Strategic Positioning of Location Applications for Geo-Business

2011 ◽  
pp. 198-211 ◽  
Author(s):  
Gary Hackbarth ◽  
Brian Mennecke
Keyword(s):  
Organizational Learning ◽  
Conceptual Models ◽  
Three Dimensions ◽  
Strategic Positioning ◽  
External Market ◽  
Final Model ◽  
Business Innovation ◽  
Business Applications ◽  
Innovation Cycle ◽  
Virtual Business

The chapter presents several conceptual models, each of which can be used to improve our understanding of whether spatially enabled virtual business is appropriate or not. The first model, the Net-Enablement Business Innovation Cycle (NEBIC), modified from Wheeler (2002), consists of the steps of identifying appropriate net technologies, matching them with economic opportunities, executing business innovations internally, and taking the innovation to the external market. The process consumes time and resources, and depends on organizational learning feedback. The second model, modified from Choi et al. (1997), classifies geo-business applications in three dimensions, consisting of virtual products, processes and agents. Each dimension has three categories: physical, digital, and virtual. The chapter discusses examples of spatially enabled applications that fall into certain cells of this model. The model is helpful in seeing both the potential and limitations for net-enabled applications. The final model classifies spatially enabled applications by operational, managerial, and individual levels. Examples are given that demonstrate spatial applications at each level.

From crisis to success: three case studies in organizational learning

2011 ◽  
Vol 18 (6) ◽  
pp. 454-467 ◽  
Author(s):  
Yoram Mitki ◽  
Ram Herstein
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Global Economy ◽  
Service Organizations ◽  
Three Dimensions ◽  
Brand Strategy ◽  
Learning Mechanisms ◽  
Corporate Brand ◽  
Content Type ◽  
Organizational Learning Mechanisms

PurposeRadical changes and increasing competition in the global economy and markets lead enterprises to change their business policy and activities. This process demands the creation of effective organizational learning mechanisms. This paper seeks to illustrate how three service organizations designed and utilized organizational learning mechanisms to introduce a successful, new corporate brand.Design/methodology/approachThe research methodology was based on interviews and hard data collection. These techniques were found most appropriate for learning and understanding in‐depth organizational transformation processes.FindingsTwo main research findings can be noted. The first is that there are various mechanisms of learning organizations that can improve organizational performance and reputation. The second is that any organizational learning mechanism should be based on the on‐going active involvement of internal stakeholders (employees) both as individuals and as teams.Originality/valueThis paper provides a unique understanding of three dimensions of organizational learning (cognitive, structural and procedural) and their impact on designing a new corporate brand strategy. The research, conducted in three different service organizations, gives new significance to the notion of collaboration

scholarly journals The relationship between enterprise resource planning (ERP) implementation and intellectual capital under the moderating effect of organizational learning capability

2021 ◽  
Author(s):  
◽  
Quang Nguyen
Keyword(s):  
Organizational Learning ◽  
Enterprise Resource Planning ◽  
Intellectual Capital ◽  
Resource Planning ◽  
Three Dimensions ◽  
Erp Systems ◽  
Erp Implementation ◽  
Learning Capability ◽  
Product Term ◽  
Positive Effect

