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Dr. Daniel Beimborn
School of Business, University of Bamberg, D-96047 Bamberg, Germany

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Research Keywords & Expertise

0 Digital Innovation
0 Digital Transformation
0 IT Governance
0 Electronic collaboration
0 IT outsourcing and offshoring

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Digital Innovation

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Chapter
Published: 05 June 2020 in Progress in IS
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Companies must drive innovation to stay competitive in today’s fast-changing and highly competitive environment. Therefore, they do also involve their outsourcing vendors as strategic partner for innovation. While recently at least some studies have examined innovation-oriented outsourcing partnerships and their outcomes, almost no research has yet focused on the innovation-related actions from an outsourcing vendor’s perspective. Our paper explores what kind of initiatives outsourcing vendors implement to create innovation for their customers. It analyzes a unique dataset of more than 830 innovation initiatives, as reported by global outsourcing vendor firms. The analysis identifies 22 different types of innovation initiatives, which are clustered into six different dimensions. Using these results plus nine interviews with outsourcing experts, we have developed a categorization model which allows for categorizing innovation-related vendor initiatives and provides a basis for evaluating the strategic importance of each category for firms searching for or evaluating an outsourcing vendor.

ACS Style

Selina Meiser; Daniel Beimborn. Innovation in Outsourcing—An Empirical Analysis of Outsourcing Vendors’ Innovation Approaches. Progress in IS 2020, 83 -100.

AMA Style

Selina Meiser, Daniel Beimborn. Innovation in Outsourcing—An Empirical Analysis of Outsourcing Vendors’ Innovation Approaches. Progress in IS. 2020; ():83-100.

Chicago/Turabian Style

Selina Meiser; Daniel Beimborn. 2020. "Innovation in Outsourcing—An Empirical Analysis of Outsourcing Vendors’ Innovation Approaches." Progress in IS , no. : 83-100.

Review
Published: 09 March 2020 in WI2020 Zentrale Tracks
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ACS Style

Julian Frey; Friedrich Holotiuk; Daniel Beimborn. Debating Digital Innovation: A Literature Review on Realizing Value from Digital Innovation. WI2020 Zentrale Tracks 2020, 812 -827.

AMA Style

Julian Frey, Friedrich Holotiuk, Daniel Beimborn. Debating Digital Innovation: A Literature Review on Realizing Value from Digital Innovation. WI2020 Zentrale Tracks. 2020; ():812-827.

Chicago/Turabian Style

Julian Frey; Friedrich Holotiuk; Daniel Beimborn. 2020. "Debating Digital Innovation: A Literature Review on Realizing Value from Digital Innovation." WI2020 Zentrale Tracks , no. : 812-827.

Conference paper
Published: 01 January 2019 in Proceedings of the 52nd Hawaii International Conference on System Sciences
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ACS Style

Ilsang Ko; Daniel Beimborn. Introduction to the Minitrack on Cross-Organizational and Cross-Border IS/IT Collaboration. Proceedings of the 52nd Hawaii International Conference on System Sciences 2019, 1 .

AMA Style

Ilsang Ko, Daniel Beimborn. Introduction to the Minitrack on Cross-Organizational and Cross-Border IS/IT Collaboration. Proceedings of the 52nd Hawaii International Conference on System Sciences. 2019; ():1.

Chicago/Turabian Style

Ilsang Ko; Daniel Beimborn. 2019. "Introduction to the Minitrack on Cross-Organizational and Cross-Border IS/IT Collaboration." Proceedings of the 52nd Hawaii International Conference on System Sciences , no. : 1.

Conference paper
Published: 01 January 2014 in Proceedings of the 52nd ACM conference on Computers and people research - SIGSIM-CPR '14
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ACS Style

Alexander Von Stetten; Daniel Beimborn; Tim Weitzel. The four 'W's of face-to-face. Proceedings of the 52nd ACM conference on Computers and people research - SIGSIM-CPR '14 2014, 1 .

AMA Style

Alexander Von Stetten, Daniel Beimborn, Tim Weitzel. The four 'W's of face-to-face. Proceedings of the 52nd ACM conference on Computers and people research - SIGSIM-CPR '14. 2014; ():1.

