused their interests downstream within drug innovation, a move that brings new commercial opportunities but also threats. New and evolving business models are enabling these companies to leverage their commercial positions and capture value in the later stages of drug development. These shifts are characterised and the possibility that this 'downstream' trend could exert a major effect on the future relations between genomics companies and pharma/large biotechnology firms, and on drug innovation, is explored.

Theoretical and Empirical Research in Modern Economics: Problems of Communication

2008 ◽  
pp. 4-19 ◽  
Author(s):  
A. Libman
Keyword(s):  
Empirical Research ◽  
Econometric Methods ◽  
Potential Impact ◽  
Empirical Turn

The last decades witnessed the increasing importance of econometric methods and empirical research in economics. The success of the empirical turn in economics depends on the formats and problems of communication between theory and empirics. The paper considers potential difficulties in communication "from the theory to empirical research" and "from empirical research to theory". It analyzes the role of informal consensus as an instrument facilitating such communication and potential impact of this consensus on the direction of research.

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

Influence of social networks on business processes’ development

2020 ◽  
Vol 19 (12) ◽  
pp. 2225-2252
Author(s):  
E.V. Popov ◽  
V.L. Simonova ◽  
O.V. Komarova ◽  
S.S. Kaigorodova
Keyword(s):  
Social Networks ◽  
Social Media ◽  
Business Models ◽  
Business Processes ◽  
Digital Economy ◽  
Theoretical Understanding ◽  
Sales Channels ◽  
A Value ◽  
The Impact

Subject. The emergence of new ways of interaction between sellers and buyers, the formation of new sales channels and product promotion based on the use of digital economy tools is at the heart of improving the business processes. Social networks became a tool for development; their rapid growth necessitates theoretical understanding and identification of potential application in enterprise's business process digitalization. Objectives. We explore the role of social media in the digitalization of business processes, systematize the impact of social networks on business processes of enterprises in the digital economy. Methods. The theoretical and methodological analysis of social networks as a tool for digitalization of company's business processes rests on the content analysis of domestic and foreign scientific studies, comparison, generalization and systematization. Results. We highlight the key effects of the impact of social networks on the business processes of the company; show that the digitalization of business processes should be considered in the context of a value-based approach, aimed at creating a value through the algorithmization of company operations. We determine that social networks are one of the most important tools for digitalization of company's business processes, as they have a high organizational and management potential. We also systematize the effects of social media on company's business processes. Conclusions. We present theoretical provisions of the impact of social networks on business processes of enterprises, which will enable to model and organize ideas about the development of digital ecosystems and the formation of business models.

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