{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,4,15]],"date-time":"2025-04-15T16:24:13Z","timestamp":1744734253230},"reference-count":23,"publisher":"IGI Global","issue":"1","content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2017,1]]},"abstract":"<jats:p>It has been argued that optimal value creation from IT enabled investments requires a business case that is used throughout the entire investment lifecycle, as opposed to an approach that terminates when the investment is formally approved. This approach requires a rational transformation in the perspective on business cases in which they need to become a living document that is frequently updated and matures along the investment. This study presents the business case process for a strategic IT enabled investment at Rabobank. The case site was specifically selected for being a high-performer in the area of continuous business case usage. This case study shows how a high-performer operating in an IT intensive industry makes use of a continuous business case approach during a strategic IT enabled investment and the benefits they perceive from it.<\/jats:p>","DOI":"10.4018\/ijitbag.2017010104","type":"journal-article","created":{"date-parts":[[2017,3,31]],"date-time":"2017-03-31T08:37:43Z","timestamp":1490949463000},"page":"48-64","source":"Crossref","is-referenced-by-count":5,"title":["Continuous Business Case Usage in the Context of a Strategic IT Enabled Investment at Rabobank"],"prefix":"10.4018","volume":"8","author":[{"given":"Kim","family":"Maes","sequence":"first","affiliation":[{"name":"Antwerp Management School, University of Antwerp, Antwerp, Belgium"}]},{"given":"Steven","family":"De Haes","sequence":"additional","affiliation":[{"name":"University of Antwerp - Antwerp Management School, Antwerp, Belgium"}]},{"given":"Wim","family":"Van Grembergen","sequence":"additional","affiliation":[{"name":"Antwerp Management School, University of Antwerp, Antwerp, Belgium"}]},{"given":"Tim","family":"Huygh","sequence":"additional","affiliation":[{"name":"Antwerp Management School, University of Antwerp, Antwerp, Belgium"}]},{"given":"Jos","family":"Maaswinkel","sequence":"additional","affiliation":[{"name":"Rabobank International Direct Banking, Utrecht, Netherlands"}]}],"member":"2432","reference":[{"key":"IJITBAG.2017010104-0","doi-asserted-by":"publisher","DOI":"10.1057\/ejis.2008.33"},{"key":"IJITBAG.2017010104-1","unstructured":"Balaji, S., Ranganathan, C., & Coleman, T. (2011). IT-led process reengineering: how Sloan valve redesigned its new product development process. MIS Quarterly Executive, 10(2), 81\u201392. 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