scholarly journals The Impact of Managers and Network Interactions on the Integration of Circularity in Business Strategy

2021 ◽  
pp. 108602662199463
Author(s):  
Manon Eikelenboom ◽  
Gjalt de Jong
Keyword(s):  
The Netherlands ◽  
Survey Data ◽  
Empirical Research ◽  
Indirect Effect ◽  
Business Strategy ◽  
Business Processes ◽  
Core Business ◽  
Organizational Attributes ◽  
Positive Direct ◽  
The Impact

Integrating circularity in business strategy is difficult to achieve for companies as it requires impactful changes in core business processes. While research has focused on identifying key barriers, little is known about the organizational attributes that can assist businesses in integrating circularity in their strategies. The purpose of this study is to investigate the implications of organizational managers and network interactions for the integration of circularity in business strategy. Through using survey data from 627 SMEs (small- and medium-sized enterprises) in the Netherlands, this study shows that managers who interpret circularity as an opportunity can have a positive direct and indirect effect on the integration of circularity in a company’s strategy. The results furthermore highlight the importance of circular network interactions for the integration of circularity in business strategy. This article contributes to recent calls for more empirical research into the integration of circularity and offers relevant insights for companies aiming to integrate circularity.

Investigation into the Impact of Integration of Mobile Technology Applications into Enterprise Architecture

2010 ◽  
pp. 1382-1396
Author(s):  
David Curtis ◽  
Ming-Chien (Mindy) Wu
Keyword(s):  
Mobile Technology ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Technology Strategy ◽  
End User ◽  
Software Applications ◽  
Business Information ◽  
Technology Applications ◽  
The Impact

Enterprise Architecture (EA) is a role or function that primarily ensures the Information Technology strategy and implementation within an organization is correctly aligned with its business strategy and objectives. An EA function focuses on the collection and analysis of information including software applications, business processes, business information (data), technology, and governance (people). The result of this analysis delivers the technology strategy and the roadmap required to support what the organization is trying to achieve. Mobile Technology (MT) integration into the EA function creates the opportunities to deliver and respond to rapidly growing organizations that require immense flexibility from a technology perspective. This is so because mobility can overcome the boundaries of time and location in the dealings of the organization. The result of this extension is the creation of a Mobility Enterprise Architecture (M-EA) model, which will provide the organization with advantages of realtime business processing, better customer and end-user services, and the addition of increased control across the entire organization. This chapter brings together the experience of an Enterprise Architect with a Ph.D research candidate to investigate the M-EA model and its implementation. The chapter includes an overview of EA and M-EA models and also includes investigations of the advantages; limitations and blueprint overcome those challenges of M-EA implementation.

IMPACT OF DIGITAL TRANSFORMATION ON STRATEGIC RENEWAL OF COMPANIES

2021 ◽  
Vol 3 (9) ◽  
pp. 82-86
Author(s):  
S. M. MOLCHANOVA ◽  
Keyword(s):  
Business Strategy ◽  
Business Processes ◽  
Production Systems ◽  
National Policy ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Technological Innovations ◽  
Strategic Renewal ◽  
Modern Development ◽  
The Impact

The article examines the impact of digital transformation on the strategic renewal of companies. Problems in the diffusion of technological innovations caused by the lack of a coordinated national policy in the field of Industry 4.0 are identified. The influence of the modern development of digital technologies on modeling in the design and operation of production systems, the sustainability and flexibility of the supply chain and the automation of existing activities and business processes is emphasized. Realizing the potential of digital trans-formation is associated with a change in innovation ecosystems, redesign of the management structure, trans-formation of business strategy and changes associated with the acceleration of technological cycles, the fu-sion of science and artificial intelligence.

Assessing the Impact of Knowledge Transfer Mechanisms on Supply Chain Performance

2012 ◽  
pp. 1477-1491 ◽  
Author(s):  
Stephen McLaughlin
Keyword(s):  
Supply Chain ◽  
Information Transfer ◽  
Business Processes ◽  
Supply Chain Performance ◽  
Chain Process ◽  
Core Business ◽  
Supply Chain Process ◽  
Business Function ◽  
The Impact ◽  
Transfer Mechanisms

With the complexity of organizations increasing, it is becoming vitally important that organizations understand how knowledge is created and shared around their core business processes. However, many organizations deploy technology without due consideration for how their employees access, create and share information and knowledge. This chapter explores the subject empirically through the study of how employees work with information and knowledge around a core business function – in this case a supply chain process. In order to do this the organization needs to be viewed for a network perspective as it relates to specific business processes. Viewing the organization in this way enabled the author to see how employee’s preferred knowledge and information transfer mechanisms varied across the core process. In some cases the identified transfer mechanisms where at odds with the prescribed organization wide mechanisms. However, when the organization considered the employee’s preferred transfer mechanisms as part of an overall process improvement, the E2E supply chain performance was seen to improve significantly.

