What We Can Learn about Business Modeling from Homeostasis

Regev, Gil; Hayard, Olivier; Wegmann, Alain

doi:10.1007/978-3-642-37478-4_1

Cited by 5 publications

(10 citation statements)

References 20 publications

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“…This can be seen as the direct implementation of Cybernetics as defined by Rosenblueth, Wiener and Bigelow [9]. Rosenblueth was a collaborator of Cannon [10] who, in the 1920s, coined the term Homeostasis in order to explain how an animal body maintains the steady states that are the basis of its survival [4], [11]. Cannon explained that living organisms somehow found a way to maintain steady states even though they are made of unstable internal elements and live in an unstable external environment.…”

Section: Homeostasis and Appreciative Systemsmentioning

confidence: 99%

“…The maintenance of a relationship is, in fact, the maintenance of a relationship in a given state. Vickers wrote about attaining, maintaining and eluding relationships [11]. Maintaining and eluding a relationship can both be seen as keeping it in a specific state, either close or distant.…”

Section: Homeostasis and Appreciative Systemsmentioning

confidence: 99%

“…For example, to accept or reject a PhD candidate are two end states of the PhD recruitment process. Norm holding defines an ongoing activity of matching the current state of affairs with the relevant desired state [11]. Accepting or rejecting a PhD candidates are only steps in the overall on-going activities of a DS and FM in which these structures must be kept alive by regulating mutual relationships.…”

Section: Homeostasis and Appreciative Systemsmentioning

confidence: 99%

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Extending Business Process Models with Appreciation

Rychkova¹,

Regev²,

Wegmann³

2019

CSIMQ

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We use homeostasis, the maintenance of steady states in an organism, to explain some of the decisions made by participants in a business process. We use Vickers' Appreciative System to model the homeostatic states with Harel's statecharts. We take the example of a doctoral student recruitment process formally defined between a faculty member, a graduate student candidate and a doctoral school. We analyze some gaps in the process caused by a misfit between norms of the process participants. We present a rationale for the anticipation and resolution of these misfits. We extend the traditional operational model with an appreciative model. This model represents the appreciative systems of process participants. Understanding these appreciative systems is necessary to make explicit the misfit between the model and the observed reality. The operational model represents the "technical" perspective on the business process, the one that can be automated. The appreciative model represents the "social" perspective, the one that explains the participants' behavior as a result of their individual and collective norms. By combining these two perspectives, we can appreciate the richness of the development of socio-technical systems.

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Section: Homeostasis and Appreciative Systemsmentioning

confidence: 99%

Section: Homeostasis and Appreciative Systemsmentioning

confidence: 99%

Section: Homeostasis and Appreciative Systemsmentioning

confidence: 99%

See 1 more Smart Citation

Extending Business Process Models with Appreciation

Rychkova¹,

Regev²,

Wegmann³

2019

CSIMQ

Self Cite

View full text Add to dashboard Cite

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“…23,37 Building flexibility means knowing which parts of an entity need to change and which parts need to remain stable. 23,38 Changes that are unnecessary for the entity to achieve flexibility can lead to a loss of identity, cease of existence, 39 and loss of effectiveness. 24 In software engineering, flexibility has been primarily studied from the perspectives of the software product and service.…”

Section: Flexibility Across Disciplinesmentioning

confidence: 99%

Literature review of flexibility attributes: A flexibility framework for software developing organization

Nurdiani

Börstler

Fricker

2018

J Software Evolu Process

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Software developing organizations strive to achieve flexibility to maintain a competitive advantage. There is no common understanding of what characterize flexibility for a software organization beyond the scope of the software product. Without a common understanding, it is difficult to evaluate the degrees of flexibility of software development approaches. The aim of this literature review is to collect attributes that characterize flexibility. The collected attributes are consolidated into a flexibility framework with 3 main attributes: properties of change, flexibility perspectives, and flexibility enablers. The resulting flexibility framework is then used to evaluate Agile and Lean practices. The evaluation shows that Agile and Lean practices address many flexibility attributes. However, some attributes are not addressed, such as infrastructure flexibility and strategic flexibility. On the basis of our evaluation, the classifications of flexibility attributes that we present in this paper could be used to aid software organization flexibility evaluation.

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“…However, not all organisations are fit for continuous business model change and innovation due to the need for non-trivial capabilities (Leih et al, 2014), ambidextrous traits (Chesbrough, 2010) and strategic agility (Doz & Kosonen, 2010). Excessive frequent change could also disrupt the stability and internal consistency required for business models to remain sustainable over time (Morris et al, 2015), thus, some firms have a voluntary resistance to change their business models as a mechanism for maintaining internal balance (Regev et al, 2013). Ultimately, there is a limit in the frequency and the speed at which firms grow, as there are dynamic restraints such as the acquisition of additional resources which constrain the pace of development (Penrose, 1995).…”

Section: Continuous Change In Organisationsmentioning

confidence: 99%

A developmental perspective on business model innovation: exploring sequences of change in high-performing IT firms

Brea¹

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Altering and enhancing existing business models through business model innovation has emerged as a powerful competitive strategy that can provide advantage over extended periods of time.Business model innovation also presents a fundamental counterpart for technological, product and organisational innovations. Success stories of unconventional firms disrupting markets and sustaining financial rewards over competitors through business model innovation can be found in virtually any industry. A key success factor for long-term competitiveness lies in the implementation of multiple, rather than punctual, business model innovations over time, although achieving change through successive iterations is a challenge driven by market and technological dynamics and disruption. However, the lack of empirical investigation on the dynamics of business iii Business model change events are identified through outlier detection and analysis of coordinated changes across the value creation, delivery and capture dimensions of the business models. Data were collected from a large financial database and transformed into individual sequences of change events. A validation procedure assessed the accuracy of the identification process for business model change events through qualitative data and in-depth analysis for four firms in the larger sample. Then, the individual sequences of change events were used as inputs for data mining methods of analyses, complemented by frequency domain analysis and statistical tests, which revealed the patterns of business model development in high-performing firms.The results suggest a significant association between the timing and intensity at which firms change their business models and their average performance over time. The evidence also suggests that business model change is likely to culminate in events where the value delivery dimension is altered. In terms of the frequency and magnitude of changes, high-performing firms are more likely to develop their business models through frequent and incremental alterations over time, except for mature-large firms who, compared to young-small, young-large and mature-small firms, are more likely to implement radical, less frequent changes over time. Both environmental and internal forces influence the intensity at which high-performing firms typically alter their business models, although environmental factors are more significant than internal forces. Both unconscious and deliberated actions influence business model development in high-performing firms. Unconscious actions dictated by the firm's particular characteristics of age, size and sub-industry membership are a more significant influence than deliberated, emergent actions.This research develops the new concept of business model development, and provides a contribution to theory by empirically examining a previously unexplored process. By adopting the process-based approach, this research contributes to new thinking and research in business model innovation centred on analysing the flow of eve...

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What We Can Learn about Business Modeling from Homeostasis

Cited by 5 publications

References 20 publications

Extending Business Process Models with Appreciation

Extending Business Process Models with Appreciation

Literature review of flexibility attributes: A flexibility framework for software developing organization

A developmental perspective on business model innovation: exploring sequences of change in high-performing IT firms

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