Articoli di riviste: "Business-driven IT management"

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Cannon, Fred. "Business‐driven management development". Journal of European Industrial Training 19, n. 2 (marzo 1995): 26–31. http://dx.doi.org/10.1108/eum0000000003987.

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Blumberg, Igor, e Nick Lin-Hi. "Business Case-Driven Management of CSR". Business and Professional Ethics Journal 33, n. 4 (2014): 321–50. http://dx.doi.org/10.5840/bpej201512620.

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Lu, Qinghua, Liming Zhu, Xiwei Xu, Vladimir Tosic, Dipesh Chauhan, Weishan Zhang e Daniel Sun. "A Unified Business-Driven Cloud Management Framework". IEEE Transactions on Services Computing 9, n. 6 (1 novembre 2016): 872–82. http://dx.doi.org/10.1109/tsc.2015.2428257.

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Rubio-Loyola, Javier, Gregorio Toscano-Pulido, Marinos Charalambides, Marisol Magaña-Aguilar, Joan Serrat-Fernández, George Pavlou e Hiram Galeana-Zapién. "Business-driven policy optimization for service management". International Journal of Network Management 25, n. 2 (20 febbraio 2015): 113–40. http://dx.doi.org/10.1002/nem.1886.

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Chowdhary, P., K. Bhaskaran, N. S. Caswell, H. Chang, T. Chao, S. K. Chen, M. Dikun et al. "Model Driven Development for Business Performance Management". IBM Systems Journal 45, n. 3 (2006): 587–605. http://dx.doi.org/10.1147/sj.453.0587.

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Brenner, Michael, Thomas Schaaf e Mauro Tortonesi. "Business-Driven IT Management Coming of Age". Journal of Network and Systems Management 21, n. 2 (9 dicembre 2012): 326–33. http://dx.doi.org/10.1007/s10922-012-9256-y.

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Gailly, Frederik, e Guido L. Geerts. "Ontology-Driven Business Rule Specification". Journal of Information Systems 27, n. 1 (1 febbraio 2013): 79–104. http://dx.doi.org/10.2308/isys-50428.

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ABSTRACT Discovering business rules is a complex task for which many approaches have been proposed including analysis, extraction from code, and data mining. In this paper, a novel approach is presented in which business rules for an enterprise model are generated based on the semantics of a domain ontology. Starting from an enterprise model for which the business rules need to be defined, the approach consists of four steps: (1) classification of the enterprise model in terms of the domain ontology (semantic annotation), (2) matching of the enterprise model constructs with ontology-based Enterprise Model Configurations (EMCs), (3) determination of Business Rule Patterns (BRPs) associated with the EMCs, and (4) use of the semantic annotations to instantiate the business rule patterns; that is, to specify the actual business rules. The success of this approach depends on two factors: (1) the existence of a semantically rich domain ontology, and (2) the strength of the knowledge base consisting of EMC-BRP associations. The focus of this paper is on defining and illustrating the new business rule discovery approach: Ontology-Driven Business Rule Specification (ODBRS). The domain of interest is enterprise systems, and an extended version of the Resource-Event-Agent Enterprise Ontology (REA-EO) is used as the domain ontology. A small set of EMC-BRP associations—i.e., an example knowledge base—is developed for illustration purposes. The new approach is demonstrated with an example.

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PYNNÖNEN, MIKKO, JUKKA HALLIKAS e PAAVO RITALA. "MANAGING CUSTOMER-DRIVEN BUSINESS MODEL INNOVATION". International Journal of Innovation Management 16, n. 04 (18 luglio 2012): 1250022. http://dx.doi.org/10.1142/s1363919612003836.

