Advertisement

A Case Study on Enterprise Transformation in a Medium-Size Japanese IT Service Provider: Business Process Change from the Ontological Perspective

  • Sanetake Nagayoshi
Conference paper
Part of the Lecture Notes in Business Information Processing book series (LNBIP, volume 146)

Abstract

Organizational change and transformation is an important research topic that attracts the attention of many researchers and practitioners in organization research. This paper describes several case studies of applying DEMO in enterprise transformation. The enterprise transformation of divisions in Company A is analyzed to examine the relationship between Product-Market Growth Grid and business process change from the ontological perspective. The results indicate that (1) it is not always necessary to change the ontological level of business process in market development, (2) it is necessary to change the ontological level of business process in product development, and (3) it is necessary to reengineer the ontological level of business process in diversification. The generalizability of these results can be ascertained with more studies in future.

Keywords

Business Process Change Enterprise Transformation Product- Market Grid Ontological View DEMO 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. 1.
    Ansoff, I.: Corporate Strategy. McGraw-Hill, New York (1965)Google Scholar
  2. 2.
    Dietz, J.: Enterprise Ontology: Theory and Methodology. Springer-Verlag New York Inc., New York (2006)CrossRefGoogle Scholar
  3. 3.
    Rouse, W.B.: A theory of enterprise transformation. Systems Engineering 8(4) (2005)Google Scholar
  4. 4.
    Op ’t Land, M., Proper, E., Waage, M., Cloo, J., Steghuis, C.: Enterprise architecture: Creating value by informed governance. Springer (2009)Google Scholar
  5. 5.
    Op ’t Land, M., Dietz, J.L.G.: Benefits of enterprise ontology in governing complex enterprise transformations. In: Albani, A., Aveiro, D., Barjis, J. (eds.) EEWC 2012. LNBIP, vol. 110, pp. 77–92. Springer, Heidelberg (2012)CrossRefGoogle Scholar
  6. 6.
    Miles, R., Snow, C., Meyer, A., Coleman Jr., H.: Organizational Strategy, Structure, and Process. The Academy of Management Review 3(3), 546–562 (1978)Google Scholar
  7. 7.
    Hamel, G., Prahalad, C.K.: Thinking differently. Business Quarterly 59(4), 22–35 (1995)Google Scholar
  8. 8.
    Hammer, M., Champy, J.: Re-engineering the Corporation: A Manifesto for a Business Revolution. Harper, New York (1993)Google Scholar
  9. 9.
    Davenport, T.H., Short, J.E.: The new industrial engineering: Information technology and business process redesign. Sloan Management Review 31(4), 11–27 (1990)Google Scholar
  10. 10.
    Cole, R.: Reengineering the corporation: A review essay. Quality Management Journal 1(4), 77–85 (1994)Google Scholar
  11. 11.
    Mumford, E.: New treatments or old remedies: Is business process reengineering really socio-technical design? Journal of Strategic Information Systems 3(4), 313–326 (1994)CrossRefGoogle Scholar
  12. 12.
    Guha, S., Kettinger, W., Teng, J.: Business Process Reengineering: Building a Comprehensive Methodology. Information Systems Management 10(3), 13–22 (1993)CrossRefGoogle Scholar
  13. 13.
    Mintzberg, H., Ahlstrand, B., Lampel, J.: Strategy Safari: A Guided Tour through the Wilds of Strategic Management. Prentice-Hall, New York (1998)Google Scholar
  14. 14.
    Wernerfelt, B.: A resource-based view of the firm. Strategic Management Journal 5(2), 171–180 (1984)CrossRefGoogle Scholar
  15. 15.
    Wernerfelt, B.: The resource-based view of the firm: ten years after. Strategic Management Journal 16(3), 171–174 (1995)CrossRefGoogle Scholar
  16. 16.
    Prahalad, C.K., Hamel, G.: The core competence of the corporation. Harvard Business Review 68(3), 79–91 (1990)Google Scholar
  17. 17.
    Teece, D.J., Pisano, G., Shuen, A.: Dynamic capabilities and strategic management. Strategic Management Journal 18(7), 509–533 (1997)CrossRefGoogle Scholar
  18. 18.
    Nagayoshi, S., Liu, Y., Iijima, J.: A study of the patterns for reducing exceptions and improving business process flexibility. In: Albani, A., Aveiro, D., Barjis, J. (eds.) EEWC 2012. LNBIP, vol. 110, pp. 61–76. Springer, Heidelberg (2012)CrossRefGoogle Scholar
  19. 19.
    Drucker, P.: Long-range planning. Management Science 13(2), 238–249 (1959)CrossRefGoogle Scholar
  20. 20.
    Andrews, K.R.: The Concept of Corporate Strategy. Dow Jones-Irwin, Homewood (1987)Google Scholar
  21. 21.
    von Halle, B.: Business Rules Applied: Building Better Systems Using the Business Rules Approach. John Wiley & Sons, Inc., New York (2002)Google Scholar
  22. 22.
    Maglio, P., Srinivasan, Kreulen, J.T., Spohrer, J.: Service systems, service scientists, SSME and innovation. Communications of the ACM 49(7), 81–85 (2006)CrossRefGoogle Scholar
  23. 23.
    Fiol, C.M., Lyles, M.A.: Organizational learning. The Academy of Management Review 10(4), 803–813 (1985)Google Scholar
  24. 24.
    Nonaka, I., Takeuchi, H.: The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press, New York (1995)Google Scholar
  25. 25.
    Slater, S.F., Narver, J.C.: Market Orientation and the Learning Organization. Journal of Marketing 59(3), 63–74 (1995)CrossRefGoogle Scholar
  26. 26.
    Liu, Y., Nagayoshi, S., Iijima, J.: Innovative Transformation In a Knowledge Intensive Industry: A Case Study of an Organizational Learning Based Enterprise. In: International Conference on Inclusive Innovation and Innovative Management (2012)Google Scholar
  27. 27.
    Miller, A., Friesen, P.: A longitudinal study of the corporate life cycle. Management Science 30, 1161–1183 (1984)CrossRefGoogle Scholar
  28. 28.
    Greiner, L.E.: Evolution and revolution as organizations grow. Harvard Business Review (July/August 1972)Google Scholar
  29. 29.
    Bettis, R.A., Prahalad, C.K.: The Dominant logic: retrospective and extension. Strategic Management (16) (1995)Google Scholar
  30. 30.
    Aveiro, D.S.: G.O.D. (Generation, Operationalization & Discontinuation) and Control (sub)organizations: A DEMO based approach for continuous real-time management of organizational change caused by exceptions. UTL, Lisbon (2010)Google Scholar
  31. 31.
    Pombinho, J., Tribolet, J.: Service system design and engineering – A value-oriented approach based on DEMO. In: Snene, M. (ed.) IESS 2012. LNBIP, vol. 103, pp. 243–257. Springer, Heidelberg (2012)CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2013

Authors and Affiliations

  • Sanetake Nagayoshi
    • 1
  1. 1.Department of Industrial Engineering and Management, Graduate School of Decision Science and TechnologyTokyo Institute of TechnologyMeguro-KuJapan

Personalised recommendations