From technical to non-technical skills among information systems suppliers

2017 ◽  
Vol 30 (2) ◽  
pp. 320-334 ◽  
Author(s):  
Bénédicte Branchet ◽  
Pierre-Yves Sanseau
Keyword(s):  
Information Systems ◽  
Business Models ◽  
Work Organization ◽  
Technical Skills ◽  
Content Type ◽  
Face To Face ◽  
Key Skills ◽  
Critical Skills ◽  
Education And Society ◽  
Is Outsourcing

Purpose Existing research infers that in the information systems (IS) and information technology (IT) fields, a shift may occur between technical and non-technical skills. However, relatively little research has focused on going changes in terms of key skills in the IS suppliers sector. The purpose of this paper is to address this gap by investigating these skills evolution in the IS suppliers domain and discusses their impacts on IS and IT curricula. Design/methodology/approach This paper uses a qualitative method based on 15 semi-structured face-to-face interviews, with highly dedicated operational managers in senior positions in the field. Findings This study identifies, for the IS suppliers, the critical skills, which are basically non-technical, and peripheral skills, which are primarily technical. It then considers the consequences of this change and the necessary adaptations it requires for businesses and training for this field. Practical implications The findings suggest the need to redesign the educational curricula for future managers, and the adaptations required to the work organization, human resource management and business models of firms in the field. Originality/value The paper’s value is twofold. First, it focuses on IS service suppliers, an understudied area (most research examines IS outsourcing from the customer’s standpoint); second, it reveals the shift away from technical toward non-technical skills in a field that is intrinsically technical – a change that may occur more slowly than in other less technical sectors – and the consequences of this change for firms, education and society.

scholarly journals Pedagogical advances in business models at business schools – in the age of networks

2016 ◽  
Vol 35 (7) ◽  
pp. 889-900 ◽  
Author(s):  
Peter Lorange ◽  
Howard Thomas
Keyword(s):  
Business School ◽  
Teaching And Learning ◽  
Business Models ◽  
Business Schools ◽  
Learning Material ◽  
Learning Spaces ◽  
Interactive Teaching ◽  
Content Type ◽  
Face To Face ◽  
The Impact

Purpose – The purpose of this paper is to focus on potential advances in pedagogy and on the process of learning in business schools. It examines innovations in teaching and learning methods particularly in the context of networked organizations. Design/methodology/approach – It approaches, and examine the impact of, three key developments in business schools, namely, recent advances in IT, changes in the architecture of classrooms and learning spaces and advances in the way teaching is undertaken. Findings – The paper suggests that a blend between self-learning via distance approaches and face-to-face learning will increasingly become the norm. Face-to-face sessions might be in a “flat room” environment with a creative mix of short lectures, experiential, group learning and conceptual plenary lectures, software innovations, and digital textbooks “open plan” learning spaces would complement the instructional process. Research limitations/implications – There are clear implications for parallel IT (developments in course modules) and architectural innovations for the design of more effective and creative learning spaces. Practical implications – Improving pedagogy together with the physical design and layout of learning spaces is critical. The aim is, through enhanced participative pedagogy and “friendly” architecture, to improve learning by encouraging dialogue and closer interaction between students and professors from different disciplines and fields. Social implications – The authors argue that this model of collaborative learning and an interactive teaching framework should enable the same amount of learning material to be covered in a business school in approximately half-the-time required in conventional pedagogical approaches. Originality/value – It offers a prescription for a participative, technology enhanced and interactive teaching pedagogy that could produce more effective and efficient, teaching outcomes. This has strong implications for the sustainability, and funding capability, of many existing business schools and business school models.

Knowledge Requirements for Information Systems Outsourcing

2015 ◽  
pp. 79-105
Author(s):  
Hanlie Smuts ◽  
Alta van der Merwe ◽  
Marianne Loock ◽  
Paula Kotzé
Keyword(s):  
Information System ◽  
Knowledge Management ◽  
Information Systems ◽  
Lower Price ◽  
Key Skills ◽  
Knowledge Requirements ◽  
Access To Knowledge ◽  
Is Outsourcing ◽  
Gain Access

Information systems (IS) outsourcing is a complex, multi-layered and a multifaceted concept. An organisation may gain access to knowledge it does not own in-house or be able to obtain it at a lower price by entering into an outsourcing relationship. At the same time, the organisation may risk losing key skills and capabilities unless the outsourcing arrangement is managed strategically and knowledge transferred properly. Knowledge management is valuable in preventing a loss of knowledge when an organisation outsources its information system activities. This chapter analyses and describes the knowledge requirements relevant in an IS outsourcing arrangement.

