Showing papers on "Digital firm published in 2014"

The impact of Enterprise 2.0 in organizations

Abstract: Many organizations have embarked on Enterprise 2.0. However, not many have successfully implemented it. Availability of inexpensive tools does not guarantee their usage by organizations and their employees. To have Enterprise 2.0 implemented widely and effectively by organizations, it is important that both managers and employees benefit from using it. It is expected that the level of congruence of management–employees perceived benefits would affect the level of adoption of Enterprise 2.0 in organizations. Testing this is the purpose of this research. Using the case study of two large global organizations, this study analyzed the use of Enterprise 2.0 by both employees and managers. The results showed that even though both employees and managers believe that Enterprise 2.0 usage does have a positive impact on communication, collaboration, community building, and employee engagement, the level of belief is different: managers’ perception of Enterprise 2.0 benefits is less than that of employees. There was a greater degree of congruence though between both the groups on the perceived benefits of Enterprise 2.0 on knowledge management and organizational outcomes. The size and the type (not-for-profit) of organization was a disadvantage in adopting such tools. The not-for-profit organization was more at loss when applying Enterprise 2.0 as its employees are less aware of the type of tools and of their benefits, and there is less managerial support.

A Knowledge Management Based Approach to Quality Management for Large Manufacturing Organizations

Abstract: :This research article provides valuable insights for practicing engineering managers on improving a firm's performance by applying a knowledge management (KM) based approach to quality management (QM). Traditional quality management systems do not provide sufficient knowledge management and knowledge creation opportunities for manufacturing firms to stay competitive in today's fast paced, unpredictable, complex, and rapidly changing global business environment. The world's body of knowledge does not include a quality management strategy where KM is integrated in QM, and where the effectiveness of such a KM/QM strategy is determined through quantitative empirical research over a defined time frame, thus omitting important performance improvement opportunities for manufacturing firms. The objective in addressing this research topic is to present a KM/QM strategy and to demonstrate its effectiveness. Engineering management areas, such as knowledge management and quality management, are leveraged thr...

Methods for processing information associated with sales force management, customer relationship management and professional services management systems

Abstract: System and methods are disclosed associated with processing information and/or initiating workflow in a CRM, Sales Force Automation, time and expense reporting system or professional services provider management system, including aggregating, analyzing and/or otherwise processing data related to real world events According to some embodiments, event data is classified and event data requiring user input is determined, notifications to provide user input for the event data may be transmitted, and/or various features of follow-on workflow or launching follow-on workflow may be initiated, facilitated or provided Various implementations also relate to classification, splitting events, merging events, time extensions/exceptions for processing events, processing of corollary events and the provision of chronologically organized historical records of interactions between groups of users and individuals or companies

Knowledge Management in Support of Enterprise Risk Management

Abstract: Risk management and knowledge management have so far been studied almost independently. The evolution of risk management to the holistic view of Enterprise Risk Management requires the destruction of barriers between organizational silos and the exchange and application of knowledge from different risk management areas. However, knowledge management has received little or no attention in risk management. This paper examines possible relationships between knowledge management constructs related to knowledge sharing, and two risk management concepts: perceived quality of risk control and perceived value of enterprise risk management. From a literature review, relationships with eight knowledge management variables covering people, process and technology aspects were hypothesised. A survey was administered to risk management employees in financial institutions. The results showed that the perceived quality of risk control is significantly associated with four knowledge management variables: perceived quality of risk knowledge sharing, perceived quality of communication among people, web channel functionality, and risk management information system functionality. However, the relationships of the knowledge management variables to the perceived value of enterprise risk management are not significant. We conclude that better knowledge management is associated with better risk control, but that more effort needs to be made to break down organizational silos in order to support true Enterprise Risk Management.

Managing port-related supply chain disruptions: A conceptual paper

Abstract: The increased importance of ports makes them a vulnerable node as a port-related disruption can generate domino effect on a network of supply chains. The vulnerability of ports thus needs to be addressed to ensure the functionality of ports and enhance supply chain resilience. This paper synthesizes the current literature into a management model that seeks to target operational deficiencies at ports. The management model is operationalized in three tiers, from the top management level to the front-line employees, with characteristics from risk management, business continuity management and quality management theories. The proposed model serves as a universal guide in assisting port management in managing port-related disruptions and seeks to reduce the occurrences of port-related supply chain disruption threats.

