Value Creation from E-Business Models

Cover

Contents

List of Figures

List of Tables

Preface

Part One: e-Business Model Ontologies and Taxonomies

1 Value-creation from e-Business models: issues and perspectives

1.1 Organization of the book

References and Further Reading

2 Business models and their relationship to strategy

Abstract

2.1 Introduction

2.2 Perspective 1: business models as abstractions of strategy

2.2.1 The Harvard school’s latest conceptualization of strategy

2.2.2 Business models as abstractions of Porter’s (1996, 2001) conceptualization of ‘strategy’

2.3 Perspective 2: competitive focus versus firm specificity matrix

2.3.1 Classifying ‘Harvard school’ conceptualizations of strategy

2.3.2 Classifying conceptualizations of business models

2.4 Conclusion

References and Further Reading

3 A framework for codifying business models and process models in e-Business design

Abstract

3.1 Introduction

3.2 Strategy perspective

3.2.1 Emergent strategy formulation

3.2.2 Environmental models of competitive advantage

3.2.3 Resource-based view

3.3 Organizational, economic and technical factors

3.3.1 Organizational arrangement and factors

3.3.2 Economic arrangement and factors

3.3.3 Technology arrangement and factors

3.4 Business models for e-Business

3.4.1 Components of the business model for e-Business

3.4.2 Description of the business models for e-Business

3.4.3 Business model strategic conceptual framework

3.5 A generic framework for e-Business fulfilment modelling

3.6 A triple pair interpretation of Weill and Vitale’s business models

3.6.1 A triple pair representation of the direct-to-customer model

3.6.2 A triple pair representation of the full-service-provider model

3.7 Conclusion

References and Further Reading

4 An ontology for e-Business models

4.1 Introduction

4.2 Definitions and taxonomies

4.3 e-Business model ontology

4.3.1 Product innovation and value proposition

Mini case: easyMoney.com

4.3.2 Customer relationship

Target customers

Distribution channels

Customer equity

Mini case: Customer relationships at Orange Switzerland

4.3.3 Infrastructure management

Capabilities and resources

Activities

Mini case: Value configuration at ColorPlaza

Partnerships

4.4 Conclusion

References and Further Reading

5 e-Business value modelling using the e[sup(3)]-value ontology

Abstract

5.1 Introduction

5.2 Why an e-Business model ontology?

5.2.1 Reaching a better understanding

5.2.2 Analysing an e-Business model

5.3 The e[sup(3)]-value ontology

5.3.1 The global actor viewpoint

Actor

Value object

Value port

Value offering

Value interface

Value exchange

Value transaction

Market segment

Summary

5.3.2 The detailed actor viewpoint

Composite actor and elementary actor

Value exchange revisited

Summary

5.3.3 The value activity viewpoint

Value activity

Value exchange revisited

Summary

5.4 The e[sup(3)]-value ontology and operational scenarios

5.4.1 UCMs

5.4.2 An ontology for UCMs

Dependency element

Connection element

Stimulus element

AND and OR continuation elements

Value interface

5.5 Profitability sheets

5.6 Related enterprise ontologies

5.6.1 AIAI enterprise ontology

5.6.2 TOVE

5.6.3 REA

5.6.4 Osterwalder and Pigneur ontology

5.7 Conclusion and further research

References and Further Reading

Part Two: e-Business Markets and Strategies

6 A causal network analysis of e-market business models

Abstract

6.1 Introduction

6.2 Research methodology

6.2.1 Data collection and analysis

6.3 Case studies

6.3.1 Process description of business models

6.3.2 Themes emerging from the interviews

6.3.3 Business model, market conditions and user acceptance

6.4. Causal network analysis

6.4.1 Limitations and further research

6.5 Discussion and conclusion

6.5.1 Q1: How is the business performance of an EM influenced by the nature of the EM business model?

6.5.2 Q2: Does acceptance of EM technology by potential customers of the EM moderate an EMs business performance?

Appendix 6A: Structured interview schedule

Appendix 6B

Appendix 6C: Causal network analysis

References and Further Reading

7 Knowledge management and e-Commerce: when self-service is not the sensible solution

7.1 Introduction

7.2 e-Commerce

7.3 Knowledge management

7.3.1 Different approaches to knowledge management

7.3.2 Contingency versus ‘best practice’