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The Information and Communications Technology (ICT) industry is now reaching saturation point in terms of growth, and constantly increasing demand for services can no longer be taken for granted. Customers have lot of options, and firms have to compete for business ever more intensely. In order to provide evidence of best practices in such environments, this paper reports a case study on customer-driven business model innovation. The resulting four-phase process framework is based on findings from a Pan-Nordic ICT service provider's recently implemented R&D project. On the theoretical level, the framework builds on the value-network and resource-based approaches, whereas in practice it may be useful to firms intending to innovate and redesign their business model in an attempt to provide superior customer value.

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Müller, Sune, e Mads Hundahl. "IT-Driven Business Model Innovation". International Journal of E-Business Research 14, n. 2 (aprile 2018): 14–38. http://dx.doi.org/10.4018/ijebr.2018040102.

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Information technology enables disruptive innovations, causing paradigm shifts in how companies do business. IT allows companies to break with traditional business models and management thinking. This article explores IT-driven business model innovations empirically by examining how 343 Danish companies use IT to innovate their existing businesses. This systematic review of extant literature using the Business Model Canvas as an analytical framework to answer the research question; how does IT drive business model innovation? Through an exploratory factor analysis this article observes the underlying structure of IT-driven business model innovation, identifying three innovation sources: customers, infrastructures, and supply chains. The three sources demonstrate where and how innovation is most likely to occur, and how it may spread to other parts of the business model. This paper presents a framework for understanding the impact of IT on business models, providing researchers and practitioners with empirically based knowledge on how to leverage IT for business model innovation.

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Wang, Lidong, e Cheryl Ann Alexander. "Big Data Driven Supply Chain Management and Business Administration". American Journal of Economics and Business Administration 7, n. 2 (1 febbraio 2015): 60–67. http://dx.doi.org/10.3844/ajebasp.2015.60.67.

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Lawton, Anne. "USING A MANAGEMENT DRIVEN MODEL TO TEACH BUSINESS LAW". Journal of Legal Studies Education 15, n. 2 (giugno 1997): 211–35. http://dx.doi.org/10.1111/j.1744-1722.1997.tb00072.x.

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Rolland, Nicolas. "Knowledge management in the business driven action learning process". Journal of Management Development 25, n. 9 (ottobre 2006): 896–907. http://dx.doi.org/10.1108/02621710610692061.

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Krumeich, Julian, Benjamin Weis, Dirk Werth e Peter Loos. "Event-Driven Business Process Management: where are we now?" Business Process Management Journal 20, n. 4 (luglio 2014): 615–33. http://dx.doi.org/10.1108/bpmj-07-2013-0092.

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Cox, Howard, e Simon Mowatt. "Consumer‐driven innovation networks and e‐business management systems". Qualitative Market Research: An International Journal 7, n. 1 (marzo 2004): 9–19. http://dx.doi.org/10.1108/13522750410512840.

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Ennas, Gianfranco, Battista Biggio e Maria Chiara Di Guardo. "Data-driven journal meta-ranking in business and management". Scientometrics 105, n. 3 (28 settembre 2015): 1911–29. http://dx.doi.org/10.1007/s11192-015-1751-y.

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HRUBY, PAVEL, e JOHANNES BUDER. "Model-Driven Design Using Business Patterns". Journal of Information Systems 25, n. 1 (1 marzo 2011): 213–15. http://dx.doi.org/10.2308/jis.2011.25.1.213.

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Ruokonen, A., T. Kokko e T. Systä. "Scenario-driven approach for business process development". International Journal of Business Process Integration and Management 6, n. 1 (2012): 77. http://dx.doi.org/10.1504/ijbpim.2012.047892.

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Lubke, Daniel, Tim Luecke, Kurt Schneider e Jorge Marx Gomez. "Using event-driven process chains for model-driven development of business applications". International Journal of Business Process Integration and Management 3, n. 2 (2008): 109. http://dx.doi.org/10.1504/ijbpim.2008.020974.

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Daraban, Marius Costin. "BUSINESS VALUE CREATED BY MANAGEMENT ACCOUNTING". CBU International Conference Proceedings 6 (24 settembre 2018): 76–80. http://dx.doi.org/10.12955/cbup.v6.1136.

