Synopsis:
Entrepreneurship: Enterprise:
(Focus) Eunika Mercier-Laurent-The Innovation Biosphere_ Planet and Brains in the Digital Era-Wiley-ISTE (2015).pdf.txt
Eunika Mercier-Laurent is Associate Researcher at IAE Lyon University as well as being the founder of an international enterprise dedicated to knowledge and innovation management,
and is adapted not yet to start-ups or small and medium enterprises (SMES). Too many events and actions are simply â€oegreen washing†without a real value,
Petites et Moyennes Entreprises (Small and Medium Enterprises) PSS: Product Service System RFID: Radio frequency identification Abbreviations and Acronyms xxiii RITA:
said Li Haifeng, the vice president at sewage treatment company Beijing Enterprises Water Group Ltd.,in a telephonic interview BLO 10. â€oearound 85%of global fish stocks are depleted overexploited
Bull†s various enterprise servers share many advanced energy-saving features, such as dynamic management of the energy envelope of critical applications, dynamic management of the load supply function and the extensive use of low-consumption components.
enterprises, technology (digital ecosystems), users, policy, education and environment. Apart from helping humans, innovation also has a potential to influence our culture and society.
†the success of an enterprise; †the vitality of a nation's economy; †the advancement of society.
CSR is increasingly important to the competitiveness of enterprises. It can bring benefits in terms of risk management
it can be the object of innovation itself, helping in finding relevant 8 Small-and medium-sized enterprises. 58 The Innovation Biosphere knowledge,
Large companies, members of PÃ'les de Compã titivitã or other initiatives aiming at making work together large and small enterprises,
Industrial Economy Knowledge Economy Functional title Focus on New role Enterprise Manager Planning organizing, staffing, leading or directing,
†How can transnational organized crime networks be stopped from becoming more powerful and sophisticated global enterprises?
We also coordinate the implementation of the Innovation Union actions under the responsibility of General Directory for Enterprise & Industry.
attracting researchers and enterprises of all sizes around various experimentations. Their Yearbook 2013 PUB 13 presents the policy from an open innovation perspective and highlights some of the new thinking to support the objectives of Europe 2020 and those of Innovation Union for European competitiveness
such as Ministry contest for innovative enterprise creation by researchers that was initiated in 1999, Retis8 network, Technopoles and others.
and Innovation Policies 117 projects involving enterprises. In addition, the following specific programs were defined: †Industrial chairs:
for the purpose of establishing chairs at public research facilities, in partnership with enterprises, and financed jointly by the latter and the ANR;
Each of the founding companies brought a specific area of expertise to the enterprise: GM brought vehicle design and integration and a distribution system,
social and other public sector enterprises can build services and applications that benefit residents across India.
but this is not sufficient because of the long history of the mechanical Industrial Model of the distrustful/devaluing and competitive enterprises and veins that work in exactly the opposite direction,
www. ec. europa. eu/enterprise/policies/innovation/policy/index en. htm, 2014. EST 10 ESTATEBURN, The effect Touse and its impact on France, http://estateburn. com/the-eiffel-tower-and-its-impact-on-france/,2010.
EUR 10a EUROPEAN UNION, This is European social innovation, available at http://ec. europa. eu/enterprise/flipbook/socialinnovation/files/social innov. pdf, 2010.
a cross †country empirical investigationâ€, Journal of Small Business and Enterprise Development, vol. 16, no. 3, pp. 375†390,2009.
Eunika Mercier-Laurent is Associate Researcher at IAE Lyon University as well as being the founder of an international enterprise dedicated to knowledge and innovation management
(Management for Professionals) Jan vom Brocke, Theresa Schmiedel (eds.)-BPM - Driving Innovation in a Digital World-Springer International Publishing (2015).pdf.txt
59 Peter Trkman and Monika Klun The Role of Enterprise Systems in Process Innovation...75 Bernd Schenk Process Innovation with Disruptive Technology in Auto Insurance:
Bernd Schenk outlines â€oethe Role of Enterprise Systems in Process Innovationâ€. He highlights how enterprise systems can function as enabler,
trigger, and enforcer in organizational innovations and illustrates this by the opportunities of cloud computing for the integration of enterprise systems in process innovations.
