Bridging strategic planning and business model management – A formal control framework to manage business model portfolios and dynamics

Globocnik, Dietfried; Faullant, Rita; Parastuty, Zulaicha

doi:10.1016/j.emj.2019.08.005

Cited by 50 publications

(54 citation statements)

References 61 publications

(96 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…We identified the importance of considering internal and external environments as well as allocating appropriate resources to fulfill business and IT alignment for SISP success in South Korean organizations. This finding is in line with the extant literature where considering internal and external environments (Chi et al, 2005;Globocnik et al, 2020;Kamariotou and Kitsios, 2019b;King, 2009;Newkirk et al, 2008;Ravichandran, 2018;Sabherwal et al, 2019) and adequate resources allocation (Cassidy, 2006;Jorfi et al, 2017;Newkirk and Lederer, 2007;Peppard and Ward, 2016;Spil et al, 2010;Teubner, 2013) during SISP helps organizations better fulfill business and IT alignment. This suggests that the more South Korean organizations recognize the importance of internal and external environmental factors during SISP, the more likely they will realize improved levels of business and IT alignment.…”

Section: Data Analysis and Resultssupporting

confidence: 84%

“…Business and IT activities of an organization are commonly measured and prioritised by their internal and external environmental changes and opportunities (Ali et al, 2018;Globocnik et al, 2020;Kamariotou and Kitsios, 2019b;Kitsios and Kamariotou, 2019a;Mirchandani and Lederer, 2012;Newkirk et al, 2008;Sabherwal et al, 2019;Spil et al, 2010). The internal environments important to consider during SISP encompass organizational culture and size, and its business objectives, resources, strategies, and structures (Earl, 1993;Hung et al, 2016;McNurlin et al, 2009;Peppard and Ward, 2016;Silvius and Stoop, 2013) as well as IS/IT related budget and skills, IT infrastructure, and maturity (Kannabiran and Sundar, 2011;Lientz, 2010;Wallace, 2013).…”

Section: Consideration Of the Internal And External Environmentmentioning

confidence: 99%

“…IT trends and opportunities and the use of IT by competitors and suppliers also impacts (Hung et al, 2016;King, 2009;Newkirk and Lederer 2007;Salmela et al, 2000). Therefore, organizations need to consider and understand complex relationships between internal and external environments for SISP to be successful (Bechor et al, 2010;Chi et al, 2005;Globocnik et al, 2020;Kamariotou and Kitsios, 2019b;Kitsios and Kamariotou, 2019a;Spil et al, 2010;Teubner, 2013). This is because the internal and external business-IT environments influence significantly both the direction and pace of SISP in its strategic use of IT (Chi et al, 2005;Gottschalk, 2007;Newkirk et al, 2008;Peppard and Ward, 2016;Sabherwal et al, 2019;Salmela et al, 2000).…”

Section: Consideration Of the Internal And External Environmentmentioning

confidence: 99%

“…Prior studies have argued that the more comprehensive SISP is conducted in internal and external environments where uncertainty prevails the likelier it will be successful (King, 2009;Mirchandani and Lederer, 2012;Newkirk and Lederer, 2007;Sabherwal et al, 2019;Silvius and Stoop, 2013;Spil et al, 2010;Teubner, 2013). Furthermore, it enables organisations to improve effective business and IT alignment (Chi et al, 2005;Hung et al, 2016;Globocnik et al, 2020;Kamariotou and Kitsios, 2019b;Kitsios and Kamariotou, 2019a;Newkirk and Lederer, 2006;Newkirk et al, 2008;Tai et al, 2019) and as a result sustain a superior performance (Merali et al, 2012;Newkirk et al, 2008;Peppard and Ward, 2004;Sabherwal et al, 2019;Salmela et al, 2000;Teubner, 2013). Thus, the following hypothesis is proposed:…”

Section: Consideration Of the Internal And External Environmentmentioning

confidence: 99%

See 3 more Smart Citations

The Relationship Between Strategic Information Systems Planning (SISP) and Facilitators to Achieve Successful Business Outcomes in South Korean Organizations

