Value Creation from E-Business Models

Table of contents

1. Cover image
2. Title page
3. Table of Contents
4. Copyright
5. List of Figures
6. List of Tables
7. Preface
8. Dedication
9. Part One: e-Business Model Ontologies and Taxonomies
   1. Chapter 1: Value creation from e-Business models: issues and perspectives
      1. 1.1 Organization of the book
   2. Chapter 2: Business models and their relationship to strategy
      1. 2.1 Introduction
      2. 2.2 Perspective 1: business models as abstractions of strategy
      3. 2.3 Perspective 2: competitive focus versus firm specificity matrix
      4. 2.4 Conclusion
   3. Chapter 3: A framework for codifying business models and process models in e-Business design
      1. 3.1 Introduction
      2. 3.2 Strategy perspective
      3. 3.3 Organizational, economic and technical factors
      4. 3.4 Business models for e-Business
      5. 3.5 A generic framework for e-Business fulfilment modelling
      6. 3.6 A triple pair interpretation of Weill and Vitale’s business models
      7. 3.7 Conclusion
   4. Chapter 4: An ontology for e-Business models
      1. 4.1 Introduction
      2. 4.2 Definitions and taxonomies
      3. 4.3 e-Business model ontology
      4. 4.4 Conclusion
   5. Chapter 5: e-Business value modelling using the e3-value ontology
      1. 5.1 Introduction
      2. 5.2 Why an e-Business model ontology?
      3. 5.3 The e3-value ontology
      4. 5.4 The e3-value ontology and operational scenarios
      5. 5.5 Profitability sheets
      6. 5.6 Related enterprise ontologies
      7. 5.7 Conclusion and further research
10. Part Two: e-Business Markets and Strategies
    1. Chapter 6: A causal network analysis of e-market business models
       1. 6.1 Introduction
       2. 6.2 Research methodology
       3. 6.3 Case studies
       4. 6.4. Causal network analysis
       5. 6.5 Discussion and conclusion
       6. Appendix 6A: Structured interview schedule
       7. Appendix 6B
       8. Appendix 6C: Causal network analysis
    2. Chapter 7: Knowledge management and e-Commerce: when self-service is not the sensible solution
       1. 7.1 Introduction
       2. 7.2 e-Commerce
       3. 7.3 Knowledge management
       4. 7.4 Linking e-Commerce and knowledge management
       5. 7.5 A contingency approach to e-Commerce
       6. 7.6 Conclusions
    3. Chapter 8: Perceptions of strategic value and adoption of e-Commerce: a theoretical framework and empirical test
       1. 8.1 Introduction
       2. 8.2 Theoretical framework
       3. 8.3 Empirical evidence from the field
       4. 8.4 US and Chile studies
       5. 8.5 Implications of the two studies
       6. 8.6 Conclusions and future research
11. Part Three: e-Business Performance Measurement and Value Creation
    1. Chapter 9: Value creation from corporate Web sites: how different features contribute to success in e-Business
       1. 9.1 Introduction
       2. 9.2 Understanding the media characteristics of the Worldwide Web
       3. 9.3 Research model
       4. 9.4 Method
       5. 9.5 Discussion
       6. 9.6 Future trends and conclusion
    2. Chapter 10: Evaluating the quality of e-Business implementation with E-Qual
       1. 10.1 Introduction
       2. 10.2 The provenance of E-Qual
       3. 10.3 Applying E-Qual to the FSMKE
       4. 10.4 The FSMKE evaluation
       5. 10.5 Recommendations for the FSMKE for e-Business improvement
       6. 10.6 Summary
    3. Chapter 11: The e-sourcing opportunity: from projects and ASPs to value networks
       1. 11.1 Introduction
       2. 11.2 Research background
       3. 11.3 e-Sourcing: from projects and technology to strategic partnering
       4. 11.4 Bringing IT together: management implications for e-sourcing
       5. 11.5 Conclusion: developments
       6. Appendix 11A
       7. Notes
    4. Chapter 12: Value creation in application outsourcing relationships: an international case study on ERP outsourcing
       1. 12.1 Introduction
       2. 12.2 Theoretical foundation
       3. 12.3 Research approach
       4. 12.4 Case study description
       5. 12.5 Model-based analysis
       6. 12.6 Lessons learned
       7. 12.7 Discussion
    5. Chapter 13: NHS information systems strategy, planning and implementation of primary service provision
       1. 13.1 Introduction
       2. 13.2 IS strategy, planning and implementation within the NHS
       3. 13.3 Types of applications and Web service technology
       4. 13.4 ASP concerns and risks
       5. 13.5 Web services applications in the NHS
       6. 13.6 Conclusion
    6. Chapter 14: A framework of integrated models for supply chain e-Management
       1. 14.1 Introduction
       2. 14.2 The concept of supply chain e-Management
       3. 14.3 SCNs: trends, major issues, and e-Management processes
       4. 14.4 General framework of supply chain e-Management and supporting technologies
       5. 14.5 Related research review
       6. 14.6 Models of problem solving in supply chain e-Management
       7. 14.7 Summary and conclusions
       8. Appendix 14A A co-operative supply chain system decomposition model
       9. Appendix 14B A co-operative supply chain system dynamic process flow model
    7. Chapter 15: Building out the Web services architecture: the challenge of software applications integration
       1. 15.1 Introduction
       2. 15.2 The evolution of software applications: a recent history
       3. 15.3 Integration: the challenge for Web services?
       4. 15.4 Integration: two case studies in the financial services industry
       5. 15.5 A case study on Web services at Amazon.com
       6. 15.6 Conclusion
12. About the authors
13. Glossary of terms
14. Index