Chicago/Turabian Style

Alexander Von Stetten; Daniel Beimborn; Tim Weitzel. 2014. "The four 'W's of face-to-face." Proceedings of the 52nd ACM conference on Computers and people research - SIGSIM-CPR '14 , no. : 1.

Journal article
Published: 16 October 2013 in Business & Information Systems Engineering
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The widely discussed and still unresolved problem of information overload is exacerbated substantially by technical innovations, such as social media, and legal requirements, such as documentation demands, and thus has a negative effect on both organizations and individuals. By the year 2015 global information volume is estimated to reach almost eight zettabytes, 1 ZB = 1 billion terabytes. Within the business context, the concept of Enterprise Content Management (ECM) has emerged to manage such primarily unstructured forms of information (Grahlmann et al. 2011). While software producers offer well-engineered and comprehensive ECM solutions, According to BITKOM, the ECM market in Germany, alone, grows up to 1.6 billions EUR in 2013 (

ACS Style

Sven Laumer; Pd Dr. Daniel Beimborn; Dipl.-Wirtsch.Inf. Christian Maier; Christoph Weinert. Enterprise Content Management. Business & Information Systems Engineering 2013, 5, 449 -452.

AMA Style

Sven Laumer, Pd Dr. Daniel Beimborn, Dipl.-Wirtsch.Inf. Christian Maier, Christoph Weinert. Enterprise Content Management. Business & Information Systems Engineering. 2013; 5 (6):449-452.

Chicago/Turabian Style

Sven Laumer; Pd Dr. Daniel Beimborn; Dipl.-Wirtsch.Inf. Christian Maier; Christoph Weinert. 2013. "Enterprise Content Management." Business & Information Systems Engineering 5, no. 6: 449-452.

Journal article
Published: 16 October 2013 in Wirtschaftsinformatik
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Das vieldiskutierte und nach wie vor ungelöste Problem der Informationsüberflutung wird durch technologische Innovationen, wie zum Beispiel Social Media, oder auch zunehmende Regulationsbestimmungen, wie insbesondere Dokumentationsanforderungen, verstärkt und zieht negative Konsequenzen für Organisationen und Individuen nach sich. So wird für das Jahr 2015 ein weltweites Gesamtinformationsvolumen von nahezu acht Zettabyte 1 Zettabyte = 1 Milliarde Terabytes. Für den Umgang mit der Bereitstellung und Verwaltung solcher überwiegend unstrukturierter Informationsbestände im betrieblichen Kontext hat sich der Begriff des Enterprise-Content-Managements (ECM) etabliert (Grahlmann

ACS Style

Sven Laumer; Pd Dr. Daniel Beimborn; Dipl.-Wirtsch.Inf. Christian Maier; Christoph Weinert. Enterprise-Content-Management. Wirtschaftsinformatik 2013, 55, 453 -456.

AMA Style

Sven Laumer, Pd Dr. Daniel Beimborn, Dipl.-Wirtsch.Inf. Christian Maier, Christoph Weinert. Enterprise-Content-Management. Wirtschaftsinformatik. 2013; 55 (6):453-456.

Chicago/Turabian Style

Sven Laumer; Pd Dr. Daniel Beimborn; Dipl.-Wirtsch.Inf. Christian Maier; Christoph Weinert. 2013. "Enterprise-Content-Management." Wirtschaftsinformatik 55, no. 6: 453-456.

Journal article
Published: 23 April 2013 in Electronic Markets
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Cooperative sourcing is when multiple firms form a coalition to merge similar processes using shared-service processing in order to leverage economies of scale and skill. This paper discusses how coalition partners should allocate coalition costs and benefits to ensure a stable coalition which minimizes the incentives for current or future coalition partners to withdraw from the coalition. The paper develops a formal cost allocation and benefit model which is then used in game theoretical analyses and bargaining experiments. The results show that proportional cost allocation is key to avoiding unstable coalitions. However, if coalition partners do not disclose their cost structures to facilitate a cooperative decision in favor of proportional cost allocation, but rather negotiate shared costs based on “closed books”, proportional cost allocation is rarely achieved. In such cases, the Shapley value has high predictive power and negotiators are in danger of making poor decisions that can lead to instable coalitions. These findings help sensitize managers to the structural threats inherent to multilateral negotiations of cooperative sourcing coalitions.

