Towards Support for Strategic Decision Processes Using Enterprise Models: A Critical Reconstruction of Strategy Analysis Tools

Böck, Alexander; Frank, Ulrich; Bergmann, Arne; Strecker, Stefan

doi:10.1007/978-3-319-48393-1_4

Cited by 6 publications

(5 citation statements)

References 26 publications

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“…EM proposes the formation of “added value” for strategic and tactical decisions. Modern research extends the possibilities of EM methodologies into the field of strategic management: concepts from strategic management appear in EM languages ( abilities, resources, factors of influence ) (Aldea, Iacob, Hillegersberg, Quartel, & Franken, ; Iacob et al, ); methods and tools of strategic management are formalized (Bock, Frank, Bergmann, & Strecker, ); the modeling methods become available not only to narrow specialists (Sandkuhl et al, ); the ways of presenting information about the enterprise structure are optimized (Kudryavtsev et al, ).…”

Section: Identified Source Fields Of the Modeling Methodsmentioning

confidence: 99%

Modeling methods for strategy formulation in a turbulent environment

et al. 2018

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The relevance of classical strategizing methods decreases in the era of a rapidly changing world, but this set of methods can be e panded through a variety of e ible modeling techni ues from other elds. Opera ons research, enterprise modeling, nowledge engineering, and ar cial intelligence have poten al to enrich strategizing process. These disciplines have generated a large number of suppor ng methods. We provide a classi ca on of the modeling methods by the degree of formaliza on and propose a conceptual framewor for the method choice.

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Section: Identified Source Fields Of the Modeling Methodsmentioning

confidence: 99%

Modeling methods for strategy formulation in a turbulent environment

et al. 2018

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“…There is extensive literature on different tools used for business analysis that assess the external and internal aspects of a company or business to make strategic decisions (Bock et al, 2016;Zakeri et al, 2018;Pröllochs and Feuerriegel, 2020). The academic community has also conducted critical and advanced analyses of the tools and methodologies used in strategic management.…”

Section: Research Context and Frameworkmentioning

confidence: 99%

Design-driven external analysis: A framework for adaptation and innovation in digitally native enterprises

Font-Cot,

Lara-Navarra,

Serradell-López

et al. 2024

J. Infras. Policy. Dev.

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Analysing external factors with a design-thinking approach is crucial for adaptation, identifying opportunities, and mitigating risks in native digital enterprises. This research introduces a framework rooted in design principles and future scenarios for external analysis, with the aim of meeting current market needs. The study employs a mixed qualitative-quantitative research approach, incorporating methods such as literature review, workshops, and surveys. These methods enable the collection and analysis of both qualitative and quantitative data, providing a comprehensive and accurate understanding of the research topic by using it in a DNVB case study. Developing a conceptual framework using a design-thinking approach which we call ASPECT contributes to a comprehensive interpretation of complexity, intertwining collective and individual factors. This reduces the risk of overlooking essential elements when making strategic decisions in ambiguous, uncertain, and volatile contexts. This method contrasts with traditional external analysis frameworks like CAME, Pestle, and SWOT. The document aims to contribute to the literature by exploring new models of external analysis based on the design process. This framework combines the conventional stages of a design thinking process with methodologies for future scenarios to identify relevant external factors for organizations. It provides an innovative conceptual framework for creating new business models and growth strategies for digital enterprises.

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“…The catalog of strategic analysis methods and tools is very wide [20][21][22][23][24] and the range of information obtained during the analyses is varied. Therefore, it seems appropriate to identify those methods and tools which allow gaining knowledge that will facilitate making strategic decisions about servitization.…”

Section: Strategic Analysis In the Process Of Product And Service Intmentioning

confidence: 99%

A Methodology of Strategic Analysis for Servitization of the Manufacturing Company

Kozłowska

2021

Wseas Transactions on Business and Economics

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Servitization in manufacturing companies often involves reformulating or building new strategies. Itis a complex and challenging process that is very prone to failure if carried out without careful strategic planning.The scientific literature strictly regarding strategic analysis methodology in the context of servitization is ratherlimited. Only a few studies were identified which indicate strategic analysis methods that are useful for buildingservitization strategies. Whereas the catalog of methods for strategic analysis is wide and varied. Therefore, thisstudy aims to fill this gap and give an answer to the following research question: How to conduct a strategicanalysis (with which methods and tools) so that the obtained information would improve the decision-makingprocess in the context of servitization in manufacturing? A survey conducted in the Polish machinerymanufacturing sector shows that there is a relationship between conducting strategy analysis in the context ofproduct-service activity and the level of service income in manufacturing companies. Likewise, if the companyanalyzed service-related business areas along with the product-related, it has reported an increase in serviceincome in recent years. Based on these findings and the outcomes of the review of servitization strategies and theconditions of successful implementation of these strategies, the author developed an 8-stage methodology ofstrategic analysis. It enables to gather the most relevant and needed information about the company resourcesand its environment to facilitate making decisions in the context of product and service integration. An originaltool for assessing the orientation of organizational culture is proposed. The developed methodology was verifiedby application in two manufacturing companies, and that allowed to formulate a list of recommendations forfuture application of the methodology

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Towards Support for Strategic Decision Processes Using Enterprise Models: A Critical Reconstruction of Strategy Analysis Tools

Cited by 6 publications

References 26 publications

Modeling methods for strategy formulation in a turbulent environment

Modeling methods for strategy formulation in a turbulent environment

Design-driven external analysis: A framework for adaptation and innovation in digitally native enterprises

A Methodology of Strategic Analysis for Servitization of the Manufacturing Company

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