ABSTRACT BUSINESS MANAGEMENT

Lusy Tunik Muharlisiani

yahdilla@yahoo.com

Whenever a business enterprise is established, it either explicitly or implicitly employs a particular business
model that describes the design or architecture of the value creation, delivery, and capture mechanisms it
employs. The essence of a business model is in defining the manner by which the enterprise delivers value
to customers, entices customers to pay for value, and converts those payments to profit. It thus reflects
management's hypothesis about what customers want, how they want it, and how the enterprise can organize
to best meet those needs, get paid for doing so, and make a profit. The purpose of this article is to understand
the significance of business models and explore their connections with business strategy, innovation
management, and economic theory. © 2009. (http://dx.doi.org/10.1016/j.lrp.2009.07.003)
Although business process management ('BPM') is a popular concept, it has not yet been properly
theoretically grounded. This leads to problems in identifying both generic and case-specific critical success
factors of BPM programs. The paper proposes an underlying theoretical framework with the utilization of
three theories: contingency, dynamic capabilities and task-technology fit. The main premise is that
primarily the fit between the business environment and business processes is needed. Then both continuous
improvement and the proper fit between business process tasks and information systems must exist. The
underlying theory is used to identify critical success factors on a case study from the banking sector. ©
2009 Elsevier Ltd. All rights reserved. (http://dx.doi.org/10.1016/j.ijinfomgt.2009.07.003)
Recent management and business research has demonstrated the importance of business models for value
creation and company performance. So far, extant research on business models has not investigated the
particular requirements, characteristics and combinations of business models in project business. This paper
seeks to fill this void. The paper reports on findings from an exploratory multiple case study comprising
six project-based firms operating in such industries as shipbuilding, telecom, and power systems. 19
business models were identified and compared through a framework utilizing elements of business models.
The identified business models are further grouped into three categories based on the organizational entity.
The paper points out the diversity of business models in project business and their inclination to span
organizational levels. The results demonstrate the importance of addressing the combination of business
models across organizational boundaries. © 2010 International Project Management Association.
(http://dx.doi.org/10.1016/j.ijproman.2010.07.001)
Business Process Management (BPM) includes methods, tech- niques, and tools to support the design,
enactment, management, and analysis of operational business processes. It can be considered as an
extension of classical Workflow Management (WFM) systems and ap- proaches. Although the practical
relevance of BPM is undisputed, a clear definition of BPM and related acronyms such as BAM, BPA, and
STP are missing. Moreover, a clear scientific foundation is missing. In this paper, we try to demystify the
acronyms in this domain, describe the state-of-the-art technology, and argue that BPM could benefit from
for- mal methods/languages (cf. Petri nets, process algebras, etc.). (http://dx.doi.org/10.1007/3-540-44895-
0)
Business Process Management (BPM) includes methods, techniques, and tools to support the design,
enactment, management, and analysis of operational business processes. It can be considered as an
extension of classical Workflow Management (WFM) systems and approaches. Although the practical
relevance of BPM is undisputed, a clear definition of BPM and related acronyms such as BAM, BPA, and
STP are missing. Moreover, a clear scientific foundation is missing. In this paper, we try to demystify the
acronyms in this domain, describe the state-of-the-art technology, and argue that BPM could benefit from
formal methods/languages (cf. Petri nets, process algebras, etc.). (http://dx.doi.org/10.1007/3-540-44895-
0_1)