I am interested in supervising master projects that are driven by real-life business problems.
The student is typically expected to:
develop a good understanding of the problem and of the relevant literature, and the gap in between
design and develop a solution to the problem (which will eventually contribute to the existing literature),
apply the solution in a real-life business setting to evaluate its utility, efficacy, validity, ... ,
develop generalized insights about the problem and its solution, thereby contributing both to the practice and research.
I prefer empirical research (both quantitative and qualitative)
... which typically employs at least one of the following research methods: surveys, interviews, Delphi studies, field or lab experiments, simulations, ...
... and organized in the form of design-science research, action design research, or case study.
In many cases of thesis projects, the student is mentored not solely by me but by a team of researchers (assistant professors, postdocs, PhD-candidates) which makes things much more fun and useful.
Digital solutions, such as platforms like Uber, Airbnb, Spotify, Netflix, or GoSharing, have seamlessly integrated into every aspect of our lives, driving business innovation while fostering sustainable development. These solutions, powered by advanced technologies like mobile apps and IoT, rely on collaborations between multiple stakeholders for value co-creation, and they should be designed not only for economic viability but also with a focus on environmental and social sustainability. This research area focuses on developing novel concepts, methods, and techniques for the engineering of business models for innovative digital solutions within service ecosystems.
Particular questions that I am busy with investigating:
How to design sustainable digital business models for a network of organizations (i.e., sustainable collaborative business models)?
How to evaluate the viability/feasibility of business models (financial and non-financial, e.g., from a sustainability point of view)?
What further steps can be taken for the implementation of a collaborative business model (e.g., defining service scenario, user-journey, business process models, business service/capability compositions)?
How to define success criteria or KPIs for a business model? How to monitor their performance?
How can we define business models for Circular Economy?
How can we define business models for the use of Blockchain?
How can we use business model patterns and process patterns to use for their implementation?
How to define business services (organization's capabilities) that are composable/modular?
How should the strategy, business models, processes and services of an organization align? How can their lifecycle be integrated?
How can organizations apply servitization? Servitization maturity?
- Some more info about this research line: [BISE-2019] [BPMJ-2023] [ISeB-2023]
Despite the rising importance of AI and advanced data analytics (ADA), there is limited guidance on how organizations should leverage them. The benefits that an organization can gain through the application of these approaches depend on its ability to gain and use relevant capabilities. Such capabilities are diverse, ranging from technical ones to those related to an organization's ability to define its strategy, manage relevant processes, and bring together the right people. Management needs guidance on how to implement and improve these capabilities. Without a clearly defined roadmap for improvement, organizations face difficulties in achieving consensus on the priorities and order of improvement activities.
Capability/Maturity models are useful business tools for assessing several organisational aspects and developing roadmaps for their improvement. This research area involves the development, application and evaluation of organizational maturity models. In particular, I am interested in the:
Capability and Maturity Models for value creation through advanced data analytics/big-data analytics, and AI (e.g., ADA-CMM)
Capability and Maturity Models for Green Processes and Circular Economy
Relation between the maturity of organizations and their firm performance
Capability and Maturity Models for Business Model Innovation, Archetypes of innovative firms
- Some works related to this research area: [ADA-CMM-2024] [HBPM 2024] [ICMM-2018] [DIGIH-2020] [ECIS-2016], [IST-2016]
Mobility Service Platforms (such as bike-sharing, micromobility platforms, or MaaS) aim to provide affordable mobility services to offer a serious alternative to private car ownership and help cope with environmental challenges. I am active in several initiatives in the mobility domain (e.g., Mobiliteu, MaaS Alliance) and working with many organizations. In these initiatives, I mostly apply the methods, concepts, etc. developed within the Digital Business Model Engineering line.
Some current open research questions:
What data models/standards can be developed to foster the integration of mobility services for Mobility Service Platforms (e.g., MaaS)?
How can we implement blockchain in the context of Mobility Service Platforms?
How can we assess the Mobility Service Providers' readiness/maturity level for a (MaaS) platform?
What Business Models can be designed for Mobility Service Platforms and Shared Mobility?
What functionalities of Mobility Service Platforms can we offer for Cities and Service Providers?
What Governance structures are needed for Open Mobility Service Platforms?
2024
Daan Mul (OML+IM) Towards an Updated Advanced Data Analytics Capability Maturity Model. ASML.
