scholarly journals Exploring Multi-Actor Value Creation in IT Service Processes

2014 ◽  
Vol 29 (2) ◽  
pp. 170-185 ◽  
Author(s):  
Heikki Lempinen ◽  
Risto Rajala
Keyword(s):  
Social Action ◽  
Value Creation ◽  
Business Value ◽  
It Services ◽  
Empirical Inquiry ◽  
It Service ◽  
Stakeholder Groups ◽  
Organizational Information ◽  
Shared Information ◽  
Service Logic

Organizational information technology (IT) needs are served through increasingly complex configurations of people, technologies, organizations, and shared information. Ideally, an organizational IT service is valuable for both the providers and users of systems and solutions. However, mutually beneficial outcomes may be difficult to achieve within the configurations through which IT services are delivered. We suggest that analyzing stakeholder interplay in IT service processes helps us to understand how information systems (IS) organizations can be leveraged to co-create business value. Through a qualitative empirical inquiry, we explore IT service realization in two case organizations. Through our analysis we find that value creation builds on orchestrated social action among the different stakeholder groups involved. Joint value creation in IT service processes hence calls for specific network leadership and resource integration capabilities from the IS organization. The paper enriches the current understanding of business value creation in IT services by infusing the service logic with traditional IT management perspectives. The findings highlight that the extent to which the IS organization can learn to facilitate the interaction between the essential actors in an ‘IT service system’ and leverage user-perceived value throughout the service process will ultimately determine its success or failure.

Architecting Enterprises for IT-Enabled Value Creation

2012 ◽  
Vol 3 (1) ◽  
pp. 11-32 ◽  
Author(s):  
Siddhartha SenGupta
Keyword(s):  
Value Creation ◽  
Business Models ◽  
Business Value ◽  
Business Strategies ◽  
Subsequent Paper ◽  
It Services

In spite of rapid strides in evolving Architecture processes that can help Enterprises leverage IT for creating Value, shortcomings are widely perceived. In this paper, the author discusses four points. Part I covers structuring the enterprise, business value and its measurement and maximizing returns from IT assets. This part examines architecting for value, IT enabled. It is suggested that, since the impacts are generally inseparable, IT changes should be planned within a holistic framework considering all other business considerations, merging all enterprise capabilities and all approaches from different disciplines to creating Value. Further, this Architecture should be aligned with the Architecture of the business, i.e., with business models, rather than with business strategies. A subsequent paper will study the application through a case study and share recommendations for IT services vendors.

Architecting Enterprises for IT-Enabled Value Creation (Part 3)

2013 ◽  
Vol 4 (2) ◽  
pp. 76-106
Author(s):  
Siddhartha SenGupta
Keyword(s):  
Value Creation ◽  
Business Models ◽  
Business Environment ◽  
Business Value ◽  
It Services ◽  
Average Value ◽  
New Business ◽  
New Business Models

In spite of rapid strides in evolving Architecture processes that can help Enterprises leverage IT for creating Value, shortcomings are widely perceived. Parts 1 and 2 of this paper suggested four improvements in the processes for structuring enterprises, defining and measuring business value, ensuring maximal returns from IT assets and architecting them for value-oriented improvements, IT enabled. After summarizing the suggestions, this paper describes how those framework and processes elements were used to create, largely through IT, explicit above average value in an enterprise. The processes are elaborated, with special emphasis on how the initiatives were prioritized. The results indicate that the enterprise gained particularly from its extensive use of computers to apply science to its business beyond common transactional purposes. Finally, the authors analyze the business environment for the ‘emerging mega-vendors’ for IT services, examine relevant elements of their SWOT and make a few recommendations for new business models of a higher scientific intensity that leverage the ORMS-based servitizing of successful IT products and offer services that create measurable business value with reliability.

Architecting Enterprises for IT-Enabled Value Creation

2013 ◽  
pp. 87-112
Author(s):  
Siddhartha SenGupta
Keyword(s):  
Supply Chain ◽  
Performance Measures ◽  
Value Creation ◽  
Business Value ◽  
Subsequent Paper ◽  
It Services ◽  
Support Functions ◽  
External Relations ◽  
Level 1

In spite of rapid strides in evolving architecture processes that can help enterprises leverage IT for creating value, shortcomings are widely perceived. In this paper, the author discusses four points beginning with structuring the enterprise, partitioning enterprise capabilities, standardized core and support functions, and the internal and external relations contain the complexity of architecture initiatives and prioritize value-enhancing changes. Next, business value and its measurement is discussed. Although value is ultimately economic, it is difficult to measure. The author proposes an enhanced version of the standardized and functionally-partitioned Level 1 Performance Measures proposed by the Supply Chain Council. Maximizing returns from IT assets is then examined, with globalization increasing the complexities of scale and scope, the major benefits from IT are increasingly in deploying science to automate enterprise planning. Lastly, architecting for value, IT enabled Part II is addressed. A subsequent paper will study the application through a case study and share recommendations for IT services vendors.