Jens Ohlsson, Peter Haâ ndel, Shengnan Han, and Richard Welch report on â€oeprocess Innovation with Disruptive Technology in Auto Insurance:
Identifying patterns of competences through latent semantic analysis. Enterprise Information systems, 8, 1†31. Recker, J. 2015.
Digital enterprise transformation (pp. 207†230. Farnham: Gower. Schmiedel, T.,vom Brocke, J, . & Recker, J. 2013).
sense-and-respond organizations or real-time enterprise (Hugos, 2004). Operations and supply chain management have focused predominantly on reactive planning of inventories,
Standard IT systems can support real-time enterprises but organizations do usually not have the transformative capacity to absorb
enterprises need an integrated model-based infrastructure. Many of the required process technologies and methods such as process mining and business analytics have been researched
The envisioned solutions build on breakthrough enterprise systems solutions, accompanied by radically new management and development approaches.
The envisioned solutions build on breakthrough enterprise systems solutions, accompanied by radically new management and development approaches.
Fig. 1 MADE platform for future Manufacturing business Process Innovation as an Enabler of Proactive Value Chains 21 In order for an enterprise to leverage the advanced business process technologies,
-and-respond organization or an adaptive enterprise model (Haeckel, 2013). ) For a large and complex organization to be able to react proactively
Modern standard IT systems support many of the real-time enterprise concepts, but organizations usually do not have the transformative capacity to leverage the new technologies.
optimizing total enterprise operation Local Global Every decision must be made in the context of a globally competitive environment Business Process Innovation as an Enabler of Proactive Value Chains 23 Furthermore, for wider use,
The real-time enterprise concept has also been around for several years (Fingar & Bellini, 2004.
and performance in the enterprise and systems that take action to optimize performance Proprietary systems Interoperable systems Systems must communicate through standard protocols for information sharing,
including an approach where students are engaged as a resource into the ecosystem of an enterprise.
Handbook on enterprise architecture. Berlin: Springer. Retrieved from http://www. google. dk/books? idâ LTR93XIADTEC&PGISÂ 1 Butner, K. 2010.
The real-time enterprise: Competing on time with the revolutionary business S-Ex machine (p. 222. Meghan Kiffer Press.
Retrieved from http://www. amazon com/The-Real-time-Enterprise-Competing-Revolutionary/dp/0929652304 Grigori, D.,Casati, F.,Castellanos, M.,Dayal, U.,Sayal, M,
Adaptive enterprise: Creating and leading sense -and-respond organizations (Google ebook)( p. 295). Harvard Business Press.
Building the real-time enterprise: An executive briefing (p. 224. Wiley. Retrieved from http://www. amazon com/Building-Real-time-Enterprise-Executive-Briefing/dp/0471678295 Hugos, M. H. 2009.
Business agility: Sustainable prosperity in a relentlessly competitive world (1st ed.).Wiley. Retrieved from http://www. amazon com/Business-Agility-Sustainable-Relent lessly-Competitive-ebook/dp/B001vlxnii/refâ sr sp-btf title 1 7?
Organizing the real-time enterprise. Wiley. Retrieved from http://www. amazon. co. uk/Event-Processing-Business-Organizing-Enterprise-ebook/dp/B005yo4xuu Manufacturing Academy of Denmark.
2014). ) Retrieved February 1, 2014, from http://made. dk Møller, C. 2007). Process innovation laboratory:
A new approach to business process innovation based on enterprise information systems. Enterprise Information systems, 1 (1), 113†128. doi:
10.1080/17517570601092143.28 C. Møller Møller, C.,Chaudhry, S. S, . & Jørgensen, B. 2008).
