Competitive Pattern-Based Strategies under Complexity

2014 ◽  
pp. 301-330 ◽  
Author(s):  
Gürdal Ertek ◽  
Nihat Kasap ◽  
Selin Tokman ◽  
Özcan Bilgin ◽  
Mert İnanoğlu
Keyword(s):  
Enterprise Architecture ◽  
Business Environment ◽  
Statistical Techniques ◽  
Strategic Decisions ◽  
Main Motivation ◽  
Value Perceptions ◽  
Emerging Country ◽  
Managerial Strategies ◽  
Business Functions ◽  
Competitive Pattern

This chapter augments current Enterprise Architecture (EA) frameworks to become pattern-based. The main motivation behind pattern-based EA is the support for strategic decisions based on the patterns prioritized in a country or industry. Thus, to validate the need for pattern-based EA, it is essential to show how different patterns gain priority under different contexts, such as industries. To this end, this chapter also reveals the value of alternative managerial strategies across different industries and business functions in a specific market, namely Turkey. Value perceptions for alternative managerial strategies were collected via survey, and the values for strategies were analyzed through the rigorous application of statistical techniques. Then, evidence was searched and obtained from business literature that support or refute the statistically supported hypothesis. The results obtained through statistical analysis are typically confirmed with reports of real world cases in the business literature. Results suggest that Turkish firms differ significantly in the way they value different managerial strategies. There also exist differences based on industries and business functions. The study provides guidelines to managers in Turkey, an emerging country, on which strategies are valued most in their industries. This way, managers can have a better understanding of their competitors and business environment and can develop the appropriate pattern-based EA to cope with complexity and succeed in the market.

scholarly journals Digital maturity variables and their impact on the enterprise architecture layers

2018 ◽  
Vol 16 (4) ◽  
pp. 141-154 ◽  
Author(s):  
Karlheinz Schwer ◽  
Christian Hitz ◽  
Robin Wyss ◽  
Dominik Wirz ◽  
Clemente Minonne
Keyword(s):  
Enterprise Architecture ◽  
Business Environment ◽  
Digital Products ◽  
Maturity Models ◽  
Literature Overview ◽  
Business Source Premier ◽  
And Migration ◽  
The Right ◽  
A Company ◽  
Precise Assessment

This study examines the variables of digital maturity of companies. The framework for enterprise architectures Archimate 3.0 is used to compare the variables. The vari¬ables are assigned to the six layers of architecture: Strategy, Business Environment, Applications, Technology, Physical and Implementation and Migration. On the basis of a literature overview, 15 “digital maturity models” with a total of 147 variables are analyzed. The databases Scopus, EBSCO – Business Source Premier and ProQuest are used for this purpose.The results of the work will help researchers and managers to identify which digitiza¬tion variables affect the different layers of the company. This enables researchers or managers to use the right model for a specific purpose or to create a new model from a combination of existing models for the entire company or just one architectural layer.On the basis of a more precise assessment of the digital maturity of a company, better actions can be derived. This work is important for companies, as the digitization of enterprises and markets changed similarly to the invention of the steam engine did. Websites, sensors, mobile devices, apps, etc. are combined into new digital products and services. The competitors in the market have to adapt. If this is not done, they will increasingly disappear.Finally, the authors suggests a conclusion about the current situation regarding the measurement of digital maturity in companies and show in which areas further studies could be carried out.

Strategic Information Systems in Arab Organizations

2019 ◽  
pp. 197-210
Author(s):  
Ahmad Fayez Albadri
Keyword(s):  
Information Systems ◽  
Business Performance ◽  
Business Processes ◽  
Common Factor ◽  
Business Environment ◽  
Strategic Information ◽  
Strategic Information Systems ◽  
Lack Of Fit ◽  
Business Functions ◽  
The Impact

Organizations are increasingly dependent on information systems, and they invest dearly on systems to integrate disparate business functions, automate business processes, and support operations in order to sustain business and survive in a competition-intensive business environment. However, such systems have in many occasions failed fully or partially. The lack of “fit-to purpose” seems to be the common factor among most of the failed cases. This suggests that such systems are not selected, implemented, configured, or supported based on a proper analysis and understanding of the organization structure and hierarchy, business functions, business processes, and business environment. Evidently, the majority of organizations tend to emphasize system specifications that match their operational and tactical requirements, with little attention given to strategic requirements, culminating in issues with strategic planning and decision making. This chapter uses a survey and simple model based on the characteristics and competitiveness indicators of strategic information systems (SIS) to examine the impact of such systems on the business performance in 16 medium to large Arab organizations. The study concludes with an emphasis of the importance of SIS to help organizations achieve excellence and competitive advantage and realize business objectives and goals.