Framework for IT Service Value Engineering

2011 ◽  
pp. 274-297 ◽  
Author(s):  
Claus-Peter Praeg
Keyword(s):  
Quality Management ◽  
Service Quality ◽  
Business Value ◽  
Value Engineering ◽  
Value Management ◽  
It Services ◽  
Service Value ◽  
It Service ◽  
Business Alignment ◽  
Service Quality Management

Managing the business value of IT-Services is an important aspect in the context of IT-Service quality management. This chapter introduced a framework for IT-Service value engineering and closes gaps in research and practical management in IT value management. The concept illustrates aspects of IT service value engineering and IT business alignment and the relation to IT service quality management. The Framework for IT service value engineering is made up of different management levels and a value engineering process. It integrates various concepts from IT and business value management in order to evaluate and improve the contribution of IT services towards overall business value.

Architecting Enterprises for IT-enabled Value Creation Part 1

2011 ◽  
Vol 2 (2) ◽  
pp. 21-44 ◽  
Author(s):  
Siddhartha SenGupta
Keyword(s):  
Supply Chain ◽  
Performance Measures ◽  
Value Creation ◽  
Business Value ◽  
Subsequent Paper ◽  
It Services ◽  
Support Functions ◽  
External Relations ◽  
Level 1

In spite of rapid strides in evolving architecture processes that can help enterprises leverage IT for creating value, shortcomings are widely perceived. In this paper, the author discusses four points beginning with structuring the enterprise, partitioning enterprise capabilities, standardized core and support functions, and the internal and external relations contain the complexity of architecture initiatives and prioritize value-enhancing changes. Next, business value and its measurement is discussed. Although value is ultimately economic, it is difficult to measure. The author proposes an enhanced version of the standardized and functionally-partitioned Level 1 Performance Measures proposed by the Supply Chain Council. Maximizing returns from IT assets is then examined, with globalization increasing the complexities of scale and scope, the major benefits from IT are increasingly in deploying science to automate enterprise planning. Lastly, architecting for value, IT enabled Part II is addressed. A subsequent paper will study the application through a case study and share recommendations for IT services vendors.

scholarly journals Information related service trade within firms: evidence from firm-level data in Germany

2021 ◽  
Author(s):  
Kurt A. Hafner ◽  
Jörn Kleinert
Keyword(s):  
Multinational Firms ◽  
Economies Of Scope ◽  
It Services ◽  
Firm Level ◽  
It Service ◽  
Level Data ◽  
Related Service ◽  
Foreign Affiliates ◽  
Knowledge Intensive ◽  
Parent Companies

AbstractMulti-unit firms have productivity advantages over competitors because of their use of a non-rival asset—firm-specific knowledge—in several units. Using knowledge-intensive services leads to economies of scope in production by multi-unit firms. Such headquarter are usually supplied by parent companies and serve to link different firm units. Headquarter services are difficult to quantify in statistics or surveys, except when they cross-borders and the exchange of services between MNEs and their offshore subsidiaries becomes apparent. This study therefore focuses on IT service imports to explain productivity differences among foreign affiliates of multinational firms in Germany. The authors base the analysis on the population of foreign multinational firms active in Germany and analyze what effect the import of IT services has on their productivity. They find that IT headquarter service flows have significant impacts on foreign affiliates’ productivity in general and US affiliates in particular. As the average IT-service flows (per firm and partner) from parent countries are significantly higher for US affiliates than non-US affiliates, they conclude that the import of IT services from the parent-company is a source of the productivity advantages of US affiliates in Germany.

scholarly journals An IT Service Management Literature Review: Challenges, Benefits, Opportunities and Implementation Practices

Information ◽  
2021 ◽  
Vol 12 (3) ◽  
pp. 111
Author(s):  
João Serrano ◽  
João Faustino ◽  
Daniel Adriano ◽  
Rúben Pereira ◽  
Miguel Mira da Silva
Keyword(s):  
Information Technology ◽  
Life Cycle ◽  
Literature Review ◽  
Service Provider ◽  
Service Management ◽  
It Service Management ◽  
It Services ◽  
It Service ◽  
Support Organizations ◽  
Management Literature

Information technology (IT) service management is considered a collection of frameworks that support organizations managing services. The implementation of these kinds of frameworks is constantly increasing in the IT service provider domain. The main objective is to define and manage IT services through its life cycle. However, from observing the literature, scarcely any research exists describing the main concepts of ITSM. Many organizations still struggle in several contexts in this domain, mainly during implementation. This research aims to develop a reference study detailing the main concepts related with ITSM. Thus, a systematic literature review is performed. In total, 47 articles were selected from top journals and conferences. The benefits, challenges, opportunities, and practices for ITSM implementation were extracted, critically analysed, and then discussed.

