Enabling excellence in operations through technological innovation

2011 ◽  
Vol 1 (2) ◽  
pp. 1-13
Author(s):  
Meeta Dasgupta
Keyword(s):  
Strategic Management ◽  
Technological Innovation ◽  
Value Chain ◽  
Power Distribution ◽  
Innovation Process ◽  
Organizational Factors ◽  
Subject Area ◽  
Technology Strategy ◽  
Content Type ◽  
Innovation And Technology

Subject area Strategic management and management of innovation and technology. Study level/applicability The course can be used for undergraduate and postgraduate students. The case would be relevant in the strategic management course to understand the concept of technology strategy and the various evaluation parameters guiding firms in their technology decisions. A refresher of the concept of value chain analysis can also be done through the case. It can also be used to teach innovation and technology management to understand the innovation process and the importance of various organizational factors for taking technology decisions. Case overview The case tries to bring together different aspects of technological innovation and technology strategy at North Delhi Power Ltd, Delhi which has taken various initiatives to turnaround the dilapidated power distribution industry in India. It details the various technological initiatives taken by the company to revamp the power distribution situation of the country. Discussion in the case also revolves around the technology decisions (technology strategy) taken by the company to drive the technological initiatives. The organizational culture supporting technology decisions and the technological initiatives are also woven into the case. Expected learning outcomes After a discussion on the case students will be in a better position to appreciate various decisions which firms take with respect to technology. They will get an understanding of what is technological innovation and about the technological innovation process. The importance of organizational factors to supplement technology decisions and innovation will be brought out in the case. Supplementary materials Teaching note.

Unveiling Technology Acquisition and Deployment Decisions for Technological Innovation: An Exploratory Study in Indian Power Distribution Firms

2014 ◽  
Vol 11 (06) ◽  
pp. 1450041 ◽  
Author(s):  
Meeta Dasgupta
Keyword(s):  
Strategic Management ◽  
Technological Innovation ◽  
Power Distribution ◽  
Exploratory Study ◽  
Innovation Process ◽  
Technology Strategy ◽  
Modified Model ◽  
Technology Acquisition

How managers take decisions with respect to the acquisition and deployment of technology to promote technological innovation is central to the field of strategic management. The main objective of this research is to explore how technology decisions drive technological innovation in organizations. Technology decisions have been explored through the lens of substance and enactment of technology strategy. The paper reports findings from three Indian Power Distribution Firms that have taken various initiatives to turn around the dilapidated power distribution situation in the country. The study in addition to proposing typologies of technology acquisition and deployment strategies on the basis of patterns discovered also puts forth propositions linking technological innovation to the typologies. A modified model linking the technological innovation process to the substance and enactment of technology strategy has also been proposed.

GOONJ: the power of cloth

2011 ◽  
Vol 1 (4) ◽  
pp. 1-24
Author(s):  
Krishnadas Nanath
Keyword(s):  
Strategic Management ◽  
Social Innovation ◽  
Human Life ◽  
Scale Up ◽  
Innovation Process ◽  
Subject Area ◽  
School Students ◽  
Content Type ◽  
Menstrual Hygiene ◽  
Management Concepts

TitleGOONJ: the power of cloth.Subject areaStrategic management and social innovationStudy level/applicabilityUndergraduate and graduate level management/business school students. It can be taught in strategic management and social innovation courses.Case overviewGOONJ is a non‐profit organization which has life and dignity for lakhs of people in India over the last decade. It aimed at bringing up clothing as one of the important aspects of human life and make it available for the needy keeping their dignity intact. The case begins with Anshu Gupta, founder of GOONJ thinking deeply about the high‐priority meeting to take GOONJ to the next level and scale up the operations of his social innovation. It then tries to bring up the potential problem of clothing and menstrual hygiene in India followed by explanation of the present working model of GOONJ which allows them to manage the operations with 97 paisa per cloth. With the dream of taking GOONJ to the next level and converting it into a nation‐wide phenomenon, will the present model work?Expected learning outcomesThis case will cover two important aspects: social innovation process (themes, challenges and implications for practice); and strategic management concepts (stakeholder theory, internal‐external factor evaluation).Supplementary materialsTeaching notes.

Innovation and development cooperation in Central America and Caribbean. Mission impossible?

