scholarly journals Manpower Training and Development in Nigeria Public Organisations: A Study of Abia State Civil Service.

2022 ◽  
Vol 10 (01) ◽  
pp. 2871-2880
Author(s):  
Dr. Anikwe S. Obinna
Keyword(s):  
Competitive Advantage ◽  
Civil Service ◽  
Training And Development ◽  
The Internet ◽  
Global Collaboration ◽  
Bottom Line ◽  
Public Organisations

Manpower training and development is essential to the success and productivity of every organization.  Although technology and the internet have enabled global collaboration and competition, employees are still the organization’s competitive advantage.  Manpower training and development enables employees to develop skills and competence necessary to enhance bottom-line results for their organizations.

scholarly journals Training and Development Strategy and Its Role in Organizational Performance

2011 ◽  
Vol 1 (2) ◽  
pp. 42 ◽  
Author(s):  
Brig(Retd) Abdus Sattar Niazi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Development Strategy ◽  
Learning Organizations ◽  
Training Programs ◽  
Business Environment ◽  
Training And Development ◽  
Global Level ◽  
Value Addition

In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’  and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance.  

scholarly journals Procedure for Modeling and Improving E-SCM Processes

2007 ◽  
pp. 1-21 ◽  
Author(s):  
P. Boonyathan ◽  
L. Al-Hakim
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Best Practices ◽  
Competitive Advantage ◽  
Real Time ◽  
Online Communication ◽  
The Internet ◽  
Process Mapping ◽  
Electronic Technology ◽  
Chain Management

Today’s managers are turning to the functions of the supply chain to improve margins and gain competitive advantage. The explosion of the Internet and other e-business technologies has made real-time, online communication throughout the entire supply chain a reality. Electronic supply chain management (e-SCM) is a reference to the supply chain that is structured via electronic technology-enabled relationships. This chapter concentrates on the development of a procedure referred to as eSCM-I for e-SCM process improvement. The procedure focuses on process mapping and relies on principles of coordination theory. It is based on SCOR to standardize the process and take advantage of this technique of benchmarking/best practices potential. The procedure employs IDEF0 technique for mapping the processes.

scholarly journals COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION

2017 ◽  
Vol 2 (2) ◽  
Author(s):  
Steven Moulton ◽  
Oki Sunardi ◽  
Gino Ambrosini
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Cross Section ◽  
Shared Leadership ◽  
Core Competencies ◽  
Business Success ◽  
Competency Development ◽  
Bottom Line ◽  
Strategic Direction ◽  
Organizational Competencies

<p>Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.</p><p>Keywords: competencies, core competencies, organizational competencies, simplicity and measurability</p>

Technology as Competitive Advantage in Intelligence and Facilitator of Security Cooperation

2018 ◽  
Vol 7 (1) ◽  
pp. 32-36
Author(s):  
Iulian Marius COMAN
Keyword(s):  
Competitive Advantage ◽  
Information Technologies ◽  
The Internet ◽  
Security Cooperation ◽  
Export Controls ◽  
New Information ◽  
New Directions ◽  
Global Access

Technology has become the Intelligence Community’s new reliability, as well as its new challenge. The new transnational adversaries – international terrorists foremost among them – the flood of new information technologies, the easing of export controls on encryption technology and global access to the Internet, has led the security agencies to charting new directions in identifying, gaining access to and successfully exploiting target communications, through cooperation with all related bodies.

The Potential of B2B Commerce for Competitive Advantage

2005 ◽  
pp. 102-124
Author(s):  
Ronan McIvor ◽  
Paul Humphreys
Keyword(s):  
Supply Chain ◽  
Electronic Commerce ◽  
Competitive Advantage ◽  
The Internet ◽  
Interaction Patterns ◽  
Network Problems ◽  
Considerable Impact ◽  
Levels Of Service ◽  
Business To Business ◽  
Closed Network

This chapter examines the implications of business-to-business (B2B) commerce for the buyer-supplier interface. Innovations in electronic commerce have a key role to play in managing inter-organizational networks of supply chain members. The evidence presented in this chapter illustrates that the Internet represents a powerful technology for commerce and communication at the buyer-supplier interface. Internet technologies are having a considerable impact on the communication patterns at the buyer-supplier interface. It is shown how electronic commerce technologies have the potential to create competitive advantage through radically changing the structure and interaction patterns at the buyer-supplier interface. The chapter identifies a number of areas where electronic commerce technologies can make a contribution to the creation of competitive advantage. While the Internet offers ways for organizations to communicate and trade more effectively with their suppliers, and gives consumers higher levels of service and sophistication, it also poses major challenges to those within organizations who have to manage it. It is argued that closed network problems and the nature of buyer-supplier relations present major impediments to electronic commerce achieving its full strategic potential at the buyer-supplier interface.

E-Government Implementation Perspective

2012 ◽  
pp. 59-78
Author(s):  
Mahmud Akhter Shareef ◽  
Vinod Kumar ◽  
Uma Kumar ◽  
Abdul Hannan Chowdhury ◽  
Subhas C. Misra
Keyword(s):  
Public Sector ◽  
Competitive Advantage ◽  
Information And Communication Technology ◽  
Communication Technology ◽  
Electronic Government ◽  
The Internet ◽  
Specific Strategy ◽  
The Public ◽  
Adoption And Implementation ◽  
Information And Communication

Though many countries are still just beginning to grasp the potential uses and impacts of Electronic-government (EG), advances in technologies and their applications continue. Observing the proliferation of EG, countries are increasingly turning to the Internet to market their EG system to gain a competitive advantage. However, the effectiveness and efficiency of such online government systems largely depends on the mission of implementing EG. For successful adoption and implementation of EG, it is essential that a country first identify an explicit objective and a specific strategy. We have examined implemention strategies of EG of seven diverse countries whose objectives and mission for implementing EG differ significantly. However, they have the following strategies in common: i) extensive application of information and communication technology (ICT) in the public sector; ii) overall reformation of the public sector; iii) development of a better quality service structure; and iv) more cohesive integration of citizens with government.

