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 to both 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 thesis projects, students are mentored not only by me but also by a team of researchers, including professors, postdocs, and PhD candidates. This makes the experience much more enjoyable and beneficial.
Digital solutions, such as platforms like Uber, Airbnb, Spotify, and Netflix, or sharing solutions like Bolt or Felyx, have seamlessly integrated into every aspect of our lives, driving business innovation while fostering sustainable development. These solutions, powered by advanced technologies, such as mobile apps and IoT, rely on collaborations between multiple stakeholders for value co-creation. They should be designed not only for economic viability but also with a focus on their impact on the environment and society. This research area focuses on developing novel concepts, methods, and tools for engineering business models for sustainable digital solutions.
Particular questions that I am busy investigating:
How to design (collaborative) business models for sustainable digital solutions?
How to evaluate the viability/feasibility of business models (financial and non-financial, e.g., from a sustainability point of view)? This involves using simulation techniques, such as Systems Dynamics.
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 and KPIs for a business model? How to monitor their performance?
What business models can we design for circularity solutions?
How can we use business model patterns and process patterns for their implementation?
How to define business services (organization's capabilities) that are composable/modular?
How should the business models, processes, and services of an organization align? How can their lifecycle be integrated?
What (dynamic) capabilities do organizations require for business model engineering? What capability and maturity models can we develop to help organizations institutionalize and continuously improve these capabilities?
- Some more info about this research line: [BISE-2019] [BPMJ-2023] [ISeB-2023] [BISE 2024]
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 requires guidance on how to implement and improve these capabilities. Without a clearly defined roadmap for improvement, organizations struggle to achieve consensus on the priorities and order of improvement activities.
Capability and 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
The relation between the maturity of organizations and their firm performance
Capability and Maturity Models for Business Model Engineering
- Some works related to this research area: [ADA-CMM-2024] [HBPM 2024] [SoSym 2025]
Mobility Service Platforms (such as bike-sharing, micromobility platforms, or MaaS) aim to provide affordable mobility services offering a serious alternative to private car ownership and helping to address environmental challenges. I am actively involved in several initiatives in the mobility domain (e.g., MaaS Alliance) and collaborating with many organizations. In these initiatives, I mainly apply the methods, concepts, and tools developed within the Business Model Engineering research 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?
2025
Joost Jan Elenbaas (OML) Designing and evaluating a Collaborative Business Model for offshore green hydrogen production using curtailed wind energy (also as an exemplary thesis at ERCIS).
Bauke Wijnands (OML) A Method for the Viability Analysis of Value Capture in Collaborative Business Models through System Dynamics (Also published as an academic paper at the I3E-2025 Conference).
Mitchell T.G. van de Vorst (IM) Business Model Blueprints for the Value Networks in Mixed Cropping Production Systems.
Merel Tetteroo (IM) Greening of IT: Developing a Capability Maturity Model for Green IT Adoption.
Yasmin Rettab (IM) Dual Transformation Capability Maturity Model for the Oil and Gas Sector.
Emma Hoogers (OML) On the Dynamics of Reverse Logistics Network Design: A Case Study for Refurbishment Capacity Planning in the Consumer Electronics Business.
2024
Bart Daemen (OML) Balancing organizational alignment, team autonomy, and control in large-scale agile organizations. (IST Journal Paper)
Daan Mul (OML+IM) Towards an Updated Advanced Data Analytics Capability Maturity Model. ASML. (BISE journal paper under review)
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.