Success Factors in Leveraging the Corporate Information and Knowledge Resource Through Intranets

2000 ◽  
pp. 306-320 ◽  
Author(s):  
Karin Breu ◽  
John Ward ◽  
Peter Murray
Keyword(s):  
Information Sharing ◽  
Business Performance ◽  
Implementation Strategy ◽  
Success Factors ◽  
Business Case ◽  
Knowledge Resources ◽  
User Training ◽  
Organization And Management ◽  
Management Changes ◽  
Corporate Information

The chapter presents the empirical findings of two large organizations’ attempts at competitively leveraging the knowledge and information sharing capabilities of intranets. The work sought to identify the organization and management requirements that are critical to the realization of business benefits of intranet investments. The qualitative analysis suggests that intranets do provide a communications infrastructure that enables communities to exploit their information and knowledge resources for improved business performance provided a number of enabling changes is implemented. Next to the provision of continual user training, the user community must compile the business case, appoint the content manager, and negotiate guidelines for use. Unless these organizational and management changes constitute an integral part of the implementation strategy, the intranet will fail to deliver its investment objectives.

The Recognization of Collaboration

2015 ◽  
pp. 43-75
Keyword(s):  
Information Sharing ◽  
Current Literature ◽  
Business Performance ◽  
Technology Development ◽  
Business Management ◽  
Social Perspective ◽  
Research Gap ◽  
Organizational Collaboration ◽  
Business Resources

With the phenomenon of information acquisitions and sharing, this section aims to drawn from experiences of collaboration for intellectual contributions. Especially in the recent global economic meltdown, there is increased complexity about how to optimize business resources on a worldwide scale. Hence, the role collaboration plays in business management is not only to facilitate information sharing but more importantly, to enhance business performance. This chapter reviews the current literature in the fields of collaboration, as well as the interaction between collaboration and business performance in the area of Wenzhou. Moreover, influences from political, legal, business forces, cultural, psycho-social and technology development would also affect the performance of collaboration. A detailed discussion of the importance of the trust underpinning inter-organizational collaboration is included from the psycho-social perspective. Currently, a research gap exists in the examination of the relationships between collaboration and business performance via diffusing e-business in this industry.

The Link Between Learning Capability and Business Performance in MNEs

2010 ◽  
pp. 160-176
Author(s):  
Isabel M. Prieto ◽  
Elena Revilla
Keyword(s):  
Financial Performance ◽  
Competitive Advantage ◽  
Business Performance ◽  
Knowledge Bases ◽  
Learning Processes ◽  
Superior Performance ◽  
Host Countries ◽  
Learning Capability ◽  
Knowledge Resources ◽  
Dimensions Of Learning

It is widely recognized that the development of learning capability is key to achieve a durable competitive advantage. This is especially true in the context of MNEs. When MNEs operate in disparate host countries, they enhance their knowledge bases, capabilities, and competitiveness through learning processes. The analysis of the relevance of learning capability to improve business performance and, thus, the organizational competence has been an important issue developed in literature. This chapter explains the link between learning capability and the improvement of business performance by comparing how the main dimensions of learning capability –knowledge resources and learning processesimpacts on performance, in terms of both non-financial and financial performance. It is argued that those MNEs with the highest levels in both their knowledge resources and learning processes obtain a superior performance.

Empirical Investigation of Critical Success Factors for Implementing Business Intelligence Systems in Multiple Engineering Asset Management Organisations

2011 ◽  
pp. 2039-2063
Author(s):  
William Yeoh ◽  
Jing Gao ◽  
Andy Koronios
Keyword(s):  
Business Intelligence ◽  
Asset Management ◽  
Delphi Study ◽  
Critical Success Factors ◽  
Success Factors ◽  
Business Case ◽  
Management Support ◽  
Critical Success ◽  
Compliance Requirements ◽  
Development Approach

