Inter-organisational Controls as Value Objects in Network Organisations.
ABSTRACT Inter-organizational controls are mechanisms used to ensure and monitor that networked enterprises do not commit a fraud and behave as agreed. Many of such controls have, apart from thei r control purpose, an inherent economic value component. This feature requires controls to pop-up into business value models, stating how actors crea te, trade and consume objects of economic value. In this paper, we provid e guidelines that can be used to decide whether organizational controls should be part of a value model or not. We demonstrate these guidelines by a case stud y on the Letter of Credit procedure.
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ABSTRACT: Business value models and process models describe the same subject from a different perspective. Therefore, it is important that both models are consistent with each other. To do consistency checking, we construct an intermediate model that captures the physical transfers in a value model, thereby reducing the conceptual gap between value and process models. This physical transfer model can then be checked for consistency with a process model via the already existing "reduced model" approach. A reduced model is a simplified representation of a value model or process model, where common concepts represent aspects from both the value and process model. We illustrate our approach using a small case study in the electricity sector.01/2008;