Ways and Side Ways of Using the Information and Communication Technology (ICT) in Knowledge Sharing in Organizations

2013 ◽  
Vol 11 (4) ◽  
pp. 871-882
Author(s):  
Roman Lavtar
Keyword(s):  
Information System ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Business Strategy ◽  
Business Processes ◽  
Organizational Knowledge ◽  
Information And Communication ◽  
Strategic Information System ◽  
The Impact

Today, the information and communication technology (ICT) is vital for a successful and on-going operation and as support in the decision-making process of an organization. ICT used to serve merely as a data processing support and later as a management information system but it is nowadays becoming understood as a strategic information system, which is no longer separated from an organization’s business strategy. The new functionality requires that an organization does not treat ICT in its business plan separately. Such a role requires a change of business processes, different organizational approaches and a skilled workforce. Knowledge in an organization has been a competitive advantage and not an asset for quite some time now, therefore ICT must also be observed and applied in the light of creating the organizational knowledge. However, there is a risk of the role of ICT being overestimated, both in current operations as well as in the introduction of changes in an organization. The article studies the impact of ICT on the operations of an organization in the context of creating organizational knowledge and introducing changes. Moreover, it points out the traps which the management is exposed to whilst introducing such changes.

Assessing the Impact of Knowledge Transfer Mechanisms on Supply Chain Performance

2011 ◽  
pp. 157-171
Author(s):  
Stephen McLaughlin
Keyword(s):  
Supply Chain ◽  
Information Transfer ◽  
Business Processes ◽  
Supply Chain Performance ◽  
Chain Process ◽  
Core Business ◽  
Supply Chain Process ◽  
Business Function ◽  
The Impact ◽  
Transfer Mechanisms

With the complexity of organizations increasing, it is becoming vitally important that organizations understand how knowledge is created and shared around their core business processes. However, many organizations deploy technology without due consideration for how their employees access, create and share information and knowledge. This chapter explores the subject empirically through the study of how employees work with information and knowledge around a core business function – in this case a supply chain process. In order to do this the organization needs to be viewed for a network perspective as it relates to specific business processes. Viewing the organization in this way enabled the author to see how employee’s preferred knowledge and information transfer mechanisms varied across the core process. In some cases the identified transfer mechanisms where at odds with the prescribed organization wide mechanisms. However, when the organization considered the employee’s preferred transfer mechanisms as part of an overall process improvement, the E2E supply chain performance was seen to improve significantly.

Investigation into the Impact of Integration of Mobile Technology Applications into Enterprise Architecture

2009 ◽  
pp. 529-540 ◽  
Author(s):  
David Curtis ◽  
Ming-Chien (Mindy) Wu
Keyword(s):  
Mobile Technology ◽  
Business Strategy ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Technology Strategy ◽  
End User ◽  
Software Applications ◽  
Business Information ◽  
Technology Applications ◽  
The Impact

Enterprise Architecture (EA) is a role or function that primarily ensures the Information Technology strategy and implementation within an organization is correctly aligned with its business strategy and objectives. An EA function focuses on the collection and analysis of information including software applications, business processes, business information (data), technology, and governance (people). The result of this analysis delivers the technology strategy and the roadmap required to support what the organization is trying to achieve. Mobile Technology (MT) integration into the EA function creates the opportunities to deliver and respond to rapidly growing organizations that require immense flexibility from a technology perspective. This is so because mobility can overcome the boundaries of time and location in the dealings of the organization. The result of this extension is the creation of a Mobility Enterprise Architecture (M-EA) model, which will provide the organization with advantages of realtime business processing, better customer and end-user services, and the addition of increased control across the entire organization. This chapter brings together the experience of an Enterprise Architect with a Ph.D research candidate to investigate the M-EA model and its implementation. The chapter includes an overview of EA and M-EA models and also includes investigations of the advantages; limitations and blueprint overcome those challenges of M-EA implementation.

LOGISTICS INFRASTRUCTURE OF BUSINESS ENVIRONMENT: INFLUENCE ON ENTERPRISE STRATEGY FORMATION

2017 ◽  
Author(s):  
Oleksandr Khadartsev ◽  
◽  
Karyna Holubka ◽  
Keyword(s):  
Business Strategy ◽  
Business Models ◽  
Business Processes ◽  
Supply And Demand ◽  
Business Environment ◽  
Business Strategies ◽  
Wide Range ◽  
Successful Business ◽  
Business Entities ◽  
The Impact

