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PurposeThe creation of a service is enabled by a "strategic‐level" business model (BM), while the implementation or execution of the service is described by "operational‐level" business processes (BPs). In many innovation projects, especially trans‐sector projects, a lack of alignment between the strategic "what to do" and the operational "how to do it" is often a severe obstacle undermining BM viability and feasibility. The purpose of this paper is to propose a framework that identifies the generic horizontal and vertical inter‐organizational and intra‐organizational interaction components to bridge BM with underlying BPs, with the aim of improving the alignment between the two levels.Design/methodology/approachThis conceptual paper identifies a theoretical gap between strategic BM and operational BPs. Building on existing literature the authors synthesize various theoretical concepts to create a generic framework to analyze the theoretical gap.FindingsThe proposed conceptual framework is useful in innovation projects, especially in complex scaled‐up trans‐sector innovation projects, where numerous BPs stemming from multiple actors from diverse industries should support a collective BM. This framework can be used as an analytical basis for further research into BM/BP alignment.Practical implicationsThere are many BM theories and concepts, and BP ontologies available. The proposed alignment framework can be used to bridge the gap between the BM theories and concepts such as BMO Canvas and BP tools and ontology's (e.g. ARIS, ArchiMate or BPMN).Originality/valueThrough a novel integration of a number of relevant theoretical concepts, a generic conceptual BM/BPs alignment framework is proposed and the practical implications and applications of the proposed framework are presented.

PurposeThe objective of this paper is to offer a validated framework for the analysis of (future) risks and uncertainties involved in the decision‐making process concerning the upgrade and roll‐out of large infrastructural projects, e.g. broadband networks. The framework classifies risks and uncertainties based on the nature of the risks, levels and sources.Design/methodology/approachThe approach takes the form of conceptual as well as qualitative and quantitative empirical analyses.FindingsTelecommunications operators are faced with various types of risks and uncertainties in their decision‐making process concerning the upgrade and roll‐out of their broadband networks. In one respect, these risks and uncertainties have to do with the characteristics of large infrastructural projects, while, on the other hand, being caused by (unknown) competitor behaviour, (unknown) end‐user demand, rapid technological development and different development paths available to operators. Framing risks and uncertainties into a typology provides greater insight into the categories, characteristics and sources of the risks and uncertainties, as well as being a first step in finding ways to deal with them.Originality/valueThe paper presents and validates a framework for the analysis of risks and uncertainty. It also offers empirical data on how operators manage risk and uncertainties.

PurposeDue to the convergence of rapid business developments and digitization challenges, service orientation is back on the research agenda as a concept to improve firms' business services. Yet, little is known about the type of determinants that are relevant and to what degree they affect a firm's service-oriented strategy.Design/methodology/approachBuilding on structural equation modeling (SEM) and a unique data set of 131 international firms from different continents, the authors identify and analyze the key determinants in the context of a firm's service-oriented strategy.FindingsThe findings show that in order to cater for changes, organizations have to manage and adapt the coherence of the determinants' business services, business processes and knowledge sharing continuously. Moreover, the results show that a service-oriented strategy is not only influenced by business services as such, but business services mediate the relationships between business processes, governance and process-aware information systems to a service-oriented strategy.Research limitations/implicationsA limitation is imposed by the limited sample size and the unbalanced response of participants (executive management). In future research, a more extensive survey among a broader group of participants will help the authors to develop their model further in order to generalize the results, as well as more finely grained research related to geography and size might be pursued. Future empirical research is necessary to identify and test the relationships between other constructs and study their effect on a firm's service-oriented strategy.Practical implicationsOn a practical level, the authors postulate that an organization's executive management should pay attention to invest in an organizational entity (department) that manages business services continuously. This organizational entity has to ensure that related processes and knowledge sharing are in place to establish and maintain a service-oriented strategy.Originality/valueThis research contributes to service-oriented literature by operationalizing the implementation of an organization's service-oriented strategy. The authors' insights go beyond the findings of Aier et al. (2011). The authors found that a service-oriented strategy influences service-oriented project success positively. The authors extended these findings, based on a unique data set, by studying business services and influencing determinants (i.e. business processes, governance, PAIS and knowledge sharing) within the context of service orientation. The renewed attention to the concept of service orientation provides insights into critical determinants that influence the implementation of a service-oriented strategy.

Purpose
The purpose of this paper is to demonstrate and evaluate the prioritization and categorization method (PCM), which facilitates the active participation of process stakeholders (managers, owners, customers) in process assessments. Stakeholders evaluate processes in terms of effectiveness, efficiency and relevance against certain contextual business and industry factors. This collective evaluation serves as a foundation for the management decision-making process regarding process improvement and redesign.


Design/methodology/approach
The PCM is examined based on a case study at Ericsson. In total, 55 stakeholders, representing different organizational levels and functions, assessed eight core processes. Follow-up interviews and feedback after the evaluation sessions were collected for triangulation purpose.


Findings
The PCM helps Ericsson evaluate its processes within business context and industry environments. The results show that, to realize seamless end-to-end processes in the eight assessed processes, Ericsson has to make a greater effort to improve its process structures, governance and culture for fulfilling the needs of future business. Ericsson Steering Group is satisfied with the insights provided and has decided to train more stakeholders to use PCM.


Research limitations/implications
This research is based on a single case within a specific organizational setting. The results may not be necessary generalizable to other business and industry settings. Organizations need to configure PCM in consideration of their own processes and business contingencies to explore and fulfil their process improvement purposes.


Originality/value
This paper presents a new context-aware, easy-to-use and holistic method for business process management (BPM), the PCM. The method requires the active engagement of stakeholders, it focusses on developing dynamic BPM capabilities and fully embeds organizational contingencies and contextual factors in the decision-making regarding BPM. This paper contributes a novel method to explorative BPM.

Communication studies pay little attention to futures research, while there is a lack of communication knowledge in futures research.This article discusses the function of futures research and ways to embed domain knowledge in predictions. First, it looks at futures research in relation to the use of information and communication technology (ICT) in households in 2010. Second, it incorporates communication knowledge based on the vision of experts. It is interested in the ways in which the contextual factors of the adoption and use of ICT can be taken into account. Scenarios take social changes, political and regulatory trends into account and draw alternative, divergent pictures of a future context within which the adoption, domestication, use and effects of new technologies will take place.Through the use of scenarios different contexts can be described in which the impact of specific technologies can be analysed, making use of the know-how of communication scholars.

In this article we describe research that overcomes some of the flaws of Uses and Gratifications research by combining information need concepts with concepts from Media Choice models, and by making use of the Policy Capturing method. Using this method, we obtained in-depth knowledge about the basic characteristics of information needs that can be used to explain a choice for specific media, i.e. traditional mass media and Information and Communications Technology (ICT)-based media. In two studies regarding users' information needs in an academic context, and employees within an organizational setting, we found that the same characteristics of information need, such as topicality and context, are important predictors of media choice. The results show that more refined analyses with regard to dimensions underlying information need can contribute to insight into when and how media, including new technologies, can be successful in the emerging information society, for example, by taking context issues into account.