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Juan Antonio Arrieta

Bio: Juan Antonio Arrieta is an academic researcher. The author has contributed to research in topics: Competence (human resources) & Risk management plan. The author has an hindex of 2, co-authored 2 publications receiving 13 citations.

Papers
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Proceedings ArticleDOI
26 Jun 2006
TL;DR: In this article, a staged implementation plan composed of three steps is proposed: Business Intelligence System, Risk Management System and Optimization of Decision Making Process, in order to increase the success of new product development.
Abstract: Innovation is one of the cornerstones of European manufacturing industry. For small and medium-sized (SMEs) enterprises NPD projects are very often a “win or lose” game. Due to the limited availability of resources, the risk of failure in a single project can endanger the survival of the whole company. SMEs have to deal with the following problems when undertaking the development of new products: (1) lack of information, (2) lack of a risk management methodology, and (3) lack of decision aiding tools. This paper recognises the need of acquiring suitable information and focuses on Risk Management as a critical process to increase the success of New Product Development. A staged implementation plan composed of 3 steps is proposed: Business Intelligence System, Risk Management System and Optimisation of Decision Making Process. Currently implemented systems and steps are commented, as well as future action points, in order to increase the competitiveness of companies.

7 citations

Book ChapterDOI
01 Jan 2007
TL;DR: In this paper, the authors highlight the importance of business intelligence for optimal strategic decision making and, on the long term, for business innovation and competitive advantage in the Machine-Tool industry.
Abstract: The aim of this paper is to highlight the importance of Business Intelligence (BI) for optimal strategic decision making and, on the long term, for business innovation and competitive advantage. The Business Intelligence System aims at identifying and gathering strategic information from outside and inside the company and communicating it to key stakeholders. It will be oriented to Machine-Tool industry, but it could be applied to other industries characterised by tight competitiveness. The implementation of a BI system will be explained through the development of two competences: component competence and architectural competence.

7 citations


Cited by
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Journal ArticleDOI
TL;DR: This paper explores the question of how provider companies create and capture value from Big Data, drawing on a multiple-case study analysis of provider companies that offer solutions and services based on Big Data.

131 citations

Journal Article
TL;DR: In this paper, the authors examined empirically which business practices are implemented by SMEs in some selected areas in South Africa and how these business practices impact on their optimal performance and found that 97.1% of the SMEs that implemented all six business practices had optimal business performance.
Abstract: Enhancing business performance is of increasing interest to all business leaders in today’s business environment. Studies relating to both large firms and small and medium enterprises (SMEs) constantly emphasise a positive relationship between business practices, management activities and performance, as it is often articulated that best business practices produce superlative business performance. This study examines empirically which business practices are implemented by SMEs in some selected areas in South Africa and how these business practices impact on their optimal performance. The population for the study comprised business owner-managers in the SME sector in Bloemfontein, Botshabelo and Thaba’Nchu (Free State province of South Africa). A statistical methodology was used to test the relationships hypothesised in the research model. The results reveal that all six selected business practices that were examined (marketing practices, strategic planning practices, human resource management practices, risk management practices, performance management practices and teamwork practices) have a positive and significant relationship with SME performance. Moreover, 97.1% of the SMEs that implemented all six business practices had optimal business performance. This study could serve as a guide for business consultants and SME support mechanisms to develop SME training programmes to help SME owners/managers to acquire the necessary skills to properly implement these six business practices, which will enable SMEs to achieve optimal performance.Achieving optimal business performance through business practices Key words: SMEs, business practices, SME performance, optimal performance, South Africa

65 citations