Reorganizing People

2011 ◽  
pp. 63-104 ◽  
Author(s):  
Minwir Al-Shammari
Keyword(s):  
Customer Service ◽  
Value Chain ◽  
Business Processes ◽  
Corporate Strategy ◽  
Strategic Change ◽  
Low Cost ◽  
Core Competencies ◽  
Competitive Strategies ◽  
Business Environments

The ability of an organization to compete in rapidly changing business environments is contingent upon its ability to develop competitive strategies that enable leverage of distinctive core competencies and delivery of value-adding products or services to customers. Once the competitive strategies have been identified, a plan is developed to support those strategies. The plan will specify the design and use or creation of strengths in the organization’s resources. The current chapter looks into the reorganization of people in teams as a major pillar of CKM. Although this chapter is devoted to discussion of the role of people in CKM, the role of people as well as ICTs and business processes will continue to play a significant role in the CKM core value chain activities covered in the remaining parts of this book. Setting the stage for CKM strategic change, requires reinvention of the internal setup of organizations manifested by its three major infrastructural components: reorganizing people, retooling ICTs, and redesigning processes. This chapter explores the role of one organizational architectural component, reorganizing people, as it relates to CKM strategic change. King (1995) introduces the concept of Strategic Capabilities Architecture wherein the guiding architecture of a firm should be based on the strategic vision. In other words, this vision bridges the existing status of the firm (“Where it is”) and its projected future status (“Where it wants to be”) related to the firm’s current and future capabilities. The guiding rule here is that no single capability of the firm can provide a SCA to the firm. The firm cannot compete on the basis of “low cost” or “best quality” or “customer service.” The SCA of the firm derives from the “synergy” of the firm’s various capabilities. Porter, as cited in Pastore (1995), proposes a similar concept in his notion of “complementarities”. He argues that the various competitive capabilities of the firm should be “complementary” or “synergistic” so that capabilities cannot be easily imitated by rivals. The same argument has been made with reference to different ICT-related innovations, such as BPR (Davenport & Short 1990, Davenport 1993, Davenport & Stoddard 1994). Organizational reinvention, or transformation, as a concept and an approach has become popular in recent years, largely from its alignment with contemporary trends in corporate strategy, technology, and human resources, rather than from its inherent attractions. It intends to bring about a remarkable shift in one or more of technological, human, process, and/or structural dimensions of organizations (Blumenthal and Haspeslagh, 1994). However, if it is viewed independently of these advantages, the approach promises great benefits but also can be difficult, challenging, and disruptive (Graetz et al., 2006).

Redesigning Processes

2011 ◽  
pp. 136-167
Author(s):  
Minwir Al-Shammari
Keyword(s):  
Business Process ◽  
Business Processes ◽  
Strategic Change ◽  
Business Process Redesign ◽  
Process Redesign ◽  
Work Activities ◽  
Business Environments ◽  
Effective Use ◽  
Customer Outcomes

In today’s turbulent and complex business environments, the focus has shifted from products to services. As a result, services have become a new battleground for competition; and processes, a weapon of war. Organizations wishing to boost their competitiveness need to focus on desired customer outcomes by redesigning business processes through effective use of advanced ICTs and the creativity of their human assets. Organizational reinvention of structure, people, and ICTs are driven by the CKM strategic change with a purpose of adding value to both customers and business firms. Reinventing organizations has the potential to create more flexible, team-based and integrated work activities, both internally and externally, to allow customers to be linked intimately to the business, to improve their experiences, and ultimately to develop enduring and profitable relationships with them. This chapter explores the last part in reinvention, viz. the role of business process redesign in CKM.

The Role of Social Media in the Knowledge-Based Organizations

2014 ◽  
pp. 254-275 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Media ◽  
Organizational Performance ◽  
Value Chain ◽  
Knowledge Integration ◽  
Knowledge Based ◽  
Business Environments ◽  
Growth Firms ◽  
The Difference ◽  
External Sources Of Knowledge

This chapter introduces the role of Social Media (SM) in Knowledge-Based Organizations (KBOs), thus explaining the concept of KBOs, the difference between KBOs and non-KBOs, the concept of Knowledge Management (KM), the concept of SM, the importance of SM to KBOs, the application of SM in the KBOs, and the challenges of SM in the KBOs. This chapter explains the significance of SM for organizational development and adaptation to the business architecture in order to create knowledge integration environment in the KBOs. SM enables the creation of knowledge value chain to customize information and delivery for a technological business growth. Firms need to be connected to their technological business environment through SM because interacting with external sources of knowledge can effectively improve their capabilities about industry benchmark and competitive advantage. Understanding the role of SM in the KBOs will significantly enhance the organizational performance and achieve business goals in the global business environments.

