Showing papers on "Digital firm published in 2001"

The impact of critical success factors across the stages of enterprise resource planning implementations

Abstract: The paper describes the impact of critical success factors (CSFs) across the stages of enterprise resource planning (ERP) implementations using the responses from 86 organizations that completed or are in the process of completing an ERP implementation. Our results provide advice to management on how best to utilize their limited resources to choose those CSFs that are most likely to have an impact upon the implementation of the ERP system.

The rise of knowledge towards attention management

Abstract: Knowledge management is the key success factor of today’s business leaders. Focuses on the rise of knowledge management. Provides a summary of useful concepts, different project types, supportive organizational structures, effective technologies and points out future knowledge management directions. Shows that currently, within knowledge management, attention management has become the most important success factor. In future the management of attention management is likely to decide which businesses will be among the leaders of the new economy.

The Effect of Human Resource Management Practices on MNC Subsidiary Performance in Russia

Abstract: This study investigates the relationship between human resource management (HRM) and the performance of 101 foreign-owned subsidiaries in Russia. The study's results provide support for the assertion that investments in HRM practices can substantially assist a firm in improving performance. Further, different HRM practices for managerial and non-managerial employees are found to be significantly related to firm performance. Only limited support, however, is obtained for the hypothesized relationship between efforts at aligning HRM practices with firm strategy and subsidiary performance.

Business Networking: Shaping Collaboration Between Enterprises

Abstract: Introduction - Chances and Challenges in Business Networking.- Building the Foundation: Enterprise in the Information Age.- The Networked Enterprise.- Business Concepts: Strategies for Business Networking.- Business Networking Lessons Learned: Supply Chain Management at Riverwood International.- Electronic Commerce and Supply Chain Management at 'The Swatch Group'.- Knowledge Enabled Customer Relationship Management.- Information System Concepts: Future Application Architecture for the Pharmaceutical Industry.- Overview on Supply Chain Management Systems.- Electronic Commerce in the Procurement of Indirect Goods.- Templates: Standardization for Business Networking.- eServices for Integrating eMarkets.- Key Success Factors: Key Success Factors for Business Networking Systems.- Towards a Method for Business Networking.- Application of the Business Networking Method at SAP.- Architecture Planning for Global Networked Enterprises.- Business Networking - Summary and Outlook.

Supply chain interactions and time‐related performances: An operations management perspective

Abstract: Many studies claim that when an organization interacts with suppliers and with customers across the supply chain, the organization would achieve improved time performances. This claim, however, has undergone limited theoretical development, as well as subsequent systematic empirical testing. As a result, we still have incomplete understanding of the “why” (i.e. the rationale) and the “how” (i.e. the mechanisms by which) of such interaction’s impact on time performances. This study addresses these issues through both model development and empirical analyses of 164 plants. Our analyses suggest two findings. First, when an organization interacts with suppliers and with customers on quality management issues, the organization would improve its time performances indirectly as a result of complete mediation by internal practices for: quality management; low management; inter‐unit coordination; and vertical coordination. On the other hand, when an organization interacts with suppliers and with customers on materials flow management issues, the impact on time‐related performances can either be completely or partially mediated by internal practices.

Linking e-business and operating processes: the role of knowledge management

Abstract: The new business landscape ushered in by e-business has revolutionized business operations but, to date, has not integrated well with internal knowledge management initiatives. Through the development of e-business focused knowledge, organizations can accomplish three critical tasks: (1) evaluate what type of work organizations are doing in the e-business environment (know-what); (2) understand how they are doing it (know-how); and (3) determine why certain practices and companies are likely to undergo change for the foreseeable future (know-why). In this paper we take a process perspective and reflect upon the value e-business knowledge contributes in the enhancement of three core operating processes: customer relationship management, supply chain management, and product development management. Understanding how e-business impacts these core processes and the subprocesses within them, and then leveraging that knowledge to enhance these processes, is key to an organization's success in deriving superior marketplace results. In this paper, therefore, we highlight the central role knowledge management plays in diagnosing and managing e-business-driven changes in organizations.

System and method for managing global risk

Abstract: A system for tracking compliance with policies related to management of risk for a given enterprise provides risk status feedback on a number of managerial levels. The system notifies users of potential problems with non-compliance of enterprise policies set on a high level of enterprise management, and prompts the users to take steps to achieve compliance. The enterprise policies are designed to protect the enterprise from various forms of risk associated with enterprise activities. Accordingly, minimizing risk across enterprise operations, subdivisions, projects and applications produces an overall benefit of reduced liability or exposure to liability for the entire enterprise. A compliance status is provided by business groups at all levels of the enterprise, and consolidated for each management level to which the risk status is promoted. Higher level managers can view summaries of risk management status for the business divisions, and select particular statuses to view the condition of compliance among various business groups for which the manager has responsibility.

