Collaborative Networks

The business landscape has changed dramatically in recent years. Innovative organisations are restructuring their business models. They are moving away from discrete linear value chains towards open innovation models such as networks. Small to Medium Sized Enterprises (SMEs) recognise that in order to survive they must be equipped with the relevant competencies required to design, develop and deploy innovative solutions that meet the needs of the end user. More and more small firms are collaborating with each other in order to create value added products and access new markets. However, the task of working in a collaborative network is not easy. SMEs find it particularly difficult to engage in these activities and experience many challenges in this regard. Moreover, there are very few support structures and systems available to guide successful knowledge sharing and collaboration. This chapter explores the fundamental concepts of collaborative networks and knowledge sharing, synthesises and presents some of the challenges faced by SMEs and identifies some critical success factors that should be considered to help overcome the barriers identified.

Well-Being and E-Business as an Influential Innovation

In this chapter the authors will introduce well-being and its benefits, first. Then, they will discuss connection between well-being and e-business and both positive and negative effects of this connection.

SME Managers’ Required Entrepreneurship and Business Competences

In a dynamic and competitive world, understanding the knowledge, skills and competences that managers of small and medium enterprises (SMEs) require is an important endeavour, to ensure that both academic and business training institutions offer well formed programs/courses and curricula. Several studies, conducted by academic researchers and business associations around the world, focused on identifying managers’ skills and competences, but there isn’t an overall perspective on today’s requirements of European SME managers. This is a critical aspect because managers’ competences strongly influence enterprises’ competitiveness and, therefore, the economic competitiveness of countries themselves. To help overcome this problem, the authors conducted a study in six European countries through a literature review and several interviews with business associations’ executives. The result is a list of 34 competences, which the authors organized in four categories: personal; team management; business; and technical. These competences are presented and discussed in this chapterand show that an SME manager should be well prepared in a rich set of complementary areas to perform her/his job. The findings enable a better understanding of the profile of SME managers from the point of view of required competences, and may help in the design of new training programs to fulfil the identified needs.

SME Adoption and Use of ICT for Networked Trading Purposes

Based on empirical evidence gained by a telephone survey of 375 SMEs (Small and Medium-sized Enterprises), this chapter uses logistical regressions as a means of identifying the potential for relationships between three variables - industry sector, firm size (as measured by employment), and age of firm - as they influence ICT ownership, ICT use and ICT benefits. Such inter-relationships can then be used to identify networked trading practice and proclivity. Data was gathered for firms on the basis of four industrial sectors (‘Media’, ‘Logistics’, ‘Internet Services’ and ‘Food Processing’) in a region encompassing West London and adjacent counties. Logistical regressions on the sample data suggest that possession, application and the benefits derived from ICT can be explained on the basis of single and multiple variables or as the result of none, and are individuated as either ‘just sector’, ‘just size’, ‘sector and size’, ‘sector and age’, ‘sector, size and age’ or ‘no variable’.

E-Commerce Penetration in the SADC Region

E-Commerce, and recently mobile commerce (m-Commerce: ePayment, eTickets, eBanking etc.), has shown a lot of potential for development in the Southern African Development Community (SADC) bloc given the growth in e-adoption of the region. Partly, this has been attributed to sound policies and initiatives thereby creating an enabling environment for e-Commerce to thrive. However, despite this positive note, there are also challenges that are being faced on an everyday basis concerning e-Commerce business and how this impacts the SME (Small Medium Enterprise) sector. This chapter aims to present these challenges and recommend on what should be done in order to consolidate and move forward the adoption of e-Commerce applications in the SADC region. It looks at exploratory studies of e-Commerce penetration specifically from four SADC member countries: South Africa (arguably currently considered the most economically sound and leader of e-Commerce utilization in Africa), Mozambique, Zimbabwe and Botswana. Arguably, a look at these four countries is believed to be adequately representative of the SADC bloc. In Africa, other than e-Commerce, there has been a transition (change of business models) where businesses are now done using m-Commerce (distributed dynamic computing where the host and agent keep on changing their locations). This chapter also reviews the growth of this new business model, and further looks at Africa’s infrastructure preparedness to adopt this new business model. It also looks at mobile phone subscription rates in the SADC region, level of trust in these business models, and the general value that this kind of business undertaking brings.

