=Paper=
{{Paper
|id=None
|storemode=property
|title=The Business Behavior Model
|pdfUrl=https://ceur-ws.org/Vol-599/BUISTAL2010_Paper3.pdf
|volume=Vol-599
}}
==The Business Behavior Model==
https://ceur-ws.org/Vol-599/BUISTAL2010_Paper3.pdf
The Business Behavior Model
Denis Lemaire 1, Birger Andersson 2
1
Faculty of Namur, Department of Computer Science rue Grandgagnage 21,5000 Namur,
Belgium. lemaired@student.fundp.ac.be
2
Stockholm university, Department of Computer and System Sciences SE-164 40 Kista,
Sweden. ba@dsv.su.se
Abstract. For solving problems related to business/IT-alignment we propose a
model called the Business Behavior Model. The main idea behind the model is
to capture the motives that drive an agent to take decisions about what
resources he should exchange in a business collaboration. The model draws
from the rational agent theory, the resource-based view, the business model
ontology, and causal graphs. The usefulness of the model is illustrated through
a small case study. The result indicates that the business behavior model is
interesting and useful as a complement to goal models and value models.
1 Introduction
A major problem in the area of business/IT-alignment is to ensure that the information
technology available to an organization provides the support the organization needs.
One demand on the support is that it should be adapted as the organization adapts to
changing conditions [1, 13]. In [2] an argument was put forth that alignment of
models could be used to meet this demand. Of special interest of that paper was the
alignment of goal models [3, 5] and value models [6]. The argument was that by
properly aligning goal models and value models (together with process models)
sufficient information was available to be able to adapt IT resources to the
organization's needs. Thus, alignment of models was considered a means to a
Business/IT-alignment end.
In this paper we look further into the link between goal models and value models. We
argue that the information contained in both those models can be complemented in
order to give a more complete view of the link. Limiting our analysis to some well-
known goal models (BMM [5] and i* [3,4] ) and value models (e³value [6]), we note
that, for example, the goal model is good at describing goals and dependencies
between them, but less good at describing the decisions and motivations that lead to
the formulation of those goals. We note that the value model is good for describing
exchanges of resources, but less good for describing the structure of those resources.
To capture and present this complementary information we propose a model called
Business Behavior Model (BBM). We chose to include “behavior” in the name as we
aim at capturing the way the agent could interact with its own organization and
environment based on its motivation. We have three goals in this paper; first,
M. Petit, G. Gal, A. Castiaux, J. Ralyté, and P. Plebani (Eds.):
CAiSE 2010 Workshop BUSITAL’10, Hammamet, Tunisia, pp. 31-45, 2010.
32 D. Lemaire and B. Andersson
providing a clear and understandable definition of the BBM. The second is to define
the context in which the BBM could be applied and used. The last one is to provide
some clues on the usefulness of the model.
The rest of the paper is structured as follows; in section 2 we overview theories that
the BBM draws from. In section 3 we define, develop, and explain the BBM. We also
discuss how it can be used. Section 4 contains an illustrative example of its use in the
form of a case study. An analysis of the case study is done in section 5. Section 6 ends
the paper with a concluding discussion and directions for future research.
2 Foundations
The Rational Agent Theory. In this paper we assume that the agents being modeled
are rational. The Rational Agent [8] theory is a widely used concept in the Decision
theory [10] and Game theory [11]. The rational agent theory aims at describing how
actors react in various contexts that involve decision making. An agent is being
represented as having beliefs, desires and intentions (BDI, a set of mental attributes)
[8]. Beliefs are information about the agent‟s view of its environment. Desires are
information about the agent‟s motivation. Intentions are about deliberative states of
the agent. A rational agent has clear preferences and aims at performing action that
result in the optimal outcome from among all feasible actions. In other words, based
on its beliefs, an agent takes decisions with the intention to fulfill its desires. In a
resource-based view those desires are fulfilled by exchange of resources.
The Resource-Based View of the firm. The Resource-Based View (RBV) [9, 19, 20]
is an economic tool used to determine the strategic resources available to a firm. All
firms possess resources. A subset of those resources could provide a competitive
advantage and a further subset (the strategic resources) could lead to the sustainable
competitive advantage. Whether a resource is considered strategic depends on its
properties and how well those meet a set of criteria. Commonly used criteria in RBV
are proposed by Barney [20]. He suggests that a strategic resource must possess the
following properties: value, rareness, inimitability and non-substitutability [14]. In
other words, in the resource-based view of the firm an agent, in order to survive, must
exchange resources considered valuable for its environment. We note, however, that
some resources are not exchangeable but actor inherent. Those resources are valuable
in the sense that they are used to produce exchangeable resources.