Returpack: the integrator of the beverage can recycling process

2016 ◽  
Vol 6 (2) ◽  
pp. 1-33
Author(s):  
Peter Moricz ◽  
Gyorgy Drotos
Keyword(s):  
Information Systems ◽  
Business Model ◽  
International Business ◽  
Process Management ◽  
Business Models ◽  
Homeless People ◽  
Subject Area ◽  
Model Concept ◽  
Content Type ◽  
Recycling Industry

Subject area Emerging markets, business models, information technology. Study level/applicability This case is designed for MBA groups or students from MSc in Management, International Business, Logistics, Information Systems or Environmental Management programs. It can be covered in courses on Strategy, Process Management, International Business, Process Management, Supply Chain Management and Managing Information Systems. Case overview Returpack is a Hungarian company dealing with reverse vending machines (RVMs) that collect aluminum beverage cans, even in crushed form, based on a worldwide technology innovation. All RVMs are online and monitored and managed remotely. RVMs are mainly “fed” by the poorest, often homeless people, who are still motivated by the extremely low (less than 1 euro cent for a can) incentive that comes from the selling of the aluminum waste to recycling smelters. Based on the success of the business model in Hungary, projects were planned in the USA, Austria, Romania, and Turkey in 2013. However, beyond economic, legal and cultural challenges, a dramatic decline in the global aluminum waste prices early in 2014 questioned the return on investment at these projects. Advancements in the material-recognition technologies at waste sorting plants raise further questions. Expected learning outcomes Evaluating the business model innovation in the case by combining the different approaches of the business model concept with the knowledge on the recycling industry, the crowdsourcing method and the Internet of Things. Based upon this, students may identify and evaluate options for implementing the business model in and adapting to new markets, also by simulating these changes in a formal (numerical) business model. 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 codes Strategy. Subject code CSS 11: Strategy

The individual enterprise: all for one and one for all

2015 ◽  
Vol 43 (4) ◽  
pp. 3-10 ◽  
Author(s):  
Fred Balboni ◽  
Saul J. Berman ◽  
Peter J. Korsten
Keyword(s):  
Information Systems ◽  
Design Methodology ◽  
Business Models ◽  
Content Type ◽  
Individual Enterprise ◽  
Enterprise Model ◽  
The Individual ◽  
Dynamically Configurable ◽  
A Company ◽  
Practical Implications

Purpose – This article explains how, by combining the power of analytics with the ubiquity of mobile, organizations have the opportunity to provide employees with “mobility” solutions that will enable them to work more effectively than ever before, a new Individual Enterprise model. Design/methodology/approach – The article shows how organizations that design their business and information systems with this Individual Enterprise model in mind can evolve their business models, or even create totally new ones, and thus realize the full transformational benefits of mobility. Findings – Together mobile and analytics will redefine how companies deliver value to customers. Practical implications – Dynamically configurable platforms and apps will allocate organizational expertise precisely where and when needed, enabling employees to make faster, better-informed decisions. Social implications – By creating an Individual Enterprise, organizations will be able to discover, define and refine new and emerging customer wants and needs, and create truly unique, exciting customer experiences. Originality/value – By transforming in an Individual Enterprise a company evolves from managing employees to optimizing ecosystems; from assigning “a person for the process” to creating “a process for a person.”

New digital models of care in ophthalmology, during and beyond the COVID-19 pandemic

2021 ◽  
pp. bjophthalmol-2020-317683
Author(s):  
Yih-Chung Tham ◽  
Rahat Husain ◽  
Kelvin Yi Chong Teo ◽  
Anna Cheng Sim Tan ◽  
Annabel Chee Yen Chew ◽  
...  
Keyword(s):  
Business Models ◽  
Digital Health ◽  
Models Of Care ◽  
Clinical Practices ◽  
Digital Models ◽  
Face To Face ◽  
Potential Barriers ◽  
Digital Business Models ◽  
Brick And Mortar ◽  
Clinical Models

COVID-19 has led to massive disruptions in societal, economic and healthcare systems globally. While COVID-19 has sparked a surge and expansion of new digital business models in different industries, healthcare has been slower to adapt to digital solutions. The majority of ophthalmology clinical practices are still operating through a traditional model of ‘brick-and-mortar’ facilities and ‘face-to-face’ patient–physician interaction. In the current climate of COVID-19, there is a need to fuel implementation of digital health models for ophthalmology. In this article, we highlight the current limitations in traditional clinical models as we confront COVID-19, review the current lack of digital initiatives in ophthalmology sphere despite the presence of COVID-19, propose new digital models of care for ophthalmology and discuss potential barriers that need to be considered for sustainable transformation to take place.