7.4 Linking e-Commerce and knowledge management

7.4.1 The knowledge demands of the task

7.4.2 The value proposition of the company

7.5 A contingency approach to e-Commerce

7.5.1 Low complexity of knowledge and value proposition based on low cost

7.5.2 High complexity of knowledge and value proposition based on low cost

7.5.3 Low complexity of knowledge and value proposition based on differentiation

7.5.4 High complexity of knowledge and value proposition based on differentiation

7.6 Conclusions

References and Further Reading

8 Perceptions of strategic value and adoption of e-Commerce: a theoretical framework and empirical test

8.1 Introduction

8.1.1 e-Commerce: an overview

8.2 Theoretical framework

8.2.1 Perceived strategic value of IT

Value of IT: investment and firm performance assessment

Value of IT: perceptual assessment

8.2.2 IT adoption

Application programs

CASE

GSS

EDI

The Internet/WWW and corporate Web sites

e-Commerce

8.2.3 Proposed framework

8.3 Empirical evidence from the field

8.3.1 Subjects

8.3.2 Data collection

8.3.3 Instrument development

8.3.4 General statistical procedure

8.4 US and Chile studies

8.4.1 The case of US

Demographics: Study 1

Confirmatory factor analysis: Study 1

Canonical analysis: Study 1

8.4.2 The case of Chile

Demographics: Study 2

Confirmatory factor analysis: Study 2

Canonical analysis: Study 2

8.5 Implications of the two studies

8.6 Conclusions and future research

8.6.1 Future research

References and Further Reading

Part Three: e-Business Performance Measurement and Value Creation

9 Value creation from corporate Web sites: how different features contribute to success in e-Business

9.1 Introduction

9.2 Understanding the media characteristics of the Worldwide Web

9.2.1 Web features: definitions and practical implementations

9.2.2 Literature review

IS/IT adoption and the role of ease of use

The link between adoption of IS/IT and corporate success

The business value of IT

The Web features and the quality of Web sites

9.3 Research model

9.3.1 Research aim and model perspective

9.3.2 Conceptualizing corporate success in e-Business

9.3.3 Derivation of hypotheses

9.4 Method

9.4.1 The survey

Aggregation of survey data

Descriptive analysis

Statistical analysis and hypothesis testing

9.4.2 Summary of the results

9.5 Discussion

9.5.1 Explanation of the findings

9.5.2 Interpretation of selected results

9.6 Future trends and conclusion

9.6.1 Research opportunities

9.6.2 Implications for managerial practice

References and Further Reading

10 Evaluating the quality of e-Business implementation with E-Qual

10.1 Introduction

10.2 The provenance of E-Qual

10.2.1 E-Qual 1.0

10.2.2 E-Qual 2.0

10.2.3 E-Qual 3.0

10.2.4 E-Qual 4.0

10.2.5 Internet bookstores – it’s not just about the Web site

10.3 Applying E-Qual to the FSMKE

10.3.1 The e-government context

10.3.2 The FSMKE

10.3.3 Research design

10.3.4 Survey implementation

10.4 The FSMKE evaluation

10.4.1 Perceptions of importance

10.4.2 Weighted scores and the EQI

10.4.3 Analysing the differences in the sites

10.4.4 Differences in perception among respondent groups

10.4.5 Qualitative data

Before site redesign

After site redesign

10.5 Recommendations for the FSMKE for e-Business improvement

10.5.1 Further implications

10.6 Summary

References and Further Reading

11 The e-sourcing opportunity: from projects and ASPs to value networks

11.1 Introduction

11.2 Research background

11.2.1 Sourcing Internet implementation capability

11.2.2 Sourcing e-development: four routes

The in-house development path

The ‘cheap-sourcing’ path

The outsourcing path

The insourcing/partnering path

Mixed development paths

11.3 e-Sourcing: from projects and technology to strategic partnering

11.3.1 Strategic partnering[sup(2)] in the customer resource life cycle

11.3.2 Strategic partnering[sup(2)] developments in the supply chain

11.3.3 Strategic partnering[sup(2)] towards virtual integration

11.4 Bringing IT together: management implications for e-sourcing

11.5 Conclusion: developments

Appendix 11A

Notes

References and Further Reading

12 Value creation in application outsourcing relationships: an international case study on ERP outsourcing

Abstract

12.1 Introduction

12.2 Theoretical foundation

12.2.1 Outsourcing and ERP outsourcing

