scholarly journals C2F2C Strategy Development: The Sichuan Fanqing Furniture Industry Company Case Study

2019 ◽  
Vol 07 (10) ◽  
pp. 61-71
Author(s):  
Zhong Liang ◽  
Yin Jin ◽  
Maria Santos
2006 ◽  
Vol 10 (4) ◽  
pp. 249-267 ◽  
Author(s):  
Tomi Ventovuori

The aim of this paper is to identify the different elements of the sourcing strategy decision‐making process and to clarify what are the factors that lead to the selection of a certain sourcing strategy in FM services. The study is based on a literature review and a multiple case study, which was conducted with four organizations representing different types of FM service clients. To find the optimal sourcing strategy and understand the consequences of different sourcing options, five decision categories must be analysed: sourcing interface, organizational decision‐making, the scope of service package, the geographical area of sourcing and relationship type. There are also some other elements that must be taken into account in the process of sourcing strategy development such as different elements of business in general and the prevailing market conditions. It is strongly suggested that companies could apply the presented integrated approach as a starting point for the development of sourcing strategies in FM services. In addition, this study shows that companies should view the development of sourcing strategies as an important phase of the procurement cycle.


2021 ◽  
Author(s):  
◽  
Singkham Lueyeevang

<p>Over the last decade, construction of hydropower dams has increased rapidly around the world, including in developing countries. For many countries including Laos, energy production and export play a significant role in promoting and boosting economic growth and development. Energy production generates substantial revenue and foreign exchange from exporting electricity and expands economic activity domestically. However, construction of hydropower dams also causes negative effects on the people who live at and around the dam site. Some local communities have been affected indirectly, while others require relocation to other areas bringing significant change, including for women. This research explores the impact of resettlement from hydropower dam creation on women by using the Nam Mang 3 hydropower dam in central Laos as a case study. This dam, completed in 2005, required the relocation of approximately 150 households from two villages at the dam site. The research draws on a social constructivist epistemology, qualitative methods including semi-structured interviews, and analysis of relevant policy documents. Interviews involved 18 participants including both male and female from the three affected villages. Results indicate that the resettlement of villagers by the Nam Mang 3 hydropower dam has generally improved living conditions of the resettled communities. Women were found to have greater opportunities to benefit from home-based business, employment and wage labouring. In addition, with better access to modern facilities and services, women have been able to save greater time from agricultural activities and divert this time saving to other economic activities. Overall, access to water supplies, roads, and transport have reduced women’s workload significantly. Access to improved health services and facilities have also improved women’s wellbeing. Girls have greater opportunities to attend school and seek employment in towns. However, this research identified some challenges experienced by the resettled such as the reduction of agricultural and grazing land area, and that new livelihood options were not accessible to all women. Instead of these challenges, the experience with the Nam Mang 3 hydropower project has highlighted one of the key lessons learnt that is worth highlighting for future resettlement programs, which is to have the resettlers fully engaged in the entire process of resettlement and livelihood strategy development.</p>


Author(s):  
Carmine Carmine Sellitto ◽  
Paul Hawking

Organizations have adopted business intelligence solutions with a mixed degree of benefits. Some businesses highlight significant outcomes, while others identify limitations or shortfalls in the benefits derived. Notably, the alignment of business strategy with the adoption of business intelligence processes has been an important predictor of firms being able to achieve organizational wide benefits. The chapter uses a case study approach to document the informational needs achieved through aligning organizational strategy and the adoption of business intelligence solution at two distinct companies. The adoption approaches used by each firm, although different, reflect the important areas in which business intelligence is most useful—strategic alignment, governance, and information presentation.


Author(s):  
Summer E. Bartczak ◽  
Ellen C. England

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.


2011 ◽  
pp. 2397-2422
Author(s):  
Summer E. Bartczak ◽  
Ellen C. England

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.


2019 ◽  
Vol 8 (2) ◽  
pp. 182-194
Author(s):  
Sari Wahyuni ◽  
Kenji Onodera ◽  
Wahyuningsih

In many literature on innovation, it has been proven that the success of innovation is highly influenced by interorganizational collaboration. The purpose of this case is to provide a complete case study on how academic-business-community-government (ABCG) plus bank partnership can be nurtured to create innovation. To develop successful innovation that could provide hallo economy impact, a systematic strategy development is needed with the support of strong partnership between ABCG and banks. This study uses qualitative approach (direct observation) by taking a case study of Technology Advanced Metropolitan Area (TAMA) in Japan who has successfully developed Greater Tokyo Initiative (GTI). Result of this study shows that to develop a successful cluster, there is a need of systematic cluster strategy with the help of ABCG and bank partnership. This strategy should include cultivation of key persons for local industrial vitalization, analysis for new industries, any kind of supports for planning industrial vitalization plan, supports for collaboration with other areas and also overseas marketing. TAMA is a comprehensive example of ABCG collaboration that not only develop regional network so that some projects can run smoothly but also create collaboration with other cluster in Japan and in the world to contribute to global innovations to strengthen their network.


Author(s):  
Summer E. Bartczak ◽  
Ellen C. England

It is widely acknowledged that an organizational knowledge management strategy is a desired precursor to the development of specific knowledge management (KM) initiatives. The development of such a strategy is often difficult in the face of a lack of organizational understanding about KM and other organizational constraints. This case study describes the issues involved in developing a new KM strategy for the Air Force Material Command (AFMC). It centers around the AFMC KM program manager, Randy Adkins, and his challenges in developing the future KM strategy direction for the AFMC enterprise. The case study begins with a description of the history of the AFMC KM program and the existing KM system, but then focuses primarily on issues to be considered in future strategy development, such as maintaining top leadership support and understanding, conflict with the IT organization, funding cuts, future KM system configuration needs, and outsourcing of KM. The intent of this case study is to demonstrate, using Randy Adkins and AFMC as an example, many common issues that can be encountered as leaders struggle to develop viable KM strategies.


Author(s):  
A. Toit

This chapter explains how to translate an organization’s strategic aims into key intelligence needs (KINs) and how to prioritize and categorize the needs. It argues that an essential aspect for any competitive intelligence (CI) professional is to gain the confidence of management to determine what information about the environment should be collected in order to produce intelligence. Furthermore the author hope that understanding how to determine a set of KINs as derived from an organization’s vision, mission, and strategic objectives and how to break down KINs into general and specific KINs will assist CI professionals to understand what their internal customers want to know about, need to know about and should know about and why, when they need to know it, and who needs to know it by identifying KINs. The application of KINs in a practical situation is illustrated in a case study of a South African company in the furniture industry.


2015 ◽  
Vol 96 ◽  
pp. 308-318 ◽  
Author(s):  
D.R. Iritani ◽  
D.A.L. Silva ◽  
Y.M.B. Saavedra ◽  
P.F.F. Grael ◽  
A.R. Ometto

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