This article provides an enriched technology acceptance model explaining the impact of both classic and additional variables on software engineering tools acceptance within Information Systems Development courses. Two novel, domain-specific variables were identified (i.e., Professional Training Diffusion and Model Interchange). Statistical verification of the proposed model and study regarding the influence of the variables on students’ intention to use specific tools were conducted—providing users with enhanced means of selecting optimal software for real-life projects.

Purpose: One of the leading factors that shape product and service delivery are data collected in databases and other repositories maintained by companies. The transformation of such data into knowledge and wisdom may constitute a new source of income. This paper aims to explore how small/medium-sized enterprises (SMEs) advance their business models (BMs) around data to handle data-driven products and how this contributes to their innovativeness and performance. Design/methodology/approach: To investigate the phenomenon, the as-is BM of a multinational SME was mapped and its limitations were revealed through a qualitative study. The BM canvas was used. Then the data-driven approach was innovated within the facility management (FM) industry, where a high volume of operational and sensor-based data being collected creates added value in terms of new data-based products. Findings: A data-driven business model (DDBM) blueprint for the FM industry that supports the need to complement service-driven operations with the data-driven approach is delivered. Enhanced BM equips a facility manager with additional managerial tools that enable decreasing property utilization costs and opens up new opportunities for generating revenue. This paper drafts the way to evolve from service to data-driven business and point out the attitudes that managers should adopt to promote and implement DDBM. Practical implications: The DDBM constitutes a guideline that supports FM organizations in focusing their activities and resources on generating business value from data and monetizing data-driven products. Originality/value: The research expands knowledge regarding BMs and their evolution. The gap regarding the DDBM innovation within the FM industry is filled.

Purpose: Process-oriented organizations are compelled to be innovative and continuously implement changes to meet customer requirements and gain a competitive advantage in accordance with the business process management approach. In the digital age, organizations develop business process support systems using agile methods and introduce adaptation skills in order to support their core business. Seamlessly integrating both practices into a coherent and practically applicable solution supporting multi-scenario processes infallibly remains a challenge. The paper aims to discuss these issues.Design/methodology/approach: The workshops identifying the key issues in an international capital group that consolidates facility management companies, as well as a related research review, have fueled a two-cycled Canonical Action Research (CAR) study.Findings: The paper extends the current understanding of IT-enabled agility, proposing an adaptively improved infrastructure with a catalog of digital options that facilitates the composition of multi-scenario business processes.Research limitations/implications: The CAR was limited to the members of management board and the managers constituting the focus groups. The agile business process management (ABPM) model proposed focuses on adding novel functionalities/building new processes, leaving functionality lifecycle out-of-scope. ABPM empirical validation is limited to a single business/technical case.Practical implications: Real-life solution for supporting dynamic business processes was delivered, as rigid IT solutions do not support quick assembly of customized business processes with abundant number of scenarios. The infrastructure enables composition of customer-tailored services based on re-usable digital options directory as well as enhances business process discrepancies/software bugs detection, reducing the cost of maintaining IT infrastructure for entire customer portfolio. A number of issues resulting from building IT solutions within a series of isolated projects with no coherent overall development strategy are mitigated.Originality/value: The ABPM acts as a reference model for focusing on developing critical functionalities and limiting resources consumed by redundant features.

This study investigates data sources for Business Intelligence solutions, which provide a foundation for holistic analyses, optimization, and forecasting of electrical power consumption within Facility Management for retail facilities networks. A multiple case study among Polish subsidiaries of Sweden, France, and UK-based companies along with a domestic Polish has been conducted. The authors identify, verify, and organize the determinants augmenting an energy efficiency-oriented decision-making process and introduce a set of potential benchmarking scenarios for managing it.

During the years of prosperity, numerous organizations neglected numerous aspects of risk management. As systematic approach to handling identified risks is crucial to achieving success by the organization, modern business modeling standards and techniques are supposed to take risk-related features into account. The article is devoted to elaborating and exemplifying an extension aimed at risk handling for OMG’s Business Process Modeling Notation (BPMN), one of the most prospective standards for business process modeling. After an introduction, key risk management concepts are discussed. Section 3 discusses extensions introduced within BPMN meta-model, while section 4 exemplifies proposed concepts. The article is concluded with a summary.