Cloud-based business services innovation: A risk management model

Ali, Ali; Warren, Derrick; Mathiassen, Lars

doi:10.1016/j.ijinfomgt.2017.05.008

Cited by 73 publications

(46 citation statements)

References 37 publications

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“…), the possibility of a comparable assessment of the amount of financial losses in a single price level, the reliability of information sources (own information base, published statistical data, etc.). It must be kept in mind that the insufficient or low-quality information base enhances subjectivity of the subsequent assessment of risk level [2].…”

Section: Resultsmentioning

confidence: 99%

Financial risk management

Pashchenko¹,

Pashchenko²,

Krioni³

2017

Proceedings of the International Conference on Trends of Technologies and Innovations in Economic and Social Studies 2017

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Abstract-The article is devoted to the most innovative and relevant areas of business management, taking into account risks. The goal of risk management should not be reducing risks, but ensuring that a decision is made taking into account risks. Reducing financial risk involves the implementation of organizational measures that contribute to the prevention of losses. Risk assessment involves the adoption of possible losses and planning their financing in support of the investment decision. According to it, tools of risk management include instruments of risk mitigation and risk assessment. To reduce the risk in financial management, it is advisable to use a number of organizational risk management tools in order to influence certain aspects of the enterprise activities. Also a firm can minimize financial risks by establishing and using internal financial standards in the financial process as a whole. For that purpose, the enterprise risk management process is proposed. It consists of identifying risks, analyzing and prioritizing risks, minimizing risks, monitoring and managing risk culture.

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Section: Resultsmentioning

confidence: 99%

Financial risk management

Pashchenko¹,

Pashchenko²,

Krioni³

2017

Proceedings of the International Conference on Trends of Technologies and Innovations in Economic and Social Studies 2017

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“…Given its propensity to create new products, services and transform the existing industry structure and dynamics, it fits the definition of 'disruptive innovation' [21]. Despite several potential benefits and capabilities to transform organizations, disruptive innovations also presents several challenges, specifically related to their implementation and management [22].…”

Section: Theoretical Foundations and Hypotheses Developmentmentioning

confidence: 99%

Does Virtualization Capability Maturity Influence Information Systems Development Performance? Theorizing The Non-Linear Payoffs

Nishant

Srivastava

Bahli

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Firms are increasingly relying on digital transformation and virtualization of physical IT assets to develop information systems projects. However, the assessment of this virtualization on the performance of information systems development (ISD) projects is still unclear. Drawing upon the theory of process virtualization, we develop and empirically test a research model describing the relationships of virtualization capability maturity (VCM) with ISD project performance. Our findings show inverted Ushaped relationships of VCM with both ISD process and product performance. Interestingly, ISD projects achieve performance improvements as they progress incrementally from VCM levels of 0 to 2, but at VCM level 3 performance declines. Also, we observe that at higher levels of VCM, ISD process performance declines more rapidly than ISD product performance and the resources spent on ISD project execution increases non-linearly with increasing levels of VCM. Our post-hoc analysis indicates that VCM and CMM exhibit a substitutive relationship for process performance. Implications for research and practice are discussed.

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“…As [19] mentioned, cloud-based service innovation, would not be possible without the ability to collect, analyze, and leverage information from customers and other actors in the service ecosystem. Cloud providers offerings making cloud technology an increasingly important platform for business services innovation [7]. Businesses should expect to be able to build competence and thereby be capable in the future to innovated BM's and operate BM's in new types busi-Journal of Service Science and Management ness model Ecosystems (BMES) [24].…”

Section: The Necessary Steps For Transformation Sbms To Create Value mentioning

confidence: 99%

“…Forrester Research's forecast is promising a growth of cloud industry from US $40.7 billion in 2011 to $159.3 billion in 2020 [6]. Cloud providers and their software-as-a-service, offerings making cloud technology an increasingly important platform for business services innovation [7]. Cloud technology breaks up the traditional value chain of IT provisioning and leads to new roles of market players acting in the ecosystem [8].…”

Section: Introductionmentioning

confidence: 99%

Innovation and Transformation of Service Business Models through Cloud Technology to Achieve Co-Creation Value within the Service Ecosystem

Sirianni¹,

Singer²,

Sabbagh³

2019

JSSM

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The primary purpose of this study is to use the principles of service science as a foundation approach to provide a path for innovation and transformation service business models (SBMs) through the power of cloud technology within the service ecosystem. In addition, this research, contributes to improve the understanding for the business dynamics behind this transformation in such a way that to explain the processes for GDL to transition to SDL business innovation models. Moreover, this paper seeks to answer the question that how cloud to create value in the context of SBMs within the service ecosystem? This paper is one of the first attempts to integrate these disciplines, so that it offers an original contribution by propose the novel trend in the form of a path with 5 steps for SBMs innovation and transformation and also co-create value. This research has a qualitative approach to seek to answer the research questions that has been adopted based on Kitchenham et al. (2009) seven steps guidelines for conducting a systematic literature review. This paper is the first systematic reviews on the business models that is supported through cloud technology so that conducted using the 45 research articles shortlisted were discussed and analyzed and finally on that basis, a path with 5 steps is provided to answer the research questions. Moreover, this study provides insights to SMEs, ICT vendors, service providers and government agencies to align the business models with cloud services for the most benefits. It also to act as a guide for practitioners to seek and apply such models in their business in order to produce smart solutions that can provision even smarter services.

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Cloud-based business services innovation: A risk management model

Cited by 73 publications

References 37 publications

Financial risk management

Financial risk management

Does Virtualization Capability Maturity Influence Information Systems Development Performance? Theorizing The Non-Linear Payoffs

Innovation and Transformation of Service Business Models through Cloud Technology to Achieve Co-Creation Value within the Service Ecosystem

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