Dave Snowden on KM and big data/analytics: interview with David J. Pauleen

2017 ◽  
Vol 21 (1) ◽  
pp. 12-17 ◽  
Author(s):  
David J. Pauleen
Keyword(s):  
Big Data ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Theory And Practice ◽  
Content Type ◽  
Face To Face ◽  
The Relationship ◽  
A Company ◽  
Practical Implications ◽  
Scientific Officer

Purpose Dave Snowden has been an important voice in knowledge management over the years. As the founder and chief scientific officer of Cognitive Edge, a company focused on the development of the theory and practice of social complexity, he offers informative views on the relationship between big data/analytics and KM. Design/methodology/approach A face-to-face interview was held with Dave Snowden in May 2015 in Auckland, New Zealand. Findings According to Snowden, analytics in the form of algorithms are imperfect and can only to a small extent capture the reasoning and analytical capabilities of people. For this reason, while big data/analytics can be useful, they are limited and must be used in conjunction with human knowledge and reasoning. Practical implications Snowden offers his views on big data/analytics and how they can be used effectively in real world situations in combination with human reasoning and input, for example in fields from resource management to individual health care. Originality/value Snowden is an innovative thinker. He combines knowledge and experience from many fields and offers original views and understanding of big data/analytics, knowledge and management.

Shapeholders: managing them as allies, partners and significant constituents

2017 ◽  
Vol 45 (5) ◽  
pp. 41-48 ◽  
Author(s):  
Oleksiy Osiyevskyy ◽  
Vladyslav Biloshapka
Keyword(s):  
Business Models ◽  
Social Activism ◽  
Business Success ◽  
Content Type ◽  
Building Relationships ◽  
The Public ◽  
Short Run ◽  
Common Interests ◽  
The Subject ◽  
Practical Implications

Purpose The authors review the concept of building relationships with Shapeholders,: a broad group of players that have no financial stake in the company yet can substantively influence it. The process for doing this is the subject of a new book by Mark Kennedy, Shapeholders: Business success in the age of social activism. Design/methodology/approach The authors examine Mark Kennedy’s framework for managing the firm’s shapeholders, a model composed of seven basic steps (7A’s): Align with a purpose, Anticipate, Assess, Avert, Acquiesce, Advance common interests, and Assemble to win. Findings Managing corporate reputation in alliance with enlightened shapeholders is a potential defense against self-aggrandizing schemes to wantonly maximize shareholder value in the short run. Practical implications Managing shapeholders is part of the messy democratic process that works when power is apportioned fairly among those affected by a firm’s decisions, and this process underpins the winning business models of true market leaders. Social implications Stakeholders previously discredited as mere “mosquitos” have gained new power, particularly when their legitimate concerns and unfair treatment resonate with the interests of a significant segment of the public and influential shapeholders. Originality/value Shapeholders can create enormous opportunities for smart managers capable of effectively engaging with them.

scholarly journals Operations management body of knowledge and its relevance to manufacturing and service organizations

2018 ◽  
Vol 25 (4) ◽  
pp. 373-389 ◽  
Author(s):  
Jurandir Peinado ◽  
Alexandre Reis Graeml ◽  
Fernando Vianna
Keyword(s):  
Operations Management ◽  
Lean Manufacturing ◽  
Process Management ◽  
Work Organization ◽  
The Body ◽  
Service Organizations ◽  
Manufacturing Companies ◽  
Content Type ◽  
Service Companies ◽  
Body Of Knowledge