Information and Technology Management (ITM)

A competitive market gives the organizations a constant update on the management process of their businesses and allows the creation of new ways to take competitive advantage. Retail businesses need to identify the value perceived by customers as a strategic source of value generation. This chapter presented a competitive value generation methodology by identifying the most important values perceived by customers of a Volkswagen Car Dealer. There was application and analysis of two strategic instruments of research, a qualitative and another qualitative/quantitative one. As a result, the study obtained a proposal for value generation by setting the following strategic variables referent credibility/reliability.

Business Agility and Process Agility

Agility is an essential feature for SMEs and this chapter intends to examine if and how business processes, as currently understood, are able to promote it. Over the last years a number of viewpoints have emerged which exerted great influence on the design of notations and languages for business processes: the majority of them can be referred to as the centralized viewpoint, the role viewpoint, the conversational viewpoint, the case viewpoint and the cooperative one. These viewpoints provide different levels of agility and then beneficial results can be expected from their integration, which is the purpose of the proof-of-concept notation, AgileBPN, presented in this chapter. In AgileBPN, business processes are organized around conversations and role processes (encompassing the tasks pertaining to a given role); shared artifacts are represented as cooperative objects. The notation is illustrated with the help of an example referring to a business process meant to handle applications in a certain organization.

SMEs and E-Business

The adoption of E-Business by SMEs is a critical issue for economic development. More than 90% of world companies are SMEs and E-Business is widely recognized as a critical source of competitive advantage. Thus, it is important to understand why SMEs are lagging behind large firms in terms of E-Business adoption and assimilation. This chapter will attempt to search for explanations through a comprehensive analysis of main topics in terms of E-Business implementation, strategies and policy. It is believed that the inadequacy of existing E-Business adoption incentives and theoretical models may be due to SME specificity, as these companies are conditioned among other by resource availability and high CEOs/owners’ dependency. Empirical evidence shows that SMEs have erratic behaviors in terms of Information and Communications Technology (ICT) investment and need external support to integrate E-Business in the overall strategy of the firm.

The Diffusion of Internet Technology in Rural Minnesota

Two independent variables were statistically significant in predicting whether an organization would have a Web page: 1) organizational size measured by the number of paid employees; and 2) organizational complexity indexed by the number of unique job descriptions, physical locations in Minnesota, and physical locations in other states. The results of this research provide practical information to formal organizations considering the adoption of an organizational Web page.

Copying with Dynamic Change

The business environment around the world is in a continuous evolution process due to changes in global dynamics. Even though the energy sector has relied much on the known sources, the production process has gone through some notable changes due to inherent challenges and developments in knowledge management and technology use. The Offshore oil & gas production industry today, at least in the North Sea, is at a cross-road where the traditional operational concepts are seriously challenged due to various risk factors and commercial uncertainties. Subsequently, ‘Intergrated eOperations’ (IO) was adapted as the business solution for a sustainable future seeking major benefits by major players in the sector. This has begun to re-engineer the traditional practices and commercial operations, and the industry continuously seeks novel solutions for 24/7 online real-time operations. In this unique ‘eBusiness’ environment, SMEs encounter various technical and operational challenges to cope with the mass scale dynamic change process. In order to utilize IO for commercial advantage, SMEs are in the process of exploring various interface solutions today. With respect to the ongoing developments and the scopes of IO, ‘Collaborative business interfacing’ that is discussed in this chapter is to enable the SMEs to be ‘smarter together’ to capitalize on the potentials of IO through a strategic capability acquisition process. In the IO setting, and the eBusiness environment that it is expected to create, strategic business change is not an option for SMEs but an inevitable issue for survival and growth.