ACS Style

Daniel Beimborn. The stability of cooperative sourcing coalitions ‐ game theoretical analysis and experiment. Electronic Markets 2013, 24, 19 -36.

AMA Style

Daniel Beimborn. The stability of cooperative sourcing coalitions ‐ game theoretical analysis and experiment. Electronic Markets. 2013; 24 (1):19-36.

Chicago/Turabian Style

Daniel Beimborn. 2013. "The stability of cooperative sourcing coalitions ‐ game theoretical analysis and experiment." Electronic Markets 24, no. 1: 19-36.

Journal article
Published: 31 March 2013 in The Journal of Strategic Information Systems
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While many firms have introduced SOA, only one in five have achieved anticipated benefits such as increased IT flexibility or reuse. Industry analysts assume that a lack of SOA governance is the main reason why SOA projects fail. Addressing the substantial research gap on SOA governance this paper theoretically and empirically investigates which SOA governance mechanisms are needed to achieve the benefits of SOA, such as increasing IT flexibility and reusing services. The proposed theoretical SOA governance model is evaluated using data from 81 SOA-using organizations. Overall, the results confirm the relevance of a variety of SOA governance mechanisms (structures, processes, and employees/relations), but at the same time, that IT infrastructure flexibility and service reuse are influenced by different mechanisms. Key governance mechanisms that show a strong effect on infrastructure flexibility are using standards, service management processes, educating employees, and IT/business communication while reuse can only be increased through service management, standards and qualification. Contrary to expectations, implementing new, dedicated decision-making bodies for SOA hampers organizations in achieving higher degrees of IT flexibility and reuse, and a firm is better off using existing IT decision-making bodies.

ACS Style

Nils Joachim; Daniel Beimborn; Tim Weitzel. The influence of SOA governance mechanisms on IT flexibility and service reuse. The Journal of Strategic Information Systems 2013, 22, 86 -101.

AMA Style

Nils Joachim, Daniel Beimborn, Tim Weitzel. The influence of SOA governance mechanisms on IT flexibility and service reuse. The Journal of Strategic Information Systems. 2013; 22 (1):86-101.

Chicago/Turabian Style

Nils Joachim; Daniel Beimborn; Tim Weitzel. 2013. "The influence of SOA governance mechanisms on IT flexibility and service reuse." The Journal of Strategic Information Systems 22, no. 1: 86-101.

Journal article
Published: 13 July 2012 in Journal of Business Economics
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How does a firm’s IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms’ essential operational infrastructure or “backbone”, we are interested in scrutinizing to what extent the kind of IT architecture affects a firm’s boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits.

ACS Style

Daniel Beimborn; Nils Joachim; Tim Weitzel. Do service-oriented IT architectures facilitate business process outsourcing? Journal of Business Economics 2012, 82, 77 -108.

AMA Style

Daniel Beimborn, Nils Joachim, Tim Weitzel. Do service-oriented IT architectures facilitate business process outsourcing? Journal of Business Economics. 2012; 82 (4):77-108.

Chicago/Turabian Style

Daniel Beimborn; Nils Joachim; Tim Weitzel. 2012. "Do service-oriented IT architectures facilitate business process outsourcing?" Journal of Business Economics 82, no. 4: 77-108.

Conference paper
Published: 01 July 2012 in Academy of Management Proceedings
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ACS Style

Heinz-Theo Wagner; Bernhard Moos; Daniel Beimborn; Tim Weitzel. The Contagious Power of Innovativeness: A Comparison of Different Types of Firm Partners. Academy of Management Proceedings 2012, 2012, 1 .

AMA Style

Heinz-Theo Wagner, Bernhard Moos, Daniel Beimborn, Tim Weitzel. The Contagious Power of Innovativeness: A Comparison of Different Types of Firm Partners. Academy of Management Proceedings. 2012; 2012 (1):1.

Chicago/Turabian Style

Heinz-Theo Wagner; Bernhard Moos; Daniel Beimborn; Tim Weitzel. 2012. "The Contagious Power of Innovativeness: A Comparison of Different Types of Firm Partners." Academy of Management Proceedings 2012, no. 1: 1.

