• Big data capabilities: An organizational processing perspective

      Isik, Öykü (2018)
      Big data is at the pinnacle of its hype cycle, offering big promise. Everyone wants a piece of the pie, yet not many know how to start and get the most out of their big data initiatives. We suggest that realizing benefits with big data depends on having the right capabilities for the right problems. When there is a discrepancy between these, organizations struggle to make sense of their data. Based on information processing theory, in this research-in-progress we suggest that there needs to be a fit between big data processing requirements and big data processing capabilities, so that organizations can realize value from their big data initiative.
    • BPO at a Belgian energy distributor

      Van den Bergh, Joachim; Willaert, Peter; Willems, Jurgen; Deschoolmeester, Dirk (2007)
    • Building intelligent credit-risk evaluation expert systems using neural network rule extraction and decision tables

      Baesens, Bart; Setiono, Rudy; Mues, Christophe; Viaene, Stijn; Vanthienen, Jan (2001)
    • Business ontologies

      Rittgen, Peter (2010)
    • De conversation company. Gebruik de feedback van je klanten nu ook écht

      Van Belleghem, Steven (2012)
      Doe iets met de feedback van uw klanten en geef uw bedrijf een boost Enkele jaren geleden bestond Twitter niet, had Facebook slechts een paar miljoen gebruikers en was er nog geen sprake van mobiel internet. De wereld is de voorbije jaren structureel veranderd. Dat zal niemand nog betwisten. Veel bedrijven hebben ondertussen hun eerste stappen in de wereld van de sociale media gezet. Toch slagen ze er nog niet in om hun conversatiepotentieel volledig te benutten. Conversation Manager Steven Van Belleghem reikt een handleiding aan om uw bedrijf om te vormen tot een Conversation Company waar klanten en medewerkers uw potentiële woordvoerders zijn. Aan de basis ligt een open, authentieke en positieve bedrijfscultuur. Bovendien moet een Conversation Company slim inzetten op sociale media en de vier C's - customer experience, conversatie, content en collaboratie - goed managen om het conversatiepotentieel te optimaliseren. Na het succes van De Conversation Manager brengt Steven Van Belleghem een verhaal over bedrijfscultuur, het herverbinden van medewerkers met klanten en hoe sociale media daarbij kunnen helpen. In De Conversation Company ontdekt u hoe u de klant in de boardroom brengt en zijn feedback ook echt kunt gebruiken. De Conversation Company van Steven Van Belleghem haalde zilver bij de verkiezing van het Beste Marketingboek van 2013.
    • Customers the day after tomorrow. Hoe trek je klanten aan in een wereld van AI, bots en automatisering.

      Van Belleghem, Steven (2017)
      Hoe je automatisering en artificiële intelligentie omzet in klantvoordelen We belanden stilaan in de derde fase van digitalisering: de fase van verregaande automatisering en artificiële intelligentie. Die verschuiving zal de relatie tussen bedrijven en klanten radicaal veranderen. Willen bedrijven klantgericht blijven, dan moeten ze op zoek naar aangepaste klantenstrategieën. Dit boek gidst je door de nieuwste fase van digitalisering en reikt je de mindset aan om in de 'Day After Tomorrow' je bedrijf te blijven optimaliseren. Alleen zo slaag je erin de meest briljante digitale ontwikkelingen met de meest unieke menselijke skills te verenigen.
    • Cyber security

      Ashby, Simon; Phippen, Andy (2016)
      Operational Risk Perspectives: Cyber, Big Data, and Emerging Risks covers key topics related to operational risk currently on the minds of practitioners. The book is comprised of chapters written by both industry professionals and academic experts who provide an overview of the current state of this discipline.
    • Daten als Wirtschaftsgut: Ökonomische Perspektive

      Krueger, Alexander; Buchwald, Arne (2019)
    • Digital behaviors and people risk: Challenges for risk management

      Phippen, Andy; Ashby, Simon (2013)
      This research explores the implications for risk management of “People Risk.” In particular how online digital behaviors, particularly from young people entering the workplace for the first time, might impact on the work setting and how risk management might mitigate impact on the employee and organization. A mixed methods approach was used to consider these implications and draws from a number of data sources in the United Kingdom including a database of self-review data around online safety policy and practice from over 2000 schools, a survey of over 1000 14–16 year olds and their attitudes toward sexting, and a survey of over 500 undergraduate students. In addition the work considers existing risk management approaches and the models therein and how they might be applied to people risk. The dataset analyzed in this exploration show an education system in the United Kingdom that is not adequately preparing young people with an awareness of the implications of digital behavior in their lives and the survey data shows distorted social norms that might have serious consequences in the workplace.
    • Digital transformation know how. Connecting digital transformation, agility and leadership

