scholarly journals Organizational Learning for Environmental Sustainability: Internalizing Lifecycle Management

2021 ◽  
pp. 108602662199874
Author(s):  
Guia Bianchi ◽  
Francesco Testa ◽  
Olivier Boiral ◽  
Fabio Iraldo
Keyword(s):  
Organizational Learning ◽  
Learning Process ◽  
Environmental Sustainability ◽  
Environmental Strategy ◽  
Product Lifecycle ◽  
Dynamic Perspective ◽  
Managerial Implications ◽  
Lifecycle Management ◽  
New Framework

Implementing a substantial environmental strategy that addresses all phases of the product lifecycle is a complex and demanding challenge that most organizations fail to convincingly overcome. Based on a case study of five frontrunner companies located in Italy and Norway, this study explores the factors that promote, or hinder, the learning process underlying the implementation of substantial measures for lifecycle management and how this can contribute to further internalizing environmental sustainability throughout the organization. The article contributes to the literature on organizational learning and environmental sustainability by showing, from a dynamic perspective, the enablers of organizational learning required for internalizing lifecycle management in organizations. A new framework for environmental sustainability based on the 4Is (intuiting, interpreting, integrating, and institutionalizing) organizational learning model is put forward in line with the concept of lifecycle management. Managerial implications are also discussed.

scholarly journals Seccess is the Enemy of Experimentation

2014 ◽  
Vol 4 (1) ◽  
Author(s):  
Sri Hidayati
Keyword(s):  
Organizational Learning ◽  
Learning Process ◽  
Good Governance ◽  
Organization Culture ◽  
Complete Understanding ◽  
Essential Requirement ◽  
Research Organisation

In a competitive world, the raising demands to perform good governance are urgency. Learning is essential requirement to organisation to sustain existence and get success. However, success sometimes defined differently by different people. Success which is defined as stability more likely would impede the experimentation (a learning process). By using the perspective of organization culture, this paper tries to assess and contextualize the claim from Levitt and March (1988) that “Success is the Enemy of Experimentation” to organizational learning. This paper is provided by an empirical case study  of  a university based research organisation and is try to contribute to a more complete understanding of organizational learning. 

scholarly journals Product lifecycle management with provenance management and virtual models: an industrial use-case study

Procedia CIRP ◽  
2018 ◽  
Vol 72 ◽  
pp. 1190-1195 ◽  
Author(s):  
Iman Morshedzadeh ◽  
Jan Oscarsson ◽  
Amos Ng ◽  
Manfred Jeusfeld ◽  
Janne Sillanpaa
Keyword(s):  
Product Lifecycle Management ◽  
Use Case ◽  
Product Lifecycle ◽  
Provenance Management ◽  
Virtual Models ◽  
Industrial Use ◽  
Lifecycle Management

KC-PLM

2011 ◽  
pp. 886-900
Author(s):  
João Carlos Amaro Ferreira
Keyword(s):  
New Product Development ◽  
Product Lifecycle Management ◽  
Product Lifecycle ◽  
Product Concept ◽  
Domain Specific ◽  
Knowledge Platform ◽  
Rules Engine ◽  
Lifecycle Management ◽  
Plm System

This chapter defines a system and a methodology, the Knowledge Collaborative Product Lifecycle Management (KC-PLM) to better support the complete product lifecycle in the industry. The KC-PLM system intends to reduce the lead-time from new product development to production by providing and integrating knowledge platform, based on a semantic information repository, domain ontology, a domain specific language and on the user collaboration. These characteristics differentiate the KC-PLM system from others PLM systems, because it supports an intelligent rules engine, to extrapolate and make inference with historical solutions that allow the generation of new solutions. A real case study in automobile business shows the current proposal application and its benefits in a product concept phase.

Adoption of product lifecycle management in new product development: a case study of automotive organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ganesh Tanpure ◽  
Vinod Yadav ◽  
Rakesh Jain ◽  
Gunjan Soni
Keyword(s):  
Product Development ◽  
New Product Development ◽  
New Product ◽  
Product Lifecycle Management ◽  
Product Lifecycle ◽  
Content Type ◽  
Study Approach ◽  
Manufacturing Organization ◽  
Lifecycle Management

PurposeThe Product Lifecycle Management (PLM) system has found varieties of deployments in various domains of product-based industries. Current study aims to provide a framework for the adoption of PLM systems in manufacturing organizations to meet the actual requirements of industries.Design/methodology/approachFirst, a systematic review of extant literature was performed, and further, the case study approach is opted to study the process of New Product Development (NPD) in a manufacturing organization. Triangulation methodology was adopted wherein the interview results, actual observations, and authorized documentations were used to validate the result and provide conclusions.FindingsA conceptual framework and implementation architecture for PLM is derived. The complete ecosystem for digital footprint is mapped for New Product Development (NPD) activities.Practical implicationsThe study could be helpful for Techno-Functional Managers. For individuals with only functional/technical knowledge, additional training might be required to adopt the framework in actual practices.Originality/valueThe paper contributes to the existing literature by providing a framework and demonstrating the feasibility of implementation through the case study.

scholarly journals Implementations of Model Based Definition and Product Lifecycle Management Technologies: a Case Study in Chinese Aeronautical Industry

2016 ◽  
Vol 49 (12) ◽  
pp. 485-490 ◽  
Author(s):  
Wenhua Zhu ◽  
Matthieu Bricogne ◽  
Alexandre Durupt ◽  
Sébastien Remy ◽  
Baorui Li ◽  
...  
Keyword(s):  
Product Lifecycle Management ◽  
Product Lifecycle ◽  
Model Based ◽  
Aeronautical Industry ◽  
Lifecycle Management

The potential of filtered water in the restaurant industry: A case study in Barcelona

2021 ◽  
pp. 146735842110487
Author(s):  
Oriol Anguera-Torrell ◽  
Álvaro E. Arrieta-Valle
Keyword(s):  
Environmental Sustainability ◽  
Large Scale ◽  
Tap Water ◽  
Restaurant Industry ◽  
Bottled Water ◽  
Environmentally Sustainable ◽  
Managerial Implications ◽  
Bottled Mineral Water ◽  
Better Than

Bottled water entails an environmental sustainability challenge, and the restaurant industry is a large-scale contributor to this problem as it seems to be reluctant, at least in some countries, to substitute tap water for bottled water. There are two plausible reasons for this; one is that the industry might assume that customers prefer bottled water, mainly because of its taste, and the second is that restaurateurs may be unwilling to forgo the high economic margin from bottled water sales. In this context, filtered water may represent a solution as it is a greener option than bottled water and tastes better than tap water. However, does it represent a satisfying taste option for diners? Moreover, are restaurant consumers willing to pay for filtered water? Given the importance of the answers to these questions, this study proposes to examine whether there are differences between filtered and bottled mineral water regarding their expected and actual taste and customers’ willingness to pay. To this end, this study employed three different experimental groups in an actual fine-dining restaurant in Barcelona. The results show that consumers derive a positive payoff by drinking a more environmentally sustainable option and may even be willing to pay for filtered water. However, there is still room for improvement in filtering systems in regard to the taste of water. These results entail important managerial implications for the restaurant industry since it can become more environmentally sustainable without losing economic profits.

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