A virtual enterprise architecture for logistics service. Information systems Frontiers, 10 (5), 503†518. doi: 10.1007/s10796-008-9106-3. Reinhart, G,
(and service provider) and the discovered/offered/Fig. 1 A service-oriented enterprise view Thinking Tri-laterally About Business Processes, Services and Business...
Service oriented enterprises. Boca raton, FL: Auerbach Publications. Krcmar, H. 2011. Business model research: State of the art and research agenda.
Enterprise business architecture: The formal link between strategy and results. Boca raton, FL: CRC Press. Thinking Tri-laterally About Business Processes, Services and Business...
and enterprise application integration (EAI) technologies, has always been about making businesses more efficient through automation.
Not specific to BPM, these are transforming both consumer and enterprise software; these are described next to provide context for the following sections on BPM technologies. 2. 1 Mobile and Cloud Mobile and cloud,
but is also making inroads with remote and mobile enterprise workers. A healthcare worker working with patients in their homes can gather patient information on a mobile device
Enterprise mobile applications can improve efficiency and quality by capturing information at the point of collection,
Enterprise cloud applications, whether accessed via a mobile device or a traditional computer, allow anyone to participate from anywhere:
and easy shared between users. 2. 2 Social Collaboration and Distributed Co-creation Enterprise social collaboration typically takes one of two forms:
distributed co-creation is the ultimate goal of enterprise social interaction: many people, in different locations and with a variety of skills, working together to create content or other work product.
This trend towards social collaboration as a feature of enterprise applications, rather than a separate tool, is accelerating the acceptance of collaboration within enterprises.
This raised user expectations for enterprise software: today†s workers expect to be able to configure their own environment to suit their working style,
Identifying patterns of competences through latent semantic analysis. Enterprise Information systems, 8, 1†31. Ohlsson, J.,Haâ ndel, P.,Han, S,
The role of enterprise systems in process innovation. In J. vom Brocke & T. Schmiedel (Eds.
Enterprise 2. 0 meets business process management. In J. vom Brocke & M. Rosemann (Eds.
Adoption of social media for internal usage in a global enterprise. Paper presented at the Proceedings of the IEEE 27th International Conference on Advanced Information Networking and Applications (AINA), Barcelona, Spain.
A Conceptual Framework 73 The Role of Enterprise Systems in Process Innovation Bernd Schenk Abstract Process innovation†redefining the way of doing business†is of paramount importance for the sustainable success of organizations.
The important role of enterprise systems in process innovation is neglected in many of these initiatives.
This chapter highlights the different roles enterprise systems can play in an innovation scenario and analyzes the interrelation of technological innovation and enterprise systems as process management platforms.
The ambiguity of opportunities offered by new technology is illustrated by the example of the cloud computing paradigm.
The chapter closes with the description of a solution path for an improved integration of enterprise systems in process innovation initiatives. 1 Introduction Many contributions have in the last years focused on the way in
and business process support as the main benefits of enterprise systems and analyze their potential to rethink
i e. its enterprise system. An organization†s enterprise system consists of many different applications that form the enterprise system of an organization in the sense of an individually designed solution integrating all business applications.
Different parts of an enterprise system are in different phases of their application lifecycle. Today†s understanding of an enterprise system must consider this specific complexity.
Such a system type does not follow a clearly identifiable lifecycle, as prepackaged, homogeneous solutions did earlier (Davenport, 1998;
Shanks, Seddon, & Willcocks, 2003. With regard to innovation, new technologies and concepts are applied and integrated in enterprise systems continuously.
Today†s enterprise systems are therefore permanently undergoing change and are moved from one stable state to the next by each modification of system parts.
In many cases, enterprise systems are considered to be a supporting tool for existing processes, providing integration and connectivity between different areas or departments of an organization.
Enterprise systems used to be custom-made developments for a single organization. Flexibility was achieved by changing program code.
This type of system was designed to support an existing process landscape. In the last decades prepackaged solutions became the most important mode of delivery for enterprise systems.