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Porter stated in his value chain concept that business support activities are contributing to the value creation process of a business organization. In the “classical view” business support activities are considered as indirect productive and not having a clear and direct contribution to the business organization value chain. The information age has enabled and leveraged business support activities to become decisive contributors to the value creation process of any business. Can this value contribution be somehow determined or quantified? Management accounting is a classical business support activity that contributes to the business organization value chain. Through usage of value management and value driven performance indicators, the value contribution can be determined and quantified. The present paper is highlighting one possible alternative to determine the value contribution by using indicators like economic value added and economic profit. The value-based approach is putting indirect productive business activities into a new position, the one of a clear and important business value creator that cannot be ignored in the 21st century, a century driven by data, a nd information and knowledge that can sustain a decisive sustainable competitive advantage.

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Nurcan, Selmin, Anne Etien, Rim Kaabi, Iyad Zoukar e Colette Rolland. "A strategy driven business process modelling approach". Business Process Management Journal 11, n. 6 (dicembre 2005): 628–49. http://dx.doi.org/10.1108/14637150510630828.

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Györy, Andreas, Anne Cleven, Falk Uebernickel e Walter Brenner. "Finding Balanced Scorecards for Business Driven IT Service Portfolio Management". International Journal of IT/Business Alignment and Governance 3, n. 1 (gennaio 2012): 63–78. http://dx.doi.org/10.4018/jitbag.2012010104.

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During the last decades information technology (IT) management has changed. Starting from being a costly and rare resource, IT has evolved into a vital enabler for almost any kind of business today. This development demands for highly flexible management concepts allowing the business to actively control and govern IT performance. A widely used approach for multi-dimensional performance measurement in the context of IT management is the Balanced Scorecard (BSC). The authors aim at investigating the state of the art of IT BSC use through a comprehensive literature analysis. They also evaluate the adaptability of the different types of this concept to the most recent developments in IT management.

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Mitchell, George, D. Caminer, J. Aris, P. Hermon e F. Land. "The World's First Business Computer: User-Driven Innovation." Journal of the Operational Research Society 48, n. 2 (febbraio 1997): 227. http://dx.doi.org/10.2307/3010366.

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Caminer, D., J. Aris, P. Hermon e F. Land. "The World’s First Business: Computer User-Driven Innovation". Journal of the Operational Research Society 48, n. 2 (febbraio 1997): 227–28. http://dx.doi.org/10.1057/palgrave.jors.2600359.

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Junaid Ahmad, Ali. "A mechanisms-driven theory of business incubation". International Journal of Entrepreneurial Behavior & Research 20, n. 4 (27 maggio 2014): 375–405. http://dx.doi.org/10.1108/ijebr-11-2012-0133.

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Purpose – Following recommendations by scholars for further research on the business incubation process, the purpose of this paper is to build new theory on incubation using the social mechanisms approach – a well-developed body of theory on social processes. Design/methodology/approach – A critical review of dominant theoretical approaches in the area highlighted that researchers in the past have not studied incubation as a social “process.” In order to study a social process such as incubation, a case is made for the value of social mechanisms theory. In order to study incubation as a social mechanism, an inductive-qualitative research design based on ethnography was used. Data were collected over six months each at two Dublin-Ireland-based business incubators. Findings – Results highlight the significant role of a positive relational bond between the incubator manager and client entrepreneurs. Incubation is triggered in a sophisticated normative environment under the prevalence of ground rules, subtle signals and the interplay of personal histories. These contribute to the incubation mechanism's non-linearity, thereby, making the prediction of outcomes difficult. Originality/value – A contribution of this research comes in the form of a new conceptualization of incubation based in mechanisms reasoning. The mechanisms approach was found to be versatile and helped in extending the work of previous researchers who proposed advancements in the area based on dyadic theory, social capital theory and social network theory. Further, a new, and it is argued, more fruitful direction for incubation process-related research is also highlighted; one which takes on board the often glossed over idiosyncrasies of incubation as a social mechanism for promoting early stage entrepreneurship.