Journal article
Published: 27 April 2012 in Business & Information Systems Engineering
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This paper contributes to a better understanding and to mitigate negative consequences of cultural diversity in multinational IT project teams. Our research explores how culture-specific behaviors impact social capital among team members and how firms can manage the strains. In the existing IS culture literature, culture-specific behaviors are – if at all – traced back to single culture dimensions. In contrast, the approach proposed in this article goes one step further suggesting that it is necessary to combine several culture dimensions to better understand a certain culture-specific behavior and consequently be able to better manage resulting relationship problems in multinational settings. Conducting exploratory case studies in six multinational IT projects, two exemplary cultural behavior patterns (face maintenance in India and post-communism in the Czech Republic) are identified, and management actions to avoid project performance problems are derived. The results contribute to a better understanding and management of the negative impact of culture-specific behaviors in IT project teams and corroborate that research based on culture dimensions, such as those conceptualized by Hofstede or House et al., is valuable for understanding multi-country IS projects. The findings in particular suggest that aggregating these dimensions to cultural behavior patterns improves their explanatory power and consequently the management’s capability to mitigate the negative consequences of cultural diversity.

ACS Style

Dipl.-Wirtsch. Inf. (Fh) Alexander von Stetten; Daniel Beimborn; Dr. Tim Weitzel. Analyzing and Managing the Impact of Cultural Behavior Patterns on Social Capital in Multinational IT Project Teams. Business & Information Systems Engineering 2012, 4, 137 -151.

AMA Style

Dipl.-Wirtsch. Inf. (Fh) Alexander von Stetten, Daniel Beimborn, Dr. Tim Weitzel. Analyzing and Managing the Impact of Cultural Behavior Patterns on Social Capital in Multinational IT Project Teams. Business & Information Systems Engineering. 2012; 4 (3):137-151.

Chicago/Turabian Style

Dipl.-Wirtsch. Inf. (Fh) Alexander von Stetten; Daniel Beimborn; Dr. Tim Weitzel. 2012. "Analyzing and Managing the Impact of Cultural Behavior Patterns on Social Capital in Multinational IT Project Teams." Business & Information Systems Engineering 4, no. 3: 137-151.

Journal article
Published: 26 April 2012 in Wirtschaftsinformatik
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Die vorliegende Forschungsarbeit hilft, negative Auswirkungen kultureller Unterschiede in multikulturellen IT-Projektteams besser verstehen und mittels geeigneter Managementmaßnahmen adressieren zu können. Es wird untersucht, wie sich kulturspezifische Verhaltensweisen auf das Sozialkapital multikultureller Teams auswirken und wie ein Unternehmen dadurch entstehende Spannungen besser bewältigen kann. Die bestehende Literatur, die sich mit den kulturellen Auswirkungen im Kontext von Informationssystemen beschäftigt, führt kulturspezifische Verhaltensweisen – wenn überhaupt – nur auf einzelne Kulturdimensionen zurück. Der in dieser Arbeit vorgeschlagene Ansatz geht dagegen einen Schritt weiter. Wir argumentieren, dass eine Kombination und Aggregation mehrerer Kulturdimensionen zu sogenannten kulturellen Verhaltensmustern notwendig ist, um ein bestimmtes kulturspezifisches Verhalten besser verstehen und die sich daraus ergebenden Beziehungsprobleme in multikulturellen Szenarien in der Folge besser nachvollziehen und bewältigen zu können. Auf Basis von Fallstudien in sechs länderübergreifenden IT-Projekten werden zwei beispielhafte kulturspezifische Verhaltensmuster betrachtet (Gesichtswahrung in Indien und Post-Kommunismus in Tschechien). Zudem werden geeignete Managementmaßnahmen abgeleitet, die zur Vermeidung der sich in den Projekten ergebenden Probleme beitragen. Die gewonnenen Erkenntnisse fördern ein besseres Verständnis sowie das Management negativer Auswirkungen kulturspezifischen Verhaltens in IT-Projektteams und bestätigen, dass Forschung auf Basis bewährter Kulturdimensionen hierfür einen wichtigen Beitrag liefern kann. This paper contributes to a better understanding and to mitigate negative consequences of cultural diversity in multinational IT project teams. Our research explores how culture-specific behaviors impact social capital among team members and how firms can manage the strains. In the existing IS culture literature, culture-specific behaviors are – if at all – traced back to single culture dimensions. In contrast, the approach proposed in this article goes one step further suggesting that it is necessary to combine several culture dimensions to better understand a certain culture-specific behavior and consequently be able to better manage resulting relationship problems in multinational settings. Conducting exploratory case studies in six multinational IT projects, two exemplary cultural behavior patterns (face maintenance in India and post-communism in the Czech Republic) are identified, and management actions to avoid project performance problems are derived. The results contribute to a better understanding and management of the negative impact of culture-specific behaviors in IT project teams and corroborate that research based on culture dimensions, such as those conceptualized by Hofstede or House et al., is valuable for understanding multi-country IS projects. The findings in particular suggest that aggregating these dimensions to cultural behavior patterns improves their explanatory power and consequently the management’s capability to mitigate the negative consequences of cultural diversity.

