Research project Enterprise models for decision making, strategy implementation and organisational change
The Fractal Enterprise Model (FEM) provides a different way of looking at enterprises. It maps assets, processes and the connections between them. This PhD thesis project explores how FEM can be a guide to business transformation and digital innovation.
The full title of this PhD thesis project is "Develop and apply enterprise models for decision making, strategy implementation and organisational change". The project aims to develop and apply enterprise and process models to business model innovation, including digital innovation, and business transformation. The work comprises the theoretical foundation of the Fractal Enterprise Model (FEM) as well as its application in the organisational change process.
The approach is based on the idea of connecting the enterprise processes via assets that are needed for the process to function effectively. The model can be used for planning and completing business changes related to operations or for guiding larger organisational changes related to business transformation.
FEM is one of the pioneering tools that articulates fractal structure by introducing two main types of replicating artefacts based on processes, assets and connections between them. Hence, these three generic elements represent the basis for merging of different business domains through the entire system. They are representative in most of the enterprise model techniques.
To discover FEM’s full potential, there is a need to investigate how and to what extent this technique may shorten the value gap associated with the enterprise model usage. This project aims at defining the position of FEM within enterprise modelling.
This is Victoria Klyukina’s PhD thesis project.
Erik Perjons is the supervisor, and Ilia Bider is the co-supervisor.
Project description
The Fractal Enterprise Model (FEM) is one of the pioneering tools that articulates fractal structure by introducing two main types of replicating artefacts based on processes, assets and connections between them. Hence, these three generic elements represent the basis for merging of different business domains through the entire system. They are representative in most of the enterprise model techniques.
These artefacts can be used to model organisational instances at different scales. Its ability to multi-level representation allows to comprise generic knowledge from different domains using one modelling tool. However, to discover FEM’s full potential, there is a need to investigate how and to what extent this technique may shorten the value gap associated with the enterprise model usage.
FEM has been already tested in a few case studies with the aim to uncover if it is possible to use it for a certain task in a business environment. The results of the modelling experience and lessons learned imply that the fractal modelling has a potential to enhance value of enterprise modelling in the management field for various purposes.
However, apart from modelling experience with FEM there is no research that analyses the representativeness of FEM in the enterprise model field displaying its similarities and dissimilarities with the accepted frameworks within strategic management. It is desirable to facilitate theory development and intellectual dialogue with the acceptable definitions.
Such dialogue is necessary for enhancing commonly accepted understanding when introducing FEM as an alternative tool within enterprise modelling. There is a need to explain how business management frameworks are reflected in FEM, how the features of those frameworks can be complemented by FEM and what improvement can be suggested to FEM to realise its full potential.
Design Science is adopted as a prime research methodology to fulfil the aims. The analyses are performed in a manner that display similarities and dissimilarities with the accepted frameworks within strategic management to position FEM in the field. The empirical data analyses generate ideas for future directions of the research and improvement of the artefact. The result of the research contributes to knowledge and ideas on how to address the value gap associated with enterprise modelling’s practical applications.
Project members
Project managers
Erik Perjons
Associate professor
Ilia Bider
Senior lecturer
Members
Viktoriya Klyukina
PhD student