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Windahl, Charlotta. "Understanding solutions as technology-driven business innovations". Journal of Business & Industrial Marketing 30, n. 3/4 (1 maggio 2015): 378–93. http://dx.doi.org/10.1108/jbim-11-2013-0253.

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Purpose – This paper aims to provide a better understanding of the innovation challenges firms face when developing and commercialising solutions in the capital goods sector; challenges related to the interdependencies between the supplier/innovator and the customers, as well as the solution’s impact on their competencies and activities. Design/methodology/approach – This paper draws upon the emerging body of literature on solutions and established frameworks within innovation management literature. It explores a real-time longitudinal case study of “Alpha” (an international specialist in centrifugal separation, heat exchange and fluid handling), including an R&D project, the project’s transformation into an internal corporate venture and the years of the venture up until its integration into the corporate. Findings – This paper characterises solutions as involving product and business innovation. By clarifying the differences between how the solution affects the customers and the suppliers, the use of the proposed framework develops a deeper understanding of the obstacles and difficulties involved in solution innovation. Research limitations/implications – Although some customers were interviewed in this study, a more in-depth study of the customers and the actors within the business network would provide further insight into solution innovations. Merging the two discussions on co-creation and role of users in innovation could provide an avenue for fruitful research within this area. Practical implications – This paper provides a framework for deconstructing solution innovation, enabling detailed comparison between the innovation’s impact on both suppliers’ and customer’s competencies. Such a tool is helpful for increased understanding of how to facilitate internal and external acceptance for a disruptive and radical business innovation. Originality/value – This paper links the development and commercialisation of solutions with established innovation frameworks. Understanding solutions as technology-driven business innovations provides a multifaceted and complex perspective on solutions and contributes to better understanding of radical business innovations.

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Jansson, Åse, Fredrik Nilsson e Birger Rapp. "Environmentally driven mode of business development: a management control perspective". Scandinavian Journal of Management 16, n. 3 (settembre 2000): 305–33. http://dx.doi.org/10.1016/s0956-5221(99)00022-6.

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Kirchmer, Mathias, Sigfredo Laengle e Victor Masias. "Transparency-Driven Business Process Management in Healthcare Settings [Leading Edge]". IEEE Technology and Society Magazine 32, n. 4 (2013): 14–16. http://dx.doi.org/10.1109/mts.2013.2286427.

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Maciel, Paulo Ditarso, Francisco Brasileiro, Ricardo Araújo Santos, David Candeia, Raquel Lopes, Marcus Carvalho, Renato Miceli, Nazareno Andrade e Miranda Mowbray. "Business-driven short-term management of a hybrid IT infrastructure". Journal of Parallel and Distributed Computing 72, n. 2 (febbraio 2012): 106–19. http://dx.doi.org/10.1016/j.jpdc.2011.11.001.

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Zusman, Edie E. "Decision-Driven Change Management: A Model From Business for Healthcare". Neurosurgery 67, n. 4 (1 ottobre 2010): N21—N22. http://dx.doi.org/10.1227/01.neu.0000389737.78190.1c.

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Kuo, Jong-Yih. "A document-driven agent-based approach for business processes management". Information and Software Technology 46, n. 6 (maggio 2004): 373–82. http://dx.doi.org/10.1016/j.infsof.2003.08.002.

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Fitó, J. Oriol, e Jordi Guitart. "Business-driven management of infrastructure-level risks in Cloud providers". Future Generation Computer Systems 32 (marzo 2014): 41–53. http://dx.doi.org/10.1016/j.future.2012.05.008.