<p>Although Enterprise Resource Planning (ERP) systems alone are not the source of competitive advantage, they may do this indirectly through enhancing or supplementing the organization’s other strategic resources. Studies on ERP have not explicitly examined the interactions of ERP systems with other organizational capabilities to determine how investment in ERP systems can be leveraged into the creation of strategic resources of organizations.  Further, ERP systems are large and complex, and the degree to which they are implemented throughout an organization can vary – this is described as the ERP scope. The scope of ERP implementation is believed to influence the degree of its effects on an organization. Relying on the literature on ERP effects, business value of information technology (IT) and the notion that organizations are learning systems which utilize their knowledge to create value and to accumulate further knowledge, this study examines the influence of the scope of ERP implementation on a strategic resource of organizations, namely intellectual capital, under the moderating effect of organizational learning capability.  This study develops a research model to show the influence of the three dimensions of ERP implementation scope (breadth, depth, and magnitude) on intellectual capital and simultaneously the influence of organizational learning capability on these base relationships. The hypothesized relationships among variables are evaluated by a data set of 226 responses collected from manufacturing firms in Vietnam. With the support of SmartPLS version 2.0, the structural equation model is evaluated using the techniques of multiple regression analysis, and the moderation effects are analyzed using group comparison and product term approaches.  The findings provide support for the hypotheses. The three dimensions of ERP implementation show a positive impact on intellectual capital. Organizational learning capability more or less moderates the relationship between ERP implementation scope and intellectual capital. As a result of the group comparison approach for moderation analysis, firms with a low level of learning capability are likely to have no effect of ERP implementation on intellectual capital. However, in the group with a high level of learning capability the breadth and magnitude of ERP implementation have a positive effect on intellectual capital. By using the product term approach, only the magnitude of ERP implementation shows an interaction effect with organizational learning capability on intellectual capital. The breadth and depth of ERP implementation appear to have minimal interaction with organizational learning capability.  The results inform the literature on the business value of IT by demonstrating that an ERP system can become a strategic asset as its implementation has a positive effect on intellectual capital especially with the presence of a firm’s learning capability. Additionally, the research reveals another ERP effect (e.g. the effect on the intellectual capital of organizations) that complements the understanding of ERP effects that have been identified in prior studies. The findings practically contribute to managerial knowledge by showing that ERP implementation should not be considered in isolation, but rather organizations should build a substantial level of learning capability to fully obtain the positive effect of ERP implementation on intellectual capital.</p>

scholarly journals The relationship between enterprise resource planning (ERP) implementation and intellectual capital under the moderating effect of organizational learning capability

2021 ◽  
Author(s):  
◽  
Quang Nguyen
Keyword(s):  
Organizational Learning ◽  
Enterprise Resource Planning ◽  
Intellectual Capital ◽  
Resource Planning ◽  
Three Dimensions ◽  
Erp Systems ◽  
Erp Implementation ◽  
Learning Capability ◽  
Product Term ◽  
Positive Effect

<p>Although Enterprise Resource Planning (ERP) systems alone are not the source of competitive advantage, they may do this indirectly through enhancing or supplementing the organization’s other strategic resources. Studies on ERP have not explicitly examined the interactions of ERP systems with other organizational capabilities to determine how investment in ERP systems can be leveraged into the creation of strategic resources of organizations.  Further, ERP systems are large and complex, and the degree to which they are implemented throughout an organization can vary – this is described as the ERP scope. The scope of ERP implementation is believed to influence the degree of its effects on an organization. Relying on the literature on ERP effects, business value of information technology (IT) and the notion that organizations are learning systems which utilize their knowledge to create value and to accumulate further knowledge, this study examines the influence of the scope of ERP implementation on a strategic resource of organizations, namely intellectual capital, under the moderating effect of organizational learning capability.  This study develops a research model to show the influence of the three dimensions of ERP implementation scope (breadth, depth, and magnitude) on intellectual capital and simultaneously the influence of organizational learning capability on these base relationships. The hypothesized relationships among variables are evaluated by a data set of 226 responses collected from manufacturing firms in Vietnam. With the support of SmartPLS version 2.0, the structural equation model is evaluated using the techniques of multiple regression analysis, and the moderation effects are analyzed using group comparison and product term approaches.  The findings provide support for the hypotheses. The three dimensions of ERP implementation show a positive impact on intellectual capital. Organizational learning capability more or less moderates the relationship between ERP implementation scope and intellectual capital. As a result of the group comparison approach for moderation analysis, firms with a low level of learning capability are likely to have no effect of ERP implementation on intellectual capital. However, in the group with a high level of learning capability the breadth and magnitude of ERP implementation have a positive effect on intellectual capital. By using the product term approach, only the magnitude of ERP implementation shows an interaction effect with organizational learning capability on intellectual capital. The breadth and depth of ERP implementation appear to have minimal interaction with organizational learning capability.  The results inform the literature on the business value of IT by demonstrating that an ERP system can become a strategic asset as its implementation has a positive effect on intellectual capital especially with the presence of a firm’s learning capability. Additionally, the research reveals another ERP effect (e.g. the effect on the intellectual capital of organizations) that complements the understanding of ERP effects that have been identified in prior studies. The findings practically contribute to managerial knowledge by showing that ERP implementation should not be considered in isolation, but rather organizations should build a substantial level of learning capability to fully obtain the positive effect of ERP implementation on intellectual capital.</p>

scholarly journals Assessing Canadian Business IT Capabilities for Online Selling Adoption: A Net-Enabled Business Innovation Cycle (NEBIC) Perspective