The Business Model Ontology The Business Model Ontology (BMO) [17, 7]
describes the logic of a “business system” for creating valuable resources. In BMO a
business model is understood as the conceptual and architectural implementation of a
business strategy and as the foundation for the implementation of business processes
that uses and produces resources. The BMO is useful for sorting out a resource‟s
properties in an elegant and structured way. This framework is composed of four
pillars representing four different aspects of the business organization:
Offering: Value proposition, target customer segment and capabilities.
The Business Behavior Model 33
Infrastructure management: Activity configuration, resources and assets and
partner network.
Customer relationship: Information strategy, channels and trust and loyalty.
Financial: The financial aspect is modeling the firm‟s profit and therefore its ability
to survive in competition.
We learn from BMO that the resources handled by an agent have properties
(reflecting four different aspects of the organization) and depending on from which
aspect the organization is analyzed those properties become more or less relevant.
The Causal graph. A Causal graph is a set of nodes and arcs. The Causal graph was
chosen as the syntactical basis for the BBM as it is well-founded and contains the
concepts we needed for BBM development structured in a coherent way. Table 1
overviews the basic concepts of the Causal Graph.
Table 1. Basic concepts of Causal Graph [14].
Nodes Arcs
Chance: A variable that could Informational: The out-node is
conditionally be influenced by other considered before the in-node is
nodes. analyzed.
Utility: The expected utility of the Causal: The in-node has conditional
outcome from decision nodes. probability to take a certain value
Decision: The alternatives that are considering a previous out-node.
possible considering the studied domain. Definitional: The in-node is composed of
the all nodes linked to it.
Related models. For this research, some models from strategic and business layers
are used as comparison basis. For the strategic layer: i* and BMM and for the
business layer: e³value. i* is a goal and agent oriented framework developed to model
the goals of an agent or organization. The main idea of i* is to model an agents
intentions, i.e. its goals, beliefs, abilities, or commitments [16]. Business Motivation
Model is a model for expressing means for an agent to achieve goals or objectives.
The BMM answers the following questions [5]; what is needed to achieve what the
enterprise wishes to achieve? Why does each element of the business plan exist?
BMM is present in this paper because it offers a compact notation that makes it
convenient for short case study. e³value model is a value model focused on the
analysis of a value proposition [6]. The e³value provides concepts for showing which
parties exchange resources of economic value with whom, expecting what in return.
34 D. Lemaire and B. Andersson
3 The Business Behavior Model
3.1 Definition
The definition of the BBM is based on three concepts that come directly from the
Rational Agent theory and the Resource Based View – decision, resource and
motivation. Those concepts are not independent and are therefore linked through
causal relation with a value that indicates the intensity of the link (table 2).
Definition: “The Business Behavior Model is a model which describes the impact of
the participation of agents in a business by integrating their resources in a causal
graph. The participation is realized through decisions and driven by motivations.”
3.2 Syntax and semantics
Table 2. Syntax and semantics of BBM (see also figure 4)
BBM Name Syntax Semantic
Economic resource Rounded Property of a resource evaluated on a
properties box qualitative or quantitative scale. Property
concerns inner characteristics but also
customer, financial and infrastructural aspects
Non-economic Diamond Resources which are not transferable directly
resource box to another actor or to another resource. They
are concerning inner value for the actor.
Economic resource Dotted Resources which are transferable and
square box described by a set of properties. One
economic resource is present in the actor
model if the actor rents or owns the resource.
Decision Square box Decision nodes represent identification of
(alternative chains of) goals and means in
order to reach an objective
Informational link Arrow The information from the out-node decision is
available at the time the in-node decision is
taken. Similar to a temporal meaning.
Causal link Arrow with Out-node has an impact on the value assigned
value link to the in-node depending on the value link.
Definitional link Empty arrow The connected nodes are decision nodes. The
purpose is to improve the definition of a
decision by using sub-decisions (which are
more detailed).
Creation link Dotted links Creation link are used in order to trace the
reason why a resources is analyzed. The
reason is linked to a specific decision.
The Business Behavior Model 35
XOR-relation Bounded A connector between links of same type.
connector Those connectors act as constraint on the
nodes attached to the links; at least one out-
node have to be considered to grant the
consideration of the in-node but not all of
them.
AND-relation Double A connector between links of same type.
bounded Those connectors act as constraint on the
connector nodes attached to the links; all out-nodes have
to be considered to grant the consideration of
the in-node.