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Bidyarthi, H. M. Jha, S. M. Mishra, M. A. Dande, P. M. Kuchar e A. K. Shrivastava. "Innovation-Driven Business Case of Hanuman Vitamin". Journal of Business Administration Research 8, n. 2 (26 novembre 2019): 30. http://dx.doi.org/10.5430/jbar.v8n2p30.

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The proverbial saying – “to have mango at the coronel’s price” - fits exactly true in case of Hanuman Vitamin Foods Ltd., Khamgaon, a Public company established in the year 1966 which produced oil cake from the stone of the mango. This uniquely innovated venture went on to add production of Sal Seed oil, Kokum oil, Dhupa Seed oil, Illepe Nuts (from Indonesia) oil and Shea Nuts (from West African countries) oil through ultra modern plants/process manufacturing De Oiled Cake (DOC) and Cocoa Butter Equivalence (CBE) and exported them to Japan, Italy, Switzerland and all European countries except US. The company became number one Indian manufacturer and exporter of these products and grew in scale and expanded by setting up a new plant at Raipur in the State of Chattisgarh. However, in 2002 – 2003, Hanuman Vitamin Foods Ltd. had to apply to the then Board of Industrial and Financial Reconstruction (BIFR) – now National Company Law Tribunal (NCLT) - for being declared as sick unit and for obtaining government assistance under insolvency and bankruptcy code for its revival. And it finally stopped production in the year 2008 after which the financer banks took the possession of the company through Asset Management Company. The steep rise and fall of Hanuman Vitamin unfolds a host of significant management lessons in innovation and entrepreneurship.

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Bennett, Victor Manuel, Lamar Pierce, Jason A. Snyder e Michael W. Toffel. "Customer-Driven Misconduct: How Competition Corrupts Business Practices". Management Science 59, n. 8 (agosto 2013): 1725–42. http://dx.doi.org/10.1287/mnsc.1120.1680.

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Trabucchi, Daniel, Tommaso Buganza, Laurent Muzellec e Sébastien Ronteau. "Platform‐driven innovation: Unveiling research and business opportunities". Creativity and Innovation Management 30, n. 1 (2 febbraio 2021): 6–11. http://dx.doi.org/10.1111/caim.12428.

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Roos, Inger, Anders Gustafsson e Bo Edvardsson. "Defining relationship quality for customer‐driven business development". International Journal of Service Industry Management 17, n. 2 (marzo 2006): 207–23. http://dx.doi.org/10.1108/09564230610657006.

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Kallio, Jukka, Markku Tinnilä e Anne Tseng. "An international comparison of operator‐driven business models". Business Process Management Journal 12, n. 3 (maggio 2006): 281–98. http://dx.doi.org/10.1108/14637150610667962.

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Kearsey, B. "Challenge for Europe: ‘managed’ business driven standardisation". Engineering Management Journal 6, n. 1 (1996): 25. http://dx.doi.org/10.1049/em:19960104.

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Westerhoff, Frank, e Martin Hohnisch. "A note on interactions-driven business cycles". Journal of Economic Interaction and Coordination 2, n. 1 (13 dicembre 2006): 85–91. http://dx.doi.org/10.1007/s11403-006-0017-4.

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Lim, Amy Hui Lan, e Chien Sing Lee. "Integrated model-driven business evaluation methodology for strategic planning". International Journal of Business Information Systems 3, n. 4 (2008): 333. http://dx.doi.org/10.1504/ijbis.2008.018037.

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Hillemann, Jenny, e Alain Verbeke. "Efficiency-driven, comparative institutional analysis in international business". Multinational Business Review 23, n. 3 (21 settembre 2015): 188–99. http://dx.doi.org/10.1108/mbr-06-2015-0023.