Examining Adaptive Case Management to Support Processes for Enterprise Architecture Management

Abstract: Enterprise Architecture (EA) management is a well-defined practice for conducting coherent analysis, design, planning, and implementation for the successful execution of business strategy. In practice many organizations are struggling with EA frameworks since the processes to manage the EA are not adequately supported. In this paper we examine Adaptive Case Management (ACM) as an emerging paradigm to support agile, lean, and collaborative processes for EA management (EAM). In contrast to traditional workflow management, ACM empowers end users to adapt their processes at run-time. Based on the findings of an extensive literature review we derived requirements for ACM and developed a prototype based on these requirements to support processes for EAM. We applied our solution for the development of a planned state of the architecture in the EA department of a German insurance organization. The findings from expert interviews with three enterprise architects and two EA consultants of this insurance organization are very promising and provide valuable insights how more effective process support for EAM can be achieved in the future.

Integrated Enterprise Risk Management: From Process to Best Practice

Abstract: There are strong motivating factors for increased awareness and action with regard to Enterprise Risk Management (ERM). Effective ERM policies and practices are lauded to increase stakeholder confidence, competitive advantage and ultimately an organization’s long-term viability. However previous studies suggest that the concept is poorly understood in practice and organizations are failing to implement the intended benefits. Furthermore, insufficient research has been conducted in this area and there are few comprehensive or practical guides available to managers in his domain. This paper attempts to address this deficit and expand the discussion on integrated enterprise risk management practices. The study presents findings from a qualitative study where critical success factors for effective enterprise risk management are identified and categorized. From this analysis an audit tool to assess ERM best practices is presented. The tool acts as an independent validation resource to ensure that an organization’s efforts are proactive and effective against current and emerging threats. The contributions of this research are many. First it enhances knowledge and skills in a neglected but essential multi-disciplinary area. Second the research is grounded in best practice and so adds to academic debate by validating and contradicting previous studies. Third the development of new and innovative tools in enterprise risk management adds bridges the gap from theory to practice.

Effects of Organization Culture, Organizational Learning and IT Strategy on Knowledge Management and Performance

Abstract: The study analyzed and measured the current business organizations with information technology (IT) strategy, organization cultural and organization learning mediate by knowledge management that will effect on performance. The hypothesis proposed that 1) to describe the relationship among IT strategy, organization cultural, organization learning and knowledge management, the relationship between IT strategy and knowledge management, the relationship between organization cultural and knowledge management, and the relationship between organization learning and knowledge management; 2) to examine the relationship between knowledge management and organizational performance; and 3) to generate implications for the effect of IT strategy, organization cultural, organization learning and knowledge management on performance of business organizations. Research design using descriptive statistics, and multiple regression statistical analysis explained the relationship of variables. The results found that there were the relationships among variables in the study.

Principles of business management

Abstract: Principles of Business Management focuses on the roles and responsibilities of managers as well as opportunities and challenges of ethically managing a business in the free enterprise system. Students will attain an understanding of management, team building, leadership, problem solving steps and processes that contribute to the achievement of organizational goals. The management of human and financial resources is emphasized.

Quality Management and Supply Chain Management Integration: A Conceptual Model

Abstract: Recent trends in the business world has forced companies to expand their activities into new regions where they can find qualified manpower, lower production costs, high availability of raw materials giving rise to wider and more complex supply chains but also bringing in new opportunities to leverage their competitive advantages. These changes require the implementation of new organizational models with different suppliers and partners responsible for an important part of the final product and consequently to provide a service of excellence to satisfy customers. In order to produce value and optimize profitability, it is fundamental to establish successful partnerships with the supply chain organizations that can be achieved by new models of cooperation, improved communication and integration among all the supply chain partners. The use of advanced management practices is essential to accomplish these objectives. In this context, the use of integrated approaches to quality management, logistics and SCM becomes fundamental. Therefore, it will be important to take advantage of TQM and SCM synergies in order

Knowledge management and enterprise resource planning implementation: a conceptual model

Abstract: The purpose of this research is examining the influence of organizational learning and knowledge management in enterprise resource planning implementation. This study is based on organizational learning, knowledge management and enterprise resource planning implementation. This research did not test all organizational factors and focus particularly on knowledge management capacity and absorptive capability. Enterprise resource planning implementation successful is a must. In today’s global and competitor in business, enterprise resource planning is becoming one of the main tools to achieve competitiveness in business. Enterprise resource planning is an infrastructure to create and maintain business to improve front-office and back-office efficiency and effectiveness. This study is significant to bring new thinking in determines the key antecedents to successful enterprise resource planning implementation based on knowledge management perspectives and it will helps to understand the key success factor in enterprise resource planning implementation.