Value indicator
Strongly positive ++ Strong positive influence.
Positive + Positive influence.
Negative - Negative influence.
Strongly negative -- Strong negative influence
Figure 1. Meta-model of BBM
To complement the meta-model of figure 1 we use an additional methodological tool
which we call a categorization. The main point of categorizing a resource is to
36 D. Lemaire and B. Andersson
emphasize from what aspect a resource‟s property is important for a particular
analysis. This tool is inspired by the Balanced Score Card (BSC) [18] approach. The
categories we use, however, come from the four pillars of BMO as those pillars are
more adapted to the RBV. Figure 4 shows this categorization of the MMOG resource
(rectangle box). Note that we do not prescribe that all resources should be subject to
categorization at all times; this is determined by the modeling purpose.
Motivation for syntax and semantics. A rational agent has beliefs, desires, and
intentions. It chooses from a set of available actions and performs one in order to
reach an optimal outcome. Therefore the model is structured according the following
pattern (figure 2): actors have motivations (desires-outcome) that are fulfilled by
actions and supported by decisions (Intention-actions) in the presence of
environmental constraints (belief). In order to integrate RBV, actions are led on
resources that are changed and exchanged through agent activities. Furthermore, to
provide a deepest view of resource, the model analyzed them through their properties
as proposed by Petit [12]. Figure 2 captures the idea of this pattern starting from
decision in the bottom and ending at the motivation at the top. Figure 2 also positions
the developed model between the goal layer and the business layer and shows the
added value of the model (detailed in section 5).
Figure 2. The position of BBM and the added value for alignment (dotted elements)
As action are completed on resource, motivation is the result from improvement on
specific resources; non-economic resources. Those non-economic resources
emphasize the selfish process of the outcome‟s optimization (the motivation). For
instance, profit is often not an end in itself but a specific feeling is. The feeling of
The Business Behavior Model 37
high esteem or respect in the society is a resource as it can help in forging new
alliances, but it is not an economic resource as it cannot be traded. It is strictly
attached to a particular agent.
3.3 Usage
As we focus on the alignment of models on goal and business layers we use i* [3, 4]
and the Business Motivation Model (BMM) [5] as goal models and e³value [6] as a
value model for illustrative purpose in this paper. Finding correspondences between
the notions of the different models is important for solving model alignment
problems.
As shown in figure 1 the BBM model is based on three notions; decision, actor, and
resource. Moreover, the model includes the notion of property and captures different
kinds of relations. Motivation is, as said, a derived notion in the model.
Decisions. As Means-End links in i* are an envisaged solution for the
accomplishment of a goal, they are translatable in term of valuable decision. Indeed, a
solution to fulfill a goal has to lead to a decision in the business process or otherwise
the goal will not be achieved. Decision that implies actions toward another actor also
emphasizes the Dependency Link between actors in i*. From a different perspective, a
decision is taken as it generates valuable improvement for the motivation and Value
Activities are themselves generating value. Therefore, a Decision can be transformed
in a Value activity, but not all the value activities are related to a decision. Start
stimulus are also interesting as they emphasize the initial need of the participation,
therefore they are providing information on feasible initial decision. Considering the
Business Motivation Model, decisions that appeal to factual means can be translated
in terms of „Means‟.
Non-economic resources. The End node with a Vision semantic [5] of BMM is
similar to a motivation, therefore this node is transformable into a non-economic
resources. For i*, top level nodes are sometimes parented with the motivation
meaning.
Economic resources. The Resources from i* are economic resources for BBM and
their exchanges between actors in i* are modeled by causal links that cross economic
resources: an exchange implies modification on properties of the resource (decrease
of a resource to the profit of another). Resources are also present in the Value Model
e³value within the Value Object.
Properties. Properties are related to the tasks, goals and soft goals of i* considering
the fact that those elements are directed in the growth of aspects of a resource for the
agent and therefore can provide indices on strategic properties. Properties are related
to „Means‟, „Ends‟ or „Influencers‟ from BMM for the same reason. „Means‟ are
usually related to low level properties at the opposite of „End‟ nodes. Influencers are
external constraints that can be associated with properties from rented or purchased
38 D. Lemaire and B. Andersson
resources. Indeed, those resources possess properties that are not directly controllable
by the actor.
Table 3. Translation table of related notions. Translation for links is based on semantic
comparison. This table should help the modeler to find relevant information in other models for
the BBM or the opposite.
