DIGITAL STRATEGY — INTEGRATED APPROACH AND GENERIC OPTIONS

2019 ◽  
Vol 23 (08) ◽  
pp. 1940005
Author(s):  
DANIEL SCHALLMO ◽  
CHRISTOPHER A. WILLIAMS ◽  
JOCHEN LOHSE

The purpose of this paper is to develop an integrated approach for a digital strategy including generic options. Our research is based on our previous contribution in which we have analysed and compared existing approaches on digital strategy. We expanded this research by conducting 13 semi-structured interviews to gain insights from experts on digital strategy (researchers and consultants). We also analysed 10 case studies collected using semi-structured interviews with company representatives. Our findings show that digital strategy, although still in its infancy, is currently a significant topic across several industries. The paper offers an integrated approach for the development of a digital strategy which consists of six phases: external strategic analysis, strategic forecasting, internal strategic analysis, strategic principle, strategic options and strategy formulation. Within the integrated approach we also deliver four generic digital strategies: product provider, service provider, product platform operator and service platform operator.

2020 ◽  
Vol 62 (4) ◽  
pp. 37-56 ◽  
Author(s):  
Alessia Correani ◽  
Alfredo De Massis ◽  
Federico Frattini ◽  
Antonio Messeni Petruzzelli ◽  
Angelo Natalicchio

The rapid growth of digital technologies and the extraordinary amount of data that devices and applications collect each day are increasingly driving companies to radically transform the business architecture through which they create and appropriate value. However, companies may fail to extract value from digital transformation due to the disconnection between strategy formulation and strategy implementation. Through the analysis of three case studies of firms that digitally transformed their business—namely ABB, CNH Industrial, and Vodafone—this article presents a framework than can help companies implement their digital transformation strategy and thereby renovate their business model.


2019 ◽  
Vol 10 (3) ◽  
pp. 1065
Author(s):  
Leandro Adolfo Viltard

ABSTRACTThis paper studies the nature and amplitude of Strategic Analysis Tools (SAT) application in SMEs located in emerging countries, specifically the North Area of Buenos Aires, Argentina (NABAA), where there are no formal studies on the subject. It is intended to understand their contribution to strategic options formulation and implementation. A survey to SMEs’ owners/executives /managers in NABAA and interviews with specialists were applied, intending to analyze the use of these tools to facilitate the creation of strategic options, their support in assessing a competitive position and their promotion of superior performance. The results of this investigation developed that SAT and their related KPIs (Key Performance Indicators) should be considered in SMEs in order to improve strategy formulation and find better ways to implement it. Their systematization –not leaving aside intuition- become a key issue as documenting this process appears vital when analyzing strategic options and performing better interrelations among different elements that may be identified. An improvement in strategic analysis may help also to have a better cohesion of company resources and achieve the established objectives. Unconsciousness, and cultural biases and barriers may explain their low usage rates. The final objective is to set aside from competition and build unattainable competitive advantages.This is a qualitative investigation, and the research design is not experimental and transversal.Keywords: Strategic Analysis Tools (SAT); Formulation; SME; Competitiveness; Value.


2020 ◽  
Vol 0 (0) ◽  
Author(s):  
Mila Schwartz ◽  
Claudine Kirsch ◽  
Simone Mortini

AbstractDrawing on two longitudinal case-studies, this study aimed to identify some salient characteristics of the agentic behaviour of two young emergent multilinguals in two different multilingual contexts: Luxembourg and Israel. Despite the fact that the studies were conducted independently, the two cases were analysed together owing to the similarities in the research methods such as video-recorded observations, and semi-structured interviews with teachers and parents. The data were analysed through thematic and conversational analyses. Findings showed that a boy who learned Luxembourgish in Luxembourg and a girl who learned Hebrew in Israel, were outgoing and active learners who influenced their learning environment. We identified 10 types of agentic behaviour, including engaging in repetition after peers and the teacher, creatively producing language, translanguaging, and self-monitoring. Despite differences of the children’s sociocultural and linguistic backgrounds, and the language policies of their educational settings, we found a striking overlap in their language-based agentic behaviours. We suggest that the identified types can encourage further research in this field. Although our study with talkative children allowed us to observe many types of agentic behaviours, we cannot claim that less outgoing children or children who do not show the same behaviours do not have ways of expressing their agency.


