scholarly journals Crowd wisdom drives intelligent manufacturing

2017 ◽  
Vol 1 (1) ◽  
pp. 39-47 ◽  
Author(s):  
Jiaqi Lu ◽  
Shijun Liu ◽  
Lizhen Cui ◽  
Li Pan ◽  
Lei Wu
Keyword(s):  
Manufacturing Process ◽  
Fundamental Problem ◽  
Critical Role ◽  
Intelligent Manufacturing ◽  
Theoretical Explanation ◽  
Content Type ◽  
Positive Effects ◽  
Crowd Wisdom ◽  
Business Cases ◽  
Entire Manufacturing Process

Purpose A fundamental problem for intelligent manufacturing is to equip the agents with the ability to automatically make judgments and decisions. This paper aims to introduce the basic principle for intelligent crowds in an attempt to show that crowd wisdom could help in making accurate judgments and proper decisions. This further shows the positive effects that crowd wisdom could bring to the entire manufacturing process. Design/methodology/approach Efforts to support the critical role of crowd wisdom in intelligent manufacturing involve theoretical explanation, including a discussion of several prevailing concepts, such as consumer-to-business (C2B), crowdfunding and an interpretation of the contemporary Big Data mania. In addition, an empirical study with three business cases was conducted to prove the conclusion that our ideas could well explain the current business phenomena and guide the future of manufacturing. Findings This paper shows that crowd wisdom could help make accurate judgments and proper decisions. It further shows the positive effects that crowd wisdom could bring to the entire manufacturing process. Originality/value The paper highlights the importance of crowd wisdom in manufacturing with sufficient theoretical and empirical analysis, potentially providing a guideline for future industry.

Business case effectiveness: the critical role of the organization

2020 ◽  
Vol 13 (5) ◽  
pp. 1051-1075
Author(s):  
Frank Einhorn ◽  
Jack Meredith ◽  
Carl Marnewick
Keyword(s):  
Critical Role ◽  
Organizational Factors ◽  
Business Case ◽  
It Projects ◽  
Online Questionnaire ◽  
Cross Sectional ◽  
Content Type ◽  
Business Cases ◽  
Effective Use

PurposeLiterature indicates that the business case for projects is difficult to use and suggests that there are organizational factors that can facilitate effective use of the business case. This paper aims to identify such facilitators, measure their presence and importance, and relate them to the actual practice of business case processes.Design/methodology/approachA cross sectional quantitative method was used, with data on facilitators and business case process usage gathered through an online questionnaire.FindingsThe findings for the 43 organizational facilitators are that each one is considered more important than its presence in the respondents' organizations. High correlations emerge between the presence of the facilitators and the use of business case processes, indicating the pivotal role of the facilitators.Research limitations/implicationsThe research was conducted for business IT projects implemented by organizations based in South Africa. It furthers our understanding of project business cases and suggests additional research avenues in this area.Practical implicationsThe findings indicate that organizations could improve key facilitators at an affordable cost. Such improvement would enable more effective use of the business case throughout the project's lifetime – from initial concept until planned benefits have been substantially realized. Better use of the business case would also support governance and increase the success rate of business IT projects.Originality/valueOrganizational facilitators of business case processes are identified and categorized for the first time, leading to measurements of their perceived importance and presence in organizations. Hence, the relationship between these facilitators and actual business case usage is determined, suggesting areas of optimum impact.