2019 ◽  
Vol 11 (13) ◽  
pp. 3662
Author(s):  
Alojairi ◽  
Akhtar ◽  
Ali ◽  
Basiouni
Keyword(s):  
Business Models ◽  
Technology Innovation ◽  
External Factor ◽  
Business Model Innovation ◽  
Internal Factor ◽  
Internal Factors ◽  
Business Innovation ◽  
It Capabilities ◽  
Innovation Cycle ◽  
The Relationship

After the authors of this study encounter a series of peculiar examples of products and services that are not normally sold online in Canada, the authors assess the psychometric properties of net-enablement capability, as an internal rather than external factor, regarding the decision to implement online selling tools as technology innovation to achieve growth. According to the literature, other authors rarely consider internal factors when they assess the relationship between technology adoption and business model innovation. The study contributes to the continuous dialogue involving the Net-Enabled Business Innovation Cycle (NEBIC) model by analyzing online sellers and offline sellers in Canadian sectors with below-average rates of online selling adoption. The findings indicate that net-enablement capability is a significant internal factor that positively affects innovation in business models for Canadian online sellers across different sectors regardless of the level of online selling adoption rate.

Decoupling orientations from actions : an investigation of MNC subsidiary learning and innovation performance

2016 ◽  
Author(s):  
◽  
Fengxia Zhu
Keyword(s):  
Organizational Learning ◽  
International Marketing ◽  
Innovation Performance ◽  
Exploration And Exploitation ◽  
Market Conditions ◽  
External Market ◽  
Organizational Conditions ◽  
Different Types ◽  
The Impact ◽  
Exploration Exploitation

[ACCESS RESTRICTED TO THE UNIVERSITY OF MISSOURI AT AUTHOR'S REQUEST.] Globalization has led to a universal learning race in which organizations strive to achieve or maintain a competitive advantage through learning and innovation. Extant literature in organizational learning and international marketing, however, is often confusing and/or ambiguous on the fundamental conceptualization of different types of learning, and on the relationships between different types of learning and subsequent innovation performance. This study proposes a contingency model to examine how external market conditions and internal organizational conditions influence the learning pathways taken by subsidiaries of multinational companies (MNCs) and, in turn, how those choices affect innovation performance. Drawing on organizational learning and international marketing literatures, this study (1) explicitly distinguishes between a subsidiary's learning orientations (i.e., the exploration and exploitation orientations) and actual manifested learning actions (i.e., the exploration and exploitation activities); (2) unpacks the internal organizational conditions under which the relationships between exploration / exploitation orientations and exploration / exploitation actions become stronger or weaker; and (3) identifies the external market conditions under which exploration / exploitation actions become more effective in contributing to subsidiary innovation performance. The proposed model was empirically tested with survey data collected from 212 executive managers of subsidiaries operating in China, an emerging market with high strategic importance to foreign direct investment and offering rich opportunity for organizational learning and innovation. The results indicated that subsidiary autonomy and interdependence amplifies the impact of exploitation orientation on exploitation actions, while subsidiary internal competition amplifies the impact of exploration orientation on exploration actions. The research findings also suggested that subsidiary exploration actions are more effective on innovation performance under unique and dynamic market conditions. This study contributes to a greater clarity and better understanding of how MNC subsidiaries may effectively pursue different types of learning, under different market and internal organizational conditions, to improve innovation performance. The findings also have implications for company managers' critical resource allocation as they attempt to maximize benefits from their exploitation and exploration activities.

