Enabling organizational value-chain processes through network capability

2021 ◽  
pp. 1-18
Author(s):  
Thomas Ritter
Keyword(s):  
Value Chain ◽  
Chain Processes ◽  
Network Capability ◽  
Organizational Value

International value chain processes by retailers and wholesalers — A general approach

2008 ◽  
Vol 15 (2) ◽  
pp. 63-77 ◽  
Author(s):  
Bernhard Swoboda ◽  
Thomas Foscht ◽  
Gérard Cliquet
Keyword(s):  
Value Chain ◽  
Chain Processes

scholarly journals Transgressing CSR on the organizational value chain: How natural resource companiesgreenwash their processes

2020 ◽  
Vol 19 (3) ◽  
pp. 215-225
Author(s):  
Orlando E. Contreras-Pacheco
Keyword(s):  
Data Analysis ◽  
Natural Resource ◽  
Value Chain ◽  
Real Life ◽  
Organizational Value ◽  
Different Levels

This work addresses the question of how companies belonging tothe natural resource industryuse togreenwash their processes. For this purpose, a multi-case approach with five different cases in the Colombian context is adopted. Through the data analysis, an exemplification of each value chain greenwashing transgression at the company level is provided. Besides highlighting a real-life problematic with several implications in a sensitive context, the contributions of this work are twofold. First, this work contributes to reinforcing the notion of greenwashing and related transgressions by clarifying a concrete way of identifying certain deceptive practices related to the organizational value chain under conditions. Second, this work promotes the transferability of the concepts used for elucidating the reality of the value chain greenwashing phenomenon at different levels and in various contexts

THE INFLUENCE OF ORGANIZATIONAL VALUE AND STRATEGIC ENVIRONMENT ON VALUE CHAIN, COMMUNITY TRUST, COMPETITIVE ADVANTAGE AND ORGANIZATIONAL PERFORMANCE IN COURSE AND TRAINING INSTITUTIONS (LKP)

2020 ◽  
Vol 1 (1) ◽  
pp. 1-9
Author(s):  
Nuryadi
Keyword(s):  
Organizational Performance ◽  
Value Chain ◽  
Public Trust ◽  
Public Confidence ◽  
Marketing Manager ◽  
Training Institutions ◽  
And Performance ◽  
Organizational Value ◽  
A Company ◽  
And Training

Organization that optimal performance can be achieved with believe and applying values organization, since the value of organization provides direction and purpose for employees. Support environment strategy not less important to improve performance organization, because of the landscape strategy can be used to detect and identify strength and weakness of the organization. Institution course and training in east java needs measures strategic to increase performance organization and grabbed excellence compete based on value organization, strategic environmental public confidence and value chain. To achieve research purposes, a dissertation is using the 42 of LKP in east java as the population. A unit of analysis used are a company owner manager (coordinator) marketing, manager (coordinator) education and one teachers. Conclusion dissertation is: (1) the value organization not affect the value chain; (2) value organization impact on public trust excellence compete and performance organization; (3) environmental strategy influence the value chain, public trust, excellence compete and performance organization; (4) value chain influential significantly to excellence compete and performance organization; (5) public trust influential significantly to excellence compete and performance organization; (6) excellence compete influential significant on the performance organization.

Supply chain processes

2016 ◽  
Vol 36 (2) ◽  
pp. 220-238 ◽  
Author(s):  
Daniel Prajogo ◽  
Adegoke Oke ◽  
Jan Olhager
Keyword(s):  
Supply Chain ◽  
Value Chain ◽  
Lean Production ◽  
Black Box ◽  
Operational Performance ◽  
Competitive Performance ◽  
Content Type ◽  
Chain Processes ◽  
Production Processes ◽  
Supply Logistics