Sustainability and organizational transformation: putting the cart before the horse? (part one)

2014 ◽  
Vol 46 (5) ◽  
pp. 249-256 ◽  
Author(s):  
Naser Muja ◽  
Steven H. Appelbaum ◽  
Tara Walker ◽  
Said Ramadan ◽  
Tolu Sodeyi
Keyword(s):  
Change Management ◽  
Empirical Research ◽  
Corporate Culture ◽  
Organizational Transformation ◽  
Corporate Citizenship ◽  
Critical Role ◽  
Research Work ◽  
Organizational Capabilities ◽  
Content Type ◽  
Business Cases

Purpose – Global corporate strategies are revealing the boundaries of organizational capabilities and the limits of the natural resource capacity that is needed to sustain business operations. Sustainability has emerged as a strategic response adopted by many corporations to reduce resource dependency and consumption costs in an effort to secure existence as a going concern while also demonstrating corporate citizenship. The paper aims to discuss these issues. Design/methodology/approach – This two-part paper will present a review of recent findings relevant to sustainability and change management was performed in order to develop a better understanding of factors that may hinder corporate adoption of sustainability, the role of sustainability in transformational change, and the change management challenges involved in integrating sustainability within corporate culture. Findings – For a growing number of organizations, sustainability has recently been elevated from “doing” to the level of “being”, which involves integration into their mission, vision and shared values. Corporate leaders and governing bodies play a critical role as champions in the implementation of sustainability for organizational transformation. Research limitations/implications – The limited number of examples of organizations fully embracing sustainability at a vision level stems from the fact that most executives do not fully understand the issues and do not know how to devise the governance or strategies needed to adopt a more sustainable path. However, the research points to the fact that there is a recognized shortage of empirical research work specifically focused on sustainability change and effective business cases. Practical implications – Organization development practitioners have a significant role in helping firms implement sustainability-focused transformations. Social implications – Given the economic, ecological and social imperatives, there is urgency for firms around the world, both big and small, to adopt effective sustainability strategies that add value for stakeholders while reducing resource demand. Originality/value – The research points to the fact that there is a recognized shortage of empirical research work specifically focused on sustainability change including limited examples of effective business cases.

scholarly journals Realising the value of knowledge resources and capabilities: an empirical study

2019 ◽  
Vol 23 (2) ◽  
pp. 374-395 ◽  
Author(s):  
Thi Nguyet Que Nguyen ◽  
Liem Viet Ngo ◽  
Gavin Northey ◽  
Christopher Agyapong Siaw
Keyword(s):  
Critical Role ◽  
Qualitative Comparative Analysis ◽  
Direct Effects ◽  
Resource Based View ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Resources And Capabilities ◽  
Moderation Model

PurposeDrawing upon the resource-based view of the firm, this paper aims to develop and empirically validate a model that examines the relationships between technical knowledge management infrastructure (TKMI), social KM infrastructure (SKMI) and competitive advantage provided by KM (CAPKM). The authors argue that KM process capabilities account for the direct effects of TKMI and SKMI on CAPKM.Design/methodology/approachThe study used partial least squares —structural equating modelling (SEM) to empirically test the hypotheses using a sample of 251 firms from an emerging economy. The results were then confirmed using the bias-corrected bootstrap procedure. The study also conducted two robustness checks including examining a competing moderation model and performing fuzzy-set qualitative comparative analysis (fsQCA), a set–theoretic method that examines how causal conditions combine into all possible configurations of binary states to explain the desired outcome.FindingsThe findings show that TKMI and SKMI have positive effects on CAPKM. In addition, KM process capabilities mediate the direct effects of TKMI and SKMI on CAPKM.Originality/valueThis paper complements and advances previous research in several ways. Firstly, the paper develops a conceptual model that depicts the interrelationships between TKMI, SKMI, KM process capabilities and CAPKM. Secondly, this paper suggests the critical role of the “action” component (i.e. KM process capabilities) that capitalises on the KM resources in the creation of CAPKM.

scholarly journals Why be first if it doesn’t pay? The case of early adopters of C-TPAT supply chain security certification

2016 ◽  
Vol 36 (10) ◽  
pp. 1161-1181 ◽  
Author(s):  
John Z. Ni ◽  
Steve A. Melnyk ◽  
William J. Ritchie ◽  
Barbara F. Flynn
Keyword(s):  
Prospect Theory ◽  
Structural Equation ◽  
Critical Role ◽  
Business Environment ◽  
Economic Benefits ◽  
Theoretical Explanation ◽  
Equation Modeling ◽  
Adoption Process ◽  
Content Type ◽  
Early Adopters

