Digital Technology Deployment in Multi-National Enterprises

2022 ◽  
pp. 18-33
Author(s):  
Jose Irizar
Keyword(s):  
Value Chain ◽  
Success Factors ◽  
Business Processes ◽  
New Technologies ◽  
Autonomous Driving ◽  
Continuous Growth ◽  
Technology Deployment ◽  
Critical Success ◽  
Shared Mobility ◽  
Skill Requirements

After the longest period of continuous growth in its history, the automotive industry is experiencing a most dramatic downturn. The challenge for automobile companies is not just to cope with the three converging trends of vehicle electrification, autonomous driving, and shared mobility, but also to make the best judgement on how and where to invest in a declining market. Digital is becoming the de facto way of operating along the value chain. Advanced automation, artificial intelligence (AI), and additive manufacturing will reshape traditional processes. This chapter reports upon the implementation of new digital technologies and related critical success factors in two multi-national industries, with major interests in the automotive sector. It takes an empirical approach, analysing use cases, projects, and input from experts. The findings assess the repercussions for IT strategy and changes in business processes impacted by the use of new technologies and illustrate how people skill requirements have evolved, both within the IT organisation and in other company departments.

Business Models with the Development of Digital iTV Services

2011 ◽  
pp. 320-338
Author(s):  
Margherita Pagani
Keyword(s):  
Value Chain ◽  
Success Factors ◽  
Business Models ◽  
New Technologies ◽  
Interactive Television ◽  
Critical Success ◽  
Broadcasting Industry ◽  
New Business ◽  
Gate Keeping

The advent of digitalization is providing big opportunities, which are changing the shape of the broadcasting industry. New business models and revenue opportunities based on digital capabilities are emerging. The purpose of this chapter is to outline the different business models adopted in Europe in terms of contents offered and related revenue opportunities. After reviewing the business model literature and analyzing the value curve of interactive television (iTV) services the chapter addresses the following research questions: (1) How to cross the chasm of knowledge? (2) How to explore the opportunities opened by new technologies? (3) Which trends will influence the launch of new ITV services? The chapter describes revenue flows among the value chain elements, critical success factors for achieving competitive position, the role of content, and customer gate keeping in the new competitive environment.

scholarly journals Adaptive model to support business process reengineering

2021 ◽  
Vol 7 ◽  
pp. e505
Author(s):  
Noha Ahmed Bayomy ◽  
Ayman E. Khedr ◽  
Laila A. Abd-Elmegid
Keyword(s):  
Business Process ◽  
Success Factors ◽  
Business Processes ◽  
Business Environment ◽  
Process Time ◽  
Critical Success ◽  
Proposed Model ◽  
Before And After ◽  
Time Cycle ◽  
The One

The one constant in the world is change. The changing dynamics of business environment enforces the organizations to re-design or reengineer their business processes. The main objective of such reengineering processes is to provide services or produce products with the possible lowest cost, shortest time, and best quality. Accordingly, Business Process Re-engineering (BPR) provides a roadmap of how to efficiently achieve the operational goals in terms of enhanced flexibility and productivity, reduced cost, and improved quality of service or product. In this article, we propose an efficient model for BPR. The model specifies where the breakdowns occur in BPR implementation, justifies why such breakdowns occur, and proposes techniques to prevent their occurrence again. The proposed model has been built based on two main sections. The first section focuses on integrating Critical Success Factors (CSFs) and the performance of business processes during the reengineering processes. Additionally, it implements the association rule mining technique to investigate the relationship between CSFs and different business processes. The second section aims to measure the performance of business processes (intended success of BPR) by process time, cycle time, quality and cost before and after reengineering processes. A case study of the Egyptian Tax Authority (ETA) is used to test the efficiency of the proposed model.

Managing “Virtuality”

2014 ◽  
pp. 29-48
Author(s):  
Sandra Morley ◽  
Kathryn Cormican ◽  
Maébh Coleman
Keyword(s):  
Virtual Teams ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Technologies ◽  
Enterprise 2.0 ◽  
Virtual Teamwork ◽  
Critical Success ◽  
Strategic Implementation ◽  
Structured Approach ◽  
Organisational Level

A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.

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.

Managing “Virtuality”

2017 ◽  
pp. 192-213
Author(s):  
Sandra Morley ◽  
Kathryn Cormican ◽  
Maébh Coleman
Keyword(s):  
Virtual Teams ◽  
Critical Success Factors ◽  
Success Factors ◽  
New Technologies ◽  
Enterprise 2.0 ◽  
Virtual Teamwork ◽  
Critical Success ◽  
Strategic Implementation ◽  
Structured Approach ◽  
Organisational Level