Yang¹,

Leung²,

Young³

2020

EJISE

View full text Add to dashboard Cite

Strategic Information Systems Planning (SISP) is an important process in the implementation and use of IT systems in today’s dynamic and increasingly digitalized organizations. However, SISP is not a straightforward task, it is a process that covers simultaneous multiple planning issues often in changing environmental and organizational climates. Although SISP has been widely studied, and evaluating the SISP process has matured, theory on SISP facilitators that enable successful outcomes remain sparse. The main objective of this paper is to explore such facilitators and to investigate their relationship and contribution in achieving SISP success. By postal surveying a random sample of managers with SISP experience in South Korean organizations, we modeled the relationship between facilitators of SISP and their outcomes. The study used Structural Equation Modelling to analyze and validate its findings. This study suggests that facilitators positively affect successful SISP through business and IT alignment. It also demonstrates that effective SISP has a positive effect on organizational outcomes by ensuring organizational capabilities and IT infrastructure flexibility. The findings of this study expounding the role of facilitators adds to the theory of SISP and provides a guide to planners and managers responsible for information systems.

show abstract

Section: Data Analysis and Resultssupporting

confidence: 84%

Section: Consideration Of the Internal And External Environmentmentioning

confidence: 99%

Section: Consideration Of the Internal And External Environmentmentioning

confidence: 99%

Section: Consideration Of the Internal And External Environmentmentioning

confidence: 99%

See 2 more Smart Citations

The Relationship Between Strategic Information Systems Planning (SISP) and Facilitators to Achieve Successful Business Outcomes in South Korean Organizations

Yang¹,

Leung²,

Young³

2020

EJISE

View full text Add to dashboard Cite

show abstract

“…Практическая значимость работы заключается в предложении инструмента стратегического анализа бизнес-моделей. Его можно использовать, наряду с методами стратегического анализа, например с методом, описанным в [Globocnik, Faullant, Parastuty, 2019], который позволяет системно подойти к разработке бизнес-модели. Содержание данного инструмента состоит в проверке бизнес-моделей на наличие или отсутствие конкретных характеристик с дальнейшим сравнением с выявленными устойчивыми сочетаниями атрибутов бизнес-моделей.…”

Section: заключениеunclassified

Sustainable combinations of distinctive features of innovative firms’ business models

Смирнов¹,

Bobrova²,

Аренков³

et al. 2021

SUJES

View full text Add to dashboard Cite

This article explores innovative firms’ business models during the development of the digital economy. The concept of business models has been in dynamic development for over a decade. Over the years, a significant number of publications have appeared, including results of theoretical and empirical studies. However, the distinctive features of business models of innovative firms have not been sufficiently studied. This article provides data on the attributes of business models of innovative firms and the development of their typology. For the research question, the assumption was taken that innovative business models have a moderately stable set of characteristic features, attributes that can be identified using factor and cluster analysis.In our framework, business models of 100 innovative companies were analyzed. The purpose of this study was to identify sustainable combinations of the characteristic features of business models and the development of typology of identified business models of innovative firms. The results of the study allowed us to develop a typology of business models of innovative firms based on the identification of the distinctive characteristics of business models, including technology, business solutions, and interactions with stakeholders. The results can be used in theoretical and empirical studies to further develop the typology of business models and to determine reasons for their success. The practical significance of the work is to identify sustainable combinations of attributes of business models that can be used for benchmarking, analysis of business models in the process of their transformation, and identifying key success factors in the development of the digital economy.

show abstract

Modeling and solving a multi‐objective optimal portfolio of upstream oil and gas assets

Yan

2023

Optim Control Appl Methods

View full text Add to dashboard Cite

This paper focuses on optimizing project investments in oil and gas companies. It proposes a multi‐objective method for investing in oil and gas assets, considering factors such as scale and efficiency. The model takes into account the presence of nonlinear equations and integer constraints, and establishes a nonlinear multi‐objective mixed integer programming portfolio model for oil and gas. The weights of multiple objectives are determined using support vector machines. The optimization model incorporates the displacement transfer concept of particle swarm optimizer and the mutation operation of genetic algorithm using the transfer strategy of Gaussian particle swarm. The effectiveness of the model and algorithm is demonstrated through two examples.

show abstract

Bridging strategic planning and business model management – A formal control framework to manage business model portfolios and dynamics

Cited by 50 publications

References 61 publications

The Relationship Between Strategic Information Systems Planning (SISP) and Facilitators to Achieve Successful Business Outcomes in South Korean Organizations

The Relationship Between Strategic Information Systems Planning (SISP) and Facilitators to Achieve Successful Business Outcomes in South Korean Organizations

Sustainable combinations of distinctive features of innovative firms’ business models

Modeling and solving a multi‐objective optimal portfolio of upstream oil and gas assets

Contact Info

Product

Resources

About