e³alignment : Exploring inter-organizational alignment in value webs

Abstract

In this paper we introduce the e 3 alignment approach for inter-organizational alignment. With e 3 alignment we create alignment between organizations operating in a value web -which is a set of organizations who jointly satisfy a customer needby (1) focusing on the interaction between the organizations in the value web, (2) considering interaction from four different perspectives, and (3) utilizing conceptual modeling techniques for each perspective. By creating inter-organizational alignment between the actors in a value web e 3 alignment ultimately contributes to a sustainable and profitable value web. 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 tested e 3 alignment on an industrial strength case study in the Spanish electricity industry.

Organising the business processes of a product servitised supply chain: a value perspective

“…The e 3 alignment technique suggested by Pijpers et al (2009) could be a proper process modelling technique for PSSC which explores a wide range of interorganisational alignment issues concerning the interaction between organisations in a value web. By aligning the interactions qualitatively or quantitatively between organisations, e 3 alignment can create a sustainable and profitable value web.…”

“…The foundation of e 3 alignment is a top-down process combining business strategy, business value processes, and an information system. It possesses two key features: 1) it is concerned with creating alignment between organisations operating in a value web of these organisations; 2) it takes strategic, value, process and information system perspectives on interaction between organisations (Pijpers, Gordijn and Akkermans 2009). Pijpers, Gordijn and Akkermans (2009) also claim that although in many cases all the four perspectives are considered relevant for inter-organisational alignment, they do not believe that all perspectives are always required.…”

“…It possesses two key features: 1) it is concerned with creating alignment between organisations operating in a value web of these organisations; 2) it takes strategic, value, process and information system perspectives on interaction between organisations (Pijpers, Gordijn and Akkermans 2009). Pijpers, Gordijn and Akkermans (2009) also claim that although in many cases all the four perspectives are considered relevant for inter-organisational alignment, they do not believe that all perspectives are always required. Observations from our case study suggested that stakeholders are often more concerned with a subset of these four perspectives, rather than all of them in practice.…”

Business Model Implementation within Networked Enterprises: A Case Study on a Finnish Pharmaceutical Project

“…However, at a closer look, by comparing these models (see Appendices I and II for an overview of both models), we can see that a network‐oriented focus on inter‐organizational business processes is still largely lacking. For instance, Allee's () value network analysis does not address the operational processes and process dependencies between stakeholders, while Pijpers et al ’s () e 3 alignment approach fails to extricate intangible operational assets, capabilities and dependencies, such as knowledge and expert systems, from high‐order monetary values. In fact, many of the models seem not to be focused on any analysis at all, and primarily aim is to (graphically) represent the BM with a higher level of granularity.…”

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

“…To illustrate e 3 alignment, we draw examples from the aforementioned Mobzilli case, but also from our cases in the Spanish electricity industry [32] and the Dutch aviation industry [33].…”