Purpose – The purpose of this paper is to examine the value chain processes that represent the “black box” between supply logistics integration and competitive operational performance in firms. To realize this objective, the authors develop a research model which comprises a series of linkages from supply logistics integration to operational outcomes using Porter’s concept of value chain and the relational view of resource-based theory as theoretical lenses. Design/methodology/approach – The data set for testing the hypothesized relationships in this study was drawn from 232 Australian manufacturing firms. Findings – The findings show that there is no significant direct relationship between supply logistics integration and competitive operational performance; rather, the relationship is fully mediated by inbound supply performance and internal lean production processes. Further, lean production processes have a positive effect on inbound supply performance. Research limitations/implications – The study shows the importance of managing both internal (production processes) and external processes (logistics and supply chain) of firms’ operations in an integrated manner in which supply logistics integration act through key internal processes to impact competitive performance which the end customers actually experience. Originality/value – This is the first study which uncovers what happens “in between” the incoming materials and the end outputs delivered by firms into the market. This “in between black box” is important in improving our understanding of how inbound supply activities are translated into outbound competitive performance outcomes.

scholarly journals The Use of the ICTs in the Value Chain Processes and Their Impact on Organizational Performance

2016 ◽  
Vol 15 (9) ◽  
Author(s):  
Zulema Córdova Ruiz ◽  
Sósima Carrillo ◽  
Loreto María Bravo Zanoguera ◽  
Jessica Lizbeth Cisneros Martínez
Keyword(s):  
Organizational Performance ◽  
Value Chain ◽  
Chain Processes

scholarly journals PELATIHAN VALUE CHAIN STRATEGY UNTUK MEMPERTAHANKAN KUALITAS LAYANAN SELURUH STAKEHOLDER RUMAH SAKIT ST. ELIZABETH SEMARANG

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Ignatius Roni Setyawan
Keyword(s):  
Competitive Advantage ◽  
Value Chain ◽  
Stakeholder Analysis ◽  
Balance Scorecard ◽  
Strategy Map ◽  
Organizational Value

Rumah sakit (RS) di Amerika Serikat telah mengenal Value Chain Strategy dari Swayne, et al (2006) yang terbuktimembawa dampak positif bagi pemertahanan kualitas layanan seluruh stakeholder. Hal ini dikarenakan value chainstrategy merupakan pengembangan dari Porter Vakue Chain yang diadaptasikan untuk rumah sakit. Selanjutnyaberbekal pada potensi masih barunya value chain strategy untuk kasus Rumah Sakit di Indonesia dan atas undangandari pihak RS St. Elizabeth Semarang maka pelatihan ini diadakan untuk membantu pihak manajemen lebihmengenali komponen organizational value chain semua unit kerja sehingga mampu menaikkan nilai tambah mutulayanan demi menjaga level nilai paripurna pada Akreditasi Rumah Sakit. Hasil pelatihan di Pusdiklat RS St Elizabeth16 Mei 2018 menemukan faktor competitive advantage RS Elizabeth terletak pada After Services yakni banyaknya klaimBPJS (Badan Penyelenggara Jaminan Sosial) Kesehatan yang tertangani dengan sangat baik. Sedangkan pada tahapanstakeholder analysis & balance scorecard strategy map ditemukan bahwa faktor pasien menjadi hal terpenting. Hal inidikarenakan pasien memiliki relasi paling banyak dengan stakeholder yang lain; di samping dalam balance scorecardstrategy map untuk rumah sakit maka pasien akan mencerminkan organizational value chain terkait. Pada pernyataan visi &misi ditemukan hampir semua komponen misi dari Fred. R. David sudah tercerminkan dengan baik dengan komponen palingtersorot adalah pasien (customer). Berdasarkan hasil temuan pelatihan di atas maka pihak manajemen RS St. Elizabethdiharapkan dapat lebih mengarahkan stakeholder analysis dan value adding strategy pada factor pasien. Dalam hal inimereka akan mampu menyusun organizational value chain pada pengembangan bisnis & layanan medis bermututinggi.

Sign in / Sign up

Export Citation Format

Share Document