Why Business Modeling?

Bridgeland, David M.; Zahavi, Ron

doi:10.1016/b978-0-12-374151-6.00001-x

Cited by 12 publications

(4 citation statements)

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“…Using a well-established and easily understandable scheme helps to achieve a higher level of abstraction which is necessary to make sound decisions (Wirtz, 2020, p. 59). Managing with business models reduces complexity (Bridgeland and Zahavi, 2009), highlights relevant information that is necessary to develop successful strategies (Wirtz, 2020, p. 59), makes it easier to identify potentials, opportunities and risks of current business activities (Eriksson and Penker, 2000) and thus helps to adapt and modify them (Wirtz, 2020, pp. 235–246).…”

Section: Practical Application Of the Cbm And Its Sub-modelsmentioning

confidence: 99%

Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

Zerfass,

Link

2023

JCOM

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PurposeThe question of whether and how communication departments contribute to organizational value creation has rarely been addressed in research. Such evidence is crucial, however, as communications compete internally with other functions (e.g. marketing and human resources (HR)) for budgets and staff. This article fills the gap by applying the business model concept, an established approach from management theory and practice, to communication units.Design/methodology/approachBased on an interdisciplinary literature review, the authors propose the Communication Business Model (CBM) as a new management approach for communications. To this end, pertinent definitions, frameworks and typologies of business models are analyzed and combined with insights from corporate communications literature.FindingsThe CBM outlines the generic architecture of business models for communication departments. Such models describe the basic principles of how such a unit operates, what services and products it provides, how it creates value for an organization and what revenues and resources are allocated.Research limitations/implicationsThe approach stimulates the debate on communication units as objects of observation when researching communication management practices. Further research with appropriate empirical methods is needed to identify and study different types of business models for communications.Practical implicationsThe CBM can be used as a management tool to analyze, explain and innovate communication management in organizations. It is a fertile approach for communication practitioners to make the work of their department visible and to position themselves internally and externally.Originality/valueTransferring a well-known concept from general management to communication management enriches the value creation debate in theory and practice. It allows communication leaders to align their work with organizational goals and make it accessible to top management and other decision-makers in the organization. It also opens up new avenues for research and education.

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Section: Practical Application Of the Cbm And Its Sub-modelsmentioning

confidence: 99%

Business models for communication departments: a comprehensive approach to analyzing, explaining and innovating communication management in organizations

Zerfass,

Link

2023

JCOM

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“…Further, a business rule can be applied at different enforcement levels (Bridgeland & Zahavi, 2008;Weilkiens et al, 2016). The enforcement levels define the severity of the action imposed by the rule.…”

Section: Manipulation Of Business Rules In the Information System Con...mentioning

confidence: 99%

“…Override, and 5. Guideline (Bridgeland & Zahavi, 2008;Weilkiens et al, 2016). If a strict rule is violated, the person who violates the rule is penalised.…”

Section: Manipulation Of Business Rules In the Information System Con...mentioning

confidence: 99%

“…The rule enforcement level is required since the enforcement level changes more often than the rule itself (Bridgeland & Zahavi, 2008). This study adopted enforcement levels suggested by Bridgeland and Zahavi (2008) and Ross (2019) as QA rule enforcement levels. These enforcement levels are substantially enough to maintain flexibility in enforcing the QA rules.…”

Section: Qa Rules Manipulation Mechanismmentioning

confidence: 99%

See 1 more Smart Citation

Business Rules Driven Automated Quality Assurance Governance System for Higher Education

Pushpakumara,

Jayaweera,

Wanniarachchige

2023

S. Asian J. Bus. Insights

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Although higher education institutes have paid serious attention to quality assurance, implementation issues have been reported frequently. Since the existing information systems do not adequately support automatic verification, manual verification of quality assurance compliances has become a challenge. Therefore, this study first analysed the prevailing higher education quality assurance context to identify the prevailing issues. Secondly, Quality Assurance Governance System integrated with a quality assurance rule manipulation mechanism was designed based on the business rules concept to address the identified issues. Thirdly, the key modules of the proposed Quality Assurance Governance System were developed as a proof-of-concept. Finally, the proposed quality assurance rules manipulation mechanism and modules of the Quality Assurance Governance System were evaluated. The study found that one of the main issues in the existing systems is the lack of integration among various modules and a rule manipulation mechanism. Therefore, the study concludes that quality assurance requirements could be better captured as rules using the proposed rule templates, while rule manipulations and compliance could be verified in real-time through the proposed Quality Assurance Governance System. Nevertheless, the results of the evaluation suggest that rigid rule implementations may make the system inflexible and create stakeholder resistance. Thus, this can be mitigated by implementing the proposed rule enforcement levels.

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