The Business Transformation Framework for Managers in Business Innovation Transformation Projects

2020 ◽  
pp. 332-356
Author(s):  
Antoine Trad ◽  
Damir Kalpić
Keyword(s):  
Enterprise Architecture ◽  
Business Environment ◽  
Implementation Phase ◽  
Business Innovation ◽  
Training Requirements ◽  
Business Transformation ◽  
Knowing That ◽  
Research Article ◽  
And Training ◽  
Very High

A decisive economical factor in the business transformation project (BTP) of a traditional business environment (BE) into an automated business environment, is the profile of the business transformation manager (BTM), who should be supported by a framework (Trad, & Kalpić, 2001; ). The BTM's profile and its relation to enterprise business architecture skills, have an ultimate impact on the concrete implementation phase of business transformation and related enterprise architecture projects. The basic profile and managerial aspects of BTM profiles and its support, have not been sufficiently researched, to hammer an optimal profile and a corresponding supporting framework that is why this research article proposes the related BTP's managerial recommendations and conclusions. This research paper and the related research publications series deals with the BTP's support for the BTM's selection, architecture support, decision making and training requirements; where the BTM, has to manage the complex technical implementation phase of the BTPs; knowing that this phase of a BTP is the major cause of very high failure rates.

Behavioral Aspects in Strategic Transformation of Organizations

2011 ◽  
pp. 122-148
Author(s):  
Purnendu Mandal
Keyword(s):  
Large Scale ◽  
Organizational Transformation ◽  
Business Environment ◽  
Strategic Decisions ◽  
Behavioral Issues ◽  
It Systems ◽  
It Managers ◽  
Behavioral Aspects ◽  
Day To Day Operations ◽  
Business Requirements

Since behavioral and cultural factors play a major role in organizational transformation, IT managers must understand both the business requirements and human behavioral aspects in implementing large scale IT systems. This chapter stresses on behavioral issues, particularly how human behavior impacts on transforming organizations through implementing large IT systems such as ERP systems. The current business environment is forcing IT managers to use more and more “collective thinking power,” generated by team activities, to make strategic decisions, or even to run day-to-day operations. Here we focus on broader issues managed through people’s cooperation and efforts.

Transitioning Business Processes to a Collaborative Business Environment with Mobility

2009 ◽  
pp. 73-82
Author(s):  
Bhuvan Unhelkar ◽  
Amit Tiwary ◽  
Abbass Ghanbary
Keyword(s):  
Web Services ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Service Oriented Architecture ◽  
Business Environment ◽  
Web Based ◽  
Software Applications ◽  
Comprehensive Service ◽  
Service Oriented ◽  
Web Based System

Web Services (WS) technologies create the potential for an organization to collaborate with partners and customers by enabling its software applications to transact over the Internet. This collaboration is achieved by carefully incorporating Web Services in the organization’s software applications, resulting in comprehensive Service-Oriented Architecture (SOA) for the enterprise. This incorporation of WS-enabled applications and components in the organization’s overall enterprise architecture requires understanding of the service at three interrelated yet distinct layers: policies, activities, and standards. This chapter describes how the existing business processes of an organization are transitioned in to collaborative business processes that would result in a Collaborative Web- Based System (CWBS). The ideas presented in this chapter have been validated through an action-research carried out by the authors in a large energy supplier organization in Melbourne, Australia.

Implementation of Time-Driven Activity-Based Costing System in the Manufacturing Industry

2020 ◽  
pp. 272-283 ◽  
Author(s):  
Ahmet Özcan
Keyword(s):  
Manufacturing Industry ◽  
Business Environment ◽  
Activity Based Costing ◽  
Strategic Decisions ◽  
Quality Cost ◽  
Goods And Services ◽  
Costing System ◽  
The Cost ◽  
Capacity Cost

In the current business environment, the costing system used within the firms has prominent impact on strategic decisions. High-quality cost data significantly increases the quality of firms' strategic decisions. The activity-based costing system has failed to satisfy the needs of firms operating in the competitive economic environment. The time-driven activity-based costing system is the developed version of activity-based costing system. Time-driven activity-based costing system is one of the most sophisticated costing systems that enable firms to accurately calculate the cost of goods and services. Time-equations are used in time-driven activity-based costing system to estimate the time consumed by each activity. This chapter aims to discuss main dynamics of time-driven activity-based costing system and provides an illustration of this costing system in the manufacturing industry. The case study demonstrates that time-driven activity-based costing system is useful in calculating idle capacity cost.

