scholarly journals Research on the relationship between Fresh Food E-commerce Consumption Experience and Customer Fit from the Perspective of Value Co-creatio

2020 ◽  
Vol 214 ◽  
pp. 01016
Author(s):  
Gao Wei ◽  
Xinjuan He ◽  
Huan Wang ◽  
Li Rui ◽  
Luo Jialing ◽  
...  
Keyword(s):  
Decision Making ◽  
Competitive Advantage ◽  
Market Competition ◽  
The Core ◽  
Consumption Experience ◽  
Fresh Food ◽  
The Future ◽  
The Relationship

In recent years, the fresh food e-commerce platforms have been developing rapidly with facing increasingly fierce market competition. From the perspective of value co-creation, the core competitive advantage of enterprises in the future lies in creating unique values with customers. Starting from the perspective of innovation, this study explores the relationship fresh food e-commerce consumption experience and customer fit, so as to provide decision-making reference for the management of the platforms.

Convergence Marketing

2012 ◽  
pp. 274-290
Keyword(s):  
Decision Making ◽  
Social Networks ◽  
Competitive Advantage ◽  
Relationship Marketing ◽  
Customer Value ◽  
Emerging Technologies ◽  
Market Competition ◽  
Customer Management ◽  
Decision Making Process ◽  
Customer Knowledge

The convergence marketing has emerged as an outgrowth of relationship marketing. Many firms in the competitive marketplace prefer on developing strategies by convergence of technology with customer value in promoting products and services. It is argued in this chapter that such convergence among the firms involve consumers, social networks, and technology that influence the decision making process for gaining competitive advantage. This chapter discusses the attributes of convergence of technology with customer value that provides higher competitive advantage to the business through frequent interactions among the market players and customers. The convergence marketing emphasizes on strategic, reflective, and organizational look at relationship marketing and contributes to existing knowledge within three fundamental elements including organizational customer focus, customer management focus, and customer knowledge focus. This chapter also examines how convergence of technology and customer value drives value co-creation in the firms and discuss that in an increasing market competition, customers interact with emerging technologies, and consumer communities co-create value with firms.

Organizational Data Mining (ODM)

2011 ◽  
pp. 1-8
Author(s):  
Hamid R. Nemati ◽  
Christopher D. Barko
Keyword(s):  
Artificial Intelligence ◽  
Data Mining ◽  
Decision Making ◽  
Information Technology ◽  
Competitive Advantage ◽  
Current Status ◽  
Decision Making Process ◽  
Actionable Knowledge ◽  
The Core ◽  
Mining Tools

An increasing number of organizations are struggling to overcome “information paralysis” — there is so much data available that it is difficult to understand what is and is not relevant. In addition, managerial intuition and instinct are more prevalent than hard facts in driving organizational decisions. Organizational Data Mining (ODM) is defined as leveraging data mining tools and technologies to enhance the decision-making process by transforming data into valuable and actionable knowledge to gain a competitive advantage (Nemati & Barko, 2001). The fundamentals of ODM can be categorized into three fields: Artificial Intelligence (AI), Information Technology (IT), and Organizational Theory (OT), with OT being the core differentiator between ODM and data mining. We take a brief look at the current status of ODM research and how a sample of organizations is benefiting. Next we examine the evolution of ODM and conclude our chapter by contemplating its challenging yet opportunistic future.

32. Conclusion: The Future of Parliamentary Politics

2018 ◽  
Author(s):  
David Judge ◽  
Cristina Leston-Bandeira ◽  
Louise Thompson
Keyword(s):  
Decision Making ◽  
Public Participation ◽  
Policy Making ◽  
Popular Sovereignty ◽  
The Political ◽  
Collective Decision Making ◽  
The Core ◽  
Parliamentary Sovereignty ◽  
The Future ◽  
Parliamentary Politics

This concluding chapter reflects on the future of parliamentary politics by identifying key puzzles implicit in previous discussions which raise fundamental questions about what Parliament is and why it exists. The goal is to determine the ‘predictable unknowns’ as starting points for exploring the future. Three principal puzzles that need ‘hard thinking’ in order to understand legislatures are considered: representation, collective decision-making, and their role in the political system. The chapter also examines the difficulties in reconciling ideas about popular sovereignty and direct public participation with notions of parliamentary sovereignty and indirect public participation in decision-making; the implications of the legislative task of disentangling UK law from EU law in the wake of Brexit for Parliament's recent strengthened scrutiny capacity; and how Parliament has integrated the core principles of representation, consent, and authorization into the legitimation of state policy-making processes and their outputs.