The specifics of functioning, place and role of modern logistics mediation in the infrastructure of the business environment, in order to form effective business strategies for businesses. The ability of logistics to be an effective mechanism for the formation, organization and implementation of successful business activities, in accordance with the requirements of a particular business environment, as a field of interaction between supply and demand. From the standpoint of retrospect, the conceptual scientific principles of formation and development of logistics, its integration into a wide range of business processes of business entities, taking on leading roles in ensuring organizational and economic relations in the process of trade. Theoretical and methodological principles for the formation of a set of strategies of business entities are considered. In particular, attention is focused on the impact of the external environment, and determining the optimal tools for adaptation to such influences. The criterion features of the formation of a modern business strategy, the priority of market flexibility and maneuverability, compared with the in-organicity of traditional resource provision. The effectiveness of logistics intermediation in achieving these criteria by the business entity is noted. The current specifics of the logistics services market in Ukraine are considered, in particular, key factors and obstacles that indirectly limit the development of the national business environment and business activities in general. Factors of objective and subjective nature are presented, which are able to limit the application of logistics approaches as permanent elements of business models of business entities. According to the results of the study, the guidelines of successful business activity are proposed, through the adaptation in the strategies of the elements of logistics infrastructure and service, the innovative nature of logistics in ensuring the competitiveness and sustainability of management is noted.

The Knowledge Intervention Integration Process

2012 ◽  
Vol 3 (3) ◽  
pp. 45-57 ◽  
Author(s):  
Henri Pirkkalainen ◽  
Jan M. Pawlowski
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Business Processes ◽  
Social Software ◽  
Integration Process ◽  
The Social ◽  
Distributed Organizations ◽  
Knowledge Intensive ◽  
The Impact ◽  
Globally Distributed

Process oriented Knowledge Management (pKM) has been a widely discussed approach for KM initiatives. The approach ties business strategy closely to KM by connecting knowledge activities to key business processes. Social Software has been taken up in many domains as an organizational tool for managing knowledge. Up till now, the impact of being globally distributed (organizations and teams) has not been emphasized within the pKM view, nor has been the Social Software approach. The globally distributed, Social Software – supported approach has clear impacts for designing and implementing KM processes in the pKM view. Within this paper the authors clarify these implications with an integrated model for introducing Social Software tools for Knowledge Management and aligning those with KM as well as business processes. Their approach emphasizes on aligning the Social Software activities with KM coordination processes, knowledge-intensive business processes and knowledge activities. The authors’ work also stresses the need to recognize and deal with KM barriers within the coordination processes in order to define and implement appropriate interventions and activities.

The Impact of Visual Feedback Type on the Mastery of Visuo-Motor Transformations

2012 ◽  
Vol 220 (1) ◽  
pp. 3-9 ◽  
Author(s):  
Sandra Sülzenbrück
Keyword(s):  
Empirical Research ◽  
Visual Feedback ◽  
Closed Loop ◽  
Motor Planning ◽  
Visual Input ◽  
Closed Loop Control ◽  
Loop Control ◽  
Feedback Type ◽  
Effective Use ◽  
The Impact

For the effective use of modern tools, the inherent visuo-motor transformation needs to be mastered. The successful adjustment to and learning of these transformations crucially depends on practice conditions, particularly on the type of visual feedback during practice. Here, a review about empirical research exploring the influence of continuous and terminal visual feedback during practice on the mastery of visuo-motor transformations is provided. Two studies investigating the impact of the type of visual feedback on either direction-dependent visuo-motor gains or the complex visuo-motor transformation of a virtual two-sided lever are presented in more detail. The findings of these studies indicate that the continuous availability of visual feedback supports performance when closed-loop control is possible, but impairs performance when visual input is no longer available. Different approaches to explain these performance differences due to the type of visual feedback during practice are considered. For example, these differences could reflect a process of re-optimization of motor planning in a novel environment or represent effects of the specificity of practice. Furthermore, differences in the allocation of attention during movements with terminal and continuous visual feedback could account for the observed differences.

Dampak Covid 19 Terhadap Praktik Jual-Beli:

2020 ◽  
Vol 5 (1) ◽  
pp. 27-47
Author(s):  
Sitti Aisyah. M Aisyah ◽  
Sappaemi
Keyword(s):  
Qualitative Research ◽  
Research Methods ◽  
Business Strategy ◽  
Qualitative Research Methods ◽  
Business Practice ◽  
Corona Virus ◽  
The Impact ◽  
Islamic View

The Corona virus pandemic exploited by irresponsible elements.  They do a cunning business strategy, which is to hoard goods, in fiqhi terms known as iḥtikār. In the Islamic view, iḥtikār is a prohibited business practice and will be met with a painful punishment in the afterlife.  The purpose of this paper is to provide an understanding about the impact of COVID 19 on the practice of buying and selling (iḥtikār).  This paper uses qualitative research methods in the form of library reseach using the shar'i approach.  From this study it can be concluded that the behavior of hoarding goods with the aim of reselling them at high prices to obtain large profits.  In Islamic Shari'ah, iḥtikār‘s law is haram because it contains elements that harm others.  This is very clearly stated in QS al-Humazah/109: 1-2 and punished by sin as stipulated in the hadith of the Messenger of Allah.

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