BBM e³value i* BMM
Actor Actor Actor
Property Goal, Task, Means End, Means,
Soft-goal Influencer
Decision Value activity Means-end link Means
Start stimulus
Motivation Goal End : Vision
Causal link Value exchange Decomposition link Links among nodes
Contribution link
Dependency link
Informational Value exchange Contribution link
and between value
definitional activity of one actor
Resource Value object Resource
Value Contribution link
indicator
Alternative UCM extension Means-end link
decisions (trivial)
Table 3 emphasizes that it is possible to construct the Business Behavior Model on
the basis of the other models or to construct (derive) those models on the basis of
BBM. Constructing BBM on the basis of other models or the other way around results
in models which are aligned on the same ideas – this reinforces the consistency
among models and increases the alignment. For example, in the illustrative case in
section 4, a BBM is constructed from an e³value model and subsequently a goal
model (using the BMM notation) is constructed from the obtained BBM; the BBM
bridges e³value and BMM. Another way of using BBM is to use it for simulation; the
final objective is to optimize the motivation, hence the necessity to improve the
related non-economic resource (attached to the motivation). When looking at the
model, the improvement comes from Causal Links emerging from properties
influenced by decisions (figure 1). Therefore, to optimize the motivation, the user has
to optimize the improvement on the path through the non-economic resource by
selecting the most efficient alternative decisions. By optimizing the improvement is
meant comparing the value indicators on the causal links and selecting the one that
provide the best end-effect. A simulation is also illustrated in the case study.
The Business Behavior Model 39
4 Illustrative case study
The following example is based on the case of a massive multimedia on-line game
(MMOG [16]) provisioning. This case implies exchange of product (the game) and
exchange of service (hosting). The idea is to bridge e³value and BMM through an
intermediate model – the BBM. The first step is to build the BBM from the e³value
model and then to continue with deriving a BMM from it.
The e³value model
Figure 3. e³value model of the MMOG case (from [16])
By analyzing figure 3 we can sort out the decisions (value activity) and resources
(value exchange). The final model considers one resource for both the CD and the
Game Access – the MMOG. Motivation (a non-economic resource) is not present in
figure 3, but is derived from reasoning about why an actor participates in the business
collaboration.
40 D. Lemaire and B. Andersson
Constructing a Business Behavior Model
As no more information is available in the e³value, the modeler should start to furnish
the model with properties and link them together. This information is present in the
problem description, and the BBM in figure 4 has been complemented based on this
information. The final model is obtained by adding a categorization for the MMOG
resource.
Non-economic
resource
Economic
resource Causal link
Property
Creation link
Decision Informational
link
Figure 4. Business Behavior Model (Game provider‟s view)
Figure 4 shows the initial motivation of the business (improve the investment power),
it could have been different but we do not possess the information in the source case.
From there, the company decides to provide Massively Multiplayer Online Game.
This requires creating the game, preparing a support (CD) and shipping them. On the
other hand, the online aspect requires hosting capacity. The result is a MMOG
resource with some properties separated in four categories (from BMO) and a
Hosting. The company possesses some money as well (a third resource). Properties
from the three resources are connected and act as constraints (resources that are not
The Business Behavior Model 41
variable by the considered agent) but also as variables whose values the decision
makers can vary.
Figure 4 also illustrates simulation: the model proposes an alternative decision for the
hosting resource which is to install a hosting service that would be owned by the
game provider (shown in the lower right corner). When comparing Value Link on
both out-relations from the two decisions:
They cost the same (two double minus). For short term the renting is more
advantageous, but in the long run owning is more advantageous.
Quality varies (one is double minus and one is double plus). Renting provide
the insurance of experience strengthen by contract. The installation requires
experts that are maybe not present inside the companies; therefore, quality
may be reduced.
In this case, the choice is quite easy; renting seems to be the better decision.
Similar models are constructible for the customer‟s and the ISP‟s point of view.
Business Motivation Model
Figure 5. BMM of the MMOG case with conflicting relation
Figure 5 shows a BMM built on the basis of the BBM of figure 4. We opted in this
paper to show a BMM instead of an i* model as it is more compact. The used process
42 D. Lemaire and B. Andersson
did not consider the non-influencing decisions and focuses on the properties to sort
them out in one of the following category of nodes: “End”, “Means” and “Influencer”.
“End” nodes are top level properties in the graph of the BBM (figure 4). “Means” are
low level properties (or leaves of the graph). “Influencer” nodes are external
constraints. In our case the constraints come from the renting of the hosting service –
the ISP is the one who fix the price and the capacity. The influencing decision
(Transport CD) is also “means”. As it is visible in figure 5, the BMM conserves all
the relation among nodes from figure 4. The negative causal relation between the
“Game cost” and the “Quality of content” (in figure 4) is modeled through a dotted
link in the figure below to avoid using Assessment elements from BMM.