Purpose The purpose of this paper is to focus on adoption of certified management standards, specifically public standards. Such standards play an increasingly important role in today’s business environment. However, to generate adoption benefits, they must be first widely accepted – a situation where they have become viewed as the de facto norms. For this state to occur early adopters play a critical role. Past research has argued that early adopters, in exchange for assuming more risk, are rewarded with higher economic returns. Yet, these findings are based on private, not public standards. With public standards, early adopters do not receive such benefits. There is evidence that public standards are becoming more important. This situation leads to a simple but important question addressed in this study – if early adopters assume the risks of embracing a new public standard without economic benefits, then what is their motivation? To resolve this question, this study draws on agency theory and prospect theory. The authors argue that early adopters embrace such standards because of their desire to minimize risk resulting from failure to support the goal at the heart of the public standards. Design/methodology/approach Data were obtained from the Customs-Trade Partnership Against Terrorism (C-TPAT) Partners Cost Benefit Survey and analyzed through structural equation modeling. Findings Early adopters of public standards are not driven by economic benefits but rather by the need to minimize their exposure to the risks associated with failing to satisfy the goals associated with a public standard. In other words, they were motivated by the need to minimize costs. In the case of C-TPAT, these costs are those of failing to provide or improve network security. Research limitations/implications This study has shed new light on the standards adoption process by clarifying the specific motivations that drive early adoption of a public standard. In addition to identifying the loss aversion motives of early adopters and economic benefit motives of later adopters, the authors have also elaborated on the notion that standards have differing levels of precedence, particularly when comparing private with public standards. Practical implications In a world characterized by increasing demands for outcomes such as improved security and where governmental funding is falling, due to growing deficits and governments that are becoming more conservative, the authors expect the use of public standards to increase. Originality/value Different from prior research on private standard, the paper focuses on the organizations involved in the adoption and diffusion of a public standard, with special attention being devoted to the early adopters. The paper provides a theoretical explanation for the actions of early adopters of a public standard through the theoretical lens of prospect theory.

Sustainability and organizational transformation: putting the cart before the horse? (Part Two)

2014 ◽  
Vol 46 (6) ◽  
pp. 307-314
Author(s):  
Naser Muja ◽  
Steven H. Appelbaum ◽  
Tara Walker ◽  
Said Ramadan ◽  
Tolu Sodeyi
Keyword(s):  
Change Management ◽  
Empirical Research ◽  
Corporate Culture ◽  
Organizational Transformation ◽  
Corporate Citizenship ◽  
Critical Role ◽  
Research Work ◽  
Organizational Capabilities ◽  
Content Type ◽  
Business Cases

Purpose – Global corporate strategies are revealing the boundaries of organizational capabilities and the limits of the natural resource capacity that is needed to sustain business operations. Sustainability has emerged as a strategic response adopted by many corporations to reduce resource dependency and consumption costs. The purpose of this paper is to secure existence as a going concern while also demonstrating corporate citizenship. Design/methodology/approach – This two-part paper will present a review of recent findings relevant to sustainability and change management was performed in order to develop a better understanding of factors that may hinder corporate adoption of sustainability, the role of sustainability in transformational change, and the change management challenges involved in integrating sustainability within corporate culture. Findings – For a growing number of organizations, sustainability has recently been elevated from “doing” to the level of “being”, which involves integration into their mission, vision and shared values. Corporate leaders and governing bodies play a critical role as champions in the implementation of sustainability for organizational transformation. Research limitations/implications – The limited number of examples of organizations fully embracing sustainability at a vision level stems from the fact that most executives do not fully understand the issues and do not know how to devise the governance or strategies needed to adopt a more sustainable path. However, the research points to the fact that there is a recognized shortage of empirical research work specifically focussed on sustainability change and effective business cases. Practical implications – Organization development practitioners have a significant role in helping firms implement sustainability-focussed transformations. Social implications – Given the economic, ecological and social imperatives, there is urgency for firms around the world, both big and small, to adopt effective sustainability strategies that add value for stakeholders while reducing resource demand. Originality/value – The research points to the fact that there is a recognized shortage of empirical research work specifically focussed on sustainability change including limited examples of effective business cases.