Knowledge management tutorial: an editorial overview

Abstract: We present a tutorial on knowledge management (KM) and a roadmap of this special issue around the knowledge life-cycle. Knowledge management is a discipline that provides a strategy, process and technology to share and leverage information and expertise that increases our level of understanding, to more effectively solve problems and make decisions. We address three key views: (1) codification (tacit and explicit knowledge types); (2) various knowledge environments; and (3) cognitive aspects, followed by detailed descriptions of features and technology, and how this capability is being leveraged in forward-looking organizations.

New criteria of performance management: A transition from enterprise to collaborative supply chain

Abstract: The emergence of a global manufacturing and outsourcing network and the real time transparency of information via the Internet have redefined the business performance management process. New metrics are emerging as externally focused and adaptive for competing in the collaborative economy of suppliers, producers, distributors and customers. The challenge is how to optimise measures to improve and sustain business advantages. This paper suggests a six‐stage performance management process to meet these new criteria and convert challenges to opportunities.

Entrepreneurship: Globalization, Innovation and Development

Abstract: PART 1: CULTURE AND CONTEXT. 1. Structure and Culture. 2. 'Glocalisation. 3. Business Form and New Venture Creation. PART 2: ENTREPRENEURIAL BEHAVIOUR. 4. Personality: Type of Company, Type of Person. 5. Individual Learning, Organizational Learning and Learning Organizations. 6. Decision-making. 7. Motivation and Control. 8. Gender, Self-Employment and Business Performance. PART 3: THE BUSINESS TEAM. 9. Leadership and Management of Enterprise. 10. Team Management and Development. 11. The Management of Innovation. PART 4: THE PROFESSIONAL MANAGEMENT OF ENTERPRISE. 12. The Development of Enterprise. 13. Strategy Formulation and Application. 14. Human Resource Management and the SME. 15. Developing and Managing Quality. PART 5: THE NEW ECONOMY. 16. The Future of Enterprise. Notes. Index.

Enterprise resource planning: Information technology as a steamroller for management politics?

Abstract: Enterprise resource planning (ERP) technologies can, despite their apparent flexibility, act as a rather obdurate tool for management’s political programmes. To understand this, a combined organisational politics and sociology of technology approach is adopted, viewing technology as a political programme for change. A total of 30 manufacturing case studies grouped around three ERP vendors and systems, show that using technology is not only an issue controlled by an enterprise’s actors. IT suppliers and management consultants and others form communities, which promote certain political programmes. These cases demonstrate that enterprise configurations of ERP do share commonalities, whereas two longitudinal case studies are used to discuss unique enterprise politics. While some features of the systems/political programmes were frozen, others were fluid, and could be configured in micro political processes. Thus hardness is contextual. The political role of technology is not just a case of flexibility or hardness, but a complicated pattern of negotiability, resources, social and geographical distance.

Integrating knowledge on the Web

Abstract: The World Wide Web provides a ubiquitous medium for seamlessly integrating distributed applications, formats and content, making it well-suited for enterprise knowledge management. In this article, we discuss a framework for characterizing knowledge management technology. We identify the desirable attributes of a knowledge management system and describe how Web-centric approaches can support these requirements. We also review related research in enterprise knowledge management.

Towards a framework for knowledge management strategies: process orientation as strategic starting point

Abstract: Along which basic lines could an organization which plans to invest in knowledge management proceed? What general initiatives can be suggested for knowledge management? First, an array of knowledge management goals and strategies is presented, taken from theoretical and empirical studies, which are then related to each other in the light of what we call a "strategic intervention" into an organization's way of handling knowledge. Additionally, we make the case for the integration of process orientation into a comprehensive multi-dimensional framework for knowledge management strategies. Process-oriented knowledge management initiatives are aimed at providing employees with task-related knowledge in the organization's operative business processes. We argue that, with this framework, the resulting process-oriented knowledge management strategies address the integration of the resource-based view of an organization (which is the main focus of knowledge management) with the market-oriented view (which is implicitly brought about by process orientation).

Technology enablers for supply chain management

Abstract: This paper describes the current business conditions and the four key factors that need to be integrated in order to improve the supply chain. The paper discusses how enterprise resource planning (ERP) is increasingly being used as a technology enabler for supply chain management and problems associated with its implementation.

