Pub Date : 2024-06-10DOI: 10.1108/bpmj-09-2023-0688
Jen Sheng Wang
PurposeThe Open API (application programming interface) architecture will play an important role in promoting future FinTech service applications; however, it involves user data, and the current specialization and progression are less visible. Therefore, an evaluation framework for Open API development in the FinTech service ecosystem is constructed in this study.Design/methodology/approachThis study preliminarily selects the four most important key objects and factors of this ecosystem and conducts expert interviews to revise the evaluation framework. Then, this study uses the fuzzy analytic hierarchy process (FAHP) to evaluate the objects and their factor weights and finally uses the FAHP analysis results to further apply the evaluation based on distance from average solution (EDAS) approach to explore the strategy optimization scenarios.FindingsAccording to the analysis results, the co-creation object and productivity object are the two most significant objects, with weights of 0.275 and 0.272, respectively. The analysis shows that FinTech-related companies expect to increase productivity through co-creation. Finally, the results also indicate that mobile payment is the best Open API application scenario in the FinTech service ecosystem, followed by online banking. These results illustrate strategic and management implications.Originality/valueThis study screens key evaluation criteria with a literature review and expert questionnaire interviews to process quantitative research. It can determine the weights of objectives and criteria to clarify the strength of influence between the objectives and criteria. Next, this study measures the probable performance of Open API applied in various FinTech service ecosystem scenarios.
目的开放式API(应用程序接口)架构将在推动未来金融科技服务应用方面发挥重要作用,但其涉及用户数据,目前的专业化程度和进展不太明显。因此,本研究构建了金融科技服务生态系统中开放式 API 开发的评价框架。本研究初步选取了该生态系统中最重要的四个关键对象和因素,并通过专家访谈对评价框架进行了修订。根据分析结果,共创对象和生产力对象是最重要的两个对象,权重分别为 0.275 和 0.272。分析表明,金融科技相关公司希望通过共同创造提高生产力。最后,结果还表明,在金融科技服务生态系统中,移动支付是最佳的开放式 API 应用场景,其次是网上银行。本研究通过文献综述和专家问卷访谈筛选关键评估标准,进行定量研究。它可以确定目标和标准的权重,从而明确目标和标准之间的影响强度。接下来,本研究测量了开放式应用程序接口在各种金融科技服务生态系统场景中应用的可能性能。
{"title":"Exploring and evaluating the development of an open application programming interface (Open API) architecture for the fintech services ecosystem","authors":"Jen Sheng Wang","doi":"10.1108/bpmj-09-2023-0688","DOIUrl":"https://doi.org/10.1108/bpmj-09-2023-0688","url":null,"abstract":"PurposeThe Open API (application programming interface) architecture will play an important role in promoting future FinTech service applications; however, it involves user data, and the current specialization and progression are less visible. Therefore, an evaluation framework for Open API development in the FinTech service ecosystem is constructed in this study.Design/methodology/approachThis study preliminarily selects the four most important key objects and factors of this ecosystem and conducts expert interviews to revise the evaluation framework. Then, this study uses the fuzzy analytic hierarchy process (FAHP) to evaluate the objects and their factor weights and finally uses the FAHP analysis results to further apply the evaluation based on distance from average solution (EDAS) approach to explore the strategy optimization scenarios.FindingsAccording to the analysis results, the co-creation object and productivity object are the two most significant objects, with weights of 0.275 and 0.272, respectively. The analysis shows that FinTech-related companies expect to increase productivity through co-creation. Finally, the results also indicate that mobile payment is the best Open API application scenario in the FinTech service ecosystem, followed by online banking. These results illustrate strategic and management implications.Originality/valueThis study screens key evaluation criteria with a literature review and expert questionnaire interviews to process quantitative research. It can determine the weights of objectives and criteria to clarify the strength of influence between the objectives and criteria. Next, this study measures the probable performance of Open API applied in various FinTech service ecosystem scenarios.","PeriodicalId":47964,"journal":{"name":"Business Process Management Journal","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2024-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141363575","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-06-10DOI: 10.1108/bpmj-02-2024-0110
Marya Tabassum, Muhammad Mustafa Raziq, Matthew M. C. Allen, Naukhez Sarwar, O. Golra
PurposeLeadership research has traditionally focused on formal leadership; however, leaders may emerge in informal settings in self-managed teams, and little is known about who emergent leaders are and what their characteristics are. This study investigates emergent leaders' behaviors, roles, skills, and leadership style, drawing on a multi-method approach.Design/methodology/approachWe first identify emergent leaders using social network analysis and aggregation approaches. Second, we investigate emergent leaders' characteristics using interviews with forty agile team members in five organizations.FindingsResults indicate different roles of emergent leaders (i.e. coach, liaisons), leadership styles (i.e. supportive), skills (i.e. culturally intelligent, strategist), and influencing factors (i.e. personality, technical knowledge, social circle).Originality/valueWe contribute by identifying emergent leaders through multiple identification methods (i.e. network analysis, aggregation), and then through identifying their various characteristics, we contribute to leadership literature as well as idiosyncrasy-credit theory. We also add to agile-leadership theory, showing that multiple informal leaders may emerge within agile teams. Finally, our findings have practical implications for self-managed teams, informal group settings, organizational change professionals, and organizations with horizontal structures.
{"title":"Exploring emergent leadership in agile teams: network dynamics, roles and skills at the individual level","authors":"Marya Tabassum, Muhammad Mustafa Raziq, Matthew M. C. Allen, Naukhez Sarwar, O. Golra","doi":"10.1108/bpmj-02-2024-0110","DOIUrl":"https://doi.org/10.1108/bpmj-02-2024-0110","url":null,"abstract":"PurposeLeadership research has traditionally focused on formal leadership; however, leaders may emerge in informal settings in self-managed teams, and little is known about who emergent leaders are and what their characteristics are. This study investigates emergent leaders' behaviors, roles, skills, and leadership style, drawing on a multi-method approach.Design/methodology/approachWe first identify emergent leaders using social network analysis and aggregation approaches. Second, we investigate emergent leaders' characteristics using interviews with forty agile team members in five organizations.FindingsResults indicate different roles of emergent leaders (i.e. coach, liaisons), leadership styles (i.e. supportive), skills (i.e. culturally intelligent, strategist), and influencing factors (i.e. personality, technical knowledge, social circle).Originality/valueWe contribute by identifying emergent leaders through multiple identification methods (i.e. network analysis, aggregation), and then through identifying their various characteristics, we contribute to leadership literature as well as idiosyncrasy-credit theory. We also add to agile-leadership theory, showing that multiple informal leaders may emerge within agile teams. Finally, our findings have practical implications for self-managed teams, informal group settings, organizational change professionals, and organizations with horizontal structures.","PeriodicalId":47964,"journal":{"name":"Business Process Management Journal","volume":null,"pages":null},"PeriodicalIF":4.1,"publicationDate":"2024-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141366214","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}