scholarly journals Dynamic capabilities as (workable) management systems theory

2018 ◽  
Vol 24 (3) ◽  
pp. 359-368 ◽  
Author(s):  
David J Teece
Keyword(s):  
Systems Theory ◽  
Dynamic Capabilities ◽  
Systems Approach ◽  
Business Environment ◽  
Academic Disciplines ◽  
Management Systems ◽  
Holistic View ◽  
Individual Enterprise ◽  
Management Leadership ◽  
Over Time

AbstractIn management studies, systems theory is an underexplored construct consistent with the dynamic capabilities framework. The systems approach received attention from management scholars in the middle of the last century, but, since then, has been largely abandoned. Meanwhile, academic disciplines have continued to narrow their focus. The capabilities and systems frameworks both adopt a holistic view that calls for all elements of an organization to be in alignment, and both recognize the importance of some form of learning for the purpose of adaptation. Dynamic capabilities go further by recognizing that organizations not only adapt to the business environment, they often try to shape it, too. While systems theory emphasizes internal stability over time and homogeneity across similar systems, dynamic capabilities include an explicit role for management/leadership that allows systemic change to start from within, which is the source of heterogeneity across firms. Dynamic capabilities are part of a system that includes resources and strategy. Together they determine the degree of competitive advantage an individual enterprise can gain over its rivals.

FRONTIERS OF ENVIRONMENTAL REGULATION-ENVIRONMENTAL MANAGEMENT SYSTEMS: A REGULATOR'S PERSPECTIVE

1996 ◽  
Vol 36 (1) ◽  
pp. 638
Author(s):  
M. J. Stone
Keyword(s):  
Environmental Management ◽  
Environmental Performance ◽  
Systems Approach ◽  
Leading Edge ◽  
Business Environment ◽  
International Standards ◽  
Iso 14001 ◽  
Management Systems ◽  
Environmental Management Systems ◽  
Management Approach

Leading edge companies throughout the world have embraced management systems to achieve optimal sustainable performance in the ever changing business environment of the 1990s.Given that the natural environment and environmental performance have become one of the major issues affecting organisations, the need for integrating environmental management with all the other components of an organisation's overall management approach is now widely recognised.Systems interface best with systems. For environmental management to interface effectively with an organisation's other management systems, a systems approach to environmental management would seem the best. The release in November last year of the draft international standards (ISO 14000 series) on environmental management systems (EMS) has provided organisations with an internationally recognised means for this to occur and provided an additional benchmarking tool.It follows that environmental regulatory systems are required to enable regulators to effectively interface with company EMSs. Regulatory theory suggests that outcomes-based approaches are preferable to prescriptive approaches. Those parts of EMS standards which detail the requirements for particular system elements could provide the nexus for the company, regulator and community in future co-regulatory frameworks.These EMS standards refer to both regulators and the community as 'Interested Parties' being either 'concerned with or affected by the environmental performance of an organisation'.The Interim EMS specifications standard, released in Australia and New Zealand as AS/NZS ISO 14001(Int):1995 refers to 'Interested Parties' in only two EMS elements, 'Objectives and Targets' and 'Communication'. It is here that there are potential benefits and opportunities for companies, regulators and the community to cooperate in the emerging climate of these new international standards.

Model based integration of management systems (MSs) – case study

2016 ◽  
Vol 28 (6) ◽  
pp. 907-932 ◽  
Author(s):  
Manuel Ferreira Rebelo ◽  
Rui Silva ◽  
Gilberto Santos ◽  
Pedro Mendes
Keyword(s):  
Industrial Organization ◽  
Business Environment ◽  
Added Value ◽  
Management Systems ◽  
International Electrotechnical Commission ◽  
Holistic View ◽  
Content Type ◽  
Use Of Resources ◽  
Integration Of Management Systems

