Table 4 Research avenues for methods... | Emerald Publishing

Table 4

Research avenues for methods that bridge business models and business processes

Knowledge gap	Research avenue	Recommendation
Methods that focus both on transformation and impact analysis	Developing methods that address the effect of business model changes at the business process level and vice versa	Associating business models and business processes through impact analysis methods to identify how the transformation of a business model is affected throughout different phases of the BMM lifecycle
Methods that use business processes as a source of analysis (i.e. bottom-up directionality)	Associating existing methods in the BPM field to the phases of the BMM lifecycle	Incorporating explorative BPM methods to identify possible process design alternatives for business model innovation. Using exploitative BPM methods for the development of methods related to the operation of the business model
Methods that relate to elements in the strategic level or IT in the operational level	Building methods that include both business model tactics and business process operations, as well as a relation to the organization's strategy and IT elements that enable the operations	Building methods that analyze the effect of strategy on the business model and processes design and how this affects the required IT to support the business model. Identifying IT opportunities to design digital business models and processes
Methods that identify the intra-organizational context required to implement a business model	Developing methods that also address the identification of intra-organizational requirements to design, implement and operate a business model	Developing methods that identify the process architecture and capabilities both within the organization and the organization's network (i.e. inter- and intra-organizational)
Methods that focus on the informational and behavioral process perspectives	Developing methods that address all business process perspectives	Identifying data elements and artifacts that are produced and manipulated by IT-enabled business processes while making process design decisions based on a business model
Methods that are evaluated empirically using real-world business cases	Evaluating methods to prove their effectiveness through rigorous evaluation techniques	Performing rigorous evaluation techniques to assess and ensure the effectiveness and validity of the methods (e.g. case study, action research)
Methods that provide guidelines for identifying processes and capabilities to design a business model	Developing methods that address the identification of the process architecture and capabilities required for business model operationalization	Developing methods that use the business model as a basis to identify the current or potential process architecture and capabilities and using these to understand the impact, feasibility, viability, or risk of implementation
Methods that support all activities required for business model implementation	Engineering integrated methods to support business model implementation using business processes	Designing integrated methods that support all phases of business model implementation, building on existing methods to construct enhanced methods that focus on process analysis and process implementation
Methods that support business model operation	Building methods to support business model operation using processes	Building methods that support the monitoring of executed processes and impact on the business model (e.g. using KPIs)

Knowledge gap	Research avenue	Recommendation
Methods that focus both on transformation and impact analysis	Developing methods that address the effect of business model changes at the business process level and vice versa	Associating business models and business processes through impact analysis methods to identify how the transformation of a business model is affected throughout different phases of the BMM lifecycle
Methods that use business processes as a source of analysis (i.e. bottom-up directionality)	Associating existing methods in the BPM field to the phases of the BMM lifecycle	Incorporating explorative BPM methods to identify possible process design alternatives for business model innovation. Using exploitative BPM methods for the development of methods related to the operation of the business model
Methods that relate to elements in the strategic level or IT in the operational level	Building methods that include both business model tactics and business process operations, as well as a relation to the organization's strategy and IT elements that enable the operations	Building methods that analyze the effect of strategy on the business model and processes design and how this affects the required IT to support the business model. Identifying IT opportunities to design digital business models and processes
Methods that identify the intra-organizational context required to implement a business model	Developing methods that also address the identification of intra-organizational requirements to design, implement and operate a business model	Developing methods that identify the process architecture and capabilities both within the organization and the organization's network (i.e. inter- and intra-organizational)
Methods that focus on the informational and behavioral process perspectives	Developing methods that address all business process perspectives	Identifying data elements and artifacts that are produced and manipulated by IT-enabled business processes while making process design decisions based on a business model
Methods that are evaluated empirically using real-world business cases	Evaluating methods to prove their effectiveness through rigorous evaluation techniques	Performing rigorous evaluation techniques to assess and ensure the effectiveness and validity of the methods (e.g. case study, action research)
Methods that provide guidelines for identifying processes and capabilities to design a business model	Developing methods that address the identification of the process architecture and capabilities required for business model operationalization	Developing methods that use the business model as a basis to identify the current or potential process architecture and capabilities and using these to understand the impact, feasibility, viability, or risk of implementation
Methods that support all activities required for business model implementation	Engineering integrated methods to support business model implementation using business processes	Designing integrated methods that support all phases of business model implementation, building on existing methods to construct enhanced methods that focus on process analysis and process implementation
Methods that support business model operation	Building methods to support business model operation using processes	Building methods that support the monitoring of executed processes and impact on the business model (e.g. using KPIs)