Engineering asset management organisations (EAMOs) are increasingly motivated to implement business intelligence (BI) systems in response to dispersed information environments and compliance requirements. However, the implementation of a business intelligence (BI) system is a complex undertaking requiring considerable resources. Yet, so far, there are few defined critical success factors (CSFs) to which management can refer. Drawing on the CSFs framework derived from a previous Delphi study, a multiple-case design was used to examine how these CSFs could be implemented by five EAMOs. The case studies substantiate the construct and applicability of the CSFs framework. These CSFs are: committed management support and sponsorship, a clear vision and well-established business case, business-centric championship and balanced team composition, a business-driven and iterative development approach, user-oriented change management, a business-driven, scalable and flexible technical framework, and sustainable data quality and integrity. More significantly, the study further reveals that those organisations which address the CSFs from a business orientation approach will be more likely to achieve better results.

The Role of Business Process Reengineering in the Modern Business World

2016 ◽  
pp. 1802-1829
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Business Process ◽  
Business Performance ◽  
Success Factors ◽  
Business Process Reengineering ◽  
Process Reengineering ◽  
Change Initiatives ◽  
Business World ◽  
Top Management Commitment ◽  
Modern Business

This chapter reveals the role of business process reengineering (BPR) in the modern business world, thus illustrating the theoretical and practical concept of BPR, the applications of BPR, the drivers of BRR (in terms of internal drivers and external drivers), the critical success factors of BPR (i.e., egalitarian leadership, collaborative working environment, top management commitment, supportive management, information technology, change management, project management, and cross-functional coordination), the implementation of BPR, and BPR software tools. BPR is a systematic approach to helping an organization analyze and improve its processes in digital age. BPR is a continuum of change initiatives in order to deliver better business performance standards through establishing sustainable process capability in modern organizations. BPR has become a popular tool to dealing with rapid technological and business change in the global competitive environment. Applying BPR will greatly improve business performance and reach business goals in global business.

Critical Success Factors and Outcomes of Market Knowledge Management

2010 ◽  
Vol 6 (3) ◽  
pp. 1-21 ◽  
Author(s):  
Subramanian Sivaramakrishnan ◽  
Marjorie Delbaere ◽  
David Zhang ◽  
Edward Bruning
Keyword(s):  
Knowledge Management ◽  
Business Performance ◽  
Critical Success Factors ◽  
Success Factors ◽  
Future Research ◽  
Effective Management ◽  
Market Knowledge ◽  
Information Technology Adoption ◽  
Critical Success ◽  
Using Data

In this paper, the authors examine critical success factors and outcomes of market knowledge management, which is the management of knowledge pertaining to a firm’s customers, competitors, and suppliers. Using data collected from 307 managers in 105 businesses across Canada, the authors show that a firm’s extent of information technology adoption, its analytical capabilities, and market orientation are critical success factors for the firm’s market knowledge management. An important outcome of market knowledge management is the organization’s financial performance, mediated by customer satisfaction and customer loyalty. Results of this study indicate that superior business performance depends not only on the effective management of knowledge, but also on what type of knowledge is managed. Finally, implications of results and avenues for future research are discussed.

scholarly journals Investigation of the challenges facing public-private partnership projects in Australia

2019 ◽  
Vol 19 (1) ◽  
Author(s):  
Godfrey Charles Mwakabole ◽  
Argaw Tarekegn Gurmu ◽  
Linda Tivendale
Keyword(s):  
Success Factors ◽  
Risk Measures ◽  
Business Case ◽  
Project Planning ◽  
Public Private Partnership ◽  
Light Rail ◽  
Infrastructure Projects ◽  
Private Partnership ◽  
Critical Success ◽  
Political Interference

The practice of implementing infrastructure projects through a public-private partnership (PPP) arrangement is widely employed around the world with successful outcomes. However, this practice is not without challenges related to cost, time and quality variations, which the public is forced to bear. This study aims to explore factors influencing the termination of the East West Link project in Melbourne and present time and cost variation challenges facing the Sydney Light Rail project. This paper utilizes literature, investigating the critical success factors (CSF) for PPP infrastructure projects in an international context, and other readily available data sources such as Australian government publications, the case projects’ reports, news articles, and websites as the sources of data. The data gathered from these sources was then analysed to understand the project challenges and to investigate the relationship between CSF and the challenges. Four challenges were identified, including insufficiency of the business case, political interference, non-independence of implementing organizations and insufficient risk profile identification. The findings can assist to cover the loopholes that might cause similar failures in project planning, risk management, and policy and guideline frameworks. However, efforts should be made in improving the existing policies to accommodate political interests as part of risk measures under the national PPP guidelines. 