Purpose The purpose of this paper is to assess the differences in importance assigned by manufacturing or service organizations to topics related to operations management and its attendant body of knowledge. Design/methodology/approach The authors did this by cataloguing and analyzing vacancy announcements related to operations management, presented by manufacturing and services companies in major Brazilian human resources websites. Findings The results show that manufacturing companies primarily hire personnel with skills in routine process management, quality management, lean manufacturing, ergonomics and work organization. Service companies generally seek professionals with knowledge and experience in logistics, supply chain management and project management. Research limitations/implications This study presents some limitations that reduce the power of its conclusions. There is some degree of subjectivity in the interpretation of the contents of the analyzed ads. In order to reduce this problem, the authors who did the tabulation of data marked the situations for which there were some doubts about the classification, discussing them with the other author, until they reached a consensus on the best way to classify each one. Originality/value The discussion about the importance assigned by manufacturing and service companies to the topics of operations management is crucial for not only the results obtained, but also to stimulate the debate on topics that comprise or should comprise the body of knowledge of operations management, and the way they are incorporated into business practice. This provides an additional opportunity to reflect on the potential of operations management in supporting business managers now and in the future.

scholarly journals Assessing asset monitoring levels for maintenance operations

2015 ◽  
Vol 26 (5) ◽  
pp. 632-659 ◽  
Author(s):  
Abdullah A Alabdulkarim ◽  
Peter Ball ◽  
Ashutosh Tiwari
Keyword(s):  
Asset Management ◽  
Business Models ◽  
Discrete Event ◽  
Dynamic Modelling ◽  
Simulation Models ◽  
Content Type ◽  
Event Simulation ◽  
Product Service ◽  
Asset Monitoring ◽  
The Impact

Purpose – Asset management has recently gained significance due to emerging business models such as Product Service Systems where the sale of asset use, rather than the sale of the asset itself, is applied. This leaves the responsibility of the maintenance tasks to fall on the shoulders of the manufacturer/supplier to provide high asset availability. The use of asset monitoring assists in providing high availability but the level of monitoring and maintenance needs to be assessed for cost effectiveness. There is a lack of available tools and understanding of their value in assessing monitoring levels. The paper aims to discuss these issues. Design/methodology/approach – This research aims to develop a dynamic modelling approach using Discrete Event Simulation (DES) to assess such maintenance systems in order to provide a better understanding of the behaviour of complex maintenance operations. Interviews were conducted and literature was analysed to gather modelling requirements. Generic models were created, followed by simulation models, to examine how maintenance operation systems behave regarding different levels of asset monitoring. Findings – This research indicates that DES discerns varying levels of complexity of maintenance operations but that more sophisticated asset monitoring levels will not necessarily result in a higher asset performance. The paper shows that it is possible to assess the impact of monitoring levels as well as make other changes to system operation that may be more or less effective. Practical implications – The proposed tool supports the maintenance operations decision makers to select the appropriate asset monitoring level that suits their operational needs. Originality/value – A novel DES approach was developed to assess asset monitoring levels for maintenance operations. In applying this quantitative approach, it was demonstrated that higher asset monitoring levels do not necessarily result in higher asset availability. The work provides a means of evaluating the constraints in the system that an asset is part of rather than focusing on the asset in isolation.

An investigation into the role of enterprise information systems in enabling business innovation

2015 ◽  
Vol 21 (4) ◽  
pp. 771-790 ◽  
Author(s):  
Luay Anaya ◽  
Mohammed Dulaimi ◽  
Sherief Abdallah
Keyword(s):  
Information Systems ◽  
Case Studies ◽  
United Arab Emirates ◽  
Clear Understanding ◽  
Business Practices ◽  
Enterprise Information ◽  
Content Type ◽  
Enterprise Information Systems ◽  
Business Innovation

Purpose – The purpose of this paper is to articulate clear understanding about the role of enterprise information systems (EIS) in developing innovative business practices. Particularly, it aims to explore the different ways that make EIS enables innovation development. Design/methodology/approach – The study adopted exploratory case study, based on qualitative approach. Investigations included two case studies each involved interviewing a number of senior information technology staff, working at these cases. Findings – The paper provides empirical insights about the EIS role in enabling innovation. The analysis of the case studies revealed that integrating an EIS with other system(s) or with digital devices can provide new practices that could not be easily available without these technologies. The study also found that applying data analytics tools into data accumulated from EIS, to extract new insights, lead to innovative practices. Practical implications – The study provides a set of recommendations for organizations interested to maximize the benefits from their investments in EIS. Originality/value – The paper provides evidences from cases in United Arab Emirates for the EIS role in enabling business innovation.

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