Determining key capabilities of a firm using analytic hierarchy process

Hafeez, Khalid; Zhang, Yanbing; Malak, Naila

doi:10.1016/s0925-5273(01)00141-4

Cited by 274 publications

(155 citation statements)

References 24 publications

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“…Although value models (except VDML; confer infra) do not include competences (e.g., only a pragmatic approach is presented in [15]), Capability Maps are well known in management practise. A Capability Map is a representation of 'what' a company does to reach its objectives [16], which can be used to model competences.…”

Section: Modeling Scope Of Existing Value Modeling Languagesmentioning

confidence: 99%

“…VDML CapabilityMethod A Collaboration specification that defines the Activities, DeliverableFlows, BusinessItems, CapabilityRequirements and Roles that deliver a Capability and associated value contributions [2]. Capability Maps Competence Network of valuable capabilities (i.e., the ability to make use of resources to perform some task or activity) in terms of enabling the firm to deliver a fundamental customer benefit [15]. VDML CapabilityOffer The ability to perform a particular kind of work and deliver desired value, by applying resources that are managed together, possibly based on formalized methods [2].…”

Section: Processmentioning

confidence: 99%

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Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

Roelens

Poels

2013

Lecture Notes in Computer Science

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Abstract. The concept of value is increasingly important in organizations. This has led to the creation of value models that capture internal value creation and the external exchange of value between the company and its value network. To facilitate strategic alignment, the meta-model specification of value modeling languages should both fully reflect the strategic choices of a company and define 'what' a company must do to realize value creation. In this paper, the Value Delivery Modeling Language (VDML) meta-model elements are assessed by applying these two requirements. The resulting strategy-oriented VDML metamodel perspective is obtained by applying the Design Science methodology, which also includes the use of a case example to demonstrate its utility. Keywords: value model, strategy orientation, business model, VDML IntroductionValue modeling gets increasing attention in the field of Conceptual Modeling. These modeling techniques can be used to represent the internal creation of value and the exchange of value between the organization and its external value network. This focus on value creation and exchange is particularly relevant for the alignment of the strategic and the operational layer of the business architecture [1,2]. Value models can bridge the conceptual gap that exists between strategy formulation, as specified by goal modeling, and the operationalization of a strategy, which is addressed by process models [1,3,4]. To this end, value models should represent strategy implementation choices.As of yet, it has not been investigated whether the current value modeling languages capture strategy implementation, which results in the development of ad-hoc models with a limited strategic modeling scope (see also section 2.2). Consequently, the current value models are not able to effectively support strategic alignment.To solve this gap, this paper proposes two requirements for value models, i.e., (1) fully reflecting the strategic choices made by the company (i.e., the completeness requirement) and (2) using concepts that describe 'what' a company must do to create value for itself and its environment, without committing to the required operational details (i.e., the strategy implementation depth requirement). These requirements are derived from the business model literature in Management and Organization Science, which is concerned with the strategic logic of an organization, i.e., what a company must do to create value for itself and its stakeholders. As both value modeling and business

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Section: Modeling Scope Of Existing Value Modeling Languagesmentioning

confidence: 99%

Section: Processmentioning

confidence: 99%

Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

Roelens

Poels

2013

Lecture Notes in Computer Science

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“…Stewart introduced a model in which balanced scorecard evaluate the IS/IT projects applying hierarchal analysis and multi standards idealistic [22]. Under the BSC structure Khalid Hafeez et al [2002] used the fuzzy AHP to asses organization key capabilities and perfect abilities [13]. Main purpose of the research is identifying key indicators of human sources performance, considering the unified approach of human sources balanced score card and hierarchal analytic process in fuzzy environment.…”

Section: Research Theories Basismentioning

confidence: 99%

BSC technique research employment National Cartographic Center of Iran to identify and classify the human sources performance indicators in fuzzy AHP environment

Farhanghi

Ghassemi

Liaghati

et al. 2012

IJLD

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This investigation was exercised to identify the human source's key indicators of National Cartographic Center as a provider of map and spatial data infrastructure, taking into account the balances scorecard approach and analyzing the fuzzy hierarchal process. The investigation is in a descriptive form and the way of collecting the information is in library-ground form. Balanced scorecard (BSC) establishes balance between financial previous indicators and provident indicators (the other three aspects) to assess the organizational performance. In this research first the compliance inquiries evidence and documentaries (National Cartographic Center) about human source' indicators has been collected then, indicators was set in hierarchal structure using the alternative purposes of BSC spectrum and scales was specified for every indicators coefficient. For nominating the efficiency importance, AHP questionnaire with fuzzy framework were used. The results showed that human force expense costing, job satisfaction, coverage the educational requirement, and the percentage of educated human source are the most important key performance indicators (KPI) that specified in human source distinct.

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“…If this matrix is denoted as A={a ij } where a ij is the element of i th row and j th column of the matrix, all it's entries are obtained by inscribing the relative importance of each criterion over another with respect to the goal. Pair-wise comparison can be performed by assigning an integer ranging from 1 to 9 or the reciprocal of such an integer to each cell of the matrix (Crowe et al, 1998;Hafeez et al, 2002;Saaty, 2008) to measure the relative importance of the factors that characterize the cell (Table 2). To fill the lower triangular matrix, the reciprocal values of the upper diagonal are used as, a ji = 1/a ij where a ij >0 (Table 3).…”

Section: Ahp and Matrix Constructionmentioning

confidence: 99%

Farming Differentiation in the Rural-urban Interface of the Middle Mountains, Nepal: Application of Analytic Hierarchy Process (AHP) Modeling

Bhatta¹,

Doppler²

2010

JAS

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This article investigates the dominant factors of farming differentiation in the rural-urban interface of the densely populated Kathmandu Valley, using the Analytic Hierarchy Process (AHP) modeling. The rural-urban interface in the Kathmandu Valley is an important vegetable production pocket which supplies a large amount of the vegetables in the city core. While subsistence farming in the rural area is characterized by a system which integrates livestock and forestry with agriculture, the intensification in the urban fringe is characterized by triple crop rotations and market-oriented intensive vegetable production. Seven factors which were supposed to cause farming variation in the interface were incorporated in the AHP framework and then subjected to the farmers' judgment in distinctly delineated three farming zones. These factors played crucial yet differing roles in different farming zones. Inaccessibility and use of local resources; higher yield and accessibility and agro-ecological consideration and quality production are the key impacting factors of subsistence, commercial inorganic and smallholder organic farming respectively. The quantification of such factors of farming differentiation through AHP is an important piece of information that will contribute in modeling farming in the rural-urban interface of developing countries which are characterized by a high diversity of farming practices and are undergoing a rapid change in the land use pattern.

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Determining key capabilities of a firm using analytic hierarchy process

Cited by 274 publications

References 24 publications

Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

Towards a Strategy-Oriented Value Modeling Language: Identifying Strategic Elements of the VDML Meta-model

BSC technique research employment National Cartographic Center of Iran to identify and classify the human sources performance indicators in fuzzy AHP environment

Farming Differentiation in the Rural-urban Interface of the Middle Mountains, Nepal: Application of Analytic Hierarchy Process (AHP) Modeling

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