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[null,"1.","Record Nr.",null,"UNINA9910765477603321"]
[null,null,"Autore",null,"Proper Erik"]
[null,null,"Titolo",null,"Digital Enterprises : Service-Focused, Digitally-Powered, Data-Fueled / / edited by Henderik A. Proper, Bas van Gils, Kazem Haki"]
[null,null,"Pubbl/distr/stampa",null,"Cham : , : Springer Nature Switzerland : , : Imprint : Springer, , 2023"]
[null,null,"ISBN",null,"9783031302145"]
[{"$nulls":4},"3031302141"]
[null,null,"Edizione",null,"[1st ed. 2023.]"]
[null,null,"Descrizione fisica",null,"1 online resource (353 pages)"]
[null,null,"Collana",null,"The Enterprise Engineering Series, , 1867-8939"]
[null,null,"Disciplina",null,"004.068"]
[null,null,"Soggetti",null,"Business information services"]
[{"$nulls":4},"Operations research"]
[{"$nulls":4},"Management science"]
[{"$nulls":4},"Information technology - Management"]
[{"$nulls":4},"Industrial organization"]
[{"$nulls":4},"Business Information Systems"]
[{"$nulls":4},"Enterprise Architecture"]
[{"$nulls":4},"Operations Research, Management Science"]
[{"$nulls":4},"Computer Application in Administrative Data Processing"]
[{"$nulls":4},"Organization"]
[null,null,"Lingua di pubblicazione",null,"Inglese"]
[null,null,"Formato",null,"Materiale a stampa"]
[null,null,null,"Livello bibliografico","Monografia"]
[null,null,"Nota di contenuto",null,"Intro -- Preface -- Abstract -- Contents -- About the Editors -- About the Authors -- 1 Introduction -- 1.1 Motivation for This Book -- 1.2 The Transition to the Digital Age -- 1.3 The Emergence of Service Ecosystems -- 1.4 The Growing Role of Data as a Key Underlying Resource -- 1.5 Conclusion -- Part I Experience Reports -- 2 Introduction -- 3 Investigating 5,140 Digital Transformation Projects -- 3.1 Introduction -- 3.2 Overview of Research Findings -- 3.3 Microprojects to Support Digital Transformation -- 3.4 Complexity and Absorption -- 3.5 Digital Transformation Success Factor: The Executive Sponsor -- 3.6 Optimization -- 3.7 Agile Digital Transformation -- 3.8 Project Managers -- 3.9 Project Types -- 3.10 Goals -- 3.11 Industries -- 3.12 Factors of Success and Value -- 3.13 Conclusions -- 4 From Product-Oriented Insurance Company to Customer-Centric Service Provider -- 4.1 Introduction -- 4.1.1 Disruptive Environments Necessitating Transformation -- 4.1.2 Introducing Aegon -- 4.1.3 Core "]
[{"$nulls":4},"Question -- 4.2 History and Ambition: From Product Orientation to Customer Centricity -- 4.2.1 Historical Background of Aegon -- 4.2.2 Ambition: Toward a Customer-Centric Service Provider -- 4.3 Approach for Transformation: ``Blue'' and ``Wow'' Directions -- 4.4 Capabilities to Realize Transformations (``What'') -- 4.4.1 Transformation 1: Redesigning Services Around ``Life Events'' of the Customer -- 4.4.2 Transformation 2: Standardizing Process (Working Methods) Around the Handling of Customer Requests -- 4.4.3 Transformation 3: Shifting the Organization Based on ``End-to-End'' Customer Processes -- 4.4.4 Transformation 4: Generic KPIs Focused on Result for the Customer (Strategic/Tactical) -- 4.4.5 Transformation 5: Designing and Implementing an Integrated CRM Solution -- 4.5 Leadership Capabilities (``How'')."]