2021 ◽  
Vol 13 (2) ◽  
pp. 754
Author(s):  
H.-Ping Tserng ◽  
Cheng-Mo Chou ◽  
Yun-Tsui Chang

The building industry is blamed for consuming enormous natural resources and creating massive solid waste worldwide. In response to this, the concept of circular economy (CE) has gained much attention in the sector in recent years. Many pilot building projects that implemented CE concepts started to appear around the world, including Taiwan. However, compared with the pilot projects in the Netherlands, which are regarded as the pioneer ones by international society, many CE-related practices are not implemented in pilot cases in Taiwan. To assist future project stakeholders to recognize what the key CE-related practices are and how they could be implemented in their building projects in Taiwan, this study has conducted a series of case studies of Dutch and Taiwanese pilot projects and semi-structured interviews with key project stakeholders of Taiwanese pilot projects. Thirty key CE-related practices are identified via case studies, along with their related 5R principles (Rethink, Reduce, Reuse, Repair, Recycle) and project phases. Suggestion on CE-related practices, their 5R principles, project items, and phases to implement in building projects in Taiwan is also proposed while discussion on differences between two countries’ pilot projects is presented.


2005 ◽  
Vol 04 (02) ◽  
pp. 95-111 ◽  
Author(s):  
Kuan Yew Wong ◽  
Elaine Aspinwall

To date, very few publications have been found that describe how small and medium enterprises (SMEs) are adopting knowledge management (KM). The same is true concerning attempts to develop a framework to help them implement it. To redress this, this paper presents the results of four case studies conducted in UK SMEs to examine their KM implementation effort. In addition, a new integrated framework developed by the authors was evaluated to determine its applicability in this business sector. The methodology employed to conduct the studies is described and each of the cases is then presented. The results are analysed and key lessons or findings gathered from the companies are highlighted. Comments received from the companies with respect to the integrated framework were positive and favourable. It is hoped that the information accrued from the case studies, together with the integrated framework, will help to pave the way for SMEs to accomplish KM.


2019 ◽  
Vol 28 (4) ◽  
pp. 555-572 ◽  
Author(s):  
Edgar Centeno ◽  
Jesus Cambra-Fierro ◽  
Rosario Vazquez-Carrasco ◽  
Susan J. Hart ◽  
Keith Dinnie

PurposeThe purpose of this paper is to investigate the largely unexplored conceptualisation of the brand-as-a-person metaphor in small-to-medium-sized enterprises (SMEs) by examining its potential relation with the SME owner-manager, the pathways to its creation and development and the intuitive nature of this relationship.Design/methodology/approachA grounded theory approach was used, and data were collected through a set of 36 semi-structured interviews with 30 SME owner-managers in various sectors in Mexico.FindingsThe results indicate that SME owner-managers intuitively humanise their brands. The study revealed four pathways to develop the brand-as-a-person metaphor in the SME context: through personality traits, tastes and preferences, abilities and knowledge and values, all suggesting that SMEs’ brand-as-a-person metaphors are largely an extension of their owner-managers.Research limitations/implicationsThe paper presents a theoretical framework that illustrates the four pathways to the creation and development of brand-as-a-person that are derived from the brand’s relationship with the SME owner-manager. The results of cross-industry semi-structured interviews are limited to a single culture context.Practical implicationsSME owner-managers should first undertake an introspective personal assessment of their intuitive and conscious decision-making, as SME owner-managers often make decisions in an intuitive way. The results suggest that they should act in a more conscious, responsible and rational way when formulating their brand strategies.Originality/valueThis is the first study to clarify the profound influence of SME owner-managers’ personal characteristics, including personality traits, tastes and preferences, abilities and knowledge and values, on the brand-as-a-person metaphor. This study also confirms the intuitive learning strategy formulation of SME owner-managers’ branding practices and SMEs’ need for a more rational approach to branding.


Author(s):  
Lara Chaplin ◽  
Simon T.J. O’Rourke

Purpose It seems to be the consensus (Zhang et al., 2012; George et al., 2003; Arumugam et al., 2013) that Lean Six Sigma (LSS) has become a beneficial improvement initiative used in a variety of industries. There is a move towards integrating any high-level business improvement methods holistically throughout the whole organisation. Indeed, Hoerl (2014) explored the idea that when using LSS for business improvement, the programme should engage the whole organisation in much the same way as the financial function is present throughout each department. The purpose of this paper is to posit that using the lean and green agenda may be the driver to achieve integration. Design/methodology/approach The research adopted a subjective ontological perspective with the researcher using participant observation as the main research instrument. Denzin and Lincoln (2005) note that it is now common for scholars to argue that the only relevant data are those based upon the personal experience of the researcher; this served as an informing foundation for the approach for the exploration of the topic. Based on multiple case studies, chosen because they operate in different sectors, the paper adopted an extended case method (Burawoy, 1998) to analyse and gather the research. The organisations were chosen because they both were at a similar stage in their continuous improvement (CI) journey. The main reasoning behind the selection of the two different organisations is to reach “Thick Description” (Geertz, 1973, p. 3, 2001). Findings The findings suggest that there are still significant benefits of implementing a large-scale lean agenda in particular when using an LSS methodology. The paper finds that there are also significant gaps in achieving full integration within the organisation and argues that lean and CI are still the remit of the operations manager. The document goes on to argue that if the CI initiative is driven by the corporate social responsibility (CSR) plan, then any lean/lean green implementation will enable the company to drive CI integration with all stakeholders. Research limitations/implications The research has implications for those responsible for the CSR function within the organisation and the operations manager who is charged with implementing any lean/lean and green CI. Practical implications The paper argues that the lean and green agenda can drive integration of any CI activity throughout the organisation and suggests that the way this can be achieved is any CI activity that is included in the wider CSR plan. Social implications This paper contributes to the “lean and green” agenda and offers a solution for the problem of integrating LSS activities throughout the whole organisation by placing CI and LSS within the CSR remit. Originality/value There is little consensus how this holistic integrated approach should be implemented by the company. This research uses multiple case studies to critically examine the application of LSS as an improvement programme within two large UK-based organisations, each company operating in very different industry sectors to identify the benefits of LSS but also the missed “green/societal” opportunities and argues that if any lean and lean and green agenda is to be holistically adopted, then any CI activity should be driven by the CSR department.