Organizational Learning: The Missing Link to Promote Nurses' Professional Self-Efficacy

2020 ◽  
Vol 26 (1) ◽  
pp. e40-e47
Author(s):  
Fatemeh Darban ◽  
Roghayeh Mehdipour Rabori ◽  
Jamileh Farokhzadian ◽  
Esmat Nouhi ◽  
Sakineh Sabzevari ◽  
...  
Keyword(s):  
Organizational Learning ◽  
Self Efficacy ◽  
Linear Regression Analysis ◽  
Cross Sectional Study ◽  
Shared Vision ◽  
Three Dimensions ◽  
Cross Sectional ◽  
Factors Affecting ◽  
Randomized Sampling ◽  
Professional Self

IntroductionNurses are one of the important sources of organizational learning, and the main elements of knowledge transfer in hospitals. They can play a major role in the process of organizational learning. One of the factors affecting nurses' learning is self-efficacy.ObjectiveThe aim of this study was to evaluate the association between organizational learning and professional self-efficacy among nurses.MethodologyA cross-sectional study was conducted among 150 nurses in Ali Ibn Abitaleb Hospital in Zahedan City, Iran in 2018, selected by simple randomized sampling. Tools used were the Neefe Organizational Learning Questionnaire (Neefe, 2001), and Riggs and Knight's Self-Efficacy Questionnaire (1994).ResultsThe results showed a significant positive correlation (p <0.05) between self-efficacy scores and the organizational learning dimensions of systems thinking, team learning, and shared vision. Linear regression analysis showed that these three dimensions of organizational learning predicted 16.1% of the professional self-efficacy variations.DiscussionOrganizational learning has a direct relationship with nurses' professional self-efficacy. Promotion of organizational learning characteristics in hospitals will enhance nurses' self-efficacy.

A Balanced Approach towards Market Orientation

2013 ◽  
Vol 38 (3) ◽  
pp. 51-66 ◽  
Author(s):  
Gurjeet Kaur ◽  
R D Sharma ◽  
Nitasha Seli
Keyword(s):  
Market Orientation ◽  
Business Performance ◽  
Banking Sector ◽  
Internal Market ◽  
Three Dimensions ◽  
Successful Implementation ◽  
External Market ◽  
Internal Customers ◽  
Significant Difference ◽  
Internal Market Orientation

There has been a lot of research on implementation of the concept and examination of the link between market orientation and business performance. In these offerings, scales such as MARKOR, introduced by Kohli, Jaworski, and Kumar (1993), and MKTOR, introduced by Narver and Slater (1990) have been frequently employed without further investigation. Analogous to this academic endeavour, few marketing researchers have raised doubts regarding the reliability and validity of the extant scales and have also shown concern towards the definition of the concept. Apropos, the present study has been planned to examine the degree of market orientation from management perspective and also to develop a scale for measuring market orientation in the selected public and private sector banks, viz., State Bank of India (SBI), Punjab National Bank (PNB), and The Jammu and Kashmir Bank Pvt. Ltd. (JKB). The study finds: Significant difference between the responses of management with respect to Internal Market Orientation (IMO) and External Market Orientation (EMO). The management of all the three major banks, viz., PNB, SBI, and JKB is more optimistic with regard to the three dimensions of EMO than that of IMO. Significant impact of internal market orientation on the overall market orientation as compared to external market orientation. Positive and significant relationship between internal customers' and external customers' satisfaction; internal customers' satisfaction and business performance, and external customers' satisfaction and business performance. For improving market orientation in the banking sector, managers are suggested to take the following initiatives: Initiate crucial steps towards developing a healthy work environment — delineating employee expectations; discussing goal achievement, tracking performance and feedback; and devising an appropriate mechanism for follow-up and employee appraisal. Employees should be made the root cause identifiers and solvers whereas managers must be problem eradicators. Ensure parallel inter- and intra-departmental communication. An open door policy can be encouraged to communicate through various formal and informal channels so that inter-departmental work teams can perform efficiently. Conduct internal market research once a year to generate information pertaining to the job requirements of internal customers. Retain its employees through the successful implementation of internal marketing strategies which in turn demands proper understanding of employees' work-related needs, feelings, emotions and intellect, proper treatment as an individual, open and free communication with the management, and establishing and managing effective long-term employee-management relationships.

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