scholarly journals Maturity Framework Enabling Organizational Digital Readiness

2020 ◽  
Author(s):  
Carla G. Machado ◽  
Peter Almström ◽  
Anna E. Öberg ◽  
Martin Kurdve ◽  
Sultan Y. Almashalah
Keyword(s):  
Stages Of Change ◽  
Business Strategy ◽  
Management Practices ◽  
New Technologies ◽  
Organizational Readiness ◽  
Competitive Environment ◽  
Efficient Production ◽  
Production Processes ◽  
Technology Level ◽  
A Company

Digitalization and the use of advanced technologies for more flexible and resource efficient production processes are changing the industrial competitive environment. However, new technologies are not seldom implemented without the whole organization being ready to fully utilize its benefits. This readiness can be expressed as organizational digital maturity. Previous studies identified that the level of digitalization is increasing, but, in many cases, due to lack of foundation, it is not aligned with the business strategy and/or supported by the organizational and technological infrastructures. There is a gap in existing models to provide practical starting-up steps to support the organizational digital readiness. A conceptual readiness framework for organizational digital readiness was tested through the analysis and reflection of four cases implemented by a Swedish manufacturing company. Findings point out that it is important to create a proper organizational foundation, a readiness, to ensure a company to evolve in digital maturity. That can be developed based on three main stages of change management practices. The tool can be used to identify the organizational readiness and thereby the gaps and thresholds necessary to overcome. This will enable companies to utilize the technology level necessary to increase cost and resource efficiency, and hence competitiveness. In addition, dimensions and a roadmap for organizational, digital, and smart readiness is presented.

THE EFFECT OF INDUSTRY CLOCKSPEED ON MAKE-BUY DECISIONS IN THE FACE OF RADICAL INNOVATIONS: AN EMPIRICAL TEST

2004 ◽  
Vol 08 (04) ◽  
pp. 431-454 ◽  
Author(s):  
ROBERT K. PERRONS ◽  
MATTHEW G. RICHARDS ◽  
KEN PLATTS
Keyword(s):  
Business Strategy ◽  
Management Practices ◽  
New Technologies ◽  
Empirical Test ◽  
Radical Innovation ◽  
Strategy Research ◽  
Radical Innovations ◽  
The Face ◽  
The Uk ◽  
Industry Clockspeed

Evidence from management and business strategy research is divided over whether or not a firm should outsource the components and processes underpinning a new and potentially radical innovation. This investigation introduces ideas and evidence from the areas of supplier relations and industry clockspeed, and attempts to reconcile conflicting conclusions from earlier research by using a survey to measure supply chain management practices from a broad range of manufacturers in the UK. The results show that an industry's clockspeed has no significant bearing on the success or failure of any particular make-buy strategy for a radical innovation. The findings also indicate that maintaining strong ties with suppliers yields no significant long-term benefit for firms contending with radical new technologies.

Talent Management As A New Concept Of Human Resource Management: Comparative Analysis Of «Best Practices»

2019 ◽  
Vol 8 (4) ◽  
pp. 74-82 ◽  
Author(s):  
Е. Берсенева ◽  
E. Berseneva ◽  
О. Бузань ◽  
O. Buzan' ◽  
Е. Лысенко ◽  
...  
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Management System ◽  
High Performance ◽  
Management Practices ◽  
Human Resources Management ◽  
Talent Management ◽  
Efficient Production ◽  
Resources Management ◽  
Management Concept

This article is devoted to the consideration of talent management as a new, radically different from the traditional Human resources management concept of human resources management organization. The focus is on identifying and demonstrating the benefits and effectiveness of talent management practices over legacy management recipes in traditional management. When writing the theoretical part of the article, the aim was to present talent management as a constantly improving tool and the main key to a more meaningful, human and efficient production process, which is a comprehensive system of talent management processes of the organization. In the practical part of the article an attempt is made to describe and compare (search for common and distinctive features) talent management technologies in successful and successful organizations of our time. 10 large organizations actively using and developing the talent management system are taken as the object of analysis. Among them — companies from different countries with world names and unique reputation, leaders in their sectors of the economy (production): AMGen, Apple, Coca-Cola, General Electric, Google Inc. McDonald’s Corporation, Procter&Gamble, Samsung Group, Facebook, Gazpromneft. As parameters comparative evaluation of a dedicated “talent” and “attracting talent”, “use talent”, “talent development” “assessment of talent”, “motivated talents.” The results of the study allow us to conclude that talent management is currently actively developing, and the idea that talented staff is able to lead the company to success is becoming more obvious and undeniable. Talent management involves attracting and retaining the best employees, and using their potential for corporate purposes allows you to spend fewer resources, efficiently and leads to the highest performance and high performance. Talented staff is a competitive advantage of the business, and the ability to manage it correctly is the most important factor for ensuring leadership positions in the modern market. Therefore, the talent management system should be developed in the business strategy and implemented at all levels of the organization. The results of the study show that the heads of Russian companies need to pay attention to the experience of successful organizations in the field of talent management. All of the above proves that now the widespread introduction of talent management system is necessary.