scholarly journals In VitroActivity of Glucosinolates and Their Degradation Products against Brassica-Pathogenic Bacteria and Fungi

2014 ◽  
Vol 81 (1) ◽  
pp. 432-440 ◽  
Author(s):  
T. Sotelo ◽  
M. Lema ◽  
P. Soengas ◽  
M. E. Cartea ◽  
P. Velasco
Keyword(s):  
Pseudomonas Syringae ◽  
Xanthomonas Campestris ◽  
Pathogenic Bacteria ◽  
Degradation Products ◽  
Allyl Isothiocyanate ◽  
Leaf Extracts ◽  
Soil Pathogens ◽  
Content Type ◽  
Positive Effects

ABSTRACTGlucosinolates (GSLs) are secondary metabolites found inBrassicavegetables that confer on them resistance against pests and diseases. Both GSLs and glucosinolate hydrolysis products (GHPs) have shown positive effects in reducing soil pathogens. Information about theirin vitrobiocide effects is scarce, but previous studies have shown sinigrin GSLs and their associated allyl isothiocyanate (AITC) to be soil biocides. The objective of this work was to evaluate the biocide effects of 17 GSLs and GHPs and of leaf methanolic extracts of different GSL-enrichedBrassicacrops on suppressingin vitrogrowth of two bacterial (Xanthomonas campestrispv. campestris andPseudomonas syringaepv. maculicola) and two fungal (AlternariabrassicaeandSclerotiniascletoriorum)Brassicapathogens. GSLs, GHPs, and methanolic leaf extracts inhibited the development of the pathogens tested compared to the control, and the effect was dose dependent. Furthermore, the biocide effects of the different compounds studied were dependent on the species and race of the pathogen. These results indicate that GSLs and their GHPs, as well as extracts of differentBrassicaspecies, have potential to inhibit pathogen growth and offer new opportunities to study the use ofBrassicacrops in biofumigation for the control of multiple diseases.

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

Examining the pull, the push, and their simultaneous effects on managerial turnover

2020 ◽  
Vol 58 (12) ◽  
pp. 2639-2654 ◽  
Author(s):  
Yoonhee Choi ◽  
Namgyoo K. Park
Keyword(s):  
Top Management Team ◽  
The United States ◽  
Management Team ◽  
Top Management ◽  
Content Type ◽  
Economic Mechanism ◽  
Positive Effects ◽  
Psychological Mechanisms ◽  
Managerial Turnover ◽  
Psychological Mechanism

PurposeThis paper aims to examine the economic and psychological mechanisms in turnover at the managerial level. The paper investigates how (1) the ease of moving posed by alternative jobs (i.e. the economic mechanism) and (2) the desire to move due to low job satisfaction (i.e. the psychological mechanism) simultaneously influence top management team (TMT) turnover and these managers' subsequent job position and pay.Design/methodology/approachUsing 25 years of panel data on more than 2,000 top managers in the United States, the paper utilizes fixed-effects logistic regressions and the ordinary least squares model to test the hypotheses.FindingsThe authors find that CEO awards (an economic mechanism) and low compensation (a psychological mechanism) independently have positive effects on turnover. Turnover due to the economic mechanism leads to a higher position and pay, whereas turnover due to the psychological mechanism does not guarantee the same outcome. Further, when examining how pay dissatisfaction influences turnover simultaneously with CEO awards, the authors find that managers with the highest pay leave their firm, and not those with the lowest pay.Originality/valueThe paper employs the pull-and-push theory in the employee turnover literature and applies it to the top management team literature. By doing so, this paper contributes original insights to how economic and psychological mechanisms simultaneously affect managerial turnover and its subsequent outcomes.