Competitor Analysis

2020 ◽  
pp. 57-66
Author(s):  
Greg Fisher ◽  
John E. Wisneski ◽  
Rene M. Bakker
Keyword(s):  
Competitive Advantage ◽  
Systematic Approach ◽  
Complete Picture ◽  
The Core ◽  
Underlying Theory ◽  
Competitor Analysis ◽  
The Future ◽  
Core Idea ◽  
Future Plans

The purpose of a competitor analysis is to provide managers with a complete picture of the competitive landscape confronting a firm. The core idea behind a competitor analysis is to use a systematic approach to (1) identify current and future rivals to a firm, (2) assess the strengths and weaknesses of current and future rivals, (3) determine a match between a competitor’s strategies and capabilities, (4) analyze the future plans and intentions of rivals, and (5) predict a competitor’s reaction to initiatives launched by a firm. The ability to anticipate the response by rivals provides a firm with a competitive advantage. This chapter discusses the underlying theory, core idea, depiction, process, insight or value created, and risks and limitations of competitor analysis. Finally, the chapter offers the illustration of Netflix and applies the steps of competitor analysis to this case.

The Chief Executive Officer and the Chief Information Officer: The Strategic Partnership

1991 ◽  
Vol 6 (3-4) ◽  
pp. 128-139 ◽  
Author(s):  
Yash P. Gupta
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Chief Executive Officer ◽  
Chief Executive ◽  
Chief Information Officer ◽  
Strategic Partnership ◽  
The Future ◽  
The Common ◽  
Relationship Of ◽  
The Relationship

Information technology (IT) has become a strategic resource for many firms today. Coordination of this resource requires strong leadership and cooperation within the firm. The relationship of the Chief Executive Officer (CEO) and the Chief Information Officer (CIO) is crucial for the effective, successful utilization of IT for competitive advantage. This paper first explores the CIO position, giving reasons for its development, tracing its evolution, and pinpointing certain responsibilities associated with the position. The paper then highlights the CIO's concerns and identifies the future implications for the CIO. The second portion of the paper takes the CEO's perspective towards IT and the CIO's position. Special attention is directed towards describing the CEO's perspective on the CIO's qualifications, addressing the problem of overblown CEO expectations for the CIO position, and discussing ‘old-line’ CEOs’ attitudes towards IT and the CIO position. Also addressed is the exploration of the common CEO perception of the CIO as an ‘empire builder’ and an analysis of the CEO's perspective on the future need for a CIO position. Finally the paper focuses on developing this ‘strategic partnership’ between the CIO and the CEO. Suggestions are provided for the CIO and the CEO to help achieve this ideal partnership. Although these suggestions are not all conclusive, they are critical to the ‘partnership’.

Relating IS Infrastructure to Core Competencies and Competitive Advantage

2002 ◽  
pp. 53-72
Author(s):  
Terry Anthony Byrd
Keyword(s):  
Information Technology ◽  
Information Systems ◽  
Competitive Advantage ◽  
Core Competencies ◽  
Research Literature ◽  
Time To Market ◽  
The Core ◽  
Sustained Competitive Advantage ◽  
It Resources ◽  
The Relationship

The value of information technology (IT) in today’s organizations is constantly debated. Researchers and practitioners have examined organizations to try to discover causal links between competitive advantage and IT. This paper presents and details a model that depicts a possible connection between competitive advantage and IT. Furthermore, this paper attempts to show how one major component of the overall IT resources, the information systems (IS) infrastructure, might yield sustained competitive advantage for an organization. More precisely, IS infrastructure flexibility is examined as an enabler of “core competencies” that have been closely related to sustained competitive advantage in the research literature. The core competencies enabled by IT that are the focus of this study are mass customization and time-to-market. By showing that IS infrastructure flexibility acts as an enabler of these competencies, the relationship to sustained competitive advantage is demonstrated.

An Empirical Study of E-Participation Levels in Jordan

2016 ◽  
Vol 7 (1) ◽  
pp. 63-79 ◽  
Author(s):  
Emad Abu-Shanab ◽  
Raya Al-Dalou'
Keyword(s):  
Decision Making ◽  
Empirical Study ◽  
The Political ◽  
Decision Making Process ◽  
The Core ◽  
Political Dimensions ◽  
The Relationship

The relationship between citizens and governments is the core of e-government. E-participation is one of the political dimensions of e-government which focuses on informing, consulting, involving, collaborating, and empowering citizens to take part of the decision making process. This study adopted a framework for the five levels of e-participation and tried to test such model empirically using 400 responses from Jordanians. The study tried to measure Jordanian perceptions towards e-participation initiatives and practices in Jordan, and to measure the achievements on each level as perceived and reported by subjects. Results indicated that the highest perceived level was e-involving, and the lowest was e-consulting. Also, the CFA results indicated a distorted distribution of items between the major levels. Results of other issues explored are discussed further in this study.