This has led to reduced flexibility in the adaptation to existing processes. At the same time new technologies were integrated in enterprise systems, causing tremendous change in functionality.
Therefore, every new software release is an opportunity for process innovation in an organization and a challenge to take maximum advantage of this opportunity. 2 Different Roles of Enterprise Systems in Process Innovation The following section describes the main roles that an enterprise system can have in a process innovation scenario.
These roles relate to the heterogeneous application landscape that makes up such a system. Changes in applications and integration of new technologies lead to opportunities for process innovation.
and extended to the field of enterprise systems in process innovation in the following discussion.
Due to the specific characteristics of enterprise systems, three roles are identified. 76 B. Schenk 2. 1 Enabler Enterprise systems are the main component of an organization†s IT landscape.
Process innovation activities always have to relate to an existing enterprise system in an organization
The diffusion of process innovation results is achieved by implementing the modified processes in an enterprise system.
This is considered to be the role of an enterprise system as an enabler for process innovation.
The trigger for process innovation is an event that is not connected to the enterprise system,
when discussing the role of an enterprise system as innovation enabler. Process innovation is initiated by activities external to the enterprise system
and implemented by changing it. This scenario relates to changes in the enterprise system (e g. new software releases
and adding mobile computing components) triggering the process innovation. Additional capabilities of the system allow a new way of doing business.
Process innovation is triggered within the enterprise system in this scenario. The new opportunities offered by the enterprise system lead to a redesign of processes
and creates an increased value contribution. An enterprise system represents a strategic resource creating sustainable competitive advantage due to a unique orchestration
and usage pattern of applications in this scenario. 2. 3 Enforcer While triggering an innovation is characterized by an increase in possibilities that a system is offering,
when modifications to an enterprise system force a process innovation due to changed system capabilities. An enterprise system consists of applications in different lifecycle phases.
Especially the replacement and disintegration of legacy systems forces process change: a new system is brought into use
Similar to the trigger role, the source of innovation lies in the enterprise system. In many cases organizations use this role to justify a business process redesign because of the implementation of a new enterprise system component.
They back up a process innovation initiative by the changed capabilities of a new system component to achieve increased acceptance of The Role of Enterprise Systems in Process Innovation 77 changing routines by the end user.
The role of an enforcer is one of the reasons why enterprise system implementation projects are considered to be highly complex,
causing tremendous change to an organization. 2. 4 Implications CIOS have to consider all three roles that an enterprise system can play in process innovation
when discussing changes to the system. The enterprise system is an innovation platform that triggers innovation
and enables the diffusion of process innovation in an organization at the same time. Considering only one of these roles is an oversimplification that is likely to cause the misunderstanding and failure of innovation initiatives.
as the embedment in enterprise systems (e g. mobile computing, in-memory computing, cloud computing) is a possible source of process innovation.
To achieve successful process innovation in a digital world, the interrelation between existing enterprise systems, new technologies,
A definition of the enterprise systems†role in an organization process innovation initiative can help to identify the system†s importance as a strategic capability supporting a sustainable competitive advantage.
Enterprise systems do not only provide a platform for process implementation in an organization†even more, they are the process management platform of an organization.
However, enterprise systems are only able to provide value contributions when optimized business processes are deployed.
Best-practice process templates provided by enterprise system vendors are tempting†especially for SMES. Adopting standard processes can jeopardize competitive advantages based on company-specific process excellence.
It exemplarily highlights the potentials of cloud computing paradigm adoption based on company size as classification criterion. 78 B. Schenk Cloud computing has been a buzzword in the area of enterprise computing for some years now.
However, the expectations towards the implementation of a cloud computing model for an organization†s enterprise system are ambiguous.
In many cases cloud computing is understood as a pure cost-cutting measure which enables an easier operation of enterprise systems.
