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PurposeThe paper examines the circumstances of success in telematic use and strategic effects resulting from the implementation and use of such technologies from SMEs in the Greek Market.Design/methodology/approachThe analysis is based on a three‐phased triangulated research methodology; that is literature review, interviews from 15 logistics directors and a questionnaire survey of 73 logistics SMEs in Greece.FindingsThe basic finding that has been derived from both phases 2 and 3 (survey and interviews) is that although the penetration of telematics is still low in Greece, logistics operators understand the importance of mobile services and they already know which they plan to their customers.Research limitations/implicationsAn inherent limitation of this survey is the fact that it address, like all surveys, the requirements of its respondents only, without taking into account.Originality/valueThis paper explores customer perceptions and requirements for the implementation of mobile real‐time support services for city logistics. The requirements, elicited by the results of the survey, are used to propose a systemic representation of a real‐time vehicle management mechanism for urban transportation.

PurposeThe aim of the research is to discuss the design and development of a mobile application using two technologies known as software agent (SA) and mobile web services.Design/methodology/approachThe objectives were achieved by testing the integration of SAs and mobile web services into mobile applications. The approach suggested in the paper has relied on some modeling techniques such as service chart diagram and addressed some security issues.FindingsIt was found in the course of the work the necessity of being aware of the limitations of mobile devices, despite all the major developments that are happening. In addition, it was found that it is deemed appropriate to provide some modeling techniques which suit the development of mobile applications.Originality/valueThe paper discusses the concept of mobile web services. The paper is particularly useful to those who are in the field of mobile computing.

PurposeTo examine how partner firms, involved in provisioning m‐business applications and services, manage inter‐firm conflict and cooperation.Design/methodology/approachSynthesises network analysis and game theory to propose a conceptual model in which to examine the affect of relationship conflict and cooperation on a partnership's business processes. The model is used to examine how Japan's NTT DoCoMo successfully managed its global network of partnerships.FindingsProvides initial support for conceptual linkages between interaction and partner management and the business processes in m‐business partnerships. Suggests that the unit of analysis for studying partnerships should extend beyond the dyadic relationship to a network. The paper also finds support for the use of social control mechanisms as a means in which to safeguard a focal relationship.Research limitations/implicationsCharacterised by high levels of uncertainty, task complexity and partner diversity, m‐business is an ideal environment in which to study partnerships. Continuing research efforts in this field will serve to bring managerial focus to understanding the broader concept of how m‐business macro‐markets operate.Originality/valueThe theoretical underpinnings of this paper provide a contemporary lens in which to examine the relationship between conflict, cooperation and process development and for developing a new stream of empirical research in the field of partnerships.

PurposeThis second part of the paper summarizes typical pitfalls as they can be observed in larger process modeling projects.Design/methodology/approachThe identified pitfalls have been derived from a series of focus groups and semi‐structured interviews with business process analysts and managers of process management and modeling projects.FindingsThe article continues the discussion of the first part. It covers issues related to tools and related requirements (7‐10), the practice of modeling (11‐16), the way we design to‐be models (17‐19), and how we deal with success of modeling and maintenance issues (19‐21). Potential pitfalls related to strategy and governance (1‐3) and the involved stakeholders (4‐6) were discussed in the first part of this paper.Research limitations/implicationsThis paper is a personal viewpoint, and does not report on the outcomes of a structured qualitative research project.Practical implicationsThe provided list of intotal 22 pitfalls increases the awareness for the main challenges related to process modeling and helps to identify common mistakes.Originality/valueThis paper is one of the very few contributions in the area of challenges related to process modeling.

PurposeThis paper explains the concept of how XML can be used to tie together the many different communication channels into a single contact point system. The purpose is to propose a contact point framework that utilizes XML technologies to integrate multiple communication channels.Design/methodology/approachThis is a conceptual paper where two general approaches to channel integration are described and critiqued and a third one proposed.FindingsThis paper has suggested that contact point channel integration products based on XML technology can be used to lower the design, development, management and maintenance costs. The proposed framework can be an initiative in the open source community where software developers can contribute towards the modular development of such software. The use of XML as the primary data interchange language promises to add value to the contact points of a business at a relatively low cost.Research limitations/implicationsFurther research is necessary to evaluate and perfect the use of XML in this context.Practical implicationsThis research suggests a roadmap for how systems integrators can use XML technology to integrate multiple communication channels in a Customer relationship management (CRM) environment.Originality/valueThis is the first research to examine the different approaches to CRM channel integration and propose an XML‐based framework for accomplishing this.

PurposeThe paper presents an exploratory study to investigate the impact of B2e MI applications and, in particular, an empirical analysis of the main features of Italian B2e MI applications for automating sales‐ and field‐force activities.Design/methodology/approachThe study has been carried out with 16 case studies of B2e MI applications employed in different Italian companies.FindingsThe paper describes the main features and impacts of the applications, showing how the network is utilized, how the device and the usage mode (online or offline) affect these applications and indicating the major opportunities for improvement.Practical implicationsSome indications for management regarding B2e mobile applications are the need: to develop simple applications; and to start mobilizing the sales‐force, because this provides faster pay‐back and easiest implementation.Originality/valueThe paper provides material to illustrate the current situation and serve as a starting point for scientific analysis. Findings regarding the use of mobile phones and mobile networks as compared to fixed‐line solutions are presented and explained. Differences in the use patterns of the applications are also discussed with real case examples.

Computer-based simulation models of business processes offer a powerful mechanism for modelling organizational structures and arriving at informed recommendations for change and improvement. In this article, the authors review the current status of the business process modelling (BPM) and business process simulation (BPS) domains, discuss some pertinent issues for their successful deployment, and suggest a number of research directions for organizational modelling.

The assessment of information systems (IS) benefits is an important practical problem in IS investment appraisal. After briefly reviewing the nature of IS benefits, we argue that an incremental measurement approach can help an organisation obtain quantitative estimates of expected IS impacts on business performance. Such an approach should start from quantifiable benefits directly attributable to the information system and then gradually consider more intangible and indirect effects. We suggest that Business Process Simulation can be an effective technique in applying this approach and we present a methodology that incorporates incremental, iterative business process modelling and simulation into five practical steps. To illustrate this approach, we present a case of measuring the potential improvements in inventory management introduced by electronic data interchange and discuss issues of feasibility and directions for further research and development.

PurposeThe objective of this paper is to understand the success factors of mobile operators.Design/methodology/approachExplores the business practices of leading carriers in Japan, South Korea, China, Europe and the USA.FindingsThe paper finds several common characteristics in the more successful markets including a handset design and quality of service that are aligned with the operators' service concepts, effective billing systems, reasonable prices, and targeted marketing strategies. While these internal factors can be easily copied by a mobile operator, it is found that there are additional, external factors such as the existing customer base and its preferences, government policy, technological constraints and value chain dynamics that can greatly affect the transferability of a mobile operator's business model to another market.Research limitations/implicationsThe findings present opportunities for further research including the possibility of developing a new theory into which factors are more difficult to transfer and why.Practical implicationsThe practical implications of this paper are that operators who wish to pursue profitable business models need to take into account the factors of a successful business model and which ones are easily transferable in their respective markets and which ones are not.Originality/valueThe paper is unique in that we compare the business models of mobile operators across five different countries.