Internal GIG Ecosystem in IT/ITeS Organisations for Non-linear Growth

2021 ◽  
pp. 232209372110132
Author(s):  
Debolina Dutta ◽  
Prem Mirchandani ◽  
K. P. Anasha
Keyword(s):  
Employee Satisfaction ◽  
Linear Growth ◽  
Growth Models ◽  
Global Scale ◽  
Growth Trajectory ◽  
It Services ◽  
Industry Growth ◽  
It Service ◽  
Significant Contributor ◽  
Non Linear

The Indian IT/ITeS industry is a significant contributor to India’s GDP and has had an impressive growth trajectory. However, it continues to be plagued with talent shortages, managing employee satisfaction, growth aspirations and reducing attrition. COVID-19 has presented an unprecedented opportunity for IT service organisations to transform the established paradigm of working. The industry has been exploring non-linear growth models that address the talent demand-supply gap. With skilled talent shortage continuing to limit the industry growth, non-linear initiatives of growth are urgently required. We propose a model of ‘Internal Gig’ worker (I-GIG) for the IT services industry. The new I-GIG workforce would be providing non-linear outcomes without increasing costs significantly. We also argue that this model would be motivational for employees who opt for it, with commensurate reward motivations to engage them. Additionally, this model would enable the workanywhere, anytime and leverage talent availability on a global scale.

Agile or waterfall development: The Clementon Company dilemma

2021 ◽  
pp. 204388691987054
Author(s):  
Karthikeyan Chandran ◽  
Madhuchhanda Das Aundhe
Keyword(s):  
Market Research ◽  
Initial Study ◽  
Management Tool ◽  
It Services ◽  
It Infrastructure ◽  
It Service ◽  
Software Product ◽  
It Department ◽  
Significant Milestone

This case study documents the challenges faced by Iota Consultancy Services, an IT Service organization, as it simultaneously developed and deployed an IT Services Management software product for one of its premier clients, The Clementon Company. A leading market research firm, The Clementon Company had its footprints across the globe. Its recent acquisition of several smaller research agencies had created a complex IT landscape, in terms of the technologies adopted and the processes followed. In Iota Consultancy Services’ 10-year-old history, this engagement with The Clementon Company was a significant milestone, consisting of two parts—(1) Streamlining and standardizing The Clementon Company’s IT processes and (2) maintaining The Clementon Company’s organization-wide IT infrastructure. Iota Consultancy Services began this crucial assignment with an initial study to identify a product for the The Clementon Company’s IT department. Iota Consultancy Services, a rapidly growing player in the sector, had indigenously developed a few IT products, as well. It had an IT Services Management product called Helpdesk Management. Being the sole service provider for maintaining The Clementon Company’s entire IT infrastructure, Iota Consultancy Services felt that Helpdesk Management could be deployed as a single tool across the organization. However, until now, Helpdesk Management had never been deployed as a comprehensive IT Services Management product for any organization. This meant that Iota Consultancy Services needed to simultaneously enhance its Helpdesk Management tool by developing new features, and also deploy it for The Clementon Company. This was Iota Consultancy Services’ chance to earn a reputation as a successful product company, which would result in increased revenue. However, if things did not go well, Iota Consultancy Services could lose face forever. Iota Consultancy Services’ dilemma was whether it should propose Helpdesk Management as a tool for The Clementon Company, or not. At this juncture, everything depended on whether Iota Consultancy Services could successfully customize the Helpdesk Management tool to suit The Clementon Company’s requirements.

scholarly journals Social Media use and value creation in the digital landscape: a dynamic-capabilities perspective

2020 ◽  
Vol 31 (3) ◽  
pp. 313-343
Author(s):  
Aurora Garrido-Moreno ◽  
Víctor García-Morales ◽  
Stephen King ◽  
Nigel Lockett
Keyword(s):  
Social Media ◽  
Value Creation ◽  
Dynamic Capabilities ◽  
Media Use ◽  
Business Value ◽  
Customer Engagement ◽  
Social Media Use ◽  
Content Type ◽  
Social Media Tools ◽  
Dynamic Capabilities Perspective

PurposeAlthough Social Media use has become all-pervasive, previous research has failed to explain how to use Social Media tools strategically to create business value in today's increasingly digital landscapes. Adopting a dynamic capabilities perspective, this paper empirically examines the specific process through which Social Media use translates into better performance and the capabilities involved in this process.Design/methodology/approachA research model is proposed that includes both antecedents and consequences of Social Media use. Existing research was examined to derive the research hypotheses, which were tested using SEM methodology on a sample of 212 hotels.FindingsThe results show that Social Media use does not exert significant direct impact on organizational performance. Rather, the findings confirm the mediating role played by Social CRM and Customer Engagement capabilities in the value creation process.Practical implicationsThe results demonstrate how Social Media tools should be implemented and managed to generate business value in hotels. Implications yield interesting insights for hotel managersOriginality/valueThis study is a first attempt to analyze empirically the real impact of digital media technologies, particularly Social Media use, drawing on the dynamic capabilities perspective and focusing on service firms (hotels). Including the variable “Organizational Readiness” as a basic prerequisite to benefit from Social Media use enhances the study's novelty and contribution.

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