Managing enterprises and ERP systems:a contingency model for the enterprization of operations

Purpose: The purpose of this paper is to investigate enterprise resource planning (ERP) systems development and emerging practices in the management of enterprises (i.e. parts of companies working with parts of other companies to deliver a complex product and/or service) and identify any apparent correlations. Suitable a priori contingency frameworks are then used and extended to explain apparent correlations. Discussion is given to provide guidance for researchers and practitioners to deliver better strategic, structural and operational competitive advantage through this approach; coined here as the "enterprization of operations". Design/methodology/approach: Theoretical induction uses a new empirical longitudinal case study from Zoomlion (a Chinese manufacturing company) built using an adapted form of template analysis to produce a new contingency framework. Findings: Three main types of enterprises and the three main types of ERP systems are defined and correlations between them are explained. Two relevant a priori frameworks are used to induct a new contingency model to support the enterprization of operations; known as the dynamic enterprise reference grid for ERP (DERG-ERP). Research limitations/implications: The findings are based on one longitudinal case study. Further case studies are currently being conducted in the UK and China. Practical implications: The new contingency model, the DERG-ERP, serves as a guide for ERP vendors, information systems management and operations managers hoping to grow and sustain their competitive advantage with respect to effective enterprise strategy, enterprise structure and ERP systems. Originality/value: This research explains how ERP systems and the effective management of enterprises should develop in order to sustain competitive advantage with respect to enterprise strategy, enterprise structure and ERP systems use

A holistic supply chain integration theoretical framework within the Maltese manufacturing SMEs

Purpose: The thesis focus is to generate a theory on supply chain integration (SCI) within the Maltese manufacturing SMEs. Due to the current literature gaps there is lack of scholarly work associated with the theory of how to achieve SCI across the supply chain (SC) (Zhao et al., 2008; Flynn et al., 2010) and on holistic SCI frameworks (Holmberg, 2000; Mentzer et al., 2001; Flynn et al., 2010; Garetti & Taisch, 2012). The thesis seeks to address these gaps by trying to establish two main objectives: the SCI substantive theory; and the SCI holistic conceptual framework, needed to be adopted both within focal firm and beyond the dyad relationships across the SC. Method: The Straussian Grounded Theory methodology (GTM) was used to inductively derive the SCI theory. The research data collection and analysis was performed on 22 in-depth interviews from 17 firms within various manufacturing sector, using both primary and secondary data. The grounded theory data analysis was based on both Computer Assisted Qualitative Data Analysis Software (CAQDAS) and storyline narrative approaches to serve as data analytic triangulation tools so as to validate the emerged theory. Analytic intricacies and iterative sense-making was pivotal in all theorising stages to arrive at the final substantive theory with its conceptual framework. Findings: The research findings inductively established that the substantive theory is based on a cross-disciplinary approach mainly consisting of the following disciplines: management, leadership, business, manufacturing and SC strategies respectively and technology, both within information systems and manufacturing automated processes. The research established a substantive theory for SMEs to achieve SCI, which revolves around the integrative management and leadership approach (IMLA). The IMLA is considered to be an original conceptual term within the SCI theory, and it is defined to be both a driver and a binding force of all SC actors, based on the integration of a dual concept of management and leadership. The management approach maintains all the necessary quality standards and sustainable measures in place and at the same time streamline and optimise all activities to meet competitively all operational and business targets. The leadership approach focuses ideally on a shared leadership style, to promote a decentralised management approach based on teamwork initiatives, but it is not excluded that firms may adopt an individual leadership style, based on a centralised management approach. The research also established a set of propositions to contribute to the discipline scholarly work, which may also be tested by quantitative future research to increase the research robustness. Limitations: The findings are based on a relatively small sample of 17 firms involved in various positions within the SC. Practical & Methodological implications: The conceptual model with its underpinning theory and the recommended road map are to serve as a guide for all managers across the command chain in various SC positions to deploy the right IMLA, as the core theme within the conceptual model, to achieve outstanding competitive performance. This research also extends the applicability of GTM within the management discipline. Originality: This research outlines an original concept within SCI literature, which is a core driver, represented by the term IMLA. Such an IMLA is able to achieve a holistic SCI management approach beyond the SC dyadic relationship by adopting four leadership traits, situated within the strategic perspective of the firm based on the business, manufacturing and SC strategies with the role of technology as an enabler and even a driver to achieve competitive capabilities

The challenges for sustainable skills development in the UK automotive supply sector: policy and implementation

Original paper can be found at: http://www.gerpisa.univ-evry.fr/rencontre/16.rencontre/GERPISAJune2008/home.htmlThe European Automotive industry is a key strategic player in the European Union with an estimated 10 million workers. The majority of these work in the supply chain (CLEPA 2005). As a major employer, the sector must work to maintain its competitive edge if it is to keep that workforce engaged.Final Accepted Versio

Transferring Collective Knowledge: Collective and Fragmented Teaching and Learning in the Chinese Auto Industry