Application Layer

2003 ◽  
pp. 111-189
Author(s):  
Andrew Targowski
Keyword(s):  
Information Infrastructure ◽  
Business Environment ◽  
Natural Process ◽  
Application Layer ◽  
End User ◽  
Enterprise Information ◽  
Business Applications ◽  
Use Of Resources ◽  
Business Functions ◽  
Applications Integration

The goals of the Application Layer of the Enterprise Information Infrastructure are: 1. To empower the organization (via enterprise computing-EC) in optimizing the use of resources, such as manpower, money, material, machines, management, and the marketplace in business, 2. To empower individuals (via end-user computing-EUC and enterprise computing (EC) - Figure 4-22) in gaining cognition about managed resources and processes in the business environment. The strategy of implementing these goals is based on the growing expansion of the applications’ integration across all business functions in the networked and Web-driven environment. The integration of business applications in an enterprise is the natural process that follows the pattern of reproduction processes in nature. The first stage in these processes is the growth by division of functional organs; and the next stage is the consolidation of these organs into a non-redundant wholeness. In such a way the evolution of nature takes place with feedback from the environment.

BUSINESS MODELS IN THE COMMERCIALIZATION PROCESSES OF INNOVATION AMONG SMALL HIGH-TECHNOLOGY FIRMS

2014 ◽  
Vol 11 (02) ◽  
pp. 1450007 ◽  
Author(s):  
JARKKO TAPANI PELLIKKA ◽  
PASI MALINEN
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Management ◽  
High Technology ◽  
New Product ◽  
Business Environment ◽  
Technology Firms ◽  
High Technology Firms ◽  
Business Functions ◽  
Using Data

Small technology firms are currently facing increasingly severe competition in a dynamic business environment where an effective commercialization process may secure the survival of a venture and provide key benefits such as increases in turnover, profits and market share. However, technology firms have to be able to create the suitable business model for a new product commercialization in order to realize the economical potential and value. Therefore, it is important to increase our knowledge about the utilized business models in high technology sectors and their role as a part of new product commercialization and innovation management. Using data from 12 small technology firms, this study shows that business model creates an operational level of commercialization process and it can help managers to plan the value delivery through the process phases. Despite the trend toward opening up research and development and commercialization processes in the high technology fields, small high technology firms in this study seems to pursue more closed approaches to R&D than in other business functions such as marketing and sales.

Realignment strategies in the US retail industry during a recessionary time

2015 ◽  
Vol 43 (8) ◽  
pp. 775-792 ◽  
Author(s):  
Manveer Mann ◽  
Sang-Eun Byun ◽  
Yishuang Li
Keyword(s):  
Economic Recession ◽  
Business Environment ◽  
Retail Industry ◽  
Theory Approach ◽  
Strategic Decisions ◽  
Theoretical Understanding ◽  
Content Type ◽  
Critical Gap ◽  
The Us ◽  
The Usa

Purpose – The purpose of this paper is to examine the range of realignment strategies employed by retailers in the USA in response to the 2008 economic recession. Design/methodology/approach – Following the grounded theory approach, National Retail Federation News Briefs published between 2008 and 2011 were analyzed by sorting them into thematic categories and comparing trends in strategic decisions during the recession (2008-2009) and after the recession (2010-2011). Based on the emergent categories, propositions were developed to provide theoretical explanations of the findings. Findings – The authors found five thematic categories of realignment strategies: promotional, organizational, price, operational, and product realignments. In line with contingency theories, retailers used these strategies to achieve a greater fit with the altered business environment and consumer consumption patterns. While promotional realignment was most prevalent, followed by organizational realignment, different realignment strategies were pursued based on the strategic focus and long-term vs short-term orientation of the retailers. Originality/value – The contribution of the findings is twofold: filling a critical gap in the literature examining the range of realignment decisions of the US retail industry in response to the recent economic recession; and enhancing the theoretical understanding of underlying factors or mechanisms of specific realignment decisions in the context of a turbulent economic environment.

An Applied Mathematical Model for Business Transformation and Enterprise Architecture

2021 ◽  
pp. 51-89
Author(s):  
Antoine Trad
Keyword(s):  
Mathematical Model ◽  
Risk Management ◽  
Enterprise Architecture ◽  
Business Environment ◽  
Business Systems ◽  
Management Pattern ◽  
Business Transformation ◽  
Business System ◽  
Business Engineering ◽  
Research Architecture

This chapter on an optimal and adaptable enterprise architecture for business systems is one of a series of research chapters on enterprise architecture and business transformations. This one is about estimating the risk for transforming a business environment. It is a conclusion of many years of research, architecture, consulting, and development efforts. The model is based on an applied holistic mathematical model (AHMM) for business transformations. In this chapter, the CSFs are tuned to support the intelligent architecture concepts for business integration in the form of an applied pattern that is also a part or a chapter in this research series. This chapter is related to the feasibility and prototype of the business engineering and risk management pattern (BE&RMP) that should (or shouldn't) prove whether business transformation projects can optimize enterprise business capabilities and how microartefact implementation can offer a sustainable enterprise business system.

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