650 Management
Refine
Document Type
- Book chapter (13) (remove)
Is part of the Bibliography
- yes (13)
Institute
- Informatik (13) (remove)
Publisher
- Springer (5)
- Haufe (3)
- Springer Gabler (3)
- Haufe Group (1)
- IGI Global (1)
Since half a decade, there has been an increasing interest in Robotic Process Automation (RPA) by business firms. However, academic literature has been lacking attention to RPA, before adopting the topic to a larger extent. The aim of this study is to review and structure the latest state of scholarly research on RPA. This chapter is based on a systematic literature review that is used as a basis to develop a conceptual framework to structure the field. Our study shows that some areas of RPA have been extensively examined by many authors, e.g. potential benefits of RPA. Other categories, such as empirical studies on adoption of RPA or organisational readiness models, have remained research gaps.
Due to digitalization, constant technological progress and ever shorter product life cycles, enterprises are currently facing major challenges. In order to succeed in the market, business models have to be adapted more often and more quickly to changing market conditions than they used to be. Fast adaptability, also called agility, is a decisive competitive factor in today’s world. Because of the ever-growing IT part of products and the fact that they are manufactured using IT, changing the business model has a major impact on the enterprise architecture (EA). However, developing EAs is a very complex task, because many stakeholders with conflicting interests are involved in the decision-making process. Therefore, a lot of collaboration is required. To support organizations in developing their EA, this article introduces a novel integrative method that systematically integrates stakeholder interests into decision-making activities. By using the method, collaboration between stakeholders involved is improved by identifying points of contact between them. Furthermore, standardized activities make decision-making more transparent and comparable without limiting creativity.
Enterprises are currently transforming their strategy, processes, and their information systems to extend their degree of digitalization. The potential of the Internet and related digital technologies, like Internet of Things, services computing, cloud computing, artificial intelligence, big data with analytics, mobile systems, collaboration networks, and cyber physical systems both drives and enables new business designs. Digitalization deeply disrupts existing businesses, technologies and economies and fosters the architecture of digital environments with many rather small and distributed structures. This has a strong impact for new value producing opportunities and architecting digital services and products guiding their design through exploiting a Service-Dominant Logic. The main result of the book chapter extends methods for integral digital strategies with value-oriented models for digital products and services which are defined in the framework of a multi-perspective digital enterprise architecture reference model.
The digital transformation is today’s dominant business transformation having a strong influence on how digital services and products are designed in a service-dominant way. A popular underlying theory of value creation and economic exchange that is known as the service-dominant (S-D) logic can be connected to many successful digital business models. However, S-D logic by itself is abstract. Companies cannot directly use it as an instrument for business model innovation and design in an easy way. To address this a comprehensive ideation method based on S-D logic is proposed, called service-dominant design (SDD). SDD is aimed at supporting firms in the transition to a service- and value-oriented perspective. The method provides a simplified way to structure the ideation process based on four model components. Each component consists of practical implications, auxiliary questions and visualization techniques that were derived from a literature review, a use case evaluation of digital mobility and a focus group discussion. SDD represents a first step of having a toolset that can support established companies in the process of service- and value-orientation as part of their digital transformation efforts.
Formula One races provide a wealth of data worth investigating. Although the time-varying data has a clear structure, it is pretty challenging to analyze it for further properties. Here the focus is on a visual classification for events, drivers, as well as time periods. As a first step, the Formula One data is visually encoded based on a line plot visual metaphor reflecting the dynamic lap times, and finally, a classification of the races based on the visual outcomes gained from these line plots is presented. The visualization tool is web-based and provides several interactively linked views on the data; however, it starts with a calendar-based overview representation. To illustrate the usefulness of the approach, the provided Formula One data from several years is visually explored while the races took place in different locations. The chapter discusses algorithmic, visual, and perceptual limitations that might occur during the visual classification of time-series data such as Formula One races.
Die digitale Transformation ist der Auslöser dafür, bestehende Produktionsparadigmen in Frage zu stellen bzw. weiterzuentwickeln. Sie bietet produzierenden Unternehmen die Chance, ihre Wertschöpfung grundlegend zu optimieren und neue Geschäftspotenziale zu erschließen.
Im Rahmen von Industrie 4.0 werden die aktuellen Informations- und Kommunikationstechnologien mit der Produktions- und Automatisierungstechnik kombiniert und eine neue Stufe der Organisation und Steuerung der gesamten Wertschöpfungskette über den kompletten Lebenszyklus von Produktien und Services angestrebt. Ziel ist die signifikante Flexibilisierung und Verbesserung der Wertschöpfung sowie eine Individualisierung der Produkte und Services durch eine intensive Kunden-Unternehmens-Interaktion und Vernetzung.
Die digitale Transformation ist der Auslöser dafür, bestehende Produktionsparadigmen in Frage zu stellen bzw. weiterzuentwickeln. Sie bietet produzierenden Unternehmen die Chance, ihre Wertschöpfung grundlegend zu optimieren und neue Geschäftspotenziale zu erschließen.
Im Rahmen von Industrie 4.0 werden die aktuellen Informations- und Kommunikationstechnologien mit der Produktions- und Automatisierungstechnik kombiniert und eine neue Stufe der Organisation und Steuerung der gesamten Wertschöpfungskette über den kompletten Lebenszyklus von Produktien und Services angestrebt.
Ziel ist die signifikante Flexibilisierung und Verbesserung der Wertschöpfung sowie eine Individualisierung der Produkte und Services durch eine intensive Kunden-Unternehmens-Interaktion und Vernetzung.
Der Siegeszug von Social Media im privaten Umfeld hat die Vorteile dieser Kommunikationswerkzeuge aufgezeigt. Unternehmen versuchen, diese Erfolge für sich zu nutzen und setzen Social Media für ihre Kommunikationsaktivitäten ein. In der externen Kommunikation etwa ermöglichen diese Werkzeuge einen schnellen und unkomplizierten Nachrichtenaustausch mit Kunden oder helfen Kundenexpertise in organisationale Prozesse, etwa Produktentwicklung oder Kundenbeschwerdemanagement, zu integrieren. Auch in der internen Kommunikation entstehen durch den Einsatz von Social Media neue Kanäle. Eine spezielle Gruppe von Social-Media Werkzeugen für die interne Kommunikation und Kollaboration wird als Enterprise Social Networks (ESN) bezeichnet.
Decentralized energy systems are characterized by an ad hoc planing. The missing integration of energy objectives into business strategy creates difficulties resulting in inefficient energy architectures and decisions. Practice-proven methods such as balanced scorecard, enterprise architecture management and value network approach supports the transformation path towards an effective decentralized system. The methods are evaluated based on a case study. Managing multi-dimensionality, high complexity and multiple actors are the main drivers for an effective and efficient energy management system. The underlying basis to gain the positive impacts of these methods on decentralized corporate energy systems is digitization of energy data and processes.
- Die zunehmende Digitalisierung stellt sowohl Unternehmen als auch deren Mitarbeiter vor viele neue Herausforderungen und bietet zugleich ein hohes Chancenpotenzial.
- Die Chance, das mit der Digitalisierung verbundene Potenzial zu heben, ist abhängig von der Konsequenz der Umsetzung der Digitalisierung.
- Voraussetzung für eine erfolgreiche Umsetzung ist eine Digitalisierungsstrategie, die den Weg und die Ziele für alle Beteiligten transparent, nachvollziehbar und erstrebenswert macht.
- Eine gelebte und von allen mitgetragene Digitalisierungsstrategie impliziert eine Kulturveränderung im Unternehmen.