Another field of application is the implementation of an enterprise systems extension, like customer relationship management software or the establishment of a common integration platform along a supply chain.
integration of in-memory computing and mobile device access to enterprise systems. Integration can be achieved much easier in the cloud by using the existing infrastructure of a cloud solution provider than by implementation in conventional on-premise solutions.
when considering the opportunities and consequences of cloud computing for an enterprise, the service and deployment models as given in Fig. 1 should receive more attention.
In this example a special focus should be placed on the usage of cloud computing in the sector of highly integrated enterprise systems.
The challenges of process innovation in The Role of Enterprise Systems in Process Innovation 79 relation to cloud computing are illustrated by focusing on different service models,
and the way they are using enterprise systems for business operations. Cloud computing is considered to be a new delivery model enabling a focus on core competences while outsourcing the IT-related activities to professional cloud sourcing providers.
the implications of different service model/delivery model combinations for large enterprises (LE) and small and medium sized enterprises (SME) have been outlined based on experiences from several implementation projects.
A lack of knowledge and understanding of new paradigms like cloud computing and their applicability to enterprise systems might cause obstacles to process innovation in an organization.
Enterprise systems have shown a low frequency of change in the past. Companies try to keep the system in operation
and enterprise systems play a vital role for innovation in a digital world. We see that a continuous modification process,
as described above, nowadays characterizes enterprise systems. Their role must be understood completely and carefully considered
Continuing the evaluation of service model/delivery model combinations leads to a mapping of the different roles of an enterprise system in the clusters shown in Fig. 2
In some areas enterprise systems take a more passive role of an enabler for process innovation.
In some other areas the modified enterprise system is triggering or enforcing innovation due to modifications in functionality
A brief description of the role allocation is outlined in Fig. 3. The example showed the potential of enterprise systems for process innovation in connection with technological changes.
The enterprise system†s importance as a process management platform must be considered to achieve an optimal value contribution from technology adoption initiatives.
Fig. 2 Opportunities of different service model/delivery model combinations with relation to company size The Role of Enterprise Systems in Process Innovation 81 4 Openness of Enterprise
Systems In the last years we have seen that a clear differentiation of an enterprise system†s lifecycle in the build-time and run-time phase (or even more detailed in different phases of the implementation project (Shanks et al.
2003)) does not serve the purpose of analyzing an enterprise system†s role in process innovation.
What Weick (1977) calls a chronically unfrozen system in management theory can be transferred to the area of enterprise systems as a new modus operandi.
Enterprise systems are considered to be at the core of enterprise operations and therefore follow the dynamics of organizational change.
1977) is valid for enterprise systems, too. Fast changing environments, like value webs as a form of inter-organizational cooperation, increase the frequency of change for both an organization and its systems,
A main challenge when trying to bring together enterprise systems and innovation initiatives is therefore to establish such openness for change
and a Fig. 3 Potential roles of enterprise systems in process innovation while adopting the cloud computing paradigm 82 B. Schenk platform for innovation enablement in an organization.
and take precautions against this to keep the enterprise on a high level of productivity permanently.
At the same time, the effects of this trend towards increased openness (as given in open organizations, open innovations, open systems) on enterprise systems must be analyzed.
Enterprise systems must be transformed to chronically unfrozen systems to serve a company†s needs. This transformation process is supported by achievements such as new technologies (e g. in-memory computing enabling real-time-process monitoring
To transform an enterprise system into a process innovation platform, organizations must have a comprehensive understanding of new technologies
The requirements for enterprise systems have therefore been changing in the last years†the aim is not to increase efficiency
enterprise systems are expected to be an important source of innovation as they inherit most of an organization†s process knowledge.
SAP€ s latest design thinking and business process transformation initiatives) 5 Summary Enterprise systems research has become a mature area in the field of information systems in the last years.
Only in a few cases are the enterprise systems related to current topics like process innovation and challenges of a digital world in general.
This chapter should illustrate that enterprise systems must not be neglected when talking about innovation in organizations.
Furthermore, The Role of Enterprise Systems in Process Innovation 83 the potential touch points and different roles of these systems in an innovation process have been shown.