ACS Style

Dipl.-Wirtsch. Inf. (Fh) Alexander von Stetten; Daniel Beimborn; Dr. Tim Weitzel. Auswirkungen kulturspezifischer Verhaltensmuster auf das Sozialkapital in multinationalen IT-Projektteams. Wirtschaftsinformatik 2012, 54, 135 -151.

AMA Style

Dipl.-Wirtsch. Inf. (Fh) Alexander von Stetten, Daniel Beimborn, Dr. Tim Weitzel. Auswirkungen kulturspezifischer Verhaltensmuster auf das Sozialkapital in multinationalen IT-Projektteams. Wirtschaftsinformatik. 2012; 54 (3):135-151.

Chicago/Turabian Style

Dipl.-Wirtsch. Inf. (Fh) Alexander von Stetten; Daniel Beimborn; Dr. Tim Weitzel. 2012. "Auswirkungen kulturspezifischer Verhaltensmuster auf das Sozialkapital in multinationalen IT-Projektteams." Wirtschaftsinformatik 54, no. 3: 135-151.

Conference paper
Published: 01 January 2012 in Business Information Systems
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How and why do actual interaction structures in global outsourcing arrangements differ from those originally planned? We use a social network perspective to analyze the structure of social interaction networks among operational staff and management of vendor and client firm in an outsourcing arrangement. We apply a case study approach to understand which interaction structures appear and whether they are in accordance with those structures formally defined in the outsourcing governance. We found that real interaction often differs from the plan and we provide theoretical explanations for understanding these deviations, thus contributing to the understanding of outsourcing governance and outsourcing relationship management.

ACS Style

Anna Wiesinger; Daniel Beimborn; Tim Weitzel. How Do Planned and Actual Interaction Structures Differ in Global Outsourcing Arrangements? Business Information Systems 2012, 130, 20 -38.

AMA Style

Anna Wiesinger, Daniel Beimborn, Tim Weitzel. How Do Planned and Actual Interaction Structures Differ in Global Outsourcing Arrangements? Business Information Systems. 2012; 130 ():20-38.

Chicago/Turabian Style

Anna Wiesinger; Daniel Beimborn; Tim Weitzel. 2012. "How Do Planned and Actual Interaction Structures Differ in Global Outsourcing Arrangements?" Business Information Systems 130, no. : 20-38.

Journal article
Published: 27 October 2011 in Wirtschaftsinformatik
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Software und Hardware als Dienstleistung unter dem Stichwort „Cloud-Computing“ anzubieten und zu konsumieren hat sich sowohl im Konsumenten- als auch im Geschäftskundensegment als nachhaltiger Trend erwiesen (Bandulet et al. 2010). Hierbei lassen sich die unterschiedlichen Konzepte des Infrastructure-as-a-Service (IaaS), Platform-as-a-Service (PaaS) und Software-as-a-Service (SaaS) differenzieren. Während bei IaaS Hardware-Ressourcen „on demand“ virtuell bereitgestellt werden, sind es bei SaaS die Software-Applikationen, die der Anwender über das Netz nutzt. Das Konzept der „Platform as a Service“ nimmt dabei eine – häufig nicht sichtbare – Mittlerrolle ein, indem es die notwendige Betriebsplattform für die virtuell angebotene Software darstellt. Das PaaS-Konzept hat sich aber auch erfolgreich als eigener Dienst verselbständigt, wie die Beispiele der Google App Engine oder Force.com von Salesforce.com zeigen. PaaS erweitert damit das

ACS Style

Daniel Beimborn; Thomas Miletzki; Stefan Wenzel. Platform as a Service (PaaS). Wirtschaftsinformatik 2011, 53, 371 -375.