2012 ◽  
Vol 2 (8) ◽  
pp. 1-17 ◽  
Author(s):  
Nuria Calvo ◽  
Oskar Villarreal
Keyword(s):  
Dominican Republic ◽  
Strategic Management ◽  
Central America ◽  
International Cooperation ◽  
Technological Innovation ◽  
Technology Policy ◽  
Subject Area ◽  
Development Cooperation ◽  
Strategic Decision ◽  
Content Type

Subject area Strategic decision making in cooperation projects. The decision deals with the process of generating a strategy for R&D and technological innovation in developing countries, through international cooperation. Study level/applicability Students of programs of strategic management, business policy and management of international cooperation. Target courses include: strategic management seminars, international cooperation seminars, MBA. Case overview The case shows the process carried out by a team led by Braulio Perez Astray, manager of the innovation department of the Foundation University of A Coruna (Spain) and Radhames Mejia, executive vice-rector of the Pontifical Catholic University Madre y Maestra (Dominican Republic) to design the strategy for R&D and Technological Innovation of the Dominican Republic. It describes the tasks and responsibilities undertaken in the INPOLTEC Project, the result of the international cooperation between Spain and the Dominican Republic. It included the involvement of the Administration of Government of both countries, the contributions of the scientific community and a significant sample of Dominican companies, as well as the advice of Spanish experts and technologists in the field of innovation and technology policy. The case arises from the position of Braulio Perez Astray, leader of the project. The objective of this case is to analyze the potential transfer of this experience to other countries in Central America and Caribbean. Expected learning outcomes The learning objective is to facilitate students to investigate the decisions in the strategic process in the field of innovation and to reinforce the focus of international cooperation as a mechanism for strategic support in stimulating the flow of knowledge in science and technology. Supplementary materials Teaching notes are available. Please consult the librarian for access.

Colchones Eldorado: dreaming of innovating

2012 ◽  
Vol 2 (8) ◽  
pp. 1-11
Author(s):  
Delio I. Castaneda ◽  
Luisa F. Manrique
Keyword(s):  
Latin American ◽  
Innovation Process ◽  
Subject Area ◽  
Organizational Dynamics ◽  
Case Discussion ◽  
Content Type ◽  
Organizational Conditions ◽  
Challenge Testing ◽  
The Usa ◽  
Creativity And Innovation

Subject area Innovation and creativity in small to medium-sized enterprises (SMEs) in Latin America. Study level/applicability The case is recommended for creativity and innovation subjects, in undergraduate and MBA levels. The case is also suggested for subjects associated with the organizational dynamics on SMEs. Case overview Colchones Eldorado is a Colombian company dedicated to the bedding industry. The company was founded in 1957 by Gumercindo Gómez Caro, a creative man who in 1959 invented a machine to make springs, which allowed the company to grow steadily for several decades. On November 18, 2004, the founder's daughter, Martha Luz Gomez, was appointed as General Manager. On April 2011 it obtained a license from Sealy, the biggest mattress making company in the USA. The license implied a challenge - testing the company's innovative capacities to adapt Sealy mattresses to satisfy consumers in the Colombian market. Expected learning outcomes Students are shown the characteristics of the creative and innovation process in a Latin American SME, and the innovation challenges which are faced. From the reading and the case discussion, the students should be able to: analyse the manifestations of the creative process in an SME; identify examples of the innovation types of an SME; and discuss the organizational conditions to answer the creativity and innovation challenges in an SME. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

The intellectual capital needs of a transitioning economy

2015 ◽  
Vol 16 (3) ◽  
pp. 466-489 ◽  
Author(s):  
Allan O'Connor ◽  
Kai Du ◽  
Göran Roos
Keyword(s):  
Strategic Management ◽  
Intellectual Capital ◽  
Value Chain ◽  
Value Added ◽  
Intangible Asset ◽  
Firm Level ◽  
Content Type ◽  
Economic Productivity ◽  
Industrial Sectors ◽  
Industry Sectors

