The Role of IT in Transforming a Platform Business Model: a Case Study in PT XYZ

2020 ◽  
Author(s):  
Aris Setiawan ◽  
Budyono Saputra ◽  
Ahmad Rosyiq ◽  
Jihan Prama Nurahman ◽  
Rizky Ichsan ◽  
...  
Keyword(s):  
Business Model ◽  
Role Of It

The University in a Retail Context

2019 ◽  
pp. 249-267
Author(s):  
Xhimi Hysa ◽  
Vusal Gambarov ◽  
Besjon Zenelaj
Keyword(s):  
Business Model ◽  
Social Value ◽  
Social Business ◽  
Business Model Canvas ◽  
The Social ◽  
Retail Activity ◽  
The University ◽  
Case Based

On-campus retailing is a spread practice, but academia has almost underestimated its potential. Nevertheless, not every type of retail activity adds value to customers and society. When the proposed value is society-driven and sensitive to consumers' wellbeing, customers' engagement increases. One business model, through which it is possible to exploit the benefits of on-campus retailing by adding social value, is the Yunus Social Business. This is a case-based study aiming to describe, through the Social Business Model Canvas, the founding of an organic shop within a university that is supplied by administrative staff of the university that are at the same time also local farmers. Further, the shop aims to resell organic food to university staff and students. The case study is theoretically enriched by traditional Porterian frameworks and new service frameworks such as the service-dominant logic by emphasizing the role of value proposition, value co-creation, and value-in-context.

Strategic Knowledge Management System Framework for Supply Chain at an Intra-Organizational Level

2013 ◽  
pp. 142-163
Author(s):  
Cécile Gaumand ◽  
Alain Chapdaniel ◽  
Aurélie Dudezert
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Organizational Knowledge Creation ◽  
Role Of It ◽  
Strategic Knowledge Management ◽  
The Web

In the Web 2.0 and organization 2.0 era, implementing Knowledge Management Systems (KMS) in Supply Chain (SC) in companies should contribute to gain sustainable competitive advantage. Using a case-study in an Italian SME (BONFIGLIOLI), this chapter seeks to propose new processes and recommendations to design and operate an efficient KMS for a SC at an intra-organizational level. This case study shows in particular the role of IT as an artifact implying individuals in organizational knowledge creation. It also shows that implementing KMS in SC makes SC actors change their cognitive scheme and work practices and calls for a new role of middle management.

scholarly journals Succeed or fail? A case study of new ventures in Hanoi, Vietnam

2021 ◽  
Author(s):  
Hien Thi Tran ◽  
Dat Quoc Nguyen ◽  
Hoan Dong Hoang
Keyword(s):  
Cultural Capital ◽  
Business Model ◽  
New Ventures ◽  
Success Factor ◽  
Entrepreneurial Ventures ◽  
Emerging Country ◽  
Important Input ◽  
Factors Of Success

This paper explores factors of success/failure of new ventures in a startup hub city in an emerging country. The study uses the data from 27 personal interviews with local entrepreneurs in Hanoi, Vietnam. The business model, financial capital, human resources (i.e., human capital, social capital, psychological capital, cultural capital), technology, and the entrepreneurial orientation (i.e., innovative, problem-solving, risk-taking, and proactive) emerge as the factors of success/failure of an entrepreneurial venture. Interestingly, technology is important but not as critical to the business model for the success of new ventures; and proactiveness but not autonomy is also a crucial success factor. The role of cultural capital is also an important input to the model. From the findings a conceptual model of success/failure factors of entrepreneurial ventures is developed and the implications are discussed. Keywords: Entrepreneurship, Venture, Startup, Success, Failure

INFORMATION TECHNOLOGY AS A CATALYST OF INNOVATIVE CHANGES IN ENTERPRISES

2019 ◽  
Vol 6 ◽  
pp. 169 ◽  
Author(s):  
Zofia Gródek-Szostak ◽  
Danuta Kajrunajtys ◽  
Luis Ochoa Siguencia
Keyword(s):  
Information Technology ◽  
Business Model ◽  
Manufacturing System ◽  
Research Study ◽  
Value Added ◽  
Work Efficiency ◽  
Time Zone ◽  
The Subject ◽  
Role Of It

The subject of this research study is the applications of Information Technology (IT) to support management. This is not the sole use of IT methods and means in enterprises, however, the issues related to the automation of technological processes and software for these purposes are not the subject of these considerations. The aim of this research study is to show the innovative role of IT as a factor that enables meeting the challenges posed by managers, such as improving work efficiency, accelerating (reducing time of) handling orders, entering into competition on previously inaccessible markets, and generating the value added, which goes far beyond the capabilities of a single business entity. The business model includes collaboration unhindered by the territorial distribution of individuals, or time zone differences. The measure of effectiveness is the achieved result, and the recipient of the value thus created is not interested in where and how this value is created. Dynamically changing market expectations and the needs of recipients force the reconfiguration of the manufacturing system, which is a feature of virtual workplaces.

