Introduction

Proper, Henderik A.; Winter, Robert; Aier, Stephan; Kinderen, Sybren de

doi:10.1007/978-3-319-69584-6_1

Cited by 1 publication

(2 citation statements)

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“…Organizations are conceived as social goal-directed systems that maintain boundaries reflecting their goals [3]. The phenomenon of changing organizations is important for business informatics focusing on the role of ISs in these changes [15]. It has been widely researched, utilizing several terms like change, transformation and adaptation, either interchangeably or reflecting differentiations in the scopes of change [16].…”

Section: Background and Related Researchmentioning

confidence: 99%

“…It has been widely researched, utilizing several terms like change, transformation and adaptation, either interchangeably or reflecting differentiations in the scopes of change [16]. The same applies to the terms business, enterprise and organization, which are sometimes used interchangeably or are being distinguished by defining an enterprise as a goalsharing group of organizations, as in [15]. Organizational changes are driven by (i) rationally adapting to environmental conditions, (ii) planning and choosing strategically as a means to have the organization shaped by decision-makers, or (iii) a combination of these and organizational inertia.…”

Section: Background and Related Researchmentioning

confidence: 99%

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Improvements on Capability Modeling by Implementing Expert Knowledge About Organizational Change

Koutsopoulos

Henkel

Stirna

2020

Lecture Notes in Business Information Processing

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Modern digital organizations are constantly facing new opportunities and threats, originating from the highly dynamic environments they operate in. On account of this situation, they need to be in a state of constant change and evolution to achieve their goals or ensure survival, and this is achieved by adapting their capabilities. Enterprise Modeling and capability modeling have provided a plethora of approaches to facilitate the analysis and design of organizational capabilities. However, there is potential for improving management of capability change. This Design Science research aims to provide methodological and tool support for organizations that are undergoing changes. A previously introduced meta-model will serve as the basis for a method supporting capability change. The goal of this study is to explore expert knowledge about organizational change in order to evaluate the initial version of the meta-model and identify possible weaknesses. Ten semi-structured interviews have been conducted to explore the perspectives of experienced decision-makers on capability change. Three categories emerged from the analysis, reflecting on how capability change is observed, decided and delivered respectively. These have been used as input for revising the conceptual structure of the capability change meta-model.

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Section: Background and Related Researchmentioning

confidence: 99%

Section: Background and Related Researchmentioning

confidence: 99%