Information Management Systems in the Supply Chain

2017 ◽  
pp. 469-485
Author(s):  
Maria José Sousa ◽  
Rui Cruz ◽  
Ivo Dias ◽  
Carla Caracol
Keyword(s):  
Supply Chain ◽  
Customer Service ◽  
Value Chain ◽  
Information Exchange ◽  
Information Technologies ◽  
Business Processes ◽  
New Technologies ◽  
Integrated Approach ◽  
Raw Material ◽  
Information Management Systems

This chapter analyzes the importance of technologies as drivers for managing supply chains. The focus will be on the advantages of the use of information technologies to improve company's efficiency to be competitive and for the reduction of costs, improvement of operations, improvement of relationships with customers, suppliers and partners, shortening of delivering times, streamlining and optimization of business processes and operations. The use of new technologies contributes to improve efficiency of supply chain management: raw material suppliers, component manufacturers, finished product manufacturers, wholesalers and retailers. Technologies allow an integrated approach to planning, control and monitoring of product flows, from suppliers to end users. They aim at improve customer service at reduced overall costs, and leads to the development of important relationships with logistics providers, suppliers, and customers in order to enhance information exchange and the coordination of business activities, which are the key advantages of an integrated supply chain with the collaboration among all the participants in the value chain.

The Role of Electronic Commerce in the Global Business Environments

2015 ◽  
pp. 304-324 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Electronic Commerce ◽  
Organizational Performance ◽  
Value Chain ◽  
Business Performance ◽  
Digital Age ◽  
Electronic Technology ◽  
Global Business ◽  
Business Environments ◽  
Business Goals

This chapter presents the role of electronic commerce (e-commerce) in the global business environments, thus describing the overview of e-commerce, the strategy of e-commerce, the applications of e-commerce, the barriers to e-commerce adoption, the value chain of e-commerce, and the benefits of e-commerce. E-commerce is one of the most recognized forms of electronic technology applied to businesses. The effectiveness of e-commerce is significant for modern organizations that seek to serve suppliers and customers, improve business performance, foster competitiveness, and acquire routine success in global business. Thus, it is necessary for modern organizations to explore their e-commerce applications, expand a strategic plan to analyze their feasible advancements, and directly respond to e-commerce needs of customers. Applying e-commerce in the global business environments will significantly enhance organizational performance and achieve business goals in the digital age.

Information Management Systems in the Supply Chain

2020 ◽  
pp. 600-616
Author(s):  
Maria José Sousa ◽  
Rui Cruz ◽  
Ivo Dias ◽  
Carla Caracol
Keyword(s):  
Supply Chain ◽  
Customer Service ◽  
Value Chain ◽  
Information Exchange ◽  
Information Technologies ◽  
Business Processes ◽  
New Technologies ◽  
Integrated Approach ◽  
Raw Material ◽  
Information Management Systems

This chapter analyzes the importance of technologies as drivers for managing supply chains. The focus will be on the advantages of the use of information technologies to improve company's efficiency to be competitive and for the reduction of costs, improvement of operations, improvement of relationships with customers, suppliers and partners, shortening of delivering times, streamlining and optimization of business processes and operations. The use of new technologies contributes to improve efficiency of supply chain management: raw material suppliers, component manufacturers, finished product manufacturers, wholesalers and retailers. Technologies allow an integrated approach to planning, control and monitoring of product flows, from suppliers to end users. They aim at improve customer service at reduced overall costs, and leads to the development of important relationships with logistics providers, suppliers, and customers in order to enhance information exchange and the coordination of business activities, which are the key advantages of an integrated supply chain with the collaboration among all the participants in the value chain.

Information Technology Strategic Alignment

2005 ◽  
pp. 1503-1507
Author(s):  
Fernando José Barbin Laurindo ◽  
Marly Monteiro de Carvalho ◽  
Tamio Shimizu
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Value Chain ◽  
Core Competencies ◽  
Strategic Alignment ◽  
It Applications ◽  
Points Of View ◽  
Important Position ◽  
Role Of It

Information technology (IT) has assumed an important position in the strategic functioning of leading companies in competitive markets (Porter, 2001). Particularly, e-commerce and e-business have been highlighted among IT applications (Porter, 2001). Two basic points of view can be used for understanding the role of IT: the acquisition of a competitive advantage at the value chain and the creation and enhancement of core competencies (Porter & Millar, 1985; Duhan et al., 2001).

Toward a Theory of IT-Enabled Customer Service Systems

2010 ◽  
pp. 364-383 ◽  
Author(s):  
Tsz-Wai Lui ◽  
Gabriele Piccoli
Keyword(s):  
Customer Service ◽  
Customer Value ◽  
Business Processes ◽  
Systems Design ◽  
Past Research ◽  
Service Systems ◽  
Future Research ◽  
Conceptual Foundation ◽  
Customer Services

As the use of customer service as a tool to create customer value and differentiation continues to increase, the set of customer services that surround the product rather than the product alone will increasingly become a source of competitive advantage and one of the most critical core business processes. However, there is a lack of a strong conceptual foundation for a service economy and a lack of theoretical guidance for optimal customer service systems design. In this chapter, the authors review past research around information systems facilitating customer services and identify the technical and social attributes of IT-enabled customer service systems, as well as the functionalities of customer service systems enabled by these attributes. Moreover, given the key role of customers as co-producers of the customer service experience, the authors address the role of customers’ characteristics in IT-enabled customer service systems. Finally, they identify existing research gaps and call for future research in these areas.

