„Die IT-Abteilung in der klassischen Form ist ein Auslaufmodell!“

Bergmann, Peter

doi:10.1365/s40702-019-00508-7

Cited by 2 publications

(2 citation statements)

References 2 publications

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“…Carliner (2004) used the business model concept to explain how training and development departments can transition from delivering training services to providing performance consulting by bringing in novel capabilities and processes that lead to new revenue streams and a growing internal influence. Bergmann (2019) proposes that IT departments have to position themselves as service brokers, who bundle external and internal services based on the requirements of the business, instead of focusing on governance and support approaches. Last but not least, Le Mauff (2021) transfers the Business Model Canvas by Osterwalder and Pigneur (2010) to IP departments , who have to manage patent applications, but also keep trade secrets and deal with numerous legal restrictions in various markets.…”

Section: Business Models For Organizational Units and Departmentsmentioning

confidence: 99%

Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

Zerfass,

Link

2023

JCOM

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PurposeThe question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications compete internally with other functions (e.g. marketing and human resources (HR)) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units.Design/methodology/approachBased on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature.FindingsThe CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principles of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated.Research limitations/implicationsThe approach stimulates the debate on communication units as objects of observation when researching communication management practices. Further research with appropriate empirical methods is needed to identify and study different types of business models for communications.Practical implicationsThe CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally.Originality/valueTransferring a well-known concept from general management to communication management enriches the value creation debate in theory and practice. It allows communication leaders to align their work with organizational goals and make it accessible to top management and other decision-makers in the organization. It also opens up new avenues for research and education.

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Section: Business Models For Organizational Units and Departmentsmentioning

confidence: 99%

Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

Zerfass,

Link

2023

JCOM

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“…It was concluded that business areas could make better and faster decisions without the involvement of their own IT organisation. Consequently, according to Bergmann (2019), it was empirically proven for the first time in 2014 that the majority of IT budgets are the responsibility of departments. In the meantime, this has become the norm.…”

Section: The Future Of Corporate Itmentioning

confidence: 99%

Evolving IT Sourcing Strategies in the German Automotive Industry: A Blueprint for Managing Transition

Felser¹

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This thesis examines how and why the German automotive industry is changing IT sourcing strategies in response to the implications of digital transformation. Due to megatrends such as decarbonisation and digitalisation, the industry is undergoing its greatest transformation in its existence. The future success of the industry depends heavily on the level of digital innovation, for which IT sourcing is becoming a strategic function to provide critical capabilities and resources. The industry has made a strategic shift and recognised software as a key technology that will dictate long-term success in global markets. Transformation processes have begun to span the areas of digital processes and automation, connected cars, and mobility services to facilitate software-enabled automotive companies. This is leading to new IT sourcing models in a variety of configurations. This research is based on the constructivist perspective, with its associated interpretative research methodology. The thesis centres on a single-case study of the German automotive industry as a whole, where a change in the ratio between insourcing and outsourcing has a significant impact on in-house employment and third-party business operations. The approach is qualitative and started with an online survey for framing areas of discussion for the subsequent 19 semi-structured interviews with IT managers and sourcing experts. The analysis of the findings resulted in 15 emerging themes and the development of a blueprint for the transitioning of IT sourcing management, requiring a redistribution of IT responsibilities between Business and Corporate IT. The blueprint contributes to both theory and practice. The principles for a reallocation of IT sourcing responsibilities and the resultant organisational consequences are set out. The blueprint can be set alongside existing models of sourcing transition, and acts as a guide for practitioners in the automotive sector charged with overseeing change in sourcing management in the digital era.

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„Die IT-Abteilung in der klassischen Form ist ein Auslaufmodell!“

Cited by 2 publications

References 2 publications

Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

Evolving IT Sourcing Strategies in the German Automotive Industry: A Blueprint for Managing Transition

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