How to Avoid Enterprise Systems Landscape Complexity

Mocker, Martin; Boochever, John

doi:10.17705/2msqe.00025

Cited by 9 publications

(9 citation statements)

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“…The final factor for the digital transformation drivers, DV 5, was digital shifts in technology transfer from other nations, which was a new feature recognized by logistics experts. According to the results, OB5 (improve digital channels), is the digital transformation objective variable with greatest influence, having a loading equal to 0.804, which was consistent with other studies (Isaksson & Hylving, 2017); (Bilgeri et al, 2017;Mocker & Fonstad, 2017). The second for is OB8 (competitive advantage), which was another new factor identified from the expert interviews, with a loading of 0.799.…”

Section: Hypothesissupporting

confidence: 86%

“…This study revealed the Implications of digital transformation for LSPs. The most significant variable is the new business model, which was similar to (Mocker & Fonstad, 2017) study of an motor company experiencing a digital transformation. For LSPs businesses, at present, the crisis caused by the COVID-19 pandemic will result in similar changes to existing ecosystems.…”

Section: Implications Of Digital Transformation (Ip) On Lspsmentioning

confidence: 98%

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Digital transformation factors influencing the sustainability of logistics service providers in Thailand

Singhdong¹

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This research explores and develops digital transformation factors influencing the logistics service-provider sector in Thailand while also examining the impact of sustainability factors associated with digital transformation. Divided into two parts, Part one of the theoretical study framework covers 21 factors relating to logistics, including drivers, objectives, implications, and success factors. The second part concerns 23 factors associated with logistics sustainability, including economic, environmental, and social aspects. This quantitative empirical research was conducted using an online questionnaire instrument, and a structural equation modeling (SEM) technique was used to test the proposed model. The findings from 545 respondents who related with digital transformation implement in Logistics service provider companies in Thailand. The result shows that digital transformation drivers and objectives seem likely to impact success factors and digital transformation implications positively. Digital transformation success factors also positively impact logistics sustainability. In comparison, logistics sustainability significantly impacts Thailand's logistics service-provider sector's economic, environmental, and social aspects. Lastly, this research highlights the significance of digital transformation success factors and extends the current knowledge about digital transformation factors and their potential impact on logistics sustainability

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Section: Hypothesissupporting

confidence: 86%

Section: Implications Of Digital Transformation (Ip) On Lspsmentioning

confidence: 98%

Digital transformation factors influencing the sustainability of logistics service providers in Thailand

Singhdong¹

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“…In the last two decades, however, new PSSs generated by OEMs or by newcomers such as Uber, Zipcar or Lyft started challenging the product-centred notion, as seen in Figure 1. These changes have not gone unnoticed by researchers, with numerous studies exploring the reasons (Firnkorn and Müller 2012) and consequences (Gaiardelli et al 2014;Mahut et al 2017;Genzlinger et al 2020) to the introduction of PSS by OEMs, especially regarding their implementation and management (Zapata and Nieuwenhuis 2010;Mocker and Fonstad 2017;Smania et al 2023). Successful cases have also been examined, such as Rolls Royce Power-by-the hour (Harrison 2017;Smith-Gillespie et al 2018).…”

Section: Product Service Systems As Decision Outcomes For Innovative ...mentioning

confidence: 99%

Product-service systems in large automotive OEMs: characterising the decision-making process when developing and introducing vehicle sharing/pooling schemes

Burtnik Urueta,

Dekoninck

2024

Proc. Des. Soc.

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Automotive OEM introduced Product-Service Systems in the past 20 years, challenging their traditional business model. A qualitative study was developed to characterise the decision-making process across 6 case studies, and similar patterns across different enabled the identification of lessons learned and possible future implications. All PSS initiatives were introduced following an Agile/Lean experimental approach, but the opportunistic nature of trials casts doubts in future validity. New testing methods that generate more robust conclusions need to be developed.

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“…Furthermore, we find that the notion of necessary and unnecessary complexity is frequently misconstrued in practice. Practitioneroriented studies on organisational and technological complexity -including the excellent work of Martin Mocker (Mocker & Boochever, 2020;Mocker & Heck, 2015;Mocker et al, 2016Mocker et al, , 2014 -correctly argue that increases in organisational complexity tend to coincide with increases in technological complexity, so that organisations should take great care to (i) avoid unnecessary organisational complexity in general and (ii) try to reduce unnecessary technological complexity that is not corresponding to organisational complexity. Consequently, many complexity reduction initiatives initially focus on relatively simple organisational areas, since they expect these to have a very low level of "necessary organizational complexity", thereby providing the highest potential to reduce "unnecessary technological complexity".…”

Section: The Moderating Effect Of Eammentioning

confidence: 99%

The impact of enterprise architecture management on information systems architecture complexity

Beese

Aier

Haki

et al. 2022

European Journal of Information Systems

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Significant investments in information systems (IS) over the past decades have led to increasingly complex IS architectures in organisations, which are difficult to understand, operate, and maintain. We investigate this development and associated challenges through a conceptual model that distinguishes four constituent elements of IS architecture complexity by differentiating technological from organisational aspects and structural from dynamic aspects. Building on this conceptualisation, we hypothesise relations between these four IS architecture complexity constructs and investigate their impact on architectural outcomes (i.e., efficiency, flexibility, transparency, and predictability). Using survey data from 249 IS managers, we test our model through a partial least squares (PLS) approach to structural equation modelling (SEM). We find that organisational complexity drives technological complexity and that structural complexity drives dynamic complexity. We also demonstrate that increasing IS architecture complexity has a significant negative impact on efficiency, flexibility, transparency, and predictability. Finally, we show that enterprise architecture management (EAM) helps to offset these negative effects by acting as a moderator in the relation between organisational and technological IS architecture complexity. Thus, organisations without adequate EAM are likely to face large increases in technological complexity due to increasing organisational complexity, whereas organisations with adequate EAM exhibit no such relation.

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How to Avoid Enterprise Systems Landscape Complexity

Cited by 9 publications

References 0 publications

Digital transformation factors influencing the sustainability of logistics service providers in Thailand

Digital transformation factors influencing the sustainability of logistics service providers in Thailand

Product-service systems in large automotive OEMs: characterising the decision-making process when developing and introducing vehicle sharing/pooling schemes

The impact of enterprise architecture management on information systems architecture complexity

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