scholarly journals A big data analysis of the relationship between future thinking and decision-making

2018 ◽  
Vol 115 (8) ◽  
pp. E1740-E1748 ◽  
Author(s):  
Robert Thorstad ◽  
Phillip Wolff
Keyword(s):  
Decision Making ◽  
Big Data ◽  
Population Level ◽  
Future Thinking ◽  
Individual Level ◽  
The Future ◽  
The Individual ◽  
Near Future ◽  
The Relationship ◽  
Far Future

We use big data methods to investigate how decision-making might depend on future sightedness (that is, on how far into the future people’s thoughts about the future extend). In study 1, we establish a link between future thinking and decision-making at the population level in showing that US states with citizens having relatively far future sightedness, as reflected in their tweets, take fewer risks than citizens in states having relatively near future sightedness. In study 2, we analyze people’s tweets to confirm a connection between future sightedness and decision-making at the individual level in showing that people with long future sightedness are more likely to choose larger future rewards over smaller immediate rewards. In study 3, we show that risk taking decreases with increases in future sightedness as reflected in people’s tweets. The ability of future sightedness to predict decisions suggests that future sightedness is a relatively stable cognitive characteristic. This implication was supported in an analysis of tweets by over 38,000 people that showed that future sightedness has both state and trait characteristics (study 4). In study 5, we provide evidence for a potential mechanism by which future sightedness can affect decisions in showing that far future sightedness can make the future seem more connected to the present, as reflected in how people refer to the present, past, and future in their tweets over the course of several minutes. Our studies show how big data methods can be applied to naturalistic data to reveal underlying psychological properties and processes.

scholarly journals La conceptualización agambeniana de la historia. Hacia una arqueología benjaminiana

2012 ◽  
Vol 18 (1) ◽  
Author(s):  
Natalia Taccetta
Keyword(s):  
Walter Benjamin ◽  
Short Text ◽  
The Core ◽  
The Future ◽  
The Relationship

RESUMENGiorgio Agamben intenta explorar las condiciones para alguna experiencia futura. Releyendo el ensayo Sobre el programa de la filosofía venidera (1917) de Walter Benjamin, identifica el núcleo de la relación entre experiencia y conocimiento. En ese breve texto, se explicitan las tareas principales del pensamiento y la necesidad de unificar la exigencia de la legitimación del conocimiento y la exigencia de la experiencia. A partir de esta premisa, en este artículo se intenta repensar la experiencia a partir de la noción de «juego» y vincular el planteo gambeniano con una suerte de arqueología benjaminiana de la historia.PALABRAS CLAVEGIORGIO AGAMBEN, WALTER BENJAMIN, ARQUEOLOGÍA, FILOSOFÍA VENIDERAABSTRACTGiorgio Agamben tries to explore de conditions for some future experience. Rereading Walter Benjamin’s essay about the future philosophy (1917), Agamben identifies the core of the relationship between experience and knowledge. In that short text, Benjamin explicates the main tasks of thinking and the need to unify the requirement of knowledge and experience. From this premise, this article attempts to rethink the experience from the notion of «play» and link the Agambenian proposition with a sort of Benjaminian archeology of history.KEYWORDSGIORGIO AGAMBEN, WALTER BENJAMIN, ARCHAEOLOGY, FUTURE PHILOSOPHY

Organizational Data Mining (ODM)

2008 ◽  
pp. 2289-2295 ◽  
Author(s):  
Hamid R. Nemati ◽  
Christopher D. Barko
Keyword(s):  
Artificial Intelligence ◽  
Data Mining ◽  
Decision Making ◽  
Information Technology ◽  
Competitive Advantage ◽  
Current Status ◽  
Decision Making Process ◽  
Actionable Knowledge ◽  
The Core ◽  
Mining Tools

An increasing number of organizations are struggling to overcome “information paralysis” — there is so much data available that it is difficult to understand what is and is not relevant. In addition, managerial intuition and instinct are more prevalent than hard facts in driving organizational decisions. Organizational Data Mining (ODM) is defined as leveraging data mining tools and technologies to enhance the decision-making process by transforming data into valuable and actionable knowledge to gain a competitive advantage (Nemati & Barko, 2001). The fundamentals of ODM can be categorized into three fields: Artificial Intelligence (AI), Information Technology (IT), and Organizational Theory (OT), with OT being the core differentiator between ODM and data mining. We take a brief look at the current status of ODM research and how a sample of organizations is benefiting. Next we examine the evolution of ODM and conclude our chapter by contemplating its challenging yet opportunistic future.

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