AMA Style

Daniel Beimborn, Thomas Miletzki, Stefan Wenzel. Platform as a Service (PaaS). Wirtschaftsinformatik. 2011; 53 (6):371-375.

Chicago/Turabian Style

Daniel Beimborn; Thomas Miletzki; Stefan Wenzel. 2011. "Platform as a Service (PaaS)." Wirtschaftsinformatik 53, no. 6: 371-375.

Journal article
Published: 27 October 2011 in Business & Information Systems Engineering
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To provide and consume software and hardware as services, labeled under the umbrella term “cloud computing”, has proved to be a sustainable trend, both in the B2C and in the B2B market (Bandulet et al. 2010). Usually, we distinguish between the concepts of Infrastructure-as-a-Service (IaaS), Platform-as-a-Service (PaaS), and Software-as-a-Service (SaaS). While IaaS provides hardware virtually and “on demand”, SaaS offers software applications which can be used via the Internet or other networks. The concept of Platform-as-a-Service often remains invisible to the user as it provides the necessary operating platforms for the virtually provided applications. Nevertheless, the PaaS concept has successfully shown to be a service model that can be offered independently, as the Google App Engine or Force.com of Salesforce.com exemplify. Thus, PaaS extends the role model of the SaaS ecosystem to the platform provider as an additional actor and thus

ACS Style

Daniel Beimborn; Thomas Miletzki; Stefan Wenzel. Platform as a Service (PaaS). Business & Information Systems Engineering 2011, 3, 381 -384.

AMA Style

Daniel Beimborn, Thomas Miletzki, Stefan Wenzel. Platform as a Service (PaaS). Business & Information Systems Engineering. 2011; 3 (6):381-384.

Chicago/Turabian Style

Daniel Beimborn; Thomas Miletzki; Stefan Wenzel. 2011. "Platform as a Service (PaaS)." Business & Information Systems Engineering 3, no. 6: 381-384.

Book chapter
Published: 09 September 2011 in Theory-Guided Modeling and Empiricism in Information Systems Research
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Social relationships within multinational teams are often burdened by cultural differences between the team members. Severe difficulties arising from such differences include conflict, mistrust, and miscommunication (Salk and Brannen,2000). This in turn hampers the creation of social capital within the team and thus leads to sub-optimal knowledge exchange, collaboration, and project performance. Consequently, numerous studies consider cultural differences in the context of multinational teams and propose various management actions that can be taken to overcome resulting problems in the network of relationships among team members (e.g., Carmel, 1999; Carmel and Agarwal, 2001; Earley and Mosakowski, 2000; Govindarajan and Gupta, 2001; Oshri et al., 2007; Sarker and Sarker, 2009; Walsham, 2002).

ACS Style

Alexander Von Stetten; Daniel Beimborn; Dr. Tim Weitzel; Zita Reiss. Managing the Impact of Differences in National Culture on Social Capital in Multinational IT Project Teams – A German Perspective. Theory-Guided Modeling and Empiricism in Information Systems Research 2011, 187 -206.

AMA Style

Alexander Von Stetten, Daniel Beimborn, Dr. Tim Weitzel, Zita Reiss. Managing the Impact of Differences in National Culture on Social Capital in Multinational IT Project Teams – A German Perspective. Theory-Guided Modeling and Empiricism in Information Systems Research. 2011; ():187-206.

Chicago/Turabian Style

Alexander Von Stetten; Daniel Beimborn; Dr. Tim Weitzel; Zita Reiss. 2011. "Managing the Impact of Differences in National Culture on Social Capital in Multinational IT Project Teams – A German Perspective." Theory-Guided Modeling and Empiricism in Information Systems Research , no. : 187-206.

Chapter
Published: 24 May 2011 in Global Implications of Emerging Technology Trends
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N this chapter, some of the main results of an interdisciplinary research project on standards are presented and integrated into a single framework of technology diffusion. Based on network-effect theory and diffusion theory, we present an agent-based simulation model that extends the traditional economical network perspective by incorporating structural determinants of networks (centrality, topology and density) from sociology and geography and individual standard decision making under realistic informational assumptions. The main finding is a substantial impact of network topology on standard diffusion. The model has so far served as a tool both for developing and evaluating network strategies in practical applications like EDI networks or corporate directory service planning, as well as for providing theoretical insights into standardization problems and possible solutions.

