Enterprise Service Management als Wertschöpfungsinstrument für IT-Dienstleistungsunternehmen in der DACH-Region: Fallstudienbasierte Untersuchung der Umsetzung des ESM entlang der Wertschöpfungskette

A critical analysis of the literature on the emerging discipline of Enterprise-Service-Manage-ment (ESM) and existing value creation theories shows that a holistic approach has not yet been investigated. To fill this gap, this case study research focuses on how ESM can be imple-mented from business and technological perspectives serve as a value creation model. This thesis analyses how ESM needs to be implemented in order to serve as a value creation model for IT service companies in the DACH region.
The research takes the form of multiple case studies focusing on IT service providers in the DACH region and uses a qualitative methodology to analyse the cases collected through inter-views, documents and archival data. In order to obtain a holistic view of ESM, the case studies analyse the implementation along the value chain with a focus on the ESM and value creation as defined objects of analysis. As part of the cross-case analysis, empirical and theoretical pat-terns were critically analysed and examined for commonalities. As a result, a new interdisci-plinary theory of the ESM as a value creation instrument was developed, which is based on a typology. With ESM, the services and solutions of an IT service provider are managed end-to-end with the aim of achieving value creation on the customer and company side. The research shows that industry-specific challenges and specific implementation problems of the provid-ers must be taken into account when implementing ESM. For this reason, ESM is not a best practice approach but an empirically based framework for the individual implementation of ESM.
The research generates a new understanding of ESM, which represents a holistic value-ori-ented management approach. The implementation comprises the systematic management of corporate activities, services, solutions, technologies and people along the value chain in order to create value. The results show that ESM requires an organisational structure, culture and platforms that are geared towards value creation.