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.

Despite significant progress in evaluating the productivity payoffs from information technology (IT), the inability of traditional firm-level economic analysis to fully account for the intangible impacts of IT has led to calls for a more inclusive and comprehensive approach to measuring IT business value. In response to this call, we develop a process-oriented model to assess the impacts of IT on critical business activities within the value chain. Our model incorporates corporate goals for IT and management practices as key determinants of realized IT payoffs. Using survey data from 304 business executives worldwide, we found that corporate goals for IT can be classified into one of four types: unfocused, operations-focus, market-focus and dual-focus. Our analysis confirms that these goals are a useful indicator of payoffs from IT in that executives in firms with more focused goals for IT perceive greater payoffs from IT across the value chain. In addition, we found that management practices such as strategic alignment and IT investment evaluation contribute to higher perceived levels of IT business value.- 1-

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Abstract The emerging electronic economy is bringing with it new forms of IT-enabled intermediation, virtual supply chains, rapidly changing electronic commerce technologies, increasing knowledge intensity, and unprecedented sensitivity for time-to-market by customers. Customers are demanding more value, customized to their exact needs, at less cost, and as quickly as possible. The enterprises that will survive in such a demanding environment will need to innovate and invent new ways of creating value, and will require different enterprise architectures and different IT infrastructures. This article focuses on providing a framework for guiding an enterprise as it transforms itself to function more effectively in the electronic economy. Using the distribution industry in general and Marshall Industries in particular as a context, the article draws insights for transforming an extended enterprise's architecture and its IT infrastructure to enable new ways of creating value in ...

This paper introduces the concept of netchain analysis. A netchain is a set of networks comprised of horizontal ties between firms within a particular industry or group, which are sequentially arranged based on vertical ties between firms in different layers. Netchain analysis interprets supply chain and network perspectives on inter-organizational collaboration with particular emphasis on the value creating and coordination mechanism sources. We posit that sources of value and coordination mechanisms correspond to particular and distinct types of interdependencies: pooled, sequential, and reciprocal. It is further argued that the recognition and accounting of these simultaneous interdependencies is crucial for a more advanced understanding of complex inter-organizational relations. The paper concludes with an analysis of a set of netchain configuration examples, including buyer-supplier relationships, information technology induced inter-organization collaborations, and the introduction of the “macrohierarchy” organization structure. Key words Network, supply chain, value chain, interdependence, cooperative strategy. 1 We thank the h elpful comments by two anonymous referees. All remaining errors and omissions are our own. 1.

Mobile business is a young promising industry created by the emergence of wireless data networks.. Similar to other emerging industries, it is characterized by a large number of uncertainties at different levels concerning technology, demand and strategy. This paper focuses on the strategic uncertainties, where a large number of actors are trying a number of strategic approaches to position themselves in the most favourable position in the value system. As a consequence, they are experimenting with a number of innovating business models. We argue that successful business models are likely to be the ones that best address the economic peculiarities underlying this industry, like mobility, network effects and natural monopolies. The paper presents the principal classes of actors that will participate in the mobile business industry and give an overview of their business models based on a formalized ontology. 1.

"Business model" is one of the latest buzzwords in the Internet and electronic business world. This paper has the ambition to give this term a more rigorous content. The objective is threefold. The first one is to propose a theoretical e-business model framework for doing business in the Internet era. The second one is to propose a multi-dimensional classification-scheme for eBusiness Models, as opposed to the actual tendency in academic literature to use two-dimensional classifications. The final objective is to define critical success factors, based on a field study in order to find out and compare the performance indicators used by e-business firms which are competing with similar businesses models. Keywords: e-business, business model, classification, key success factor, e-business measurements, benchmarking, value creation This is a preprint of an article published in Thunderbird International Business Review (site) 2001, Thunderbird eBusiness Model Design, Classific...

Along which basic lines could an organization which plans to invest in knowledge management proceed? What general initiatives can be suggested for knowledge management? First, an array of knowledge management goals and strategies is presented taken from theoretical and empirical studies which are then related to each other in the light of what we call a strategic intervention into an organization’s way of handling knowledge. Additionally, we make the case for the integration of process orientation into a comprehensive multi-dimensional framework for knowledge management strategies. Process-oriented knowledge management initiatives are aimed to provide employees with task-related knowledge in the organization’s operative business processes. We argue that with this framework the resulting processoriented knowledge management strategies address the integration of the resource-based view of an organization – which is the main focus of knowledge management – with the market-oriented view – which is implicitly brought about by process orientation.

. In this paper we demonstrate that modeling e-business strategies is important in a time where the first e-business disillusionment has taken place. The objective of this Paper is twofold. First we propose a theoretical e-business model framework (eBMF) for aligning ebusiness initiatives and projects. This framework represents an ontology which will allow firms to develop a sound e-business model, in an environment that is amongst other things characterized by new forms of network organizations. Second we show why the eXtensible Markup Language (XML) is an adequate technology for describing this theoretical framework in a formal way. Keywords . e-business, business model, value creation, network organization, eBML 1

In this paper, we propose a theory of task/technology fit for mobile applications to support organizational processes (tasks). We adapt the original concept of task/technology fit as it was developed by Zigurs and Buckland (1998) and Goodhue and Thompson (1995), to account for the fact that mobile applications, as a type of IT infrastructure, potentially cover a wider area of tasks than the specific applications discussed in the earlier papers. Our analysis of the technology reveals a general trade-off between functionality and portability of the underlying devices, which has implications for the development of mobile applications. Our theory suggests that advancements that ensure compatibility between the IS requirements of a task and the IS capabilities of an application might ultimately be more successful. We support our findings with reported case studies, as well as with insights from a project that we conducted in cooperation with Motorola. In our conclusions, we outline how our concept fits into a bigger picture and suggest future research directions.