A necessary and important precondition is a thorough understanding of changes in the area of enterprise systems.
Putting the enterprise into the enterprise system. Harvard Business Review, 76 (4), 121†131. Lenart, A. 2011.
Cloud enterprise systems: A review of literature and its adoption. PACIS 2012 Proceedings. Paper 76.
Proceedings of the I-ESA Conference (Enterprise Interopera-bility, Vol. 6, pp. 13†28. Berlin:
IEEE International Enterprise Computing Conference (EDOC 2011)( pp. 55†64. IEEE Computer Society WASHINGTON DC, USA.
A further subject will be how innovations can be converted from confidence-based to evidence-based models due to affordances of digital infrastructures such as large-scale enterprise software or social media.
Colleagues would argue that process innovation was one of the waves that preceded the current enterprise-wide focus on holistically managed business processes.
While some of these technologies, such as enterprise system software, have been around for decades, recent years have seen also a rapid uptake of modern digital infrastructures that transcend the business-private life boundary, such as social networking platforms,
Tracing the progress of innovations borne on enterprise social network sites. Paper presented at the 34th International Conference on Information systems, Milan, Italy.
290 single models. 1 Introduction The usage of reference models offers many advantages for the development of individual enterprise models in practice as well as in science (Fettke & Loos, 2004;
On the basis of individual enterprise models, a reference model is developed through the identification of commonalities between the individual models and through the abstraction of particularities.
An increasing abstraction from specificities of individual enterprise models is one characteristic of this development process.
Thus, it is possible to use a deductively developed reference model together with individual reference models as a basis for a further inductive development of reference models. 3. Enterprise modelling has gained more importance in organizational practice.
more individual enterprise models, target models and reference models which can be used for inductive reference modelling are available.
2) variation of the object, e g. companies with several locations/offices, parent/subsidiary companies of a horizontally organized enterprise, organization units with comparable function in different sectors;(
The research approach of this work stands in the tradition of German design science oriented research in the modelling of enterprise information systems (Frank, 2006:
In contrast, activities such as the creation of individual enterprise models or the abstraction of enterprise-specific features that would be expected for the inductive strategy are not listed at the top level of the life cycle models.
The analysis of these methods shows that the inductive strategy of reference modelling plays no prominent role.
On the contrary, some even noted that existing individual enterprise models and other knowledge sources should be identified
Nevertheless, besides the programmatic call to consider existing individual enterprise models, only few actual suggestions exist for the systematic derivation of reference models from these models.
if appropriate individual enterprise models are neither available nor identifiable prior to the reference model development.
Must the development of individual enterprise models for reference modelling be waived in this case? Or is it possible that reference model development benefits from the developments of individual enterprise models while, in a second step,
a reference model is derived in an inductive manner? Besides the mentioned methods, various authors (Gottschalk, van der Aalst,
& Mendling, 2011) or for the integration of enterprise models (Rahm & Bernstein, 2001a, 2001b).
These approaches provide very interesting concepts for the analysis of enterprise models but they have not been applied in reference modelling so far.
so that a reference model can be derived systematically from individual enterprise models. One cannot speak of an inductive development in a meaningful way
If the individual enterprise models contain similarities, these have to be represented in the reference model.
Therefore, the derived reference model should be more abstract than the individual enterprise models. •Generativity:
In contrast to the first requirement, it should be possible to derive the individual enterprise models from the inductively generated reference model.
This ensures that the reference model is not too far away from the individual enterprise models that it represents. •Properties of natural languages:
A common part of enterprise models are natural languages, in which known phenomena such as homonymy, synonymy and linguistic fuzziness are typical.
Acquisition of Individual Process Models The goal of this step is to collect individual enterprise models that are used for the inductive development of reference models.
