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Adoption of business model canvas in exploring digital business transformation

Sabri, M. O.; Al-Qawasmi, K.; Odeh, M.; Aydin, M. E.


M. O. Sabri

K. Al-Qawasmi

M. Odeh

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Dr Mehmet Aydin
Senior Lecturer in Networks and Mobile Computing


Digital Business Transformation (DBT) values and contributions are still unrecognized by many organizations. Managers face problems in initiating their digital transformation due to the challenges and complexities in the realization of these processes. Business Model Canvas (BMC) – known as a semantically enriched tool for business model analysis and design – is a rather novel approach proposed to solve this problem. It is used to highlight organizations’ capabilities and verify the role of IT systems in organizations. Further empirical investigations are required to identify BMC's role in DBT and specify the main changes caused by IT systems. For this purpose, a case study of “The Faculty of Scientific Research at Zarqa University” is used to demonstrate how BMC can be utilized as a part of the DBT process, where a new internal IT system for Scientific Research is introduced, and BMC is implemented through. The Scientific Research Information System (SRIS) has been used to manage the research in the faculty. The BMC design was implemented pre and post-using the SRIS. A proposed model was derived based on the difference between both implementations. A quantitative approach using an online questionnaire was accomplished to evaluate this model and measure its new elements post using SRIS. The research results show that Key Activities, Key Resources, Value Propositions, Customer Relationships, and Channels are the main zones related to DBT. In addition, the changes in the elements of Key Resources are the essential motive and the cornerstone of DBT.

Journal Article Type Article
Acceptance Date Oct 4, 2022
Online Publication Date Mar 1, 2023
Publication Date Mar 1, 2023
Deposit Date Sep 6, 2023
Journal Information Sciences Letters
Print ISSN 2090-9551
Electronic ISSN 2090-956X
Peer Reviewed Peer Reviewed
Volume 12
Issue 2
Pages 845-854
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