Supply management capabilities and operations performance of UK manufacturing small and medium sized enterprises (SMEs)

Abstract: It has been largely expressed in the operations and supply chain management literature that supply management is a significant business performance enhancer. Though capabilities are perceived to underlie operational excellence, not much is known about the capabilities in supply management necessary to support operations performance. Besides, the majority of the supply-management-related studies are large-firm-oriented to the neglect of small and medium sized enterprises (SMEs). In view of this, the present study attempts to explore the constitution of supply management capabilities in the context of SMEs and determine how these capabilities might influence the operations performance of firms. The dynamic capabilities view, together with the relational view of the firm, formed the basis for the theoretical framework of the study. A critical realist philosophical stance informed the mixed methodology approach adopted for the study. Using a sequential mixed-methods strategy, an initial exploratory qualitative study was complemented with a large scale quantitative study to arrive at findings. The qualitative component involved interviews in 15 manufacturing SMEs located in the Yorkshire region of the United Kingdom (UK). In the quantitative component, a total of 132 cases of valid survey responses were used in the analysis. The survey respondents included owner-managers and senior managers of manufacturing SMEs in different industrial sectors, spread across the UK. The analyses operationalised the supply management capabilities construct. It further explored the inter-relationships among three research constructs, namely, firm attributes, supply management capabilities and operations performance. Firm attributes were measured by the dimensions, firm age, firm size (turnover), ownership involvement and dedicated supply function. The dimensions measuring supply management capabilities were: long-term collaborative supplier orientation; open communication between exchange partners; close working relationship with limited number of suppliers; integration between supply strategy and corporate strategic objectives; application of information technology in supply management; and highly skilled and empowered purchasing staff. Operations performance was measured by five dimensions. These dimensions were, quality, cost, speed, flexibility and dependability. UK manufacturing SMEs’ capabilities in supply management were found to be largely demonstrated in: long-term collaborative supplier orientations, open communication between exchange partners, and close working relationship with limited number of suppliers. The adoption of supply management thinking by senior managers was found to underlie the significant presence of supply management capabilities in a firm. Some statistically significant relationships were established among the research constructs via multiple regression analysis. Between firm attributes and supply management capabilities, only having a “dedicated supply function” as a firm attribute was found to make unique statistically significant contribution to supply management capabilities. Having a “dedicated supply function” was found to be statistically influential on all the dimensions of supply management capabilities except ‘application of information technology in supply management’. Regarding the relationship between supply management capabilities and operations performance, “open communication between exchange partners”, “integration between supply strategy and corporate strategic objectives” and “highly skilled and empowered purchasing staff” were found to make statistically significant contributions to the “quality”, “flexibility”, “dependability” and “speed” dimensions of operations performance. “Open communication between exchange partners” and “integration between supply strategy and corporate strategic objectives” made unique statistically significant contribution to “speed” and “flexibility” respectively. “Highly skilled and empowered purchasing staff” on the other hand, made statistically significant contribution both the “quality” and “speed” dimensions. Based on these findings, practical research implications have been made and research contributions highlighted. Finally, limitations of the study are acknowledged and directions for future research have been proposed.

Towards a Knowledge-Based Framework for Enterprise Content Management

Abstract: Nowadays, critical information that is contained in mostly unstructured documents is increasingly becoming a key business resource. Accordingly, enterprises need a foundation for managing content to understand its value and transform it into information and organizational knowledge. Enterprise Content Management (ECM) is an integrated approach to Information Management. There is a need for enhancing this approach to support the transformation from information into organizational knowledge. However, assessing, organizing, sharing, and using content based on knowledge perspectives are crucial, especially for knowledge-intensive enterprises. Those enterprises provide knowledge-intensive products and services that require a robust foundation for knowledge management and innovation capacity. We present the KBCM (Knowledge-Based Content Management) framework for ECM based on the perspective of knowledge components. This paper seeks to create more business value by transforming content into valuable information assets and then from information into organizational knowledge. To demonstrate the framework, an illustrative example is constructed and evaluated.

