Vincent Pijpers

• Vrije Universiteit Amsterdam

In this paper, we introduce e 3alignment for inter-organizational business-ICT alignment. With the e 3alignment framework, we create alignment between organizations operating in an agile networked value constellation—which is a set of organizations who jointly satisfy a customer need—by (1) focusing on the interaction between the organizations in t...

In this paper we introduce the e 3 alignment approach for inter-organizational alignment. With e 3 alignment we create alignment between organizations operating in a networked value constellation -which is a set of organizations who jointly satisfy a customer need -by (1) focusing on the interaction between the organizations in the networked value...

In this paper we introduce the e³ alignment approach for inter-organizational alignment. With e³ alignment we create alignment between organizations operating in a value Web-which is a set of organizations who jointly satisfy a customer need-by (1) focusing on the interaction between the organizations in the value web, (2) con...

In this paper the e3alignment framework is presented. The e3alignment framework is designed for alignment between organizations operating within a value web, which is also known as inter-organizational alignment. The e3alignment framework focuses on the interaction be- tween these organizations to create alignment. In addition, e3alignment consider...

In this paper we aim to align an organization’s information system with its strategic environment. We propose an alignment framework which takes four perspectives into account: Strategy, Value, Processes, IT/IS. This alignment framework is 1) intended for the exploration phase of information system design, 2) considers the complex environment in wh...

Current e-business technology enables the execution of increasingly complex coordination processes that link IT services of different companies. Successful design of cross-organizational coordination processes requires the mutual alignment of the coordination process with a commercial business case. There is however a large conceptual gap between a...

Today’s economy is a service economy, and an increasing number of services is electronic, i.e. can be ordered and provisioned online. Examples include Internet access, email and Voice over IP. Typically, e-services are offered as bundles consisting of more elementary services, offered by different suppliers, forming a network. This allows for best-...

In this paper we present a framework and methodology for aligning the business strategy and IT/IS for an organization offering an e-service in a multi-organizational setting. We explore three perspectives on the e-service to be offered: 1) The business strategy perspective, in terms of the organization's strategic position; 2) The value creation pe...

Over the years, research on software architecture has identi-fied architectural styles. In this paper we consider five of such styles, and analyze whether these styles can also be found in business value models for networked enterprises. To this end, we analyze 17 e 3 value models, as discussed in 29 academic papers or book chapters. We also consid...

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 proce...

Enterprises increasingly form networked value constellations; networks of enterprises that can jointly satisfy complex consumer needs, while still focusing on core competencies. Information technology and information systems play an important role for such constellations, for instance to coordinate inter-organizational business processes and/or to...

Increasingly organizations are participating in networked value constellations, which are networks where organizations, enabled by information technology, jointly create value and satisfy customer needs. However, participating in a networked value constellation increases the problem of correctly understanding the organization, which is necessary to...

While exploring value webs -cooperating enterprises- it is common to view such webs from multiple perspectives: (1) the business value perspective, (2) the business process perspective, and (3) the information system perspective. The value perspective explains why a web can exist from a commercial perspective, whereas the process perspective shows...

Due to the worldwide connectivity provided by the Internet, organizations are now able to participate in dynamic networked value constellations; networks in which organizations jointly create value and satisfy customer needs. Participating in a networked value constellation does however increase the complexity of an organization's environment, maki...

In this paper we present the e3competences ontology, which enables us to conceptually model core competences of an organization such that we can(1) identify the core competences and (2) analyze whether value activities positively or negatively contribute to the core compe- tences of the organization at hand. The e3competences ontology, which has an...

In this paper we present the e 3 alignment framework and approach, which we use to explore a wide range of inter-organizational alignment issues concerning the interaction between organizations in a value web, as seen from multiple perspectives, and with the aid of modeling techniques. The e 3 alignment approach focuses on interaction between actor...