Modeling the Phenomenon of Capability Change: The KYKLOS Method

Koutsopoulos, Georgios; Henkel, Martin; Stirna, Jānis

doi:10.1007/978-3-030-93547-4_12

Cited by 4 publications

(2 citation statements)

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“…As far as the delivery of capability change is concerned, several points have been emphasized during the discussion that are missing from the meta-model. One such point is that the speed of change, which has been introduced in [13] as one of the dimensions of change and is included in the meta-model as the tempo attribute of the Change State class, is associated to the size of the organization, which is a missing concept. As P1 stated metaphorically "…constantly strive to improve but the company is a big elephant that moves slowly towards changes.".…”

Section: Delivering Capability Changementioning

confidence: 99%

“…Having identified the opportunity to improve capability modeling, we explored the existing capability modeling approaches looking for concepts relevant to change [11]. Afterwards, the requirements for a modeling method focused on change were elicited [12], while, in parallel, the dimensions of changing capabilities were introduced in a typology [13]. Finally, a capability change meta-model was presented with purpose to serve as the basis for a modeling method [14].…”

Section: Introductionmentioning

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: Delivering Capability Changementioning

confidence: 99%