[{"$nulls":4},"4.5.1 Key Choice 1: What Approach Do You Choose to Transform? -- 4.5.1.1 Belief 1: Encouraging Trust Instead of Investing in the Business Case -- 4.5.1.2 Belief 2: Frequently Delivering Business Value -- 4.5.1.3 Belief 3: Implementing CRM Is a Business Initiative, Not an IT Program -- 4.5.1.4 Belief 4: Embracing Agile/Scrum and Encouraging Support -- 4.5.1.5 Belief 5: Equally Focusing on IT Skills as well as Attitude and Behavior -- 4.5.1.6 Belief 6: Ensure that the Program Activities Will Be Continued in the Line Organization -- 4.5.2 Key Choice 2: How Do You Organize Ownership-Including Governance? -- 4.5.3 Key Choice 3: How Do You Combine Design and Development at the Same Time? -- 4.5.3.1 Guiding Principles as Dot on the Horizon -- 4.5.3.2 Developing Basic Functionalities and Services Simultaneously -- 4.5.3.3 Empowering Employees by Developing Their Change Competences -- 4.5.4 Key Choice 4: How Do You Implement a Generic Working Method Across Multiple Business Lines? -- 4.5.4.1 Implementing Is About Inserting and Sustaining -- 4.5.4.2 Organizing the Right Roles and Collaborations -- 4.6 Outcomes of the Transformation -- 4.6.1 Results -- 4.6.2 Effects -- 4.7 Conclusion -- 5 How Blockchain Technology Affects the Performance of Financial Services -- 5.1 Introduction -- 5.2 Blockchain Technology Definition and Ontology -- 5.3 Smart Business Networks -- 5.4 Impact of Blockchain Technology on Smart Business Networks -- 5.4.1 Information Layer -- 5.4.2 Physical Layer -- 5.4.3 Logic Layer -- 5.4.4 Propositions -- 5.5 The ASX Case -- 5.5.1 Introduction to the ASX Case -- 5.5.2 The Current Equity Trade Process -- 5.5.3 Changes to the Business Network Processes -- 5.5.4 Changes to the Physical Layer (Business Network Structure) -- 5.5.5 Changes in the Shared Business Operating Logic -- 5.5.6 Improving Equity Post-trade Network Performance."]
[{"$nulls":4},"5.5.6.1 Enhancing Network Performance by Changing Business Operating Logic -- 5.5.6.2 Enhancing Network Performance by Changing the Physical Layer -- 5.5.6.3 Enhancing Network Performance by Changing Network Processes -- 5.6 Conclusion -- 6 Analysis and Design of Digital Value Co-creation Networks: Insights from Digital Platforms -- 6.1 Introduction -- 6.1.1 Problem Setting -- 6.1.1.1 Problem 1: Conceptual Foundation of DVCN Analysis and Design -- 6.1.1.2 Problem 2: Value Co-creation Capabilities for DVCN Survival -- 6.1.2 Research Objective and Research Questions -- 6.1.2.1 Research Question: Value Co-creation Capabilities for DVCN Survival -- 6.1.2.2 SRQ1: Conceptual Foundation of DVCN Analysis and Design -- 6.1.2.3 SRQ2: Empirical Analysis of Value Co-creation Capabilities for Digital Platform Survival -- 6.1.3 Overview of Research Design -- 6.1.3.1 Module 1: Conceptual Foundation of DVCN Analysis and Design -- 6.1.3.2 Module 2: Empirical Analysis of Value Co-creation Capabilities for Digital Platform Survival -- 6.2 Research Foundations -- 6.2.1 "]
[{"$nulls":4},"Module 1: Analysis and Design of DVCNs -- 6.2.1.1 Phenomenon of Interest: Digital Value Co-creation Networks -- 6.2.1.2 Topic Focus: Information Systems Analysis and Design -- 6.2.1.3 Conceptual Foundation: Value Co-creation in Service-Dominant Logic -- 6.2.1.4 State of Research in the Field -- 6.2.2 Module 2: Value Co-creation Capabilities for DVCN Survival -- 6.2.2.1 Phenomenon of Interest: DVCN Survival -- 6.2.2.2 Topic Focus: Value Co-creation Capabilities -- 6.2.2.3 Empirical Context: Digital Platforms -- 6.2.2.4 State of Research in the Field -- 6.3 Research Design -- 6.3.1 Module 1: Conceptual Foundation of DVCN Analysis and Design -- 6.3.2 Module 2: Value Co-creation Capabilities for Platform Survival -- 6.4 Results -- 6.4.1 Study A -- 6.4.2 Study B -- 6.4.3 Study C -- 6.4.4 Study D."]