Purpose – Developed economies with high-cost environments face industrial transitions from scale-based manufacturing (MAN) to knowledge, technology and intangible asset-based sectors. The purpose of this paper is to examine the changes in employment and value-adding profiles of transitioning industry sectors in Australia and discuss the implications for policy that influences the intellectual capital (IC) profile of industrial sectors in transition. Design/methodology/approach – The approach borrowed concepts from the firm-level strategic management literature and applied them to a macro level of industry analysis. In this paper the authors examine the transitions in the Australian economy which, due to a rising cost base, is experiencing a decline in its value chain-oriented MAN sector. The authors contrast four industry sectors with the MAN sector and examine the different value creation models. Findings – The findings clearly show how the contribution to employment and value added (termed Economic Value Contribution ) of the different sectors vary. The authors extend these findings to a discussion on policy and the dimensions of IC that may have a role to play in facilitating transitions within an economy. The main conclusion is that a more rapid transition and higher value may be created if innovation and entrepreneurship are facilitated by targeted policies in transitioning sector. Research limitations/implications – This work is based on a single country analysis of selected industry sectors. Further work needs to be done across many more countries to contrast the findings across nations/regions that differ in industrial complexity and to refine the analytical framework to improve construct validity and increase analytical power. Practical implications – This work has implications for policy-makers facing the challenges of a transitioning economy, whether national or regional. Governments that are hands-on with respect to interventions to salvage and/or extend the life of sectors are at risk of missing opportunities to build the capacities and capabilities of emerging sectors while those governments that are hands-off, deferring to market mechanisms, risk transitions that are too little and/or too late to maintain a national or regional competitiveness. Originality/value – To the authors knowledge, this is the first attempt to integrate the specific firm-level strategic management perspectives, used in this paper, with the macro-policy level to examine industry sectors with the twin metrics of economic productivity and employment in transitioning economies.

PKC Laundries: a start-up business at the crossroads

2018 ◽  
Vol 8 (3) ◽  
pp. 1-27
Author(s):  
Ammani Pagadala ◽  
Rajiv Gupta
Keyword(s):  
Strategic Management ◽  
Learning Outcomes ◽  
Scale Up ◽  
Cost Effective ◽  
Subject Area ◽  
Content Type ◽  
Factors Affecting ◽  
Start Up ◽  
Vendor Management ◽  
Management Issues

Subject area Strategy Study level/applicability Strategic Management course in an undergraduate programme. Case overview PKC Laundries started a technology-driven laundry service that would be just a click away for their customers and would provide a quick and satisfying cost-effective solution to the customers’ laundry needs. The business, conceived as a start-up, was based on the asset-light aggregation model which used existing vendors to provide the service. The business has been running for almost two years now but has encountered certain operational challenges of vendor management and in generating sufficient operating profits. At this juncture, the question that is bothering the owners is would it be right if PKC went in for backward integration by investing in an automatic laundry plant to manage the risk of dependency on their vendors or should they strengthen and scale-up the present business model? The owners seem to be in a muddle about their strengths and weaknesses and the foreseeable opportunities and threats and going forward what sort of challenges should they prepare themselves for? This case requires the reader to understand the scenario in which a small and medium enterprise (SME) operates within its micro and macro environment. It then makes the reader think and critically analyse the dilemma the young entrepreneurs are facing and identify the problems and possible strategies to overcome these problems. The case highlights the challenges faced by PKC as an aggregator business and the scope of what PKC can do in the future to strengthen its position. It also explores various marketing management issues such as segmenting, targeting and positioning. The case also helps in understanding strategic management issues such as analysis and formulation and implementation of the strategy. Expected learning outcomes The expected learning outcomes are as follows: To understand the micro and macro environmental factors affecting a firm; to understand the issues involved in formulating and implementing a strategy; to understand the challenges faced by a start-up (both operational and for scaling up); and to understand the strategies adopted by the company to develop their business. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

Power distribution reforms

2019 ◽  
Vol 17 (2) ◽  
pp. 226-250 ◽  
Author(s):  
Praveer Sinha ◽  
Ravi Shankar ◽  
Prem Vrat ◽  
Shweta Mathur
Keyword(s):  
Value Chain ◽  
Power Distribution ◽  
Planning Process ◽  
Performance Indicator ◽  
Environmental Scanning ◽  
Success Factor ◽  
Strategy Formulation ◽  
Content Type ◽  
Limited Application ◽  
Sustainability Challenges

Purpose Distribution and retail supply of electricity is the most important cog in the power sector value chain. Despite several reforms, most of the Discoms are facing huge financial losses and resorting to a tariff hike which may not be a viable solution. The purpose of this paper is to analyze a case study of Tata Power Delhi Distribution Ltd (Tata Power-DDL) which inoculated itself against the financial ills, and demonstrates how a utility can nurture itself and manage the key stakeholder expectation with innovation, ethics, safety, transparency and agility being its cornerstone. Design/methodology/approach The study analyses the situation for Tata Power-DDL which needs to realign its strategy to meet emerging sustainability challenges. The case covers the aspect of strategic management, strategy formulation and change management system deployment using tools such as strength, weakness, opportunities, threat (SWOT), political economical social technological legal environment (PESTLE), critical success factor and key performance indicator cascade. It touches upon the emerging need for distribution utilities to look beyond economic signals and take social and environmental impacts into the strategy planning process. Findings It viewed the distribution business beyond its conventional responsibility of making power available to consumers and to provide quality service. A well thought out adaption and adoption of upgraded technology can be a game changer even for a market which is highly regulated and dominated by players in their respective defined territories. Research limitations/implications Since the sector is regulated and each utility has a pre-defined set of area of operation with no competition within its licensed area, hence, there is a limited application of applied strategy tools such as SWOT and PESTLE. Practical implications Since the sector is regulated and each utility has a pre-defined set of area of operation with no competition within its licensed area, hence, there is a limited application of applied strategy tools such as SWOT and PESTLE. Originality/value India as a market is evolving in energy space and utilities are still struggling to have a fundamental structure to meet the agenda of “power to all.” The paper provides the valuable insights into the process of environmental scanning and formulation of organizational strategy to meet the needs of existing and future energy markets.

