Table 2 Description of the categories in...

Table 2

Description of the categories in the concept matrix

Catg.	Subcategory Feature	Definition
Method characteristics	Purpose	The reason(s) for which the method relates business models and business processes (Betzwieser et al., 2020)
	Transformation	Describes how to map, move, or translate a business model to business processes or vice versa
	Impact analysis	Highlights how different factors affect a business model and related business processes
	Directionality	Direction(s) of interaction between business model and business processes (Betzwieser et al., 2020; di Valentin et al., 2015)
	Top-down	The method's steps are described in a top-down direction (i.e. using the business model as a starting point or use of the business model as a source of analysis for assessing the effect on underlying processes and resources of an organization)
	Bottom-up	The method's steps are described in a bottom-up direction (i.e. using the business processes as a source of analysis for assessing the effect on the related business model)
	Organizational level	Organizational level(s) in which the method aims to fulfill its purpose
	Strategy	The definition of how a company positions itself in a certain industry and how it will compete (Magretta, 2002; Porter, 1980)
	Tactics	The plan of actions for the specific configuration of business model elements and its corresponding resources given the residual choices predefined at the strategy level (Casadesus-Masanell and Ricart, 2010; Globocnik et al., 2020)
	Operations	The operational level involves business processes that are required to efficiently execute all activities associated with the business model given the residual choices predefined at the tactical level. This includes the definition of IT elements, that in combination with processes, support the functioning of the business (Al-Debei and Avison, 2010; Globocnik et al., 2020)
	Organizational context	Describes whether the method aims to analyze the context of an organization inwardly and/or externally
	Inter-organizational	Focus on how actors in a business ecosystem participate and exchange value in a network (vom Brocke et al., 2016; Grefen and Turetken, 2017; Solaimani et al., 2018)
	Intra-organizational	Focus on a single focal organization and how the organization operates to create value (Grefen and Turetken, 2017)
	Process perspective	Dimension(s) used to characterize a business process (Curtis et al., 1992)
	Functional	Activities performed
	Behavioral	Sequencing and conditions between the activities
	Organizational	Participants, roles, and systems that perform the activities
	Informational	Data and artifacts produced or manipulated
	Evaluation	The type(s) of evaluation(s) performed to provide proof of the validity and usefulness of an artifact in question (Peffers et al., 2012)
	Illustrative scenario	A demonstration of an artifact using a synthetic or real-world situation to illustrate its suitability
	Case study	The application of an artifact in a real-world situation to evaluate its effect
	Action research	Use of the artifact in a real-world situation as part of research intervention while simultaneously evaluating its effect
	Prototype	An implementation of the artifact to demonstrate its utility or suitability
	Subject-based experiment	A test involving subjects to evaluate whether an assertion is true
	Expert evaluation	An assessment through one or more experts, i.e. interviews
	Logical argument	An argument with face validity
	Technical experiment	A performance evaluation of the implemented artifact in relation to the real world

Catg.	Subcategory Feature	Definition
Method characteristics	Purpose	The reason(s) for which the method relates business models and business processes (Betzwieser et al., 2020)
	Transformation	Describes how to map, move, or translate a business model to business processes or vice versa
	Impact analysis	Highlights how different factors affect a business model and related business processes
	Directionality	Direction(s) of interaction between business model and business processes (Betzwieser et al., 2020; di Valentin et al., 2015)
	Top-down	The method's steps are described in a top-down direction (i.e. using the business model as a starting point or use of the business model as a source of analysis for assessing the effect on underlying processes and resources of an organization)
	Bottom-up	The method's steps are described in a bottom-up direction (i.e. using the business processes as a source of analysis for assessing the effect on the related business model)
	Organizational level	Organizational level(s) in which the method aims to fulfill its purpose
	Strategy	The definition of how a company positions itself in a certain industry and how it will compete (Magretta, 2002; Porter, 1980)
	Tactics	The plan of actions for the specific configuration of business model elements and its corresponding resources given the residual choices predefined at the strategy level (Casadesus-Masanell and Ricart, 2010; Globocnik et al., 2020)
	Operations	The operational level involves business processes that are required to efficiently execute all activities associated with the business model given the residual choices predefined at the tactical level. This includes the definition of IT elements, that in combination with processes, support the functioning of the business (Al-Debei and Avison, 2010; Globocnik et al., 2020)
	Organizational context	Describes whether the method aims to analyze the context of an organization inwardly and/or externally
	Inter-organizational	Focus on how actors in a business ecosystem participate and exchange value in a network (vom Brocke et al., 2016; Grefen and Turetken, 2017; Solaimani et al., 2018)
	Intra-organizational	Focus on a single focal organization and how the organization operates to create value (Grefen and Turetken, 2017)
	Process perspective	Dimension(s) used to characterize a business process (Curtis et al., 1992)
	Functional	Activities performed
	Behavioral	Sequencing and conditions between the activities
	Organizational	Participants, roles, and systems that perform the activities
	Informational	Data and artifacts produced or manipulated
	Evaluation	The type(s) of evaluation(s) performed to provide proof of the validity and usefulness of an artifact in question (Peffers et al., 2012)
	Illustrative scenario	A demonstration of an artifact using a synthetic or real-world situation to illustrate its suitability
	Case study	The application of an artifact in a real-world situation to evaluate its effect
	Action research	Use of the artifact in a real-world situation as part of research intervention while simultaneously evaluating its effect
	Prototype	An implementation of the artifact to demonstrate its utility or suitability
	Subject-based experiment	A test involving subjects to evaluate whether an assertion is true
	Expert evaluation	An assessment through one or more experts, i.e. interviews
	Logical argument	An argument with face validity
	Technical experiment	A performance evaluation of the implemented artifact in relation to the real world