      Viaene, Stijn (2020)
      In recent years, digital development has accelerated and digital turbulence is the new normal. So, it’s time for a synthesis, time to bring stability to that turbulence: What have we learned? What do we know? What should we no longer have doubts about? Whether you’re a CEO or a dedicated worker, you have an important role to play in your organisation’s digital transformation. But it’s hard when you don’t have a common frame of reference or common language. What’s the big picture? How do things align? How can you contribute? This book offers you a practical perspective on six critical elements of successful digital transformation design: Strategy for the digital age: Digital transformation invests in strengthening the core and growing the more . Customer experience design: Great customer experience emerges from the way you solve your customers’ problems . Data and analytics: Giving data hands and feet is crucial to the success of a digital transformation. Digital partnership strategies: Combinatorial innovation drives digital partnerships, but they still must be earned. Digital transformation leadership: Technology skills are an organisation’s ticket to ride, agility its ticket to heaven . Scaling agility: The paradox involved in scaling agility is introducing fast flexibility and stability at the same time. gility: The paradox involved in scaling agility is introducing fast flexibility and stability at the same time.
    • E-business strategy: How companies are shaping their manufacturing and supply chain through the internet. A review and outlook

      Vereecke, Ann; Kalchschmidt, Matteo (2016)
      The original paper investigated, on a large sample of manufacturing firms, the adoption of Internet-based tools to support supply chain processes. Four strategies are identified, according to the level of adoption of e-commerce, e-procurement and e-operations. The four strategies are subsequently analysed according to contingent factors and supply chain integration mechanisms. Results show a clear relationship between the use of Internet-based tools and the adoption of integration mechanisms. The commentary shows that the paper has been widely cited in both operations, supply chain and ICT literature, recognizing its seminal contribution to the analysis of the impact of Internet technologies on supply chain processes, their relations with supply chain integration and their impact on performance. The research directions suggested in the original papers are discussed analyzing the subsequent literature, including the replication studies performed by the original authors. The importance of investigating emerging topics, as well as observing their evolution over time, is highlighted.
    • Goal Commitment and Competition as Drivers for Group Productivity in Business Process Modeling

      Rittgen, Peter (2011)
      The personnel scheduler constructs a deterministic personnel roster that determines the line-of-work for each personnel member. When unexpected events disrupt this roster, the feasibility needs to be restored by constructing a new workable roster. The scheduler must reassign the set of employees in order to cover the disrupted shift such that the staffing requirements and the time-related personnel constraints remain satisfied. In this paper, we propose an evolutionary meta-heuristic to solve the nurse rerostering problem. We show that the proposed procedure performs consistently well under many different circumstances. We test different optimisation strategies and compare our procedure with the existing literature on a dataset that is carefully designed in a controlled and varied way.
    • ICT outsourcing: A resource based information management perspective

      Cumps, Bjorn; Dedene, Guido (+); Viaene, Stijn (2007)
    • KBC's digital transformation: a strategic response

      Verweire, Kurt; Viaene, Stijn; De Prins, Peter (2017)
    • Linking the strategic importance of ICT with investment in business-ICT alignment: An explorative framework

      Cumps, Bjorn; Viaene, Stijn; Dedene, Guido (2012)
      In this chapter, we introduce a framework that can be used by organizations as a positioning instrument to think of business-ICT alignment decisions in light of the strategic importance of ICT (Information and Communication Technology) in their organization. We make a distinction between organizations where ICT is of high strategic importance and those where ICT is of low strategic importance. Based on this difference we argue that heavily investing in business-ICT alignment processes, structures and roles (PSRs) will not necessarily always be beneficial when ICT is of low strategic importance to the business. Furthermore, organizations that have a minimalist approach to the use of ICT do not necessarily need to invest in business-ICT alignment PSRs. We explain the dynamics and possible migration scenarios of our proposed framework after testing the statistical significance of the relationship between the strategic importance of ICT and the investment in business-ICT alignment. We end this article with a short empirical study which combines survey and case study results. Both the framework and framework dynamics still need further empirical validation, preferably with longitudinal data. Therefore, we stress and acknowledge that many of the discussions in this article are still explorative in nature. However, this article illustrates the possibilities and the need for a more fine-grained approach to business-ICT alignment.