Collective knowledge, consisting of tacit group-embedded knowledge, is a key element of organizational capabilities. This study undertakes a multiple-case study of the transfer of collective knowledge, guided by a set of tentative constructs and propositions derived from organizational learning theory. By focusing on the group-embeddedness dimension of collective knowledge, we direct our attention to the source and recipient communities. We identify two sets of strategic choices concerning the transfer of collective knowledge: collective vs. fragmented teaching, and collective vs. fragmented learning. The empirical context of this study is international R&D capability transfer in the Chinese auto industry. From the case evidence, we find the expected benefits of collective teaching and collective learning, and also discover additional benefits of these two strategies, including the creation of a bridge network communication infrastructure. The study disclosed other conditions underlying the choice of strategies of transferring collective knowledge, including transfer effort and the level of group-embeddedness of the knowledge to be taught or re-embedded. The paper provides a group-level perspective in understanding organizational capabilities, as well as a set of refined constructs and propositions concerning strategic choices of transferring collective knowledge. The study also provides a rich description of the best practices and lessons learned in transferring organizational capabilities.http://deepblue.lib.umich.edu/bitstream/2027.42/39804/3/wp420.pd

Identify successful marketing communication strategies that apply to a small hair salon

A selected organisation provides hair dressing services and hair products to customers. The aim of this report is to analyse how the small hair salon could improve their marketing communication strategies in order to attract more customers and enhance the relationship between customers and the organisation. The approach to collecting information was to use a questionnaire with 50 participants, to gather primary information and to conduct a secondary research study. The result of this research was to decide that the role of a successful marketing communication strategy is to attract the customer to consume. In order to make the marketing communication strategy successful, it needs to choose a suitable channel that enables it to connect with the customer. New media is an effective channel that can promote the business to the customer and interact with them. New media is also suitable for a small business to use. A recommendation for the organisation is they create their own website page, Facebook page, YouTube video and WeChat group to promote themselves and interact with customers. Those channels are popular in New Zealand, with a high number of active users. Most the organisation customers like to use those channels too, so if the organisation applies those channels to their marketing communication strategy they will be able to attract customers and persuade them to consume more products

Examining the implications of the anti-money laundering and countering financing of Terrorism Act 2009 on New Zealand accounting firms

Money laundering is the act of introducing illicitly gained funds into the economy to assist in concealing their origin. On October 1 2018, it became mandatory for most New Zealand accounting firms to comply with the Anti-Money Laundering and Countering Financing of Terrorism Act 2009. The purpose of this act is to help detect and deter money laundering within New Zealand. The AML/CFT Act creates additional requirements for accounting firms and has severe penalties for non-compliance. This led to the research question of ‘What are the implications of the AML/CFT Act 2009 on New Zealand Accounting firms?’ For this research, interviews were conducted with accounting firms to help identify the costs and implications associated with the AML/CFT requirements. The results revealed that despite the October 1 deadline, accounting firms are still implementing programs. The new requirements were unclear and underestimated by firms. Large money and time costs were reported by all the interview participants and they all feel that the new requirements are excessive. As the AML/CFT Act is still new, it would be beneficial to explore further research in the future that examines the actual impact of maintaining the AML/CFT programs

Strategic planning for a SME

The purpose of this research is to find competitive advantages for an organisation and prepare a long-term strategic planning for the SME. In a New Zealand context, small business enterprises play vital roles in business and the economic sector. However, most small business do not have specific competitive advantage and long-term strategies to compete in the market. Both qualitative and quantitative approaches have been used as mixed method research. Interviews and surveys have been done. Using those methods, researchers are intended to use the most effective implementation methodology to find out the best solution to the problem and cause of a SME. Location and customer satisfaction have been identified as the prime factors for the firm to run the business successfully. The business has been operating smoothly without using any further strategies to compete in the market. Recommendations involve pricing, advertising and stock management

Sales training

This project involves discovering how sales training works and the impacts of sales training. The goal is to show how sales training can help a business grow and to set benchmarks in the market. After the negative impact in the performance of sales representatives of a national company in the sales industry, their management made decisions about changes which need to be taken to get good results from sales training. The method which has been used to complete this study is desktop training, which includes self-experiences and secondary data. It is necessary to have appropriate and successful training which delivers the best to the company. The main aim of this research is to study and analyse the training procedure and processes in a business, since the training process involves more activities that require mental strength with the willingness to perform well with learning. The overall study of the process includes investigating lack of training, practice time and overcoming doubts raised by the customer at the time of performing the job. Hence, it is recommended that businesses should deliver new strategies and conduct more training sessions and online modules, leading to the success and growth of employees

Small business preference for software package

Until late 2016, the majority of small business uses QuickBooks and Excel to do their accounting work. However, the functions of these accounting tools are insufficient, and also the demands of companies are increasing. It has become inefficient and antiquated to use the software. A small business looked for new accounting software, but found that choosing an accounting software system is not straightforward, as every software package consists of different functions for users. The aim of this research was to analyse small business’ perceptions and preferences for accounting software systems in New Zealand. This is followed by an analysis of why users might want to replace their previous accounting software systems. In addition, the requirements for selecting accounting software were analysed. The main method used was qualitative research. Three people were interviewed regarding the reason for replacing their previous accounting software system. The first interviewee had not changed their accounting software system previously, but their reason for replacing their current accounting software system was that their previous accounting software system lacked the functionality he wanted. The second interviewee said e she disliked that the system frequently crashed and that it lacked the features she wanted. The reason why the last interviewee changed her previous accounting software system was that MYOB system could not improve her work efficiency