Catg.	Phase Activity	Definition
Support in the BMM lifecycle	Business model design	Activities related to the idea generation, prototyping, feasibility, and decision making (Wirtz, 2020)
	Business model prototyping	Representation of possible business model alternatives through ontologies (Wirtz, 2020)
	Process/capability identification	Identification of the current or potential process architecture and organizational capabilities (Adali et al., 2021; Dumas et al., 2018)
	Impact assessment/decision-making	Evaluation of the feasibility, viability, and risks of the business model in consideration of the process architecture and organizational capabilities (Gilsing et al., 2022; Wirtz, 2020)
	Business model implementation	Activities related to the definition and configuration of business processes and required resources before the actual operation of the business model (Wirtz, 2020)
	Process discovery/modeling	Process modeling or documentation (Dumas et al., 2018)
	Process analysis	Process assessment of potential impact and estimated effort using performance metrics (Dumas et al., 2018)
	Process redesign	Redesign of existing business processes or identification of new processes required to implement a new business model (Dumas et al., 2018; Globocnik et al., 2020)
	Process implementation	Activities related to organizational change management and automation of business processes (Dumas et al., 2018)
	Business model operation	Operation of the business model through the execution of business processes (Globocnik et al., 2020; Wirtz, 2020)
	Process execution	The actual execution or enactment of the business processes (Globocnik et al., 2020)
	Process monitoring and controlling	Evaluation of the performance and compliance of the business processes to potentially trigger changes in the business processes or in the business model (Dumas et al., 2018; Globocnik et al., 2020)

Catg.	PhaseActivity	Definition
Support in the BMM lifecycle	Business model design	Activities related to the idea generation, prototyping, feasibility, and decision making (Wirtz, 2020)
	Business model prototyping	Representation of possible business model alternatives through ontologies (Wirtz, 2020)
	Process/capability identification	Identification of the current or potential process architecture and organizational capabilities (Adali et al., 2021; Dumas et al., 2018)
	Impact assessment/decision-making	Evaluation of the feasibility, viability, and risks of the business model in consideration of the process architecture and organizational capabilities (Gilsing et al., 2022; Wirtz, 2020)
	Business model implementation	Activities related to the definition and configuration of business processes and required resources before the actual operation of the business model (Wirtz, 2020)
	Process discovery/modeling	Process modeling or documentation (Dumas et al., 2018)
	Process analysis	Process assessment of potential impact and estimated effort using performance metrics (Dumas et al., 2018)
	Process redesign	Redesign of existing business processes or identification of new processes required to implement a new business model (Dumas et al., 2018; Globocnik et al., 2020)
	Process implementation	Activities related to organizational change management and automation of business processes (Dumas et al., 2018)
	Business model operation	Operation of the business model through the execution of business processes (Globocnik et al., 2020; Wirtz, 2020)
	Process execution	The actual execution or enactment of the business processes (Globocnik et al., 2020)
	Process monitoring and controlling	Evaluation of the performance and compliance of the business processes to potentially trigger changes in the business processes or in the business model (Dumas et al., 2018; Globocnik et al., 2020)

[ViewLarge]

Sharing Unavailable