Ioana Costache (IM) Developing a Process Mining Implementation Solution for Greenhouse Gas Emissions Goals in Production Processes. (ICPM-2024 Paper)
Demi Deshayes (OML) Identifying critical success factors for the design and implementation phases of a network-based business model.
(I3E-2024-paper award)
2023
Luke Tonnaer (OML) Blockchain-driven Circular Business Models in the Manufacturing Industry (also as a paper at the New Business Models Conference).
Thijn Muselaers: A Simulation-Aided Method for ESG-related Key Performance Indicators Selection and Assessment.
Jordy Klei: A Method for Eliciting KPI Data Requirements by Adopting a Networked Perspective on Business Goals.
Yara van de Kamp: A maturity model for production operations management autonomy in the process industry.
2022
Noor Jungerius (OML) Assessing Digital Service Platform Requirements from a Value Co-Creation Perspective. (Received the Best Paper Award at PRO-VE Conference.)
J. Ebus (OML) Standard time estimations in the low volume manual assembly industry: A method to overcome noisy point of production data. Canon.
S. Kalkavan (OML) The design of a capability framework in the context of Global Business Services. Deloitte.
P. Donkers (OML) A conceptual model for the definition of mobility solutions.
2021
Ginger Korsten (IM) A Capability Maturity Model for Advanced Data Analytics. ASML. [PAJAIS Journal paper]
Frans Slaats (OML) A Method and Tool to Support the Financial Viability Analysis of Networked Business Models. [PRO-VE paper]
Capser Vos (OML) A Reference Model for a Service-Dominant Business.
Thijs Canjels (OML) A method for Financial Viability Evaluation of Networked Business Models in Enterprise Settings, Philips Healthcare.
Mathijs Driessen (OML) Reducing greenhouse gas emissions in the warehouse industry. Vanderlande.
2020
Jari Janssen (OML) Operationalizing a Service-Dominant Business Model in a Real-Life Case Study. Nike.
Thomas Jonker (OML) Assessing Procurement Maturity: Different Perspectives within the Function and the Influence on Performance. Philips Healthcare.
2019
Karlijn Canjels (OML) A value-based technique to support the generation of process improvement ideas for integrated care pathways.
2018
Sophie Arends (IM) "Innovation Capability Maturity Model and Innovation Archetypes" KPMG
Teun Graafmans (BIS) "Bridging the Gap Between Process Mining and Six Sigma: A Guideline". ProcessGold (BISE Journal paper)
Stevens Jettefer (BIS) "Factors Influencing the Effectiveness of Internal Process Audits" Philips Healthcare. (MAJ Journal paper)
2017
Minou Benraad (IM): The Influence of Individual Process Orientation and BPM Supportive Culture on the Actual and Perceived Process Conformance and Process Performance. More ... (BPM Journal paper)
2016
Vincent Sanders (IM): A maturity model for patient-centered healthcare organizations. ...
Debora Katerberg (OML): A toolbox for the development and implementation of value based care pathways (first supervisor Irene Vanderfeesten). More ... (Published in SEAA'18).
Marijn Koops (OML): The impact of BPMS implementation on Business Process (Management) Maturity : a nested case study in an international financial institution. More ... (Journal paper ...)
2015
Tessa Rompen (2015) (IM): The influence of modularity representation on the understandability of business process models: (published in BPM-2016 and BISE 2018)
Mark B. Schriek (2015) (OML): Maturity Model for Care Pathways (with Uzay Kaymak). (published in ECIS-2016)
Valerio van den Broek (2015) (OML): Going greener through BPM: a method for assessing processes environmental footprint and supporting continuous improvement. More ...
2014
H.M.M. van den Hurk (2014) (IM), "Democracy in business process management: validation of process models created through the Plural method". IM Master thesis, supervised by O. Turetken, H.A. Reijers. (published in S-BPM-2015)
J. Ondracek (2014), "The Influence of User Interface on End-User Acceptance of Enterprise Information Systems", Master Thesis, supervised by O. Turetken, W.A. IJsselsteijn. (pulished in JCIS-2017)
I. Stojanov (2014) (BIS), "Scaling agile using scaled agile framework. BIS Master Thesis, supervised by O. Türetken, J.J.M. Trienekens. More info. (Published in the JSEP journal and in SEAA 2015)
2013
G.R. van IJzendoorn (2013), "Exceptions and flexibility in business processes : examining the effects of exceptions on key performance indicators and the use of flexibility". OML Master Thesis, supervised by R. Dijkman, O. Turetken. BPMJ Journal paper.