[{"$nulls":4},"6.4.5 Study E -- 6.4.6 Study F -- 6.5 Discussion -- 6.5.1 Analytic Generalization -- 6.5.2 Limitations and Future Research -- 6.5.3 Implications -- 6.6 Conclusion -- 7 ArchiMate Extension to Value Co-creation: The Smart Airport Case Study -- 7.1 Introduction -- 7.2 Background -- 7.3 Value Creation Model and Language -- 7.3.1 Model Elaboration -- 7.3.2 Nature of the Value -- 7.3.3 Method of Value Creation -- 7.3.4 Object Concerned by the Value -- 7.3.5 ArchiMate Language Extension to Express Value Creation -- 7.3.6 Introduction to ArchiMate -- 7.3.7 Relevant ArchiMate Symbols -- 7.3.8 ArchiMate Extension Mechanisms -- 7.3.9 ArchiMate Extension for Value Creation -- 7.4 Value Co-creation Process Model and Language -- 7.4.1 From VC to VCC in KIBS -- 7.4.2 ArchiMate Extension -- 7.5 Case Study in the Smart Airport -- 7.5.1 Case Study Description -- 7.5.2 Value Co-creation Language -- 7.6 Conclusion -- 8 Conclusion -- Part II The Need for a New Design Logic -- 9 Introduction -- 10 Digital Transformation Requires a New Organizational Logic -- 10.1 Introduction -- 10.2 Levels of Capability -- 10.2.1 Zero Capabilities -- 10.2.2 Routine Capabilities -- 10.2.3 Systemic Capabilities -- 10.2.4 Creative Capabilities -- 10.2.5 Adaptive Capabilities -- 10.2.6 Generative Capabilities -- 10.3 Aspects of Capability -- 10.3.1 Embeddedness -- 10.3.2 Association -- 10.3.3 Awareness -- 10.3.4 Potentiality -- 10.4 Organizational Logics -- 10.4.1 Conformance Logic -- 10.4.2 Competence Logic -- 10.4.3 Cooperation Logic -- 10.4.4 Coordination Logic -- 10.4.5 Collaboration Logic -- 10.4.6 Co-adaptation Logic -- 10.4.7 Concord Logic -- 10.5 Concomitance of Levels and Logics -- 10.6 Implications of Co-adaptation Logic on Digital Capability -- 10.7 Conclusion."]
[{"$nulls":4},"11 Organizational Identity and Self-Awareness: Creating Convergence Between Enterprise Engineering and Organizational Design -- 11.1 Introduction -- 11.2 Enterprise Engineering -- 11.2.1 The Early Days liles1995enterpriseengineering, liles1996enterpriseengineering -- 11.2.2 The Proposal from dietz2013enterpriseengineering -- 11.2.3 Enterprises as Dynamic Control Systems -- 11.2.4 The Enacted Organization as a Complex, Real-Time, Network of Actors, Acting, Controlling, and Designing -- 11.2.5 A Comment on the Current State of Enterprise Engineering -- 11.3 Human-Centered Design -- 11.4 Organizational Identity -- 11.5 Cartography, Governance, and Organizational Self-Awareness (OSA) -- 11.6 Proposing Convergence Between Organizational Identity and Self-Awareness -- 11.6.1 Internal Self-Description -- 11.6.2 Reputation -- 11.6.3 Image -- 11.6.4 Individual's Identity and Identification -- 11.7 The Organizational Identity: Self-Awareness Framework -- 11.7.1 Organization's Self-Descriptions (Knowledge and Work) -- 11.7.2 Internal Image (Management and Membership) -- 11.7.3 Individual's Identity and Identification -- 11.7.4 External Image -- 11.8 Conclusion -- 12 Conclusion -- Part III An Architectural Coordination Perspective -- 13 "]
[{"$nulls":4},"Introduction -- 14 IT Architecture Principles: Foundationfor Digital Transformation? -- 14.1 Introduction -- 14.2 Research on Enterprise Architecture Principles -- 14.2.1 Definition of a Principle -- 14.2.2 Description of a Principle -- 14.3 Measurement Instrument and Approach -- 14.3.1 Measuring IT Architecture Principles -- 14.3.2 Measuring Method -- 14.3.3 Data Collection and Processing -- 14.4 Case Studies -- 14.4.1 MON -- 14.4.1.1 Situation -- 14.4.1.2 Task -- 14.4.1.3 Approach -- 14.4.1.4 Result -- 14.4.1.5 Reflection -- 14.4.2 PBT -- 14.4.2.1 Situation -- 14.4.2.2 Task -- 14.4.2.3 Approach -- 14.4.2.4 Result."]
[{"$nulls":4},"14.4.2.5 Reflection."]
[null,null,null,"Sommario/riassunto","This book explores different aspects of and provides concrete suggestions to meet the three main challenges for becoming a “Digital Enterprise”: the transition to the digital age, the emergence of service ecosystems, and the growing role of data as a key underlying resource. As a result of these intertwined and mutually amplifying trends, today’s enterprises are confronted with several challenges that profoundly impact their design, from the definitions of products and services offered to their clients via the business processes that deliver these products and services to the underlying IT infrastructure. The contributions which are written by leading enterprise architecture researchers and managers of large corporations cover four key aspects which form each one part of the book: Part I presents experiences how different enterprises currently already need to embrace and exploit new challenges like blockchain, customer-centric services, or value co-creation networks. Part II looks atthe need for a new design logic, i.e. the need for new ways of thinking regarding the design of enterprises. Part III is concerned with the coordination needed among different stakeholders of the ensuing continuous transformations. Part IV eventually reflects on the ongoing consequences for enterprise modeling as used to capture both the current affairs of an enterprise, as well as design/study its possible future affairs. The target audience of this book are both master and PhD level students who want to gain insights into key aspects of the challenges confronting digital enterprises, as well as enterprise architects and information managers working in enterprises that are on their way to become digital."]