A Qualitative study on Innovation and Dimensional aspects of Omnichannel Retail Business Model

The purpose of the study is to elucidate linkage of Omnichannel retail business model with innovation and technological advancements. The study is exploratory and qualitative in nature, based on primary and secondary data sources collected from varied retail sectors such as fashion, furniture, eyecare and electronics . The study has used Business Model Canvass (BMC) as a tool for strategic analysis. The study presents findings about business model and strategies in Omnichannel context from Indian retailers. The findings of the study posits four main dimensions resultant of digitalization and technological advancements in Omnichannel retail, namely Omnichannel Intensity, Organizational Structure Integration, Operations and Supply Chain Management Innovation, Data Analytics and Intelligence. Cross-channel Integration and Data Analytics & Intelligence have been found to be contributing enormously towards the strategic growth of Omnichannel retailers, thus emerging as the prominent managerial implications of the study.

Re-AbilityLab

This study aims to show the methodology of implementation of the Skills Laboratories (Re-AbilityLab) at the Institute of Physical Medicine and Rehabilitation of the Hospital das Clínicas of the Faculty of Medicine of the University of São Paulo. These Skill Labs offer activities to maximize patient performance by promoting specific functional outcomes, which are described in the International Classification of Functionality. The activities are dynamic and carried out by a multidisciplinary team in the areas of health, education, and management. Innovation and strategic aspects of the knowledge economy are structured in the management of this project to enhance the achievement of purposes and results. The implementation process includes solutions adopted, definition of responsibilities, difficulties faced, benefits, functionality of the methods applied, and lessons learned. Mapping the process from the current scenario to the desired contributes to the transition from a care model (linear, refractory, obsolete) to an exponential model of care (intangibles, incremental innovation).

MANAGEMENT INNOVATION AS A FACTOR OF INCREASE COMHLTITIVENESS OF ENTERHRISES

The essence of managerial innovations is determined and the problematic aspects of innovative management in Ukrainian enterprises under modern conditions are highlighted. The question of introduction of managerial innovations as a factor of increasing the competitiveness of enterprises in developed countries is analyzed. The ways of increase of competitiveness of the Ukrainian enterprises on the basis of introduction of managerial innovations are offered. Fundamentally new generations of equipment require adequate technological forms of production organization and management methods. The role of strategic management in the critical moments of the formation of new directions and generations of technology increases sharply. Their development, development, and distribution are associated with the breaking of proportions and existing ideas of technological, economic, and psychological restructuring. We need new (innovative) strategic management solutions to overcome the force of inertia, support the new, go to a radical restructuring of the areas of development, production and application of technology, the organization of the production process and personnel management.

Analisis Kinerja Keuangan Sektor Perbankan Sebelum dan Sesudah Adanya Perusahaan Teknologi Finansial

Purpose: The intention of the research was to examine if there were any discrepancies in banks ’ financial performance before and after the introduction of financial tech firms. Research Methodology: The study's subject was registered banking on the Indonesia Stock Exchange (IDX), with 38 banks chosen as a sample over a two-year period before the introduction of financial tech firms (2013-2014) and two years after the existence of financial tech firms (2016-2017). With a 5% significance rate, the tests utilized in this paper were Paired Sample T-test (normal data) and Wilcoxon Sign Rank Test (abnormal data) with SPSS 25 software assistance. Results: The outcomes of this research, after the arrival of financial technology enterprises, there is a discrepancy in profitability, liquidity, and capital. Limitations: This research's limitations are that certain banks did not leak consecutive financial statements during the research period, and earlier studies had no specific explanation on the same topic. Contribution: The insights can be used by academics as a reference, by the Bank as a foundation for financial management innovation, and by investors as a source of knowledge and consideration when making investment decisions.

Management innovation: the influence of institutional pressures and the impact on competitive advantage

PurposeDrawing on DiMaggio and Powell's (1983) perspective of institutional theory, this study examines the influence of institutional pressures on the adoption of management innovation and the subsequent impact of management innovation on competitive advantage.Design/methodology/approachData were obtained from 156 middle-level managers in Australia using a survey questionnaire, with data analysed using structural equation modelling.FindingsThe results show that internal coercive pressures and normative pressures are positively associated with both dimensions of management innovation (i.e. practices and techniques). However, external coercive pressures were found to negatively influence management innovation techniques, and no association was found between mimetic pressures with either dimension of management innovation. Finally, both dimensions of management innovation were found to exhibit a positive influence on competitive advantage.Originality/valueThe findings provide organisations with an insight into the institutional factors that affect their ability to introduce new management practices and techniques (i.e. management innovation) and the role of management innovation in enhancing competitive advantage.

Applying Principles of Management Innovation in Advertising Agencies

With the advertising industry and practice changing significantly in the last decade, it is likely that the existing management practices in advertising agencies also need some transformation. Through exploring management innovation principles and practices, novel practices might be applied by advertising agencies to exploit changes in their environment and enhance organizational performance. This paper explores the application and framework for novel management practices in an advertising agency. A proposed model is based on the principles of management innovation and the activities needed to drive management innovation. The topic is relevant for advertising agencies to understand better management innovation possibilities and enhancement it could create for them to compete in new markets and stay ahead of new competition. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.