The Relationships among Quality Management System, Knowledge Management and Organizational Performance: An Application of the Heckman Two-step Method

Abstract: Previous research has shown that the adoption of quality management system and the implementation of knowledge management have effects on organizational performance. Yet, little attention has been paid to moderating conditions on the relationship among these variables. The main purpose of this research is to empirically examine the moderating role of adopting quality management system in the effect of implementing knowledge management on organizational performance by employing the hierarchical regression procedure. And, we utilize the Heckman two-step method to avoid the problem of sample selection bias. The findings reveal that the adoption of the quality management system in business plays a moderating role in the relationship between the implementation of knowledge management and organizational performance. This research is helpful to managers by offering deeper insight into the complex structure of quality management system, knowledge management and organizational performance, which will help them to make better decisions on the adoption of management systems for improving organizational performance. Jel code: M19, M49, L25, C38 Copyright © 2014 JAEBR

Proposals for the integration of interactive dashboards in business process monitoring to support resources allocation decisions

Abstract: Most commonly used business process management systems are focused on the control-flow management. Regarding resource management, the modelling languages mainly focus on role-defined human resources allocation. At run-time, the resource allocation is managed at case level. To answer a need for more global resource management capabilities, we propose the integration of interactive dashboards in a resource-aware business process management platform. This framework, associated with a formal design methodology, offers global views on resource occupation and aims to enhance decision support regarding both human and non-human resource management at run-time.

Towards a dynamic mode of design management and beyond

Abstract: In 1965, the need for design management as project management was voiced at a time when new forms of consumerism became affordable for the masses. However, in an environment of disruptive change, in which "age of less" consumption is propagated, when digital technologies allow for new business models and distribution channels without intermediaries, design as a company resource can also become "sticky". Today, firms have to continuously absorb new knowledge and quickly socialise it throughout the company. Design management may need to lead the way towards more dynamic ways of doing business. Furthermore, design management may have to venture strongly into the entrepreneurial side of business, recognizing, evaluating, and exploiting new business opportunities. This conceptual paper will look at three different modes of design management: simple design management or the management of design activities within organisations; integrated design management or the coordination of all relevant design activities within a firm across all company levels; and dynamic design management, which builds on the dynamic capability concept. In addition, this paper will raise the question of whether there should be a fourth mode, building on the basics of entrepreneurship, called "entrepreneurial design management".

Impact of Enterprise Resource Planning in Supply Chain Management

Abstract: To survive and stay ahead in today’s competitive world companies are pushed to their limits in search for organizational skills and technologies. Of those Supply chain Management and Enterprise Res ...

Effective Human Resource Management As Tool For Organizational Success

Abstract: Human Resource is a very important input in the production matrix.. Other seven inputs include materials, money, time, energy, knowledge, information and infrastructure. These inputs are transformed by the process to get the output with feedback and control. It is also an input of the Leontief’s model. In this model, there are three elements, namely; inputs, transform and output,all of which need human resource to galvanize them to be productive. Management involves the design and provision of an environment within groups and organizations so that the individuals and the groups and organizations can achieve their objectives by utilizing both human and material resources. Human resource management is one of the functional areas of management. The others are finance, marketing, production, research and development and innovation. Human resource management consists of personnel management, industrial relations management and employee welfare management. So the early founders of production management are also the founders of human resource management such are Rountria, Robert Owen, and Henry Fayol. Today, most organizations prefer to use the term human resource management to designate such funsctions as recruitment, section, placement, induction, orientation, training and development, wage administration and motivation. Today, human resource management has become very important as a tool for organizational success. For an organization to succeed, it has to first of all breakeven, when total revenue equals total cost and even to have units produce beyond breakeven point as well as survive and still perform well. To perform well, it has to achieve its objectives and goals. It has to satisfy the demands of stakeholders and staff and the regulatory authorities. It is against this background that this study undertakes a theoretical review of human resource management as a tool for organizational success. Keywords: Human Resource Management, Organizational Success, Management

Strategy Development for Enterprise Content Management

Abstract: Many organizations maintain a variety of systems and databases in a complex ad-hoc information infrastructure that does not fulfill the need for company-wide unstructured information management in business processes, business functions, and the extended enterprise. We present a framework and a method for implementing enterprise content management (ECM) in order to address this problem. Framework and method help to select content objects that can be brought under ECM to create business value and guide the IT investments needed to realize ECM. Framework and method were tested in a large high-tech organization that runs four key business processes and a very large set of unstructured content. Application of the framework and the method resulted in the identification of twenty core content objects and 100 content features that were well accepted by the thirty managers involved in two key business processes.