The class of enterprises for which the reference model should be developed has to be determined. For example, a class can be created by an explicit list of companies
or by a specification of characteristic features that a business must meet in this industry branch or domain. •Enterprise selection:
In general, individual enterprise models are collected not for all but only for selected companies of the previously defined class.
a) representativeness of the selected companies (b) accessibility to a company or individual enterprise models (c) effort to collect individual enterprise models.
if additional enterprise models have to be collected. But this can be essential for reasons of representativeness. •Unified modelling conventions:
Thus, step 3 contains further measures. •Collecting individual enterprise models: Enterprise models of the selected enterprises have to be ascertained.
The known methods for enterprise modelling can be used. The inductive development of the reference model can be carried out at a lower cost,
especially when individual enterprise models have already been created in the past and can be reused. It is important to document the source (â€oeprovenienceâ€) of the collected enterprise models
because important conclusions can often be drawn from this information (e g.,, What was the purpose of the original model?
Which changes took place? Are there some legal restrictions which have to be obeyed?).The result is a definition of classes of enterprises as well as individual enterprise models. 160 P. Loos et al.
Phase 3: Preprocessing of Individual Process Models The goals of the third step are an adjustment
and a harmonisation as well as a preprocessing of the individual enterprise models in order to derive an initial reference model.
If the modelling conventions could be enforced in the collection of individual enterprise models in the second step,
Otherwise, the individual enterprise models have to be transformed in this step according to the unified modelling conventions. •Generating modelsynsets:
or a group of words that can be interchanged in an enterprise model without changing the intended purpose of the model.
But such terms are important within individual enterprise models. In addition, individual enterprise models often contain business-specific characteristics
which are covered not by general dictionaries. Nonetheless, digital dictionaries can be used as a first step for an automatic generation of modelsynsets,
The results are homogeneous individual enterprise models and modelsynsets. Phase 4: Exploitation of the Reference Model The goal of this step is the generation of a reference model out of homogeneous individual enterprise models.
The following sub-steps have to be processed: •Clustering: In a clustering step the different individual models are grouped in a way such that models within one group are similar
Known similarity measures for enterprise models can also be applied (Dijkman et al. 2011). ) However, it has to be mentioned that known similarity measures are focussing on the similarity of enterprise models as a whole
and do not take into account the similarity of single model fragments. The identification of similarities between individual sub-models provides great potential for the derivation of reference models.
Individual enterprise models as Identification of Business Process Models in a Digital World 161 a whole exhibit significant differences,
In this step, individual enterprise models are interpreted as graphs. Within the various graphs, isomorphic sub-graphs have to be identified.
An abstraction parameter Î and a configuration parameter Î are introduced to describe the extent to which characteristics of individual enterprise models are reflected by the reference model.
%only sub-graphs occurring in all individual enterprise models become part of the reference model. The configuration parameter Î determines the value at
For example, some sequences can occur in several different individual enterprise models, so these dependencies should be included in the reference model. •Integration of deductively developed reference model fragments:
It is necessary to check in how far the reference model fulfils the requirements defined in the first step. •Evaluation with respect to individual enterprise models:
It is necessary to examine how individual enterprise models can be derived from the reference model.
Literature provides several criteria for the assessment of reference models, e g. the framework by Frank (Frank, 2007), the guidelines for enterprise modelling (Becker, Rosemann,
It is possible that further individual enterprise models are developed and should be integrated into the reference model during enhancement.
and how far aspects of the new individual enterprise models are covered by the reference model,
Besides the provision of general descriptions of enterprises, which is especially interesting from a theoretical point of view, practice profits,
which support the analysis of individual enterprise models and the derivation of a reference model.
& Bergmann, 2007) on a scale between 0 and 1. The results show that it is possible to automatically derive a reference model from a given set of enterprise models.
Furthermore, typical similarities and differences of the enterprise models are explicated. Hence, the application scenario gives substantive support for the inductive development of reference modelling to become much more efficient and effective. 7 Conclusion
and Future Work Reference modelling offers several advantages for the practice of enterprise modelling (see also chapters by Becker (2015) and Malinova and Mendling (2015)).
