Business-IT Alignment in PSS Value Networks: A Capability-Based Framework

Bagheri, Samaneh; Kusters, Rob J.; Trienekens, Jjm Jos

doi:10.1007/978-3-662-44745-1_27

Cited by 3 publications

(5 citation statements)

References 48 publications

(109 reference statements)

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“…Step 1: In our previous work, the key business capabilities of a VN were identified from literature and classified in a structured way. They are customer understanding, partnership, trust-based interaction, engagement, design, and delivery of integrated solutions, knowledge management, and process orchestration and coordination [39].…”

Section: Research Resultsmentioning

confidence: 99%

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Business-IT Alignment Improvement in Co-creation Value Networks: Design of a Reference Model-Based Support

Bagheri

Kusters

Trienekens

et al. 2019

Business Information Systems Workshops

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Section: Research Resultsmentioning

confidence: 99%

“…The identified key capabilities are then classified and described in a structured way by using a structured classification approach in Metaplan sessions [38]. (Full information of this step is presented in one of our previous papers [39]).…”

Section: Methodsmentioning

confidence: 99%

Business-IT Alignment Improvement in Co-creation Value Networks: Design of a Reference Model-Based Support

Bagheri

Kusters

Trienekens

et al. 2019

Business Information Systems Workshops

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“…This provides the possibility of quick response and flexible approach to customer needs. Knowledge is the source of value creation and competitiveness (Schoneveld and Weng 2023), while ICT provides appropriate technological solutions for knowledge transfer and ensuring the functioning of networks (Bagheri et al 2014). Knowledge transfer in VN is complex and often disrupted, therefore the implementation of these processes is based on the use of the latest generation of KMS systems.…”

Section: Knowledge Transfer In the Value Networkmentioning

confidence: 99%

Conceptual model of the product development process using the tacit knowledge of disables

Sałek

2023

ECKM

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Knowledge management (KM) in an organization has always been an important element of creating its value and ensuring its development. Economic entities and market organizations that strive to ensure a competitive advantage must care for the best use of their knowledge, both explicit and tacit. Tacit knowledge may constitute up to 80% of all knowledge accumulated in an organization, but its nature is much less accessible to codification. The aim of the conducted research is to present a conceptual model of product development for the disabled, which assumes the functioning of the value network (VN) based on information technologies (IT). These people are the best source of knowledge necessary to formulate the framework defining the parameters of the developed product. The presented model considers the specific requirements of a given social group, which is characterized by a large dispersion and diverse needs. This is the biggest obstacle to extracting the knowledge necessary in the design and testing process. The article is an introduction to the discussion on the acquisition of tacit knowledge for personalization and adaptation of products to the needs of a given social group. The research into the conceptual model is the initial stage of research work that focuses on the analysis of literature and the creation of the concept of tacit knowledge management in the product development model based on the value network. The management of dispersed tacit knowledge is to systematize specific information in the field of product adaptation to the needs of the disabled. The concept of using tacit knowledge is always a challenge in the organization's knowledge management. The disabled often face difficulties in everyday life. Especially in the current situation in Ukraine, where military operations lead to an increase in the number of injured people for whom later adaptation in society will require appropriate knowledge and resources managed within the value network.

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“…This capability of a network is mainly dealing with inter-organizational SCRM systems integration at both an application and a data level (Bagheri et al, 2014). Because customer-facing activities are distributed across different actors, they have to be integrated.…”

Section: Vn-scrm Capability and Systemsmentioning

confidence: 99%

“…Unlike firm-level studies on BIA, network-level studies are still in their nascent phases. To remedy this, we already have elaborated the notion of BIA for a PSS value network in which we took a capability-based perspective and claimed the status of BIA at a strategic level can be determined on the basis of an alignment between business and IT capabilities (Bagheri et al, 2014). In this paper we focus on one particular aspect of the capability-based framework, i.e.…”

Section: Introductionmentioning

confidence: 99%

Business-IT Alignment in PSS Value Networks - Linking Customer Knowledge Management to Social Customer Relationship Management

Bagheri

Kusters

Trienekens

2015

Proceedings of the 17th International Conference on Enterprise Information Systems

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Abstract:Offering a PSS that is based on co-creating value with customer, starts with understanding customer needs. Customer understanding is realized through the process of managing customer knowledge across a PSS value network. In this respect, customer knowledge management (CKM) is seen as a core business capability. We extend the notion of CKM capability to a PSS value network, defining it as a value network CKM (VN-CKM) capability. We also look at the supportive IT capability, which we define as the value network social customer relationship management (VN-SCRM) capability. At operational level VN-CKM and VN-SCRM capabilities are reflected in the execution of business processes and information systems. To achieve BIA, a linkage is required between the VN-CKM capability and the VN-SCRM capability and between its accompanying business processes and systems. If in the process of VN-CKM, activities such as creation, storage/retrieve, transfer, and usage of customer knowledge are enabled by VN-SCRM systems across a network, the established BIA will support the functioning of the PSS. In this study we discuss the role of a VN-SCRM capability and identify requirement components of accompanying systems in relation to a VN-CKM capability and accompanying processes, in order to foster BIA at a network level.

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Business-IT Alignment in PSS Value Networks: A Capability-Based Framework

Cited by 3 publications

References 48 publications

Business-IT Alignment Improvement in Co-creation Value Networks: Design of a Reference Model-Based Support

Business-IT Alignment Improvement in Co-creation Value Networks: Design of a Reference Model-Based Support

Conceptual model of the product development process using the tacit knowledge of disables

Business-IT Alignment in PSS Value Networks - Linking Customer Knowledge Management to Social Customer Relationship Management

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