Purpose The purpose of this paper is to present a case study regarding the deployment of a previously developed model for the integration of management systems (MSs). The case study is developed at a manufacturing site of an international enterprise. The implementation of this model in a real business environment is aimed at assessing its feasibility. Design/methodology/approach The presented case study takes into account different management systems standards (MSSs) progressively implemented, along the years, independently. The implementation of the model was supported by the results obtained from an investigation performed according to a structured diagnosis that was conducted to collect information related to the organizational situation of the enterprise. Findings The main findings are as follows: a robust integrated management system (IMS), objectively more lean, structured and manageable was found to be feasible; this study provided an holistic view of the enterprise’s global management; clarifications of job descriptions and boundaries of action and responsibilities were achieved; greater efficiency in the use of resources was attained; more coordinated management of the three pillars of sustainability – environmental, economic and social, as well as risks, providing confidence and added value to the company and interested parties was achieved. Originality/value This case study is pioneering in Portugal in respect to the implementation, at the level of an industrial organization, of the model previously developed for the integration of individualized MSs. The case study provides new insights regarding the implementation of IMSs including the rationalization of several resources and elimination of several types of organizational waste leveraging gains of efficiency. Due to its intrinsic characteristics, the model is able to support, progressively, new or revised MSSs according to the principles of annex SL (normative) – proposals for MSSs – of the International Organization for Standardization and the International Electrotechnical Commission, that the industrial organization can adopt beyond the current ones.

The Durability Factor: A Systems Approach to Managerial Endurance

1992 ◽  
Vol 13 (4) ◽  
pp. 14-19
Author(s):  
Thomas Diamante ◽  
Leo A. Giglio
Keyword(s):  
Systems Theory ◽  
Systems Approach ◽  
Organizational Success ◽  
Managerial Success ◽  
Covert Activity ◽  
Over Time

Argues that covert activity determines the durability of the manager. Applying systems theory, dissects both organizations and managers to determine what makes them effective over time. Paralleling knowledge of organizational success with managerial success, uncovers similarities which have direct implications for understanding business effectiveness.

International Court Authority

2018 ◽  
Author(s):  
Mikael Rask Madsen
Keyword(s):  
Human Rights ◽  
Political Science ◽  
International Criminal ◽  
Contextual Factors ◽  
Academic Disciplines ◽  
International Courts ◽  
International Court ◽  
Context Shapes ◽  
Criminal Matters ◽  
Over Time

Identifying the “varied authority” of international adjudicators as a common object of inquiry, this book develops a framework to conceptualize and analyze international court authority with the goal of assessing how contextual factors affect international courts’ authority, and therby their political and legal influence. Scholars drawn from a range of academic disciplines—namely law, political science, and sociology—have contributed to this book and examine the varied authority of thirteen international courts with jurisdictions that range from economic to human rights, to international criminal matters. Interdisciplinary commentaries reflect on what the framework and findings imply for the study of international court authority and legitimacy. Focusing on both global and regional adjudicatory systems, the chapters explore different ways in which contextual factors contribute to the fragility of each court’s authority over time and across the breadth of their jurisdiction. A conclusion pulls together the collective insights of how context shapes the authority of international courts.

scholarly journals Migration Systems in Southern Portugal: Regional and Transatlantic Circuits of Labor Migration in the Algarve (Eighteenth–Twentieth Centuries)

2000 ◽  
Vol 45 (2) ◽  
pp. 171-208 ◽  
Author(s):  
Marcelo J. Borges
Keyword(s):  
Eighteenth Century ◽  
Internal Migration ◽  
Labor Migration ◽  
Systems Approach ◽  
Turn Of The Century ◽  
Northern Europe ◽  
Southern Portugal ◽  
And Migration ◽  
Migration Systems ◽  
Over Time

This article applies a systems approach to the analysis of multiple circuits of labor migration that emerged in the Algarve, southern Portugal, from the late eighteenth century to the mid 1900s, and their connections. Over time Algarvian migrants participated in three main systems of migration: internal migration and migration to southern Spain and Gibraltar, transatlantic migration to the Americas and Africa – especially to Argentina – and migration to northern Europe. Rather than an abrupt break with a sedentary past, the article shows how the beginnings of transatlantic migration at the turn of the century were the result of modification and adaptation of existing strategies of labor migration.