12.2.2 RBV

Tangible IT resources

Human IT resources

IT-enabled intangibles

12.2.3 Contracts and SLAs

Transaction cost theory

Incomplete contract theory

12.2.4 RV

Relation-specific assets

Knowledge-sharing routines

Complementary resources and capabilities

Effective governance

12.3 Research approach

12.3.1 Research model

12.3.2 Case study research

12.4 Case study description

12.4.1 Capabilities

12.4.2 Contracts and SLAs

12.4.3 Inter-organizational relationships

12.5 Model-based analysis

12.5.1 Capabilities

IT infrastructure

Human IT resources

IT-enabled intangibles

12.5.2 Contracts and SLAs

ERP licences contract

ERP hosting contract

Information systems hardware contract

ERP functional application support contract

12.5.3 Inter-organizational relationship

Relation-specific assets

Knowledge-sharing routines

Complementary resources and capabilities

Effective governance

12.6 Lessons learned

12.6.1 Capabilities of the Service Recipient

12.6.2 Capabilities of the Service Providers

12.6.3 Impact of contracts

12.6.4 Impact of inter-organizational relationships

12.7 Discussion

12.7.1 The impact of market dynamics

12.7.2 The introduction of ERP software branch-specific modules

12.7.3 ERP software vendor consolidation

References and Further Reading

Part Four: e-Business Applications and Services

13 NHS information systems strategy, planning and implementation of primary service provision

13.1 Introduction

13.2 IS strategy, planning and implementation within the NHS

13.2.1 The problem: delivering value from NHS IS strategy

13.2.2 Software-as-a-Service to healthcare

13.2.3 Introducing the ASP model within the NHS: opportunity or threat?

13.2.4 PSP strategy, planning and implementation

13.3 Types of applications and Web service technology

13.3.1 Three generations of Internet technology

Simple Web server technology

Extended Web server technology

Advanced object-based Internet applications

13.3.2 Key issues and benefits

Cost reduction

Flexibility and speed

Patient care

Trust networking and strategic partnerships

Organizational impact

The future

13.3.3 Key suppliers

IBM

Oracle

Sun

Microsoft

ERP vendors

13.4 ASP concerns and risks

13.5 Web services applications in the NHS

13.5.1 ICRS

13.5.2 Delivering manageable applications

13.6 Conclusion

References and Further Reading

14 A framework of integrated models for supply chain e-Management

Abstract

14.1 Introduction

14.2 The concept of supply chain e-Management

14.3 SCNs: trends, major issues, and e-Management processes

14.3.1 Scalability in SCNs

14.4 General framework of supply chain e-Management and supporting technologies

14.5 Related research review

14.6 Models of problem solving in supply chain e-Management

14.6.1 General framework of SCN systems development

14.6.2 Taxonomy of domain-independent models

14.6.3 Taxonomy of domain-dependent models

14.7 Summary and conclusions

Appendix 14A A co-operative supply chain system decomposition model

Appendix 14B A co-operative supply chain system dynamic process flow model

References and Further Reading

15 Building out the Web services architecture: the challenge of software applications integration

15.1 Introduction

15.2 The evolution of software applications: a recent history

15.2.1 The xSP landscape

15.2.2 ASP

Definitions of ASP

The ASP market

Poor adoption and diffusion of ASP

15.2.3 Web services

Definitions of Web services

The Web services market

A new e-Business model or ‘more hype’?

15.3 Integration: the challenge for Web services?

15.3.1 Web services: a technical overview

From object-orientated component computing to Web services

EAI, ASP and Web services

The promise of Web services

The structure of SOAs

A comparison between Microsoft’s .NET and Sun’s J2EE platforms

15.3.2 Web services: the business benefits

Integration: the challenge for Web services?

15.4 Integration: two case studies in the financial services industry

15.4.1 Firm A

15.4.2 Firm B

15.4.3 The OMS

15.4.4 Complex systems and data

15.5 A case study on Web services at Amazon.com

15.5.1 Discovery and integration of the online Amazon Web service

15.5.2 Lessons learned as Amazon Web services’ client

15.6 Conclusion

References and Further Reading

About the authors

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