Accessing resources for service innovation – the critical role of network relationships

2014 ◽  
Vol 25 (1) ◽  
pp. 2-29 ◽  
Author(s):  
Helena Rusanen ◽  
Aino Halinen ◽  
Elina Jaakkola
Keyword(s):  
Critical Role ◽  
Service Innovation ◽  
Innovation Process ◽  
Research Strategy ◽  
Future Research ◽  
Theoretical Understanding ◽  
Resource Access ◽  
Content Type ◽  
External Resources ◽  
Different Types

Purpose – This paper aims to explore how companies access resources through network relationships when developing service innovations. The paper identifies the types of resource that companies seek from other actors and examines the nature of relationships and resource access strategies that can be applied to access each type of resource. Design/methodology/approach – A longitudinal, multi-case study is conducted in the field of technical business-to-business (b-to-b) services. An abductive research strategy is applied to create a new theoretical understanding of resource access. Findings – Companies seek a range of resources through different types of network relationships for service innovation. Four types of resource access strategies were identified: absorption, acquisition, sharing, and co-creation. The findings show how easily transferable resources can be accessed through weak relationships and low-intensity collaboration. Access to resources that are difficult to transfer, instead, necessitates strong relationships and high-intensity collaboration. Research limitations/implications – The findings are valid for technical b-to-b services, but should also be tested for other kinds of innovations. Future research should also study how actors integrate the resources gained through networks in the innovation process. Practical implications – Managers should note that key resources for service innovation may be accessible through a variety of actors and relationships ranging from formal arrangements to miscellaneous social contacts. To make use of tacit resources such as knowledge, firms need to engage in intensive collaboration. Originality/value – Despite attention paid to network relationships, innovation collaboration, and external resources, previous research has neither linked these issues nor studied their mutual contingencies. This paper provides a theoretical model that characterizes the service innovation resources accessible through different types of relationships and access strategies.

Values and career behaviours of entrepreneurs and employees

2019 ◽  
Vol 26 (7) ◽  
pp. 1607-1625
Author(s):  
Anita Gaile ◽  
Ilona Baumane-Vitolina ◽  
Erika Sumilo ◽  
Daina Skiltere ◽  
Ricardo Martin Flores
Keyword(s):  
Career Success ◽  
Structural Equation ◽  
Positive Impact ◽  
Career Adaptability ◽  
Individual Values ◽  
Content Type ◽  
Positive Effects ◽  
Entrepreneurial Behaviour ◽  
Culture Development ◽  
Individual Value

Purpose The purpose of this paper is to determine the differences in the values and behaviours of employees and entrepreneurs and to develop guidelines for employers to foster entrepreneurial thinking in their organisations. Design/methodology/approach To determine individual behaviours, the authors used the career adaptability scale developed by Savickas and Porfelli (2012), complemented with the statements regarding relationships in the workplace and reward, designed by Gattiker and Larwood (1986). The individual values were evaluated by Schwartz’s individual value framework. The career success of individuals was defined by income level and job satisfaction. Data from a sample of 473 respondents were analysed using structural equation modelling. Findings This paper reveals that there are differences in the behaviours and the values of employees and entrepreneurs. Employees are more concerned with relationships at the workplace, rewards and confidence, whereas entrepreneurs focus solely on relationships. Self-direction value has a direct positive impact. Universalism, conformism, achievement, stimulation and safety have indirect positive effects on career success for employees. There is no specific individual value driving career success for entrepreneurs. Originality/value This paper follows the recent trends in organisational culture development whereby organisations seek to incorporate the entrepreneurial mindset at all levels of the organisation. Until now, there has been scarce empirical evidence on the differences between entrepreneurial and employee values. This research provides evidence that the value gap between these two distinct groups is considerable enough to question the ability of the average employee to adopt the entrepreneurial behaviour required by modern organisations.

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