A wealth of research is associated with virtual teams and collaboration technologies; however, no integrated model is available to guide decision-makers at large organisations in the strategic implementation and management of “virtuality.” Whilst collaboration through technology has become commonplace in modern teams, it is not yet clear if Enterprise 2.0 organisations have made changes to accommodate and support this new mode of work. In other words, managing “virtuality” requires supporting tools and research in order to maximise the benefits and diminish the challenges inherent in it. This chapter presents findings of research relating to managing “virtualtiy” that culminates in the development and evaluation of a management model that guides large organisations in implementing and managing virtual teams. The findings demonstrate that there are benefits associated with virtual teamwork; however, a structured approach is essential to realise and maximise such benefits. The authors uncover several critical success factors in managing virtual teams, and they also learned that the implementation of enabling technologies must be carefully planned to ensure successful adoption by the intended audience. This chapter provides practitioners with a structured approach to implementing and managing virtual teams in an Enterprise 2.0 environment. Essential conditions for success are identified, specific organisational level tasks are presented, a process to ensure the introduction of new technologies is documented, and the critical success factors to create and manage virtual teams are synthesised and presented.

The Critical Success Factors of Web-Based Supply Chain Collaboration Adoption

2010 ◽  
pp. 1956-1976
Author(s):  
Saad Ghaleb Yaseen ◽  
Khaled Saleh Al Omoush
Keyword(s):  
Supply Chain ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Processes ◽  
Supply Chain Collaboration ◽  
Management Support ◽  
Web Based ◽  
Performance Effectiveness ◽  
Critical Success ◽  
And Performance

This chapter aims to identify the Critical Success Factors (CSFs) and outcomes of Web-based Supply Chain Collaboration (SCC). A total of 230 questionnaires were initially distributed to sample respondents of seven manufacturing firms in Jordan that use Web systems to collaborate with supply chain members. The results showed that top management support, IT infrastructure, training and education, business processes reengineering, trust among partners, open information sharing, and performance measurement are critical factors for Web-based SCC implementation success. In addition, this study revealed that Web-based SCC implementation is positively related to supply chain relationship quality, performance effectiveness, and performance efficiency.

Critical Success Factors of ERP Implementation

2011 ◽  
pp. 758-765
Author(s):  
Leopoldo E. Colmenares ◽  
Jim O. Otieno
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Business Processes ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp System ◽  
Critical Success ◽  
Systems Implementation ◽  
Sales And Marketing ◽  
Share Data

An enterprise resource planning (ERP) system is an integrated set of programs that provides support for core organizational activities, such as manufacturing and logistics, finance and accounting, sales and marketing, and human resources. An ERP system helps the different parts of an organization share data and knowledge, reduce costs, and improve management of business processes. In spite of their benefits, many ERP systems fail (Stratman & Roth, 1999). Implementing an ERP system is a major undertaking. About 90% of ERP implementations are late or over budget (Martin, 1998), and the success rate of ERP systems implementation is only about 33% (Zhang et al., 2003).

scholarly journals Barriers and Drivers for Applying Fish Traceability System in Emerging Market

2018 ◽  
Vol 7 (4.15) ◽  
pp. 262
Author(s):  
Elimawaty Rombe ◽  
Rahmat Mubaraq ◽  
Suryadi Hadi ◽  
Rizka Adriansyah ◽  
Gatha Vesakha
Keyword(s):  
Consumer Behavior ◽  
Operations Management ◽  
Success Factors ◽  
Business Processes ◽  
Emerging Market ◽  
Case Analysis ◽  
Theoretical Framework ◽  
Cost Information ◽  
Traceability System ◽  
Critical Success

Fish traceability system provides more values for entities to improve their business processes. The philosophy of traceability is that the process is shared along the chain and promote visibility of quality. In this paper, the barriers and drivers are identified and the problem of fish traceability is defined. Five entities examples are analyzed using a critical success factors (CSFs) theoretical framework. The paper offers a framework for managers which provides the basis for developing a fish traceability system. The case analysis identifies different approaches to fish traceability, highlights the barriers include laws and regulations, coordination, cost, information and infrastructure. Meanwhile, the drivers of applying fish traceability system include seafood fraud risks, sustainability information, expanding market, consumer behavior, and efficiency of operations management. This paper contributes to provide dimensions which can be considered by fishery industry, programmers and government before they plan to build a traceability system.  

Critical Success Factors of ERP Implementation

2005 ◽  
pp. 628-633 ◽  
Author(s):  
Leopoldo E. Colmenares ◽  
Jim O. Otieno
Keyword(s):  
Enterprise Resource Planning ◽  
Success Factors ◽  
Business Processes ◽  
Resource Planning ◽  
Erp Systems ◽  
Erp System ◽  
Critical Success ◽  
Systems Implementation ◽  
Sales And Marketing ◽  
Share Data

An enterprise resource planning (ERP) system is an integrated set of programs that provides support for core organizational activities, such as manufacturing and logistics, finance and accounting, sales and marketing, and human resources. An ERP system helps the different parts of an organization share data and knowledge, reduce costs, and improve management of business processes. In spite of their benefits, many ERP systems fail (Stratman & Roth, 1999). Implementing an ERP system is a major undertaking. About 90% of ERP implementations are late or over budget (Martin, 1998), and the success rate of ERP systems implementation is only about 33% (Zhang et al., 2003).

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