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Purpose – This paper aims to apply internalization theory in the context of economic efficiency-driven institutions interacting with societal institutions that pursue broader goals. Design/methodology/approach – The analysis builds upon Buckley and Boddewyn’s (2015, this issue) recent work on the perceived need for multinational enterprises (MNEs) to supply public goods outside of their sphere of technical competences. This paper proposes a more restrictive approach: external markets will only be internalized if, on balance, the efficiency benefits of internalization outweigh its costs at the firm level, in line with orthodox internalization theory. Findings – MNEs replacing the activities of failing (or even absent) public sector institutions is a business phenomenon commonly observed in less developed economies. However, positive distributional effects and societal externalities without the required efficiency benefits at the firm level are insufficient for MNEs’ supply to occur. Practical implications – Managerial decisions in the internalization sphere will be guided by the transactional characteristics of the MNEs’ firm-specific advantages (FSAs) and the requisite complementary resources held by host country economic actors. Internalization theory thinking suggests applying various, specific principles to assess in a comparative institutional fashion whether “diversification” into supplying public goods will serve the MNEs’ efficiency goals, namely, the “cost of entry” test, the “better-off” test and the “value capture” test. Originality/value – Internalization theory provides a solid, efficiency-driven rationale to guide MNE choices on which activities the firm will conduct internally. The nature of the MNEs FSAs and the most efficient, feasible option to bundle firm-level resources and locally held resources in host environments are critical to these choices.

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Tunisini, Annalisa, e Roberta Sebastiani. "Innovative and networked business functions: customer-driven procurement". Journal of Business & Industrial Marketing 30, n. 3/4 (1 maggio 2015): 302–11. http://dx.doi.org/10.1108/jbim-06-2014-0118.

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Purpose – This paper aims to highlight the evolving and articulated role of purchasing as a “mediator” between the company’s customers and suppliers, thus showing the opportunities connected to the evolution of purchasing from a business function to a strategic business for companies. Design/methodology/approach – The paper reports on an in-depth analysis to investigate the case of IBM, which turned to the offering of services to transform itself from a pure product manufacturer into an outstanding service provider. Findings – The paper shows that as the company’s business strategy becomes focused on client value, its success is strongly dependent on the development of a customer-driven procurement. The evolution of the role of procurement is accompanied by the growing integration between the company’s procurement and sales functions, as well as by the growing interconnection and interaction between the procurement function and the company’s clients. Originality/value – The paper applies the conceptual approach and theoretical tools connected to servitization and procurement development processes to an innovative case study. The results make possible original suggestions both for literatures and management practices.

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Shreffler, Megan B. "Sport Analytics: A Data-Driven Approach to Sport Business and Management". International Journal of Sport Communication 10, n. 3 (settembre 2017): 421–22. http://dx.doi.org/10.1123/ijsc.2017-0069.

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Ilvonen, Ilona, Jari J. Jussila e Hannu Kärkkäinen. "Towards a Business-Driven Process Model for Knowledge Security Risk Management". International Journal of Knowledge Management 11, n. 4 (ottobre 2015): 1–18. http://dx.doi.org/10.4018/ijkm.2015100101.

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The purpose of this paper is to introduce a model to manage knowledge security risks in organizations. Knowledge security risk management is a sensemaking process that should be carried out by managers, and the proposed model works as a tool for the sensemaking process. The model is illustrated with an analytical case example. The process model helps to identify knowledge security risks and provides a comprehensive approach to evaluating and balancing the costs and benefits of knowledge sharing and knowledge risk management. The paper addresses calls for research on the emerging topic of knowledge security and the important topic of new knowledge sharing tools from the combined perspectives of business benefits and risk management. The results presented in this paper are preliminary and conceptual, and further research on the topic is suggested. The process model proposed in this paper can be a valuable tool for practitioners aiming to develop knowledge sharing practices in companies, and at the same time need to consider the security of knowledge.

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Gangadharan, G. R., e Paul Oude Luttighuis. "BHive: A reference framework for business-driven service design and management". Journal of Service Science 2, n. 1 (giugno 2010): 81–110. http://dx.doi.org/10.1007/s12927-010-0004-0.

