E-Business in the Era of Digital Transformation

Leimstoll, Uwe; Dannecker, Achim; Knechtli, Hanspeter; Quade, Michael H.; Tanner, Christian; Wölfle, Ralf

doi:10.1007/978-3-319-74322-6_6

Cited by 5 publications

(1 citation statement)

References 13 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Finally, the paper concludes with a summary of the paper's main points in Section 7 before references. Leimstoll et al (2018) indicate that digitalization and digital transformation are not fundamentally new phenomena. The era of e-business began with the result of the snowballed business use of the Internet in the early 1990s.…”

Section: Introductionmentioning

confidence: 99%

From B2B Survivor to SAP's Swallow

Wang

Zhou

et al. 2022

International Journal of E-Entrepreneurship and Innovation

View full text Add to dashboard Cite

Ariba Inc. and Commerce One Inc. (C1), two bellwethers with e-entrepreneurship in the e-commerce field, provided business-to-business (B2B) spend management and supply chain services. After having been wiped out by the devaluation of the stock market that followed the dot-com era, C1 is extinct today. Having faced the same market condition and serious competition, innovative Ariba had a different path and was acquired by SAP in 2012. Nowadays, SAP Ariba (formerly known as Ariba) is the largest digital B2B network on the planet. Why did Ariba survive whereas C1 collapsed? The authors explore the external (hidden costs, high-priced software, hurtful investigation, harmful publicity) and internal (adaptations to environment, acquire to advance, add consulting services, aim customer support) factors that would draw lessons for other companies to learn.

show abstract

Section: Introductionmentioning

confidence: 99%

From B2B Survivor to SAP's Swallow

Wang

Zhou

et al. 2022

International Journal of E-Entrepreneurship and Innovation

View full text Add to dashboard Cite

show abstract

How to improve the assessment of BPM maturity in the era of digital transformation

Szelągowski

Berniak-Woźny

2021

Inf Syst E-Bus Manage

View full text Add to dashboard Cite

For almost 30 years, the way of building business process management maturity models (BPM MMs), the importance assigned to individual maturity levels, and the criteria and critical success factors chosen for BPM maturity assessment have not changed significantly, despite the fact that during those three decades, the business environment and organizations themselves have changed enormously. The impact of hyperautomation and the increasing pace of change require the integration of maturity assessment with the BPM implementation methodology, including the repetition of maturity assessment for selected groups of processes. This causes an urgent need to adapt both process maturity assessment methods and BPM MMs to changing working conditions and business requirements. This conceptual paper is based on a model approach. The framework presented in the article continues and at the same time clearly deviates from the tradition of building BPM MMs on the basis of the Capability Maturity Model (CMM). It proposes a two-stage comprehensive process of organizational process maturity assessment, fully integrated into the process of BPM implementation and further business process management. The presented framework makes it possible to assess the process maturity of Industry 4.0 organizations in which dynamic knowledge-intensive business processes (kiBPs) play a key role in creating value.

show abstract

Looking forward to the debate of future business towards digital transformation

Mboungou

2024

JMGT

View full text Add to dashboard Cite

This paper explores the evolving landscape of digital transformation in the context of future business strategies. Through a comprehensive review of current trends, challenges, and opportunities, this study sheds light on the imperative for businesses to embrace digital transformation as a strategic imperative rather than merely a technological upgrade. Drawing on insights from industry experts and case studies, this study examines key debates surrounding digital transformation, including its impact on organizational culture, customer experience, and competitive advantage. By critically analyzing various perspectives, the paper offers valuable insights and recommendations for businesses navigating the complexities of digital transformation in an increasingly digital world.

show abstract

E-Business in the Era of Digital Transformation

Cited by 5 publications

References 13 publications

From B2B Survivor to SAP's Swallow

From B2B Survivor to SAP's Swallow

How to improve the assessment of BPM maturity in the era of digital transformation

Looking forward to the debate of future business towards digital transformation

Contact Info

Product

Resources

About