scholarly journals Strategic Management in the Hotel Industry: Proposed Strategic Practices to Recover from COVID- 19 Global Crisis

2020 ◽  
Vol 9 (6) ◽  
pp. 130
Author(s):  
Belias Dimitrios ◽  
Papademetriou Christos ◽  
Rossidis Ioannis ◽  
Labros Vasiliadis
Keyword(s):  
Strategic Management ◽  
Business Strategy ◽  
Management Practices ◽  
Management Strategies ◽  
External Environment ◽  
Hotel Industry ◽  
International Market ◽  
Competitive Environment ◽  
Decision Making Process ◽  
Recovery Management

Hotel companies operate in a highly competitive environment, targeting much clientele from the international market with many specialties. The management in these too demanding conditions is called upon to apply modern strategic management practices by analyzing global developments and supporting the decision-making process by limiting the uncertainty created by the external environment. In this context, it is imperative to analyze the financial and administrative impact of COVID- 19, which strongly threatens tourist traffic and largely overturning current budget estimations. Strategic management can make a decisive contribution to addressing this threat by adopting the established business strategy. This article is based on similar past crises, as they were faced with strategic tools. This work aims to discuss and present the most appropriate recovery management strategies, which can help the hotel industry respond to this unprecedented crisis.

scholarly journals ENTREPRENEURSHIP DEVELOPMENT AS A BASIS FOR A COMPETITIVE ENVIRONMENT

2020 ◽  
Vol 8 (2) ◽  
pp. 111-115
Author(s):  
Ol'ga Repushevskaya
Keyword(s):  
Small Businesses ◽  
New Technologies ◽  
Direct Costs ◽  
Competitive Environment ◽  
Efficient Production ◽  
Production Methods ◽  
Chain Stores ◽  
Progressive Development ◽  
Current Period ◽  
Competitive Products

The development of entrepreneurship after the coronavirus in Russia is becoming more urgent than ever. The introduced restrictions and the current conditions will not affect in any way a large backbone business, it will be difficult for representatives of medium and small business. Competition is a stimulus for economic growth and a standard of the state for progressive development, the main elements for the development of society. Promote the development of competition, find the development of new technologies, expand the quality and increase the price of competitive products, balance the most efficient production methods, and inform consumers about the choice of products - all these are opportunities for competition. Therefore, to maintain the competitiveness of small businesses, one of the most effective tools for working on the market is discount. Chain stores of this kind practice the movement of goods from one point to another, in which the goods are in higher demand in the current period, due to this, they achieve savings in their warehouses. Savings are defined in the range from 20 to 40%, in terms of reducing variable and direct costs.

scholarly journals Business Intelligence Systems in the business strategy - an approach to the Romanian reality

2010 ◽  
Author(s):  
Dan Serghie ◽  
Ana Maria Balan
Keyword(s):  
Business Intelligence ◽  
Time Management ◽  
Business Strategy ◽  
Competitive Environment ◽  
Access To Information ◽  
Management Information ◽  
Research Areas ◽  
Business Intelligence Systems ◽  
Static Systems ◽  
A Company

The Economics doesn’t mean an accumulation of disparate sciences, is a coherent set of related theories in the support of certain ideas from the schools of thought or arising from different research areas. In the Economics, the complementarities between practice and theory are potentiated first by utilitarian reasons and highlighted through the correlation between static systems with dynamic ones. The dynamism of the market today, the volatility given by the competitive environment, the disappearance or weakening of the entry barriers in a sector of activity, make the information to become the most important asset of a company. The access to information, especially analysis, reporting and forecasting in real time (management information) represent the condition and the scaffolding in the competitive environment from our days.

Impression management and legitimacy strategies: The BP case

2013 ◽  
pp. 35-64 ◽  
Author(s):  
Giovanna Michelon
Keyword(s):  
Impression Management ◽  
Management Practices ◽  
Legitimacy Theory ◽  
British Petroleum ◽  
Wide Range ◽  
Management Techniques ◽  
Disclosure Tone ◽  
The Empirical Analysis ◽  
A Company ◽  
Texas City

The aim of this paper is to study if and how impression management varies during different phases of the legitimation process, in particular during the legitimacy building and legitimacy repairing phases (Suchman, 1995). We aim at understanding whether and how the disclosure tone adopted by a company in the two different moments is diverse and thus functional to the intrinsic objective of the each phase. The empirical analysis focuses on the case of British Petroleum Plc. We investigated the impression management practices undertaken by the company both during the preparation of the rebranding operation, i.e. a situation in which the company is trying to build legitimacy; and during the happenings of two legitimacy crises, like the explosion of the refinery in Texas City and the oil spill in the Gulf of Mexico. The evidence appears in line with the theoretical prediction of legitimacy theory. Results show that while the company tends to privilege image enhancement techniques during the legitimacy-building phase, it uses more obfuscation techniques when managing a legitimacy-repairing process. Moreover, the analysis suggests that the company makes more extensive use of impression management techniques in the disclosures addressed to shareholders, investors and other market operators than in the disclosures addressed to the wide range of other stakeholders.