The E-Learning Phenomenon

2011 ◽  
pp. 161-181
Author(s):  
Lalita Rajasingham
Keyword(s):  
Higher Education ◽  
Economic Growth ◽  
Competitive Advantage ◽  
Best Practice ◽  
Educational Television ◽  
Knowledge Society ◽  
The Internet ◽  
Fiscal Constraints ◽  
Virtual Classes ◽  
E Learning

This chapter contributes to the ongoing discussion on current best practice and trends in e-learning and virtual classes in higher education. With the increasing importance of knowledge as competitive advantage and engine of economic growth in an increasingly interconnected, multicultural and multilingual world, modern universities based on building and transport technologies are assuming virtual dimensions to address the pressures of rising enrolments, increasing fiscal constraints and rapid technological advancements. The Internet and globalisation are changing how we bank, shop, play, and learn. Can universities adapt, or is e-learning going to be an educational fad like educational television of the 1970s? Based on international research, this chapter examines some signposts using pilot projects as a key pedagogical method in the journey from idea to execution and the factors leading to success or failure of e-learning initiatives. Will the e-learning phenomenon represent a new and sustainable university paradigm for the emerging knowledge society?

Supporting E-Commerce Strategy through Web Initiatives

2011 ◽  
pp. 3616-3621
Author(s):  
Ron Craig
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Service Sector ◽  
The Internet ◽  
It Strategy ◽  
Commercial Activity ◽  
Commercial Activities ◽  
Self Service ◽  
Dot Com ◽  
The Web

Our understanding of “the Web” and its e-commerce (EC) potential has grown rapidly during the past decade. While ecommerce has matured and is now mainstream, there continue to be opportunities to innovate as technology improves, the public is increasingly comfortable with and dependent up the e-approach, and new or enhanced applications appear. While historical roots of the Web go back several decades, it was only in the last two that business really started to embrace the Internet, and in the last one that commercial opportunities on the Web grew rapidly. Business use has gone from simple operational efficiencies (e-mail on the Internet, replacement of private EDI networks, etc.) to effectiveness (enhanced services, virtual products, and competitive advantage). Information and information products, available in digital form, and the ability to quickly transfer these from one party to another, have led to a paradigm shift in the way organizations operate. Many BPR (business process re-engineering) projects made use of the Web to streamline business processes and reduce or eliminate delays. Web self-service has emerged as a popular approach, with benefits for both customers and providers. Even governments have embraced the Web (e-government) for information and service delivery and interaction with citizens and businesses. While the transition has followed the historical IT progression of automate, infomate, and transformate, the pace has been unprecedented. There have been successes and failures, with fortunes made and lost. After the dot-com boom/bust cycle, things settled down somewhat; yet the rapid pace of Web initiatives continues. At the forefront are innovators seeking competitive advantage. At the rear are laggards who can no longer ignore efficiencies provided by the Web and market requirements to be Web-enabled. Paralleling the improvement in IT and the Internet has been a series of economic shifts including globalization, flattening of hierarchical organizations, outsourcing and off-shoring, increasing emphasis on knowledge work (contrasted with manual labor), plus growth in the service sector and information economy. IT has both hastened these economic shifts and provided a welcome means of addressing the accompanying pressures (often through EC or other Web initiatives). To consider EC strategy and Web initiatives, one first needs to understand strategy and then extend this to the organization’s business model and tactics. A firm’s general business strategy includes, but is not limited to, its IT strategy (Figure 1). Similarly, EC strategy is a subset of IT strategy. Strategy should drive actions (tactics), through an appropriate business model. When strategy (business, IT, and EC) and tactics are closely aligned, and tactics are successfully executed, desirable results are obtained. Sometimes this normative view becomes reversed or otherwise changed. In the extreme, Web initiatives become the sole major focus (as was the case in the early days of the dot-com boom). However, without alignment between such tactics and the firm’s strategy and business model, such an approach is either doomed to eventual failure or substantial modification. In addition to commercial use of the Web, there are many non-commercial uses and non-commercial users (governments, educational institutions, medical organizations, etc.). The term e-business is often used to include both commercial and non-commercial activity on the Internet. In this article, the focus is on commercial activities (B2B and B2C). While e-government includes use of EC, governments are often driven by goals and responsibilities other than profit generation or cost reduction.

Consumer Behavior in the E-Marketplace

2015 ◽  
pp. 213-241
Keyword(s):  
Consumer Behavior ◽  
Competitive Advantage ◽  
First Century ◽  
Shopping Behavior ◽  
The Internet ◽  
Internet Age ◽  
Channel Strategy ◽  
Shopping Experience ◽  
Information And Communication ◽  
Product Attractiveness

Retailing in the twenty-first century is highly occupied with the virtual marketplace as a large number of companies are engaged in developing boundary-less markets for consumers and delivering value by offering an abundance of shopping convenience. E-shopping is influenced by the attributes of time, product attractiveness, and competitive advantage. It has been argued in the chapter that shopping behavior of consumers has shifted from conventional shopping to the virtual marketplace with the increasing applications of Internet forcing retailers to redefine their roles to ensure their place in the Internet age. The discussions also focus on the omni-channel strategy of most global retailers to acquire and retain consumers by facilitating the shopping experience irrespective of time and place. In addition, to the arguments for and against the borderless markets, discussions in the chapter also critically examine the shifts in the consumer behavior driven by the growth of information and communication technology over the years.

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