Knowledge management maturity and growth: A strategic perspective of Pakistani universities

Abstract: Purpose of the study was to provide a road map for practitioners to access the knowledge management maturity and align the knowledge management with business strategies achieving the objectives This study is conducted in Pakistani universities Knowledge management maturity assessment questionnaire is use in this study for accessing the level of knowledge management maturity and growth Data is analyzed through SPSS and AMOS Descriptive statistics, correlation, confirmatory factor analysis and structure equation modeling techniques are use in this study to interpret the data Result of the study show that information management is enabler of knowledge the management but not a knowledge management Results show that knowledge management is strategic resource, which is not transferable Mean of variable show that organization considered the knowledge management as strategic resource and trying to build infrastructure for successful institutionalization of knowledge management But there is still gap in formulation of knowledge management strategies and implementation of knowledge management strategies This study suggests that knowledge management is not at maturity level in Pakistani universities There is still need to focus more and more on knowledge management for achieving the knowledge management growth

Tourism Enterprise: Developments, Management and Sustainability

Abstract: I: Introduction 1: Profile of Tourism Enterprises 2: The Wider Context 3: Resource Management and Operations 4: Supply Chain Management 5: Local Produce, Local Products 6: Demand 7: Access to the Destination and the Enterprise 8: Enterprise: Managers and Owners 9: Barriers to Progress 10: Conclusions 11: Looking to the future

Technology and Products Supporting E-learning by Knowledge Management - A Review

Abstract: —Knowledge management is supported by many strategies such as business intelligence, collaboration, document management and e-learning. With the development of modern information technology and the increases of demand for building and maintaining dynamic capabilities, E-learning has played more and more important role of all the technologies in the supporting knowledge management. A successful e-learning system is supported by many critical success factors and technology has become the key factor among these factors. Consequently, the review of basic technologies and corresponding products that support e-learning will be in favor of further study on e-learning. From perspective of knowledge management, this paper makes a review about the relationship between e-learning and knowledge management and advanced technologies and corresponding products that support the design and operation of e-learning system. At the end of this paper, we analyze the main trends of the development direction of e-learning technology.

Factors in the Acceptance of Enterprise Content Management Systems

Abstract: This chapter investigates the factors that influence the acceptance of enterprise content management (ECM) systems. Specifically, we identify and explain twenty-two factors at the enterprise, process, technology, and content levels that can influence ECM success. Our study builds on the technology acceptance model (TAM), and the results are grounded in both a systematic review of the literature on ECM, including related fields like document management and records management, and an analysis of qualitative data collected from five organizations. Practitioners can use the results in planning and conducting ECM programs, and the results can also inform future Information Systems (IS) research on ECM acceptance and contribute to the emergence of ECM as an important field in IS research.

Knowledge Management Processes in Thermal Hotels:An Application in Afyonkarahisar Province, Turkey

Abstract: As a result of globalization and intensive competition, knowledge and knowledge management has become the main factor that determine the market value of the enterprises or organizations. With its increasing importance knowledge has become an important component in creating competitive advantage and business capital has begun to be distinguished as physical capital and intellectual capital. As a basic resource of intellectual capital, organizations have to effectively and systematically manage this knowledge in order to survive and create sustainable competitive advantage in long term. In simple terms, knowledge management refers to creation, adaptation, dissemination and usage of required knowledge within organization and among organisations through a well-planned process. Hence, knowledge management express a certain process and this process consists of certain steps such as acquiring, creating, documenting, disseminating, sharing and use of knowledge. Especially in 1990s, with the increasing attention to knowledge management (processes), it has become one of the most debated management concepts and numerous studies conducted in the scope of this emerging concept. Contrary to its popularity in business management literature, it’s seen that number of studies on knowledge management (processes) in hospitality industry is very limited. Thus, knowledge management is a relatively new concept for hospitality management literature and much more detailed studies need to be conducted in order to understand the knowledge management and knowledge management processes in hospitality industry. In this context, this study aims to draw attention to knowledge management in hotels by evaluating knowledge management processes in thermal hotels. Within the scope of research the knowledge management processes applied in thermal hotels has been determined through conducting questionnaire surveys. Percentage and frequency tables are used to present participants’ demographic characteristics and learn participants’ views about knowledge management processes. Finally, discriminant analysis determines differences between participants’ views based on their demographic characteristics. Keywords: Knowledge, Management, Thermal Hotel, Afyonkarahisar, Turkey

Analysis and Design of Supply Chain Inventory Management System under Internet of Things Environment

Abstract: The networking technology in warehouse management can be automated cargo management, operations and real-time access to inventory. Application networking technology greatly reduces the workload of warehouse management and unnecessary losses. Through the intelligent management of the goods, but also improve the utilization of warehouse space, to enable enterprises to understand the real-time inventory, thereby reducing inventory costs, improve the accuracy of inventory management.