Dr. Joachim Nils

Dr. Joachim war wissenschaftlicher Mitarbeiter am Lehrstuhl für Wirtschaftsinformatik, insb. Informationssysteme in Dienstleistungsbereichen an der Universität Bamberg. Davor studierte Herr Dr. Joachim an der Otto-Friedrich-Universität Bamberg Wirtschaftsinformatik und an der University of Wales, Swansea (Großbritannien) Business Management. Er forscht vorwiegend im Bereich des Geschäftswertbeitrags der IT und im Speziellen befasst er sich mit Service-orientierten Architekturen (SOA). Im Rahmen seiner Promotion analysierte Herr Dr. Joachim SOA anhand von verschiedenen theoretischen Perspektiven: die Adoptionsentscheidung von Unternehmen, den Geschäftswertbeitrag (z. B. Flexibilität, Integration von Geschäftsprozessen oder die Auswirkungen auf Kosten) sowie den Einfluss auf das Outsourcing von Geschäftsprozessen. Dr. Joachim ist Autor oder Koautor diverser Veröffentlichungen  bei internationalen Fachkonferenzen (ICIS, ECIS, AMCIS, HICSS).

In der Lehre hielt Dr. Joachim eine Einführung zum Wissenschaftlichen Arbeiten in der Wirtschaftsinformatik. Darüber hinaus war er auchexterner Link folgt Fachstudienberater für Studierende der Wirtschaftsinformatik im Bachelorstudium sowie im Diplomgrundstudium.


Ausgewählte Veröffentlichungen

Joachim, N., Beimborn, D., and Weitzel, T. (2013)
The Influence of SOA Governance Mechanisms on IT Flexibility and Service Reuse
The Journal of Strategic Information Systems (22:1), p. 86-101, http://dx.doi.org/10.1016/j.jsis.2012.10.003 (VHB-JOURQUAL 3 Rating: A )

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While many firms have introduced SOA, only one in five have achieved anticipated benefits such as increased IT flexibility or reuse. Industry analysts assume that a lack of SOA governance is the main reason why SOA projects fail. Addressing the substantial research gap on SOA governance this paper theoretically and empirically investigates which SOA governance mechanisms are needed to achieve the benefits of SOA, such as increasing IT flexibility and reusing services. The proposed theoretical SOA governance model is evaluated using data from 81 SOA-using organizations. Overall, the results confirm the relevance of a variety of SOA governance mechanisms (structures, processes, and employees/relations), but at the same time, that IT infrastructure flexibility and service reuse are influenced by different mechanisms. Key governance mechanisms that show a strong effect on infrastructure flexibility are using standards, service management processes, educating employees, and IT/business communication while reuse can only be increased through service management, standards and qualification. Contrary to expectations, implementing new, dedicated decision-making bodies for SOA hampers organizations in achieving higher degrees of IT flexibility and reuse, and a firm is better off using existing IT decision-making bodies.

Beimborn, D., Joachim, N., and Weitzel, T. (2012)
Do Service-Oriented IT Architectures facilitate Business Process Outsourcing? A Study in the German Service Industry
Journal of Business Economics (JBE) (82:4), p. 77-108 (VHB-JOURQUAL 3 Rating: B)

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How does a firm's IT architecture affect its potential to outsource business processes? As Information Technology (IT) has become many firms' essential operational infrastructure or "backbone", we are interested in scrutinizing to what extent the kind of IT architecture affects a firm's boundaries or the plasticity of its boundaries. Focusing on the particular concept of service-oriented architectures (SOA), we concretely ask: How does SOA affect business process outsourcing potentials? Since SOA is widely expected to modularize the IT implementation of business processes, it should increase business process outsourcing (BPO) in terms of buying in the provision of single business functionalities. We develop and empirically evaluate a theoretical model that conceptualizes the relationship between SOA and BPO. Questionnaire data from 115 firms give first evidence that SOA facilitates BPO. By increasing IT modularity, SOA supports BPO by increasing sourcing flexibility and, in particular, operational benefits, while at the same time lowering financial risks and strategic risks, such as lock-in. Overall, however, firms see SOA-based BPO mainly in an operational context with low hidden costs and little strategic benefits.

Beimborn, D. and Joachim, N. (2011)
The Joint Impact of Service-Oriented Architectures and Business Process Management on Business Process Quality: An Empirical Evaluation and Comparison
Information Systems and e-Business Management (9:3), p. 333-362, http://dx.doi.org/10.1007/s10257-010-0129-1 (VHB-JOURQUAL 3 Rating: C)

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What is the interplay between Business Process Management (BPM) and Service-Oriented Architecture (SOA) in achieving high business process quality? In this paper, we empirically investigate the impact of both SOA and BPM on business process quality in terms of straight-through processing (STP), business-to-business integration, quality control, as well as standardization and consolidation of business processes. For the empirical evaluation of our model, we use the data of 157 German service firms. The results show that the SOA paradigm has still received rather low adoption rates in the industry. However, SOA, BPM, and related information technologies have a direct positive impact on business process quality and the analysis provides evidence for the complementarities of BPM and SOA since interaction effects between them have an additional significant impact on business process quality. Consequently, firms having adopted SOA can more effectively apply BPM.