2021 ◽  
Author(s):  
◽  
Jharna Joshi

<p>This research explores how residents and tourists perceive landscape aesthetics in tourism-based landscapes that are continuously changing. Three case study sites in Nepal are examined. Landscapes are dynamic, multifunctional and an amalgamation of natural and human-made components that are constantly evolving, both naturally and due to human activities. Landscape aesthetics, related to experiences within and with multiple dimensions of landscape that engage all human senses, are perceived differently by different groups of people and have implications for their preservation and modification. Tourism, an integral part of contemporary society, reflects and influences changes in society and the landscape. The interrelationships amongst landscapes, change, perceptions and tourism are complex with paradoxical tensions that arise from their interconnections and interdependence.  Researchers have studied and interpreted the interrelationship between landscape and tourism from different perspectives that are sometimes contradictory. The literature is fragmented with similar aspects of the landscape-tourism relationship described and conceptualized using different terminologies (landscapes, cultural landscapes, environment, place, space, nature) and with an absence of an integrated approach and a holistic concept of landscape. This research addresses this fragmentation and multiple interpretations to build an integrated approach of landscape taken as a holistic entity, where the natural, cultural, social and economic dimensions, including tourism, interact, integrate and overlap. This study adds a new perspective by looking closely at landscape aesthetics and its relation to change and tourism incorporating the perspectives of both residents and tourists.  This research adopts a qualitative methodology using case studies in three geographically, culturally and contextually different locations in Nepal (Ghandruk, Bandipur and Sauraha). A multi-layered approach is used to explore the dynamic nature of landscape and nonlinear drivers of change that add layers and dimensions to landscape aesthetics and how it is perceived by different residents and tourists, both domestic and international. This research applies an interpretivist paradigm using in-depth interviews with photo-elicitation (incorporating past and repeat photographs with in-situ interviews), field observations and visual data analysis.  Different themes emerged when the data were analysed but the overarching one was the often-antagonistic relationship between conservation and development. Participatory conservation and local development were key in Ghandruk, while the emphasis was on built heritage and expansion in Bandipur with the national park and indigenous Tharu traditions clashing with current landscape use in Sauraha. Key findings also indicate that the residents perceive landscape aesthetics holistically incorporating multiple dimensions that include traditions, culture, food, occupation and historical associations as well as contemporary societal changes and modern conveniences interwoven into their everyday landscapes. The tourists, with their fleeting presence, focus on the visual aesthetics, engaging with the non-material values of landscapes through different activities and are often accommodating of landscape changes perceived as improvements based on their background and worldview. The pace of change in the present context of globalisation influences the perceptions of both tourists and residents that are reflected in the landscapes and landscape aesthetics. In order to effectively manage landscape change and tourism development, it is pertinent to understand drivers of change and the society within a holistic concept of landscape.</p>


2006 ◽  
Vol 22 (04) ◽  
pp. 195-202
Author(s):  
Buana Ma'ruf ◽  
Yasuhisa Okumoto ◽  
Sjarief Widjaja

Since the nature of the shipyard differs from general industry, a shipyard strategy formulation model has been developed based on its own business characteristics. This paper presents a proposed environment-based strategy formulation model for medium-sized shipyards. A questionnaire survey of the industry's stakeholders was carried out to identify the internal and external strategic factors of the shipyard's businesses. By using multivariate factor analysis, the strategic factors were identified in both new building and ship repair. The results were then used to develop business environment submodels and a shipyard business matrix. These industry based models were integrated into a shipyard strategy formulation model called YARDSTRAT. Its application and evaluation in two shipyards show that the proposed model could produce more comprehensive strategic options to sustainable competitive advantage for the companies.


1994 ◽  

This publication lays the foundation for tourism development of a country and its regions. It establishes the principal guidelines for preparing tourism development plans at the national and regional levels with emphasis on the integrated approach, balancing economic, environmental, and socio-cultural factors achieving sustainable tourism. Illustrated by 25 case studies.


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