Developing a model for supply chain agility and innovativeness to enhance firms’ competitive advantage

2019 ◽  
Vol 57 (7) ◽  
pp. 1511-1534 ◽  
Author(s):  
Chih-Jou Chen
Keyword(s):  
Supply Chain ◽  
Competitive Advantage ◽  
Dynamic Capabilities ◽  
Business Environment ◽  
Structural Equations ◽  
Survey Method ◽  
Content Type ◽  
Supply Chain Agility ◽  
It Integration ◽  
The Impact

Purpose Developing agility and innovativeness as dynamic capabilities are important for firms to sustain their competitive advantage in today’s global economy. The purpose of this paper is to develop and empirically test a framework to investigate how the supply chain agility and innovativeness are achieved through IT integration and trust in members of supply chain and how these, in turn, can enhance firms’ competitive advantage. Design/methodology/approach This research employs a survey method and data are collected from senior managers working in the supply chain or IT area. The model and hypotheses are tested utilizing data from 204 usable Taiwan manufacturing firms via structural equations modeling methodology. Findings The study demonstrates that both IT integration and trust in supply chain members significantly enhance supply chain agility and innovativeness, which in turn positively affect firm’s competitive advantage. The results indicate that IT integration and trust are antecedents and major joint partnership resources for improving supply chain agility and innovativeness. Research limitations/implications Data are collected from manufacturing industry in Taiwan and single respondent from each firm, the generalizability of current findings to other industries or countries should require additional investigation. Practical implications The study suggests that a firm should focus on IT integration and trust in supply chain members to achieve supply chain agility and innovativeness. To take advantage of supply chain agility and innovativeness, through maximizing firm’s competitive advantage, firms should continually adapt to the fast changing business environment and search for creative ways to satisfy new market needs. Originality/value Given the attention paid to supply chain agility and innovativeness in terms of importance to responding to business uncertainty and competitiveness, and more recently, as important capabilities in managing supply chain management, this paper investigates how IT integration and trust can contribute to supply chain agility and innovativeness. Provide evidence regarding the impact of IT integration and trust on agility of supply chains, innovativeness and competitive advantage.

scholarly journals On corporate risk management practices in Romanian companies

2009 ◽  
Vol 3 (5-6) ◽  
pp. 85-89
Author(s):  
Alexandra Horobet ◽  
Sorin Dumitrescu ◽  
Cosmin Joldes
Keyword(s):  
Risk Management ◽  
Management Practices ◽  
Business Environment ◽  
Management Systems ◽  
Corporate Risk Management ◽  
Management Approaches ◽  
Traditional Approaches ◽  
Corporate Risk

The purpose of this paper is to provide an understanding of corporate risk management practices in Romanian companies, by investigating the risk management approaches Romanian companies take. Our main findings are that Romanian managers are not aware of the magnitude of exposure their companies have to various types of risk – hazard, operational, financial and strategic risks, while they are able to manage rather well all these risks, even the ones that have the lowest impact on the business. At the same time, risk management systems employed by Romanian companies are rather inarticulate and based on traditional approaches towards risk management, which might represent by itself a major source of risk, given the complexity of the business environment they face.

scholarly journals Central Queensland University's Course Management Systems: Accelerator or brake in engaging change?

2005 ◽  
Vol 6 (1) ◽  
Author(s):  
Jeanne McConachie ◽  
Patrick Alan Danaher ◽  
Jo Luck ◽  
David Jones
Keyword(s):  
International Students ◽  
Online Survey ◽  
Systems Approach ◽  
Management Systems ◽  
Course Management Systems ◽  
Course Management ◽  
Drivers Of Change ◽  
Domestic Students ◽  
Survey Results ◽  
Strategic Position

<p> Central Queensland University (CQU) is a highly complex institution, combining campuses in Central Queensland and distance education programs for Australian domestic students with Australian metropolitan sites for international students and a number of overseas centres, also for international students. In common with many other universities, CQU has recently reviewed its course management systems (CMSs). In doing so, CQU has signalled its desired strategic position in managing its online learning provision for the foreseeable future.</p> <p>This paper analyzes that strategic position from the perspective of the effectiveness of CQU’s engagement with current drivers of change. Drawing on online survey results, the authors deploy Introna’s (1996) distinction between teleological and ateleological systems to interrogate CQU’s current position on CMSs – one of its most significant enterprises – for what it reveals about whether and how CQU’s CMSs should be considered an accelerator of, or a brake on, its effective engagement with those drivers of change. The authors contend that a more thorough adoption of an ateological systems approach is likely to enhance the CMS’s status as an accelerator in engaging with such drivers. </p> <P><STRONG>Keywords: </STRONG>Australia, course management systems, enterprise systems, open and distance learning, teleological and ateleological systems<BR> </P>

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