Die Zukunft des Enterprise Engineering. Fest-schrift fâ ur Erich Ortner zum 60. Geburtstag (pp. 37†49.
large enterprises integrate vertically to manage all parts of the value chain in a unified way,
Unified enterprise knowledge representation with conceptual models †Capturing corporate language in naming conventions. In 30th international conference on information systems.
such as the Manage enterprise risks Make insurance offer Solvency Capital Requirement processes Make insurance policy Process bark file payments Collect insurance payment Optimize investment portfolio Manage HR Manage Finance Handle insurance claim
Strategic enterprise management systems: New directions for research. Management Accounting Research, 15, 225†240. Buller, P. F,
Enterprise SOA: Service-oriented architecture best practices. Upper Saddle River, NJ: Prentice hall. Ly, L.,Rinderle-Ma, S.,Knuplesch, D,
Enterprise resource planning, Service-Oriented Architecture, Enterprise Architecture Integration and workflow management. According to the authors, a BPM system or suite can close a gap between the intentional process design and its implementation,
RUP) and enterprise architecture (e g. Zachman. •IBM€ s Rational Unified Process (RUP) is an iterative and incremental IT development framework with disciplines across project lifecycle phases. †RUP distinguishes nine disciplines with six engineering
•Zachman†s enterprise architecture framework (1987) categorizes different artifacts of organizational data that are required for IT development, e g. design documents, specifications, and models.
Digital innovations may result in a digital enterprise, which can be defined as any organization: whose IT plays a dominant role in the corporate strategy,
p. 1). In order to become a digital enterprise, SAP (2013) has designed a digital capability framework with digital transformation enablers
and (2) innovate. •The four digital transformation goals that a digital enterprise must pursue are (1) customer centricity,(2) effective knowledge worker,(3) operational excel-lence,
A practical guide to enterprise architecture. Englewood Cliffs, NJ: Prentice hall. O†Neill, P, . & Sohal, A s. 1999).
Enterprise Information systems, 8 (2), 188†224. Van Looy, A. 2014. Business process maturity. A comparative study on a sample of business process maturity models (Springerbriefs in business process management.
and application architect specializing in business process management and the social enterprise. During her career of more than 25 years, she founded
information modelling, enterprise systems as well as implementation of information systems. Peter graduated from Saarland University (Dipl. -Kfm.).
Besides process architectures, her other research interests include the adoption of business process management and enterprise architectures.
His research areas include BPM, Conceptual Modelling and Enterprise Systems. He studied at University of Trier (Germany) and UFSIA Antwerpen (Belgium
enterprise systems management and business process management. Charles Møller is the director of the Center for Industrial Production (CIP) at Aalborg University.
including Information & Management, Enterprise Information systems, and Business Process Management Journal, as well as in academic books and conference proceedings. 300 Curricula Vitae Tom Thaler Saarland University, Germany Tom Thaler is researcher at the Institute for Information systems (IWI) at the German Research center
Her research is published in scientific outlets such as Total Quality Management & Business Excellence, Enterprise Information systems,
SOA and mobile application uptake. 304 Curricula Vitae Index A Adaptation, 68,76, 78,152, 167, 236†239,247, 250,254, 257 Adaptive enterprise, 22 Airport
, 257 Empirical evidence, 155 Enterprise software, 52,54 Enterprise system, 13,18, 21, 75†84,139, 297 Event data, 13, 105†125 Event log
See Problem-to-be solved (PTBS) Index 307 R Real-time enterprise 18,22, 24 Real-time technologies, 3, 7 Reference controls, 251†257 model, 11, 155†172,178, 183†185,188, 288,290 Refined process structure
4. 8 Improvement Phase for External Stakeholders 5 Conclusion References The Role of Enterprise Systems in Process Innovation 1 Introduction 2 Different Roles of Enterprise
Implications of Cloud computing 4 Openness of Enterprise Systems 5 Summary References Process Innovation with Disruptive Technology in Auto Insurance:
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