After explaining why business executives and academics should consider thinking about a rigorous approach to e-business models, we introduce a new e-Business Model Ontology. Using the concept of business models can help companies understand, communicate and share, change, measure, simulate and learn more about the different aspects of e-business in their firm. The generic e-Business Model Ontology (a rigorous definition of the e-business issues and their interdependencies in a company's business model), which we outline in this paper is the foundation for the development of various useful tools for e-business management and IS Requirements Engineering. The e-Business Model Ontology is based on an extensive literature review and describes the logic of a "business system" for creating value in the Internet era. It is composed of four main pillars, which are Product Innovation, Infrastructure Management, Customer Relationship and Financial Aspects. These elements are then further decomposed.

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This paper aims to clarify the concept of business models, its usages, and its roles in the Information Systems domain. A review of the literature shows a broad diversity of understandings, usages, and places in the firm. The paper identifies the terminology or ontology used to describe a business model, and compares this terminology with previous work. Then the general usages, roles and potential of the concept are outlined. Finally, the connection between the business model concept and Information Systems is described in the form of eight propositions to be analyzed in future work.

As the evolution of e-business technology has passed from the early phase of hype and innovation to the mature phase of adoption and use, the research interest of both the academic and business communities is shifting to investigating opportunities for market exploitation of e-business technologies. As a result, the debates around established e-business models, as well as the way to achieve business model innovation, are ever increasing. However, while many researchers and practitioners are contemplating business models, there is a distinct lack of appropriate theoretical tools in the literature to structure and codify the extant knowledge in the area. The existing research contributions are featured by a great degree of diversity, which is due to the existence of

Business models have been an important topic in various disciplines and particularly e-business. Yet, little research has tempted to compare and integrate the different business model approaches. This paper compares two business model ontologies, the Business Model Ontology BMO and the e 3 value ontology, for the design of business models and value constellations. For that purpose it introduces a framework that allows the comparison of different conceptual approaches to business models. The two ontologies are illustrated through a case study in the domain of rights music management. The outcome of the analysis is twofold. Firstly, it permits a better understanding of business model research. Secondly, it highlights the possible paths to integrate the two ontologies in order to improve the representation, design, and analysis of business models. 1

The importance of new information and communication technologies OCT) for the travel and tourism industry has increased enormously over the past few years. The tourism area is one of those industries which can gain huge synergy effects from the use of the Intemet. This research addresses the issue of competitive advantage for the travel and tourism area by using information technologies, in particular the Intemet and the Web. Therefore, we propose a framework to counteract the threats caused by the Intemet showing how companies can adopt their business to gain competitive advantage by using eBusiness. Based on this research, in our future work, we look at the effects of the Intemet on the competitive strategy of SME hotel companies and provide an overall picture of this important industry.

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Ad hoc networks might be a disruptive technology in the mobile telecommunication industry.

In a network of organisations the design of appropriate control mechanisms is important to prevent and detect opportunistic behaviour of the members of the network. In most cases, control mechanisms can already be seen in the business value model, because most controls add new exchanges of economic value between enterprises. However, controls encompass also operational aspects, not covered by business value models, but which are important for the understanding and operation of controls. We developed the e 3-value + methodology for designing inter-organisational control mechanisms, based on analysing value aspects of network organisations. We illustrate it with the case for the distribution of music tracks via Internet radio, where we apply the methodology to design a control to monitor whether Internet radio stations and Right Societies cleared the right amount of tracks. We present the control mechanism not only from a business value model perspective, but also from an operational perspective, thus showing that the control can indeed be implemented. 1.

Business and Information Systems (IS) alignment is a key management issue and has been largely investigated. Yet, little research shows companies how a fit between these "two worlds" can be achieved. The assumption of this paper is that making explicit the business model can contribute to improving the business/IT alignment. Moreover information systems supporting environmental scanning, strategic or competitive intelligence, and technology assessment, which are of prime importance for organizations, are much less investigated. This paper also aims at deriving a theoretical framework for assessing a technology environment from its properties such as complexity, uncertainty and disruptiveness.