Aligning Information System Design and Business Strategy – A Starting Internet Company

Pijpers, Vincent; Gordijn, Jaap; Akkermans, Hans

doi:10.1007/978-3-540-89218-2_4

Cited by 8 publications

(5 citation statements)

References 10 publications

(14 reference statements)

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“…Svee et al [18] associate the concept of consumer value to strategy maps and balanced scorecards (SMBSC). Pijpers et al [19] apply a value modeling language, e3Value, to demonstrate the alignment between the organizational strategies of an Internet company and its information system. This paper presents an innovative EM approach for expressing the impacts of the external aspects of an enterprise (such as its relationships) on its internal facets (such as its objectives and alternatives).…”

Section: Towards Modeling Pivoting In Startups and Large Enterprises mentioning

confidence: 99%

Towards Reasoning About Pivoting in Startups and Large Enterprises with i*

Pant¹,

Yu²,

Tai³

2017

Lecture Notes in Business Information Processing

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Many start-ups fail, or are abandoned, due to flawed reasoning underpinning their products, business models, and engines of growth. Similarly, many strategic initiatives in large enterprises fail, or are decommissioned, because they are predicated on faulty assumptions that do not comport with reality. The lean start-up and lean enterprise approaches encourage decision makers to test their fundamental hypotheses and effect strategic pivots to identify new and superior fundamental hypotheses. This paper presents a model-based approach to support reasoning about strategic pivoting. It outlines key constructs from the i* modeling language that can be used to model various pivot types. Experience with a real-life application provided a preliminary validation about the benefits of modeling to support pivoting. The case study demonstrated how this approach can be used to compare alternatives for pivoting as well as to generate further ideas for alternative pivots.

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Section: Towards Modeling Pivoting In Startups and Large Enterprises mentioning

confidence: 99%

Towards Reasoning About Pivoting in Startups and Large Enterprises with i*

Pant¹,

Yu²,

Tai³

2017

Lecture Notes in Business Information Processing

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“…We used the Mobzilli case to compare (a) directly aligning the strategic perspective and the IS perspective to (b) aligning the IS perspective and strategic perspective via the value perspective (see [30]). Stakeholder feedback supports the idea that, although it is possible to directly align the strategic and IS perspective, it is easier to align the strategic and IS perspective via the value perspective.…”

Section: Lessons Learnedmentioning

confidence: 99%

Using conceptual models to explore business-ICT alignment in networked value constellations

et al. 2011

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In this paper, we introduce e 3 alignment for inter-organizational business-ICT alignment. With the e 3 alignment framework, we create alignment between organizations operating in an agile networked value constellation-which is a set of organizations who jointly satisfy a customer need-by (1) focusing on the interaction between the organizations in the constellation, (2) considering interaction from four different perspectives, and (3) utilizing conceptual modeling techniques to analyze and create alignment within and between the perspectives. By creating inter-organizational business-ICT alignment between the actors in the constellation, e 3 alignment ultimately contributes to a sustainable and profitable constellation. To actually create alignment, e 3 alignment iteratively takes three specific steps: (1) identification of alignment issues, (2) solution design, and (3) impact analysis. We illustrate our approach with cases from the Dutch aviation industry, Spanish electricity industry, and Dutch telecom industry.

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“…Pijpers et al (2008) note that ''although 'business strategy' and 'Information Systems' (IS) seem to be quite distant topics, their relationship has been of interest for both the academic and business world.'' This is partially because ''research shows that alignment of IT with business strategy leads to superior business performance'' (Bleistein et al 2004).…”

Section: Introductionmentioning

confidence: 99%

“…Giannoulis et al (2011a) incorporate main ideas from Porter's (1985) conception of Value Chain into models of information systems. Pijpers et al (2008) present a modeling technique for expressing the interconnected business strategies of various actors in economic constellations. Giannoulis et al (2011b) proffer a modeling technique for articulating balanced scorecard and strategy maps.…”

Section: Introductionmentioning

confidence: 99%

Modeling Simultaneous Cooperation and Competition Among Enterprises

Pant

2018

Bus Inf Syst Eng

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Coopetition (simultaneous cooperation and competition) between organizations has emerged as a prominent and critical industrial practice that allows organizations to increase combined welfare through cooperation while maximizing individual gains through competition. The formulation and enactment of such an organizational strategy entails designing and operating information systems that maximize benefits while minimizing costs from concomitant cooperation and competition. Coopetition raises new concerns and considerations about the design of data, processes, and interfaces of information systems. Analyzing coopetition can be challenging since cooperation and competition are paradoxical social behaviors that are undergirded by contradictory logics, hypotheses, and assumptions. Therefore, the ability of decision-makers to represent and reason about coopetition in a structured and systematic manner can be beneficial as it can support their efforts to co-design organizational strategies and information systems. This paper presents insights about the initial stages of an exploratory research project that is focused on the development of a modeling framework to support representation and reasoning of interorganizational coopetitive strategies. The objectives of this paper are to outline the goals of this research project which include: (1) identifying the primary characteristics for modeling and analyzing coopetitive relationships, as well as (2) proposing artefacts for expressing and evaluating these relationships.

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Aligning Information System Design and Business Strategy – A Starting Internet Company

Cited by 8 publications

References 10 publications

Towards Reasoning About Pivoting in Startups and Large Enterprises with i*

Towards Reasoning About Pivoting in Startups and Large Enterprises with i*

Using conceptual models to explore business-ICT alignment in networked value constellations

Modeling Simultaneous Cooperation and Competition Among Enterprises

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