ACS Style

Tim Weitzel; Oliver Wendt; Daniel Beimborn; Daniel König. Network Effects and Diffusion Theory. Global Implications of Emerging Technology Trends 2011, 282 -305.

AMA Style

Tim Weitzel, Oliver Wendt, Daniel Beimborn, Daniel König. Network Effects and Diffusion Theory. Global Implications of Emerging Technology Trends. 2011; ():282-305.

Chicago/Turabian Style

Tim Weitzel; Oliver Wendt; Daniel Beimborn; Daniel König. 2011. "Network Effects and Diffusion Theory." Global Implications of Emerging Technology Trends , no. : 282-305.

Chapter
Published: 18 January 2011 in Global Implications of Emerging Technology Trends
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ACS Style

Tim Weitzel; Oliver Wendt; Daniel Beimborn; Daniel König. Network Effects and Diffusion Theory. Global Implications of Emerging Technology Trends 2011, 282 -305.

AMA Style

Tim Weitzel, Oliver Wendt, Daniel Beimborn, Daniel König. Network Effects and Diffusion Theory. Global Implications of Emerging Technology Trends. 2011; ():282-305.

Chicago/Turabian Style

Tim Weitzel; Oliver Wendt; Daniel Beimborn; Daniel König. 2011. "Network Effects and Diffusion Theory." Global Implications of Emerging Technology Trends , no. : 282-305.

Journal article
Published: 30 May 2010 in Information Systems and e-Business Management
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What is the interplay between business process management (BPM) and service-oriented architecture (SOA) in achieving high business process quality? In this paper, we empirically investigate the impact of both SOA and BPM on business process quality in terms of straight-through processing, business-to-business integration, quality control, as well as standardization and consolidation of business processes. For the empirical evaluation of our model, we use the data of 157 German service firms. The results show that the SOA paradigm has still received rather low adoption rates in the industry. However, SOA, BPM, and related information technologies have a direct positive impact on business process quality and the analysis provides evidence for the complementarities of BPM and SOA since interaction effects between them have an additional significant impact on business process quality. Consequently, firms having adopted SOA can more effectively apply BPM.

ACS Style

Daniel Beimborn; Nils Joachim. The joint impact of service-oriented architectures and business process management on business process quality: an empirical evaluation and comparison. Information Systems and e-Business Management 2010, 9, 333 -362.

AMA Style

Daniel Beimborn, Nils Joachim. The joint impact of service-oriented architectures and business process management on business process quality: an empirical evaluation and comparison. Information Systems and e-Business Management. 2010; 9 (3):333-362.

Chicago/Turabian Style

Daniel Beimborn; Nils Joachim. 2010. "The joint impact of service-oriented architectures and business process management on business process quality: an empirical evaluation and comparison." Information Systems and e-Business Management 9, no. 3: 333-362.

Conference paper
Published: 01 January 2009 in Business Information Systems
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What is the business value of Service-Oriented Architectures (SOA) and how can we achieve it? This paper represents a conceptual piece of research which focuses on the impact of IT Business Alignment (ITBA) on the successful implementation of SOA, in terms of its business value. The contribution of this model is predominant in proposing a threefold effect of ITBA on achieving a successful implementation of SOA through the specific strategic needs defined by a particular firm in a specific industry, i.e., the banking industry. As a result, we show that the business strategy moderates the impact of SOA’s general potentials on its actual business value and claim that this relationship is further moderated by ITBA, which must be thoroughly considered by practitioners deciding on introducing SOA in their firm.

ACS Style

Daniel Beimborn; Nils Joachim. Proposing the Relationship between IT Business Alignment and the Business Value of Service-Oriented Architectures in Financial Firms. Business Information Systems 2009, 23, 78 -93.

AMA Style

Daniel Beimborn, Nils Joachim. Proposing the Relationship between IT Business Alignment and the Business Value of Service-Oriented Architectures in Financial Firms. Business Information Systems. 2009; 23 ():78-93.

Chicago/Turabian Style

Daniel Beimborn; Nils Joachim. 2009. "Proposing the Relationship between IT Business Alignment and the Business Value of Service-Oriented Architectures in Financial Firms." Business Information Systems 23, no. : 78-93.