5 Results
This section highlights the value of two approaches of using BBM. The first consists
in comparing the model in both the strategic level and in the business level with the
BBM by pointing out some valuable added notions. The second focuses on improving
the analysis for both the strategic and the business level.
5.1 Added notions
Motivation oriented: Motivation is the engine that drives problem solving for a
business. Therefore, modeling the engine of the participation is crucial to reach an
optimal solution. Including motivation also brings the possibility of giving a non-
profit oriented view of the business by focusing on this non-economic resource. The
motivation can be present in goal model, but in our case, the motivation is linked with
actions on resources (figure 2).
Decision oriented: Decisions are the first step towards the achievement of a solution.
Plus, alternative decisions provide the possibility of reflecting on which solutions are
the best for the business through simulation. In terms of alignment, it bridges the
establishment of goals with their application in the value proposition. Once again,
some decisions could be drawn in the strategic layers but here we connect them with
motivation and action on the resource (figure 2).
High resource granularity: Modeling resources as a set of properties gives insights
about the weakest and the strongest points of resource configurations. The
categorization of resource properties improves the structured view of the resource.
Modeling inter-resource relations gives a wider and a sharper view of the studied
system and detailed descriptions of property dependencies emphasizes different
aspects of a system.
RBV (resource based view): The Business Behavior Model is not a tool to determine
the strategic resources. However, it is a view of the internal and external mechanisms
that involve those strategic resources. Indeed, the analysis of the properties and their
impact on the global system gives a wider understanding of the engaged resources. As
The Business Behavior Model 43
far as the BBM is connected to the RBV [19, 20] and gives interesting analysis of the
resources management, it should be considered as a step towards obtaining a strategic
advantage.
5.2 The usefulness of the BBM as an analysis tool for the business
The use of the developed model improves the analysis of the business on several
aspects thanks to the introduction of new aspects for the studied layers. Indeed, the
business and the goal layers are focused on goal and value proposition. The BBM
brings a new approach by the way of the motivation, the resources view and the
possible decisions. The introduction of the decision concept allows analyzing whether
or not the motivation is fulfilled by decisions and how. Decisions are also the basis of
simulation for optimization through their alternativity. The developed model also
emphasizes the weakest and strongest point of resources by pointing out their
negative and positive impacts. The analyst gets a view on the mechanisms that are
linked to the resource and therefore, he owns clues for further improvement of the
organization (considering the RBV). The model also improves on the possibility to
analyze interdependencies between resources as it shows those interdependencies at a
sublevel (as relations between properties).
6 Discussion
In this paper we have proposed a novel model, the Business Behavior Model, to be
used when solving a part of the business/IT-alignment problem. The underlying idea
of the model is to understand what are the motives that drive a collaborating agent to
take decisions about resource exchanges.
The alignment problem is a complex issue that hits the organizations in their process
of adaptation to the changing environment. In that context, this research aimed at
achieving a support to improve the adaptation capacity. To do so, we had three goals;
providing a clear and understandable definition of the developed model that we called
the Business Behavior Model. The second was to define the context in which the
BBM could be applied and used. The last one was to provide some clues on the
usefulness of the model. This research has fulfilled the desired goals by the use of
various theories, e.g. the causal graph, the resource-based view and BMO. The result
of this research is a definition of the model and an indication of the usefulness of the
model for solving the alignment problem. This is due to an analysis of the related
model (BMM, i*, e³value) and the treatment of cases such as the MMOG. As shown,
the BBM supports the bridging of two layers in an organization – the goal layer and
the business layer. Through this research we also pointed out that the BBM could be
used as an independent tool. It can emerge as a third kind of model next to the goal
model and the value model with its own independent usage.
Future work: Improving the valuated causality relation among nodes by giving them
real values is the most relevant further work. Doing so opens the possibility of using
44 D. Lemaire and B. Andersson
calculation on large and complex models that are based on the Markov theory [15]. A
non-economic resource could also be analyzed analogously to economic resources for
the benefit of improved understanding of motivations. Additional modeling and
evaluation of cases with different generic scenarios is also relevant for the study of
the Business Behavior Model. This could widen the scope of usage and also establish
the boundary of the model.
Acknowledgements: We thank two anonymous reviewers for very valuable
comments on an earlier version of this paper.
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