scholarly journals Cross-cultural collaboration for inclusive global value chain: a case study of rattan industry

2019 ◽  
Vol 15 (1) ◽  
pp. 149-170 ◽  
Author(s):  
Aluisius Hery Pratono
Keyword(s):  
Technology Transfer ◽  
Multinational Corporations ◽  
Value Chain ◽  
Cross Cultural ◽  
Global Value Chain ◽  
Social Mechanism ◽  
Content Type ◽  
The Social ◽  
Innovation And Technology

Purpose The purpose of this paper is to understand how the cross-cultural collaboration between developed market and emerging economies promotes an inclusive global value chain (GVC) through innovation and technology transfer. Drawing on global rattan industry, this paper identifies the three typologies and social mechanism of cross-cultural collaboration in GVC. Design/methodology/approach This study uses a qualitative method with a case study of rattan industry. The case study analysis covers the linkages between upstream industries in emerging economies and downstream industries in developed countries. Findings The result shows that innovation and technology transfer play an essential role in the cross-cultural collaboration through presenting the creative value-adding process beyond the simple trade of rattan. This study identifies the social mechanism of cross-cultural collaboration in three GVC typologies of rattan industry. Research limitations/implications The study was undertaken between 2015 and 2017. The observed value chain in rattan industry context demonstrates the selected business network from Indonesia to the European countries. Practical implications There were some activities that worked well for decades, such as creative innovation and technology transfer from multinational corporations to small businesses. The initiative to promote brand seemed to work less well for the local designers in developing countries from being part of the GVC. The creative innovation and technology transfer from multinational corporations to rattan farmers continued to struggle. Originality/value This study draws a distinction between the typologies of GVC, where cross-cultural collaboration has developed slowly and those where it comes about quickly. This extends the discussion about creative value between players in developed and developing countries, including the social mechanism of cross-cultural collaboration in GVC.

From traditional manufacturing towards virtual servi-manufacturing: Gabriel's journey

2011 ◽  
Vol 1 (1) ◽  
pp. 1-10
Author(s):  
Brian Vejrum Waehrens ◽  
Dmitrij Slepniov
Keyword(s):  
Value Chain ◽  
Subject Area ◽  
Operations Strategy ◽  
Production Networks ◽  
Global Production Networks ◽  
Content Type ◽  
Virtual Production ◽  
Innovation Activities ◽  
Traditional Manufacturing ◽  
Global Operations

Subject area Operations strategy/global operations/value chain. Study level/applicability BA/Master level – the case can be applied to support operations strategy discussions related to the link between context, configuration and capabilities, and particularly to discuss internationalization strategy and global operations. Case overview The case examines how Gabriel, a Danish textile company, transformed itself from being a traditional textile manufacturer to becoming an innovative virtual servi-manufacturer. The case covers the main milestones in Gabriel's recent history, explores the main reasons for the transformation that started in the late 1990s and studies how this transformation towards becoming a virtual servi-manufacturer was dealt with. The case closes with the sections examining the role of innovation activities in the newly transformed company. Expected learning outcomes The case is expected to build an understanding of the organisational and operational implications of the journey towards the virtual production company. While the case is broad in its scope, it provides an opportunity to go into details on a number of interrelated topics: operations strategy; global production networks; communication and coordination; interdependencies; and outsourcing and offshoring. The story of Gabriel illustrates a highly successful globalization journey and its underlying dynamics. The case highlights how the operations configuration and the relationships between key parties do not stay constant over time. They rather shift and adapt to internal and external stimuli. The case explores these stimuli in retrospect and describes how the company attempts to reconcile market requirements with its operations configurations and capabilities. Supplementary materials Teaching note.

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