Inter-organisational Controls as Value Objects in Network Organisations

Abstract

Inter-organizational controls are measures to ensure and monitor that networked enterprises do not commit a fraud and behave as agreed. Many of such controls have, apart from their control purpose, an inherent economic value component. This feature requires controls to pop-up into business value models, stating how actors create, trade and consume objects of economic value. In this paper, we provide guidelines that can be used to decide whether organizational controls should be part of a value model or not. We demonstrate these guidelines by a case study on the Letter of Credit procedure.

Bridging Business Value Models and Process Models in Aviation Value Webs via Possession Rights

“…Often a proof of ownership right is needed for claiming possession of the object, most commonly this is a document. The documents in which such rights are specified are labeled control documents [10]. Since ownership rights on a value object entitle the right owner to somehow use the object, ownership rights are value objects [17] and therefore are modeled in both e 3 value and e 3 transition models.…”

“…The separation of stakeholder concerns into various perspectives is a well known approach to structure executive decision making about value webs, and has proven to be of value in various industrial strengths case studies we have done [1,[7][8][9][10]. Specifically, commercial decisions (business value perspective) are quite different from operations decisions (business process perspective), and therefore should not be mixed-up and be taken by the appropriate stakeholders.…”

Control patterns in a health-care network

“…This is effectively the transfer of ownership rights [15]. But such transfer requires operational activities to be performed, by multiple actors, which can only be shown using a process model.…”

Comparing business value modeling methods: A family of experiments

“…A value model describes how an organization creates, delivers, and captures business value [7,8]. Value-oriented development methods use the notion of economic value exchange to define more efficient business strategies and align information systems with organizational goals [9]. VBSE is still a recent research area, and so some current value-oriented methods are still immature [3], complex [10], and there is insufficient empirical evidence on which of the existing methods are most effective under what circumstances [1].…”