Successful companies must continuously adapt to changing business conditions and requirements to defend their competitive advantages and to develop them for the future.1 A modern corporate information system (IS) strategy to support the required flexibility is indispensable. One way of reducing the increasing complexity of many products and value-added processes is modularization.2 A company concentrates on modules corresponding to its own core competencies,3 and establishes networks with partnering companies, who fill the remaining links in the value chain. Moreover, innovations of new information and communication technologies (ICT) not only accelerate the development of new products, value-added processes and value chains, but also support the management of these new organizational forms and business strategies. The integration of data, functions and processes is an essential step in the development towards a fully automated enterprise — which is considered as the long-term goal of IS research. I support the assumption of Scheer that the era of rigid monolithic Enterprise Resource Planning (ERP) systems has passed. Service Oriented Architectures (SOA) might be a viable solution as an IS architecture approach in which both previously established and newly developed applications are encapsulated as services that can be flexibly integrated into a business process, even spanning company borders.


Motion Picture Service Orient Architecture Project Network Digital Cinema Motion Picture Industry 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. 4.
    See Picot/ Reichwald/ Wiegand (2003) pp. 287.Google Scholar
  2. 5.
    See Reichwald/ Wiegand (2003) Ibid. pp. 522, and Picot/Hass (2002).Google Scholar
  3. 6.
    See Mertens/ Bodendorf/ König, et al. (2004), pp. 4.Google Scholar
  4. 7.
    See Brocke (2003) p. 4, and Scheer (2002), p. 9.Google Scholar
  5. 8.
    See Kagermann/ Österle (2006) pp. 235.Google Scholar
  6. 12.
    Schumann/ Hess (2002) pp. 63 concentrates on the production, bundling and distribution phases. Zerdick/Picot/Schrape, et al. (2000) pp. 55 also integrates the recipient into the value chain. This is a relevant aspect when observing the motion picture industry.Google Scholar
  7. 13.
    See Schumann/ Hess (2002) pp. 6.Google Scholar
  8. 27.
    See Wiegand/ Mertens/ Bodendorf, et al. (2003), pp. 9, Ferstl/Sinz (2001), pp. 1, Becker (1995), pp. 133, Scheer (1997) pp. 1, and Krcmar (2003), pp. 25.Google Scholar
  9. 28.
    See Schütte (1998), pp. 10. For a reflection on the differences in German and Anglo-American IS research approaches see e.g. Löwer (2005) pp. 8.Google Scholar
  10. 29.
    See Brocke (2003), pp. 2.Google Scholar
  11. 30.
    See Ibid., pp. 15, Becker/Pfeiffer (2006), pp. 3, Schwegmann (1999), pp. 7, and Schlagheck (1999), pp. 52.Google Scholar
  12. 31.
    Based on Kugeler (2000) p. 4, Hansmann (2003) p. 7.Google Scholar
  13. 33.
    See Brocke (2003) pp. 26.Google Scholar
  14. 34.
    See Mertens/ Bodendorf/ König, et al. (2004) pp. 171.Google Scholar
  15. 35.
    See Krcmar (2003) pp. 28.Google Scholar
  16. 36.
    See Tzouvaras (2003) pp 5, Brocke (2003) pp.31.Google Scholar
  17. 37.
    See Brocke (2003) pp. 31, Becker/Pfeiffer (2006) pp. 3, Becker/Delfmann (2004) pp. 1.Google Scholar
  18. 38.
    See Chmielewicz (1994) pp. 101, Becker/Delfmann (2004) pp. 9, Tzouvaras (2003) pp. 5, Brocke (2003) pp. 31, Schwegmann (1999) pp. 53.Google Scholar
  19. 39.
    See Yin (2003b) pp. 1, Yin (2003a) pp. 4, Remus (2002) pp. 7.Google Scholar
  20. 40.
    See Remus (2002) pp. 7, Hess (1996) pp. 4.Google Scholar
  21. 41.
    Remus (2002) pp. 7Google Scholar

Copyright information

© Gabler | GWV Fachverlage GmbH, Wiesbaden 2008

Personalised recommendations