The role of information technology in bridging the knowing-doing gap: an exploratory case study on knowledge application

2019 ◽  
Vol 23 (4) ◽  
pp. 705-741 ◽  
Author(s):  
Thilo Haamann ◽  
Dirk Basten
Keyword(s):  
Information Technology ◽  
Thematic Analysis ◽  
Knowledge Application ◽  
Content Type ◽  
Step Process ◽  
The People ◽  
Role Of It ◽  
Role Of Information

Purpose Organisations that systematically manage their knowledge based on processes of creating, storing, transferring and applying knowledge are likely to achieve both performance improvements and competitive advantages. However, companies often succeed in the first three processes only, while neglecting knowledge application. The phenomenon of employees not relying on existing knowledge when solving specific problems is referred to as knowing-doing gap. While the existence of this gap is well acknowledged, the purpose of this study is to advance the understanding how respective barriers of knowledge application can be overcome, in particular concerning the role of information technology (IT). Design/methodology/approach This study applies a case study design, thereby relying on various data sources, such as interviews, documents, field notes, observations and demonstrations. The analysis follows established guidelines for thematic analysis. Findings An understanding of knowledge application as a three-step process is derived. The set of knowledge application barriers, identified practices to overcome the barriers and yielded themes that explain the role of IT in bridging the knowing-doing gap are complemented. Research limitations/implications The role of IT in bridging the knowing-doing gap and contributing to the general understanding of the knowing-doing gap by also considering practices concerning the people and process dimensions is illuminated. While IT plays a central role in applying knowledge, successfully overcoming the knowing-doing gap requires organisational practices at the people and processes dimensions that are aligned with the IT. The set of barriers of knowledge application at the individual, group and organisational levels is complemented. Practical implications The practices to bridge the knowing-doing gap at the intersection of the people, processes and technology dimensions are identified. Specifically, the role of IT in overcoming barriers to knowledge application is explored. Originality/value This thematic analysis yields a theoretical explanation for knowledge application as a three-step process and suggests practices to bridge the knowing-doing gap for each step. Furthermore, four major themes that explain the role of IT for this process in depth are derived.

Evolutionary Software Development to Support Organizational and Business process Change: A Case Study Account

1996 ◽  
Vol 11 (3) ◽  
pp. 185-198 ◽  
Author(s):  
Peter Kawalek ◽  
Jenny Leonard
Keyword(s):  
Software Development ◽  
Software Systems ◽  
Process Change ◽  
Software Applications ◽  
Business Change ◽  
Economic Climate ◽  
Software Development Methodologies ◽  
Role Of It

This paper addresses the issues of software development in situations of organizational and process change. There is wide agreement in the literature that organizations have to be increasingly flexible in order to survive in the current economic climate. They must innovate, replicate, adapt and extemporize. As they do so, the requirements they have of their software applications are likely to change. Equally, as new software solutions are provided, new opportunities for business change arise. The situation is made still more complex because even if the needs of organizations were stable, we still could not be certain of the validity of an application's functions. This is because the process of program development is inherently uncertain. From this situation arise difficult, practical challenges for those concerned with the deployment of software in organizations. Starting with a consideration of the nature of organizations themselves, this paper takes looks at these problems by moving between three related points. It looks at software development methodologies and suggests that these have in the past tended to assume that discrete IT solutions can be cast for a ‘steady state’ which the organization is attempting to achieve. From the second vantage point it looks at the role of IT staff in supporting the operational needs of the organization. The third is the nature of software systems themselves.

scholarly journals Performance Implications of Business Model Change: A Case Study

2015 ◽  
Vol 63 (6) ◽  
pp. 2101-2107 ◽  
Author(s):  
Jana Poláková ◽  
Gabriela Koláčková ◽  
Ivana Tichá
Keyword(s):  
Business Model ◽  
Family Business ◽  
Value Creation ◽  
Structural Changes ◽  
Financial Analysis ◽  
Business Model Canvas ◽  
The Family ◽  
Before And After

The paper deals with changes in performance level introduced by the change of business model. The selected case is a small family business undergoing through substantial changes in reflection of structural changes of its markets. The authors used the concept of business model to describe value creation processes within the selected family business and by contrasting the differences between value creation processes before and after the change introduced they prove the role of business model as the performance differentiator. This is illustrated with the use of business model canvas constructed on the basis interviews, observations and document analysis. The two business model canvases allow for explanation of cause-and-effect relationships within the business leading to change in performance. The change in the performance is assessed by financial analysis of the business conducted over the period of 2006–2012 demonstrates changes in performance (comparing development of ROA, ROE and ROS having their lowest levels before the change of business model was introduced, growing after the introduction of the change, as well as the activity indicators with similar developments) of the family business. The described case study contributes to the concept of business modeling with the arguments supporting its value as strategic tool facilitating decisions related to value creation within the business.

Strategic Knowledge Management System Framework for Supply Chain at an Intra-Organizational Level

2012 ◽  
pp. 475-495
Author(s):  
Cécile Gaumand ◽  
Alain Chapdaniel ◽  
Aurélie Dudezert
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Organizational Level ◽  
Sustainable Competitive Advantage ◽  
Organizational Knowledge Creation ◽  
Role Of It ◽  
Strategic Knowledge Management ◽  
The Web

In the Web 2.0 and organization 2.0 era, implementing Knowledge Management Systems (KMS) in Supply Chain (SC) in companies should contribute to gain sustainable competitive advantage. Using a case-study in an Italian SME (BONFIGLIOLI), this chapter seeks to propose new processes and recommendations to design and operate an efficient KMS for a SC at an intra-organizational level. This case study shows in particular the role of IT as an artifact implying individuals in organizational knowledge creation. It also shows that implementing KMS in SC makes SC actors change their cognitive scheme and work practices and calls for a new role of middle management.

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