Logistics performance collaboration strategy and information sharing with logistics capability as mediator variable (study in Gafeksi East Java Indonesia)

2019 ◽  
Vol 36 (8) ◽  
pp. 1301-1317
Author(s):  
Indro Kirono ◽  
Armanu Armanu ◽  
Djumilah Hadiwidjojo ◽  
Solimun Solimun
Keyword(s):  
Information Sharing ◽  
Latent Variables ◽  
Latent Variable ◽  
Business Performance ◽  
Positive Impact ◽  
Partial Least Square ◽  
Least Square ◽  
Content Type ◽  
Strategic Role ◽  
Research Populations

Purpose The purpose of this paper is to analyze the effect of collaboration, capability and information sharing (IS) on logistic performance, the effect of collaboration and IS on capabilities, the effect of collaboration on logistic performance through capabilities, the influence of IS on logistic performance through capabilities and the effect of logistics capabilities on logistics performance. Design/methodology/approach This study uses a quantitative approach and is included in explanatory research. This research uses cross section research design. The research populations are all companies incorporated in GAFEKSI (Joint Forwarder and Expedition Indonesia) of East Java. Sampling in this research is by using a purposive sample. The sample of this study amounted to 47 forwarder and expedition companies. Data analysis method used is partial least square. Findings Collaboration has a positive impact on capabilities (CAP); capability (LOC) positive impact on logistic performance; collaboration does not directly affect the logistics performance; and construct capabilities (LOC) is the mediation of IS in building business logistics performance. Increasing the intensity of IS has no direct contribution to increased flexibility, and collaboration is driven by partnership and network, whereas CT (trust) can be ignored, as it is not proven to make a dominant contribution to collaboration. Originality/value The novelty of this research is found in the strategic role of capabilities as the dominant latent variable in building business performance of logistic companies. This study finds dual mediation, where both mediations are expressed as full mediation, because the direct effect of mediator latent variables is significant (Little et al., 2010; Hair et al., 1995).

Role and Contribution of Corporate Information Centers toward KM Initiatives: An Analysis of Managers' Perceptions

2004 ◽  
Vol 03 (01) ◽  
pp. 9-25 ◽  
Author(s):  
Laila Marouf
Keyword(s):  
Economic Development ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Driving Force ◽  
Organization And Management ◽  
Library Development ◽  
Information Professionals ◽  
Innovative Capacity ◽  
Corporate Information

Knowledge, since the late 1990s, has been increasingly seen as a primary business asset, while knowledge management (KM) has been perceived to be the key differentiator between firms in terms of their sustainability, profitability, innovative capacity, and change management. The reason for this interest in knowledge management is the belief that knowledge and its applications are the means by which creativity can be fostered (Nonaka and Nishiguchi, 2000), innovation enabled (Hargadon, 1998), and competencies leveraged so as to improve overall organizational performance. Since knowledge has become the driving force for economic development, attention to the organization and management of information and knowledge has increased tremendously. The knowledge management discourse has also captured the attention of professionals working in the library and information sector. In recent years, a body of literature has emerged that explicitly addresses knowledge management from the perspective of library and information professionals (Broadbent, 1997; Nicholson, 1997; Loughridge, 1999). This literature carries a key assumption that library and information professionals have an important role to play in knowledge management. KM is also assumed to be an instrument in enhancing professional image and role of the information professionals. Yunhua (1999) makes a clear case for library development from the perspective of knowledge management.

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