Examining the significance of market research in the case of start-ups

2014 ◽  
Vol 5 (2) ◽  
pp. 181-190
Author(s):  
A. Matkó ◽  
E. Szűcs ◽  
T. Takács ◽  
S. Kovács
Keyword(s):  
Research Methods ◽  
Market Research ◽  
New Technologies ◽  
Start Ups ◽  
A Company

Today, companies have to face new challanges because of the globalization, new technologies, globalization of markets and increasing competition. In this accelerated world, it is essential that the companies adapt to the market, which is only available through the necessary information. The importance of market research is undoubted. In our study we would like to prove that in case of a beginner company — in this case a confectionery — it is important to perform a market research like for a company in any other segment. To perform it, the qualitative market research methods were used. Our questionnaire examines several aspects in order to provide an indication of the company’s founding.

Strategies and Outcomes in the Two Sectors of the Japanese Shipbuilding Industry

2001 ◽  
Vol 17 (03) ◽  
pp. 174-182
Author(s):  
Philip C. Koenig ◽  
Hitoshi Narita ◽  
Koichi Baba
Keyword(s):  
Business Strategy ◽  
Technological Development ◽  
Competitive Environment ◽  
Corporate Structure ◽  
Shipbuilding Industry ◽  
Second Tier ◽  
Two Sectors

The Japanese ocean-going shipbuilding industry has evolved into two distinct sectors and today's second tier or medium-sized firms build close to half the nation's output of large ocean-going vessels. Many vessels recently delivered by the major and the medium-sized shipbuilders are of similar size and complexity. However, the medium-sized shipbuilding companies of Japan differ considerably from the majors in business strategy and corporate structure. To date, studies published in English on the Japanese shipbuilding industry have focused mainly on the seven major firms. In this paper Japan's medium-sized shipbuilders are introduced. Their competitive environment, operations, and strategies are compared with those of the seven major firms. The relative strengths and weaknesses of the major and medium-sized shipbuilders are considered and the role of technological development in the long-term prospects of both is discussed.

scholarly journals New technologies in consulting sector – the paradigm of agility

2017 ◽  
Vol 12 (2) ◽  
pp. 133-146
Author(s):  
Celina SOŁEK-BOROWSKA
Keyword(s):  
Data Collection ◽  
Knowledge Sharing ◽  
Knowledge Economy ◽  
New Technologies ◽  
Competitive Environment ◽  
Successful Implementation ◽  
Global Teams ◽  
Global Marketplace ◽  
Changing Knowledge

In order to keep pace with the demands of the ever-changing knowledge economy, organizations must be aware of the knowledge sharing tools that are in use today, customizing the technology to help them maintain a competitive advantage in the global marketplace. Moreover because of the competitive environment the shift is towards agile paradigm. The outcome of this study will enable further under­standing of knowledge sharing in consulting companies and will therefore contribute towards successful implementation of knowledge sharing as part of organizational knowledge sharing culture. The limita­tions identińed were the use of interview as the only form of data collection, since the company did not authorize the collection of documents, the interviews were conducted via Skype®. The ńndings are based on one case study and the ńndings are not generalizable. The results of this research may be useful for academics and organizations because they deepen the discussion on knowledge sharing in global teams.

scholarly journals Computer integration of cardboard production

2004 ◽  
Vol 58 (5) ◽  
pp. 221-227
Author(s):  
Ljubomir Lukic ◽  
Zoran Andjelkovic ◽  
Suzana Stamatovic
Keyword(s):  
Paper Industry ◽  
Industrial Applications ◽  
Computer Integrated Manufacturing ◽  
Computer Integration ◽  
Business Partners ◽  
Business System ◽  
Production Processes ◽  
Packaging Industry ◽  
A Company ◽  
Complete Concept

A company for the development of software for industrial applications "PBS" Belgrade has designed a modern information system for monitoring and controlling production in the paper industry, which is completely integrated with the technological equipment and production processes. The paper presents the complete concept of the system, from electronic communication with business partners over computer support to all the production processes in the factory, to the delivery of the products to the customers. Realized as a CIM (Computer Integrated Manufacturing) system, it enables management to have a complete overview of the condition of all the production and business activities, and ensures momentary and complete reliable information about all the parameters of the business system. Although the system was developed for the needs of the cardboard factory "Umka", with particular modifications, it could also be used in other factories of the paper and cardboard packaging industry.

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