Process to product: creating tools for knowledge management

Abstract: There is a growing urgency for new technology support structures to link organizations’ people and information worldwide in more effective and valuable ways (Kelly, 1998; Kosko, 1999; Tapscott, 1999). The development of innovative processes and supporting products directly impacts the ability of business and society to use information and knowledge for improvement (Ruggles, 1997; Davenport and Prusak, 1998).

Managing Knowledge in Enterprise Systems

Abstract: Enterprise Systems are comprehensive and complex applications that form the core business operating system for many companies worldwide and throughout most industries. The selection, implementation, use and continuous change of Enterprise Systems (ES) (e.g. mySAP.com) require a great amount of knowledge and experience. Due to the lack of in‐house ES knowledge and the high costs of engaging experienced implementation consultants, organizations realize the need to better leverage their knowledge resources. Managing this knowledge is increasingly important with the second wave of ES projects focusing E‐Business applications like Customer Relationship Management (CRM) and Supply Chain Management (SCM). These new applications embrace an open‐integration strategy that will incorporate and support other vendors’ applications as part of its Internet‐based enterprise computing platform. This paper proposes a framework for managing knowledge in Enterprise Systems. The framework draws its strength from meta‐case studies and comprehensive literature analyses, which is consolidated into a three‐dimensional framework. The preliminary results show that the importance of value‐adding activities and innovation are elemental to knowledge management in the aspect of ES.

Capturing the Spirit of Knowledge Management

Abstract: The ability to define knowledge management in terms of an organization’s own needs and goals is critical to implementing a successful knowledge management (KM) initiative. As our understanding of what KM means to us matures, we can then identify the requirements we need to meet, structure to attain, and activities to select that will best allow us to share and transfer knowledge across the organization or discipline. The key becomes creating a system within the cultural context of an organization that delivers measurable improvements to that organization’s processes, perceptions, and profits. As we emerge from the information age, we move to an era where knowledge is required to do our tasks—knowledge about what we do, how to do it, and where to find the experts that will enable us to make better decisions. Such knowledge resides within organizations and within the minds of knowledge workers. The aspects to managing that knowledge—that corporate or organizational memory—involve generating, organizing, developing, and distributing information to individuals so they can act upon it. The application of these actions is called knowledge management.

Planning enterprise resources by use of a reengineering approach to build a global logistics management system

Abstract: Theoretically and ideally, enterprise resource planning (ERP) seeks to streamline and integrate operation processes and information flow within a company. Practically, ERP system implementation involves a much broader scope and in‐depth consideration within an organization as a whole. Concurrently, in response to this need for resource optimization, the impact of globalization has caused the emergence of a new business operation format, global logistics management (GLM). This pertains to the overall management system of a corporation’s undertaking of worldwide market distribution, product design, customer satisfaction, production, procurement, logistics, suppliers and inventory. Suggests building an ERP as the backbone for implementation of a GLM system, while minimizing the impact of changes by use of information system reengineering technology (ISRT). Proposes a novel development framework that applies ISRT and ERP to developing a GLM system to economize on the system implementation cost and minimize the impact of changes within the corporation as a whole.

Modeling and IT Perspectives on Supply Chain Integration

Abstract: The essence of supply chain management is integrated planning of activities across the firm's supply chain, including those of its suppliers and customers. Integrated planning refers to functional, geographical and inter-temporal coordination of managerial decisions. It requires and invokes modeling systems and processes that support data-driven or fact-based planning. A major challenge is to understand how to seamlessly imbed modeling systems in the firm's information technology. This paper examines five perspectives on these connections.

Analyzing firm training: Five propositions for future research

Abstract: This article presents findings from a qualitative study of firm training in a number of manufacturing companies in Australia. It relates the extent of training provided by the firms to their employees to a variety of independent variables, including business strategy, technology, industrial relations, management attitudes, and the competitive performance of the firms.