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Sas, Corina. "Research knowledge transfer through business‐driven student assignment". Education + Training 51, n. 8/9 (20 novembre 2009): 707–17. http://dx.doi.org/10.1108/00400910911005253.

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Mahadevan, Kumaraguru. "Culture driven regeneration (CDR): a conceptual business improvement tool". TQM Journal 29, n. 2 (13 marzo 2017): 403–20. http://dx.doi.org/10.1108/tqm-05-2015-0061.

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Purpose The purpose of this paper is to present the research carried out on a conceptual approach in business improvement termed as culture driven regeneration (CDR). The research positions CDR as business improvement tool that leverages organizational learning, organization culture and corporate knowledge in implementing changes. The CDR concept is positioned half way between business process re-engineering (BPR) that thrives on radical design and process changes, and total quality management (TQM) that takes the slow and incremental approach to improvement. CDR regenerates the processes in the journey to business improvement. Design/methodology/approach A structured and a comprehensive literature review were carried out on BPR and TQM in the context of leadership, organization learning, organizational learning and corporate knowledge. The review confirmed that TQM and BPR are connected to the four areas. This connection led to the conceptualization that organizations deploy culture and corporate knowledge to drive business improvement. Organization culture and knowledge was quantified based on previous research in this area and methods applied in other research studies relating to benchmarking. There are no empirical analyses included in this paper, however knowledge and culture were given scores in illustrating the CDR concept. Findings This conceptual paper has pointed out that organization culture, knowledge, organizational learning and leadership are important components of a business improvement tool such as BPR and TQM. The CDR concept leverages those components and draws on the organization’s corporate culture to enable change. Research limitations/implications Additional empirical studies are required on various types of industries, organization cultures, organization structures and professions to establish more robust scores for knowledge and culture applied in the CDR concept. The concept could be further expanded into a framework that could be applied across a number of industries. Originality/value The CDR concept is a business improvement tool that enables organizations to leverage their existing culture in driving change. The concept is built up on the existing relationship BPR and TQM has with organization learning, organization culture, corporate knowledge and the quantification of culture and knowledge.

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Esslinger, Hartmut. "Sustainable design: beyond the innovation-driven business model". IEEE Engineering Management Review 41, n. 2 (2013): 68–71. http://dx.doi.org/10.1109/emr.2013.6601092.

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Dezi, Luca, Gabriele Santoro, Heger Gabteni e Anna Claudia Pellicelli. "The role of big data in shaping ambidextrous business process management". Business Process Management Journal 24, n. 5 (3 settembre 2018): 1163–75. http://dx.doi.org/10.1108/bpmj-07-2017-0215.

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Purpose The purpose of this paper is to explore how big data can shape ambidextrous business process management (BPM) in terms of exploitation and exploration. Design/methodology/approach A qualitative methodology involving case studies has been chosen to explore the impact of big data deployment on exploitative and explorative business processes. Findings The results of case studies offer some opportunities and challenges for service firms related to both the exploitative and the explorative aspects of BPM driven by big data. Originality/value The deployment of big data in business processes has attracted a large amount of interest recently. However, these studies are mostly conceptual, so empirical research about this complex relationship is quite rare, especially research with specific arguments regarding exploitative and explorative activities. This paper aims to fill this gap by offering empirical evidence for big data-driven business processes.

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Berman, Saul J., e Jeff Hagan. "How technology‐driven business strategy can spur innovation and growth". Strategy & Leadership 34, n. 2 (marzo 2006): 28–34. http://dx.doi.org/10.1108/10878570610700848.

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Stelling, Mark Thomas, Rajkumar Roy, Ashutosh Tiwari e Basim Majeed. "Evaluation of business processes using probability-driven activity-based costing". Service Industries Journal 30, n. 13 (novembre 2010): 2239–60. http://dx.doi.org/10.1080/02642060802706972.

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