Toward a Theory of IT-Enabled Customer Service Systems

2010 ◽  
pp. 1977-1997
Author(s):  
Tsz-Wai Lui ◽  
Gabriele Piccoli
Keyword(s):  
Customer Service ◽  
Customer Value ◽  
Business Processes ◽  
Systems Design ◽  
Past Research ◽  
Service Systems ◽  
Future Research ◽  
Conceptual Foundation ◽  
Customer Services

As the use of customer service as a tool to create customer value and differentiation continues to increase, the set of customer services that surround the product rather than the product alone will increasingly become a source of competitive advantage and one of the most critical core business processes. However, there is a lack of a strong conceptual foundation for a service economy and a lack of theoretical guidance for optimal customer service systems design. In this chapter, the authors review past research around information systems facilitating customer services and identify the technical and social attributes of IT-enabled customer service systems, as well as the functionalities of customer service systems enabled by these attributes. Moreover, given the key role of customers as co-producers of the customer service experience, the authors address the role of customers’ characteristics in IT-enabled customer service systems. Finally, they identify existing research gaps and call for future research in these areas.

The Role of Electronic Commerce in the Global Business Environments

2016 ◽  
pp. 1014-1034
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Electronic Commerce ◽  
Organizational Performance ◽  
Value Chain ◽  
Business Performance ◽  
Digital Age ◽  
Electronic Technology ◽  
Global Business ◽  
Business Environments ◽  
Business Goals

This chapter presents the role of electronic commerce (e-commerce) in the global business environments, thus describing the overview of e-commerce, the strategy of e-commerce, the applications of e-commerce, the barriers to e-commerce adoption, the value chain of e-commerce, and the benefits of e-commerce. E-commerce is one of the most recognized forms of electronic technology applied to businesses. The effectiveness of e-commerce is significant for modern organizations that seek to serve suppliers and customers, improve business performance, foster competitiveness, and acquire routine success in global business. Thus, it is necessary for modern organizations to explore their e-commerce applications, expand a strategic plan to analyze their feasible advancements, and directly respond to e-commerce needs of customers. Applying e-commerce in the global business environments will significantly enhance organizational performance and achieve business goals in the digital age.

Section 1.b Introduction

2019 ◽  
Vol 1 (1) ◽  
Author(s):  
Nuša FAIN ◽  
Beverly WAGNER
Keyword(s):  
Value Chain ◽  
Open Innovation ◽  
Business Models ◽  
Strategic Change ◽  
Core Competencies ◽  
Knowledge Flows ◽  
Sustainable Competitive Advantage ◽  
External Stakeholders ◽  
Inside Out ◽  
Innovation Processes

Open innovation has been described as a means of assisting firms utilising ideas and knowledge from inside and outside the firm.  It has been defined as “a distributed innovation process based on purposively managed knowledge flows across organisational boundaries, using pecuniary and non-pecuniary mechanisms in line with the organisations business model” (Chesbrough et al, 2014, p vi). Open innovation strategies may lead to better financial performance by reducing costs related to innovation, increasing commercialisation and financial gain. Understanding open innovation in some way explains how sharing knowledge with internal and external stakeholders can promote innovation.  Understanding processes can reinforce the importance of engaging with customers early in concept development and design stages of new products and services. Also openness can promote co-creation between firms, customers, suppliers, academia and government. The essence of such cooperation by internal and external stakeholders creates relationships to explore common interests and goals. From an open innovation perspective, value creation and capture is accomplished by (i) outside-in open innovation, i.e. ideas drawn into the organisation from the external environment. This involves opening up organisation’s innovation processes to external inputs and contributions, (ii) Inside-out open innovation utilises unused or underused ideas and assets gathered from outside the organisation and (iii) Coupled open innovation links outside-in and inside-out open innovation processes combining knowledge inflows and outflows to collaboratively develop and commercialise an innovation. Traditionally, knowledge is considered as being held by the firm as core competences and it is assumed that this is a source of sustainable competitive advantage. Accordingly knowledge used in, and resulting from, innovation and the knowledge resulting from the innovation remains within boundaries of the firm. Open innovation opposes this view as it integrates diverse knowledge from the wider environment into the business ecosystem and creates new knowledge for multiple stakeholders. Due to the inter-disciplinary nature of open innovation it can be discussed and theorised from many viewpoints, such as strategy, value chain, business models, core competencies, knowledge creation and more recently in design management. Levels of analysis vary with considerable research frequently conducted at organisational level, while more is needed in areas such as inter-organisational value networks. To date, large organisation have been at the focus of open innovation research, primarily because they are able implement open innovation to some degree without strategic change. More recently, open innovation practices in SMEs have become important, as these small firms have insufficient resources to cover all innovation activities and must look beyond firm boundaries for growth opportunities. Thus, inter-organisational networks are important drivers of innovation in SMEs as they often struggle to make the best use of strong network ties.  Exploring open innovation in SMEs can provide insight into how best to utilise their networks.

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