Ultimate Enterprise Value Creation Using Demand-Based Management

Abstract: The 70’s has often been viewed as the decade of quality improvement, during which companies began to invest heavily in quality improvements, and Total Quality Management became a buzzword. In the 80’s, with quality a given, the competitive landscape shifted to lean manufacturing, focusing on concepts such as just-in-time, flexible manufacturing, and zero inventory, in order to achieve manufacturing excellence. In the 90’s, market globalization, shortening product life cycles, and the disintegration of many industries created the race to improve the supply chain. In the last decade, industry after industry has embarked on aggressive initiatives to improve the operational efficiencies of their supply chains. Industry-wide efforts began with Efficient Consumer Response for the grocery industry and spread to other sectors such as food service, pharmaceutical, semiconductor, computer and electronics, telecommunications, and automobile. Companies investing in supply chain efforts have found significant improvements in inventory, customer service, response times, and operational costs. To support this, we have seen tremendous growth of supply chain management (SCM) technology solutions. What will be the next competitive battleground in the 21st century? It will be managing to demand for the total value maximization of the enterprise and the supply chains – Demand-Based Management. Demand-Based Management is critical to an enterprise in managing its supply chain, product development, technology strategy, service support, and organization design. Applying Demand-Based Management to integrate supply and demand management happens to be a big opportunity. Managing to demand involves carefully selecting marketing instruments and working closely with customers so that the overall incoming demand for the enterprise and the supply chain will give rise to

Managing the unmanageable: integrating the supply chain with new developments in software

Abstract: Unlike management in a traditional organization, supply chain management is a collaborative effort among various organizations or entities whose well being relies on dependency relationships within a value chain. As such, shared information and the ability to analyze it effectively are crucial to the effort. Supply chain management software is evolving rapidly in three major areas: supply chain planning and execution, warehouse management, and transportation management systems. Emerging trends, which include third party software systems, collaborative technology, increased optimization, and use of expert systems, provide the potential for considerable adjustment and improvement in supply chain strategies.

Prospects harvester system for providing contact data about customers of product or service offered by business enterprise extracting text documents selected from newsgroups, discussion forums, mailing lists, querying such data to provide customers who confirm to business profile data

Abstract: A system and method for providing profile data representing profiles of potential customers of a business enterprise. The system is based on an application service provider architecture, where the business enterprise accesses the profile data via the Internet using a web browser. The system is capable of using internal data of the business enterprise generated by a variety of accounting, sales, and enterprise planning tools.

The technology tree concept-an evolutionary approach to technology management in a rapidly changing market

Abstract: Technological knowledge is changing very rapidly, especially in the information and communication business. Due to the natural limited knowledge processing capacity of management, classical top-down driven technology management approaches have reached their limits. This paper presents a bottom-up driven technology management concept, the so-called technology tree concept, which is capable of integrating the capacity of all engineers into its technology management process. It represents an open process allowing all engineers the possibility of initiating their own knowledge network for a promising technology of their own choice. Driven by the evolutionary process-survival of the fittest-some of these technology networks develop into strong business branches, others die off and many remain on a ready-to-start-level without stranded investments up to that point. As soon as the market is ready, the corresponding network is able to quickly expand and apply its technology. Further on in this paper, an example shows how the concept is implemented at an R&D division of Siemens AG Austria, having 5000 engineers. The technology tree concept is a driving force for cultural changes towards knowledge sharing, cooperating across the borders of business units, and opening top-down bottlenecks.

The case for building a data warehouse

Abstract: Unfortunately, IT shops in many organizations lack data warehousing expertise because they have deployed existing IT staff resources to address operational source systems and enterprise resource planning (ERP) systems. Because many strategic business solutions depend heavily on a solid data warehouse foundation, many organizations will find themselves lagging behind or out of business, if they do not implement a data warehouse. The paper discusses the benefits and disadvantages of data warehousing. It considers the keys to implementation success along with a few real world examples.

On the migration from enterprise management to integrated service level management

Abstract: Enterprise management is concerned with the integrated management of enterprise-wide applications with underlying network and systems management. Service level management (SLM) provides a mechanism for linking business requirements with the specification of integrated management systems. SLM is popular in industry, although the meaning of "service" varies depending on to whom one is talking. Sometimes a service is understood with respect to networking elements alone (e.g., router throughput), sometimes in terms of application performance (e.g., packet latency), and sometimes in terms of user perception (e.g., URL response time). In this article we provide a multi-agent framework for integrated SLM that subsumes these different approaches into a single comprehensive top-down management system from a high-level business perspective. This multi-agent-based system is illustrated with a case study of a typical enterprise in the United States, showing how enterprise management is migrating to the concept of service management.

System and method of supply chain management

Abstract: A supply chain management system and method for managing a supply chain that enables a user to analyze and control numerous aspects of the supply chain including up-stream supplier capabilities and constraints, and down-stream customer needs and constraints. The system applies data warehouse design concepts to the Supply Chain Operations Reference (SCOR) model processes developed by the Supply Chain Council (SCC). The supply chain management system permits vertical integration of order management, vendor managed inventory, transportation management, and legacy transaction systems. The system consolidates transaction history across multiple, disparate systems to allow query and analysis of business key indicators and metrics, and can help to closely track supply verses demand.