243,044 research outputs found
Comparing alignment factors in SMEs and large organizations: a planning integration perspective
Measurement of the alignment between business strategies and information systems (IS) has demonstrated positive impact for the organizational performance. The factors that have proved relevant when assessing the maturity level of alignment are: communication, competency/value measurement, governance, partnership, architecture & scope, and skills. Existing research, however, has focused on the assessment of these factors on large organizations and has barely explored their impact on Small and Medium Enterprises (SME). This paper uses the data provided by 127 participants from large and SMEs in order to identify whether the aforementioned factors are also relevant for assessing the level of alignment maturity in SMEs. The results from this research suggest that there are not significant differences between large organizations and SMEs when assessing those factors. In addition, this research also explored the relation between different planning integration of alignment (independent, sequential and simultaneous) in order to measure the perceived relevance of the factors. The results suggest that the planning integration identified on SMEs and large organizations has a positive correlation on how these factors are ranked. For both SMEs and large organizations where the formulation is simultaneous, the relevance of the factors is higher perceived than it is for those where the formulation is independent or sequential
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Using ERP as a basis for Enterprise application integration
Architecting and implementing e-Business supply chain solutions across and within the modern day enterprise, is now becoming a necessity in order to maintain competitive and be adaptable to market needs. As such, the integration of information and processes is a vital step, using technologies such as using Enterprise Resource Planning (ERP), Supply Chain Management (SCM) and enterprise portal platforms. The effective sharing of resource planning and other enterprise related data across and within the enterprise is typically seen as a facet of a business to business (B2B) platform. However, such infrastructures typically involve a tight integration across intra and inter-organisational systems. This paper examines an Enterprise Application Integration (EAI) initiative taken by a global manufacturer of industrial automation products, which attempted to utilise ERP as an integration tool across its internal B2B infrastructure, to achieve such an aim. This paper discusses those integration considerations and complexities, experienced by the case company upon embarking on an EAI integration programme through the adoption of a core ERP as a catalyst for organizational change. In doing so the authors present an analysis of the inherent risks and limitations of this approach in terms of previously published literature in the field, relating to technology-driven organizational change and EAI impact and adoption frameworks
View from the Top: How Corporate Boards Can Engage on Sustainability Performance
Corporate boards are responsible for overseeing the interests of shareholders in the long term and have a critical role to play in championing sustainability across the enterprise. Over the years, Wall Street research, academic papers, corporate reports and trends from major investors have all underscored the same message: Companies that adopt sustainable practices deliver superior financial results and can face the future with more resilience.Based on interviews conducted with dozens of corporate directors, senior corporate leaders and governance experts, this Ceres report identifies key strategies for effective board engagement that can produce tangible environmental and social impacts. Specifically, the report recommends two inter-related approaches for weaving sustainability more deeply across board functions:Integrating sustainability into board governance systems, andIntegrating sustainability into board actions.By combining robust systems and meaningful actions, boards will have a far better chance of encouraging substantive performance improvements
Banking on Nature's Assets: How Multilateral Development Banks Can Strengthen Development by Using Ecosystem Services
Outlines the benefits of integrating the management of ecosystem services and trade-offs into strategies to improve economic development outcomes, mitigate climate change effects, and reduce economic and human costs. Recommends tools and policy options
CGIAR Research Program on Forests, Trees and Agroforestry - Plan of Work and Budget 2020
There were no significant changes in 2019 to FTA’s theory of change1. FTA plans all its work on the basis of its operational priorities. These, in turn, focusresearch towards major development demands and knowledge gaps, orienting FTA towards the implementation of the SDGs and other global commitments. Three operational priorities were added in 2020 (see list in Appendix 1) to better delineate pre-existing research areas addressing development bottlenecks needing dedicated investment and visibility: smallholder tree-crop commodities, tree seeds and seedlings delivery systems, and foresight. FTA organized in 2019, at the request of its ISC, a joint ISC-FTA workshop on impact assessment methods for the program. Based on the outcomes of this workshop FTA will, inter alia, revisit in 2020 its impact pathways and end of programme outcomes, and if need be, corresponding adjustments to the ToC of FTA and/or of its FPs will be made
CGIAR Research Program on Forests, Trees and Agroforestry - Plan of Work and Budget 2020
There were no significant changes in 2019 to FTA’s theory of change1. FTA plans all its work on the basis of its operational priorities. These, in turn, focusresearch towards major development demands and knowledge gaps, orienting FTA towards the implementation of the SDGs and other global commitments. Three operational priorities were added in 2020 (see list in Appendix 1) to better delineate pre-existing research areas addressing development bottlenecks needing dedicated investment and visibility: smallholder tree-crop commodities, tree seeds and seedlings delivery systems, and foresight. FTA organized in 2019, at the request of its ISC, a joint ISC-FTA workshop on impact assessment methods for the program. Based on the outcomes of this workshop FTA will, inter alia, revisit in 2020 its impact pathways and end of programme outcomes, and if need be, corresponding adjustments to the ToC of FTA and/or of its FPs will be made
Customer Enquiry Management in a Global Competitive Context: A Comparative Multi-Case Study Analysis
Business-to-Business (B2B) relationships, such as between a manufacturer and a customer, are increasingly important during the Customer Enquiry Management (CEM) process, particularly so for non-Make-To-Stock (non-MTS) companies operating in industrial markets. Few empirical studies have explored the CEM practices adopted by firms in practice. A study of the Italian capital goods sector by Zorzini et al. (2007) is a recent exception. Moreover, most studies have approached CEM from a cross-department integrated perspective but in the digital economy, and with globalization, outsourcing and extended supply chains, CEM needs to be approached from a broader supply chain-oriented perspective, incorporating B2B exchanges. This paper builds on the study by Zorzini et al. (2007) by conducting multi-case study research with seven UK-based companies in the capital goods sector, including three sales and support companies with offshore manufacturing. By adopting a cross-national research perspective, it assesses whether the proposed theory applies to other capital goods firms outside Italy. By also adopting a supply chain perspective of CEM it investigates current industry practice in B2B markets and explores whether cross-functional coordination and formalization issues can be extended into a global context. Evidence from the UK generally supports prior theory, confirming links between high levels of coordination, formalization of the CEM process and improved performance. Some refinements are proposed, for example, in order to make the theory suitable for a global context. The characteristics of a supply chain are important factors that affect CEM. This research has managerial implications for improving the CEM process in non-Make-To-Stock (non-MTS) capital goods companies from both an intra and an inter-organisational (B2B) perspective. Coordination with partners along the supply chain is needed at the enquiry stage and constraints linked to global customers should be considered when structuring the
Determining Sustainable Development Density using the Urban Carrying Capacity Assessment System
Diverse urban problems in the capital region of Korea occur due to over-development
and over-concentration which exceed the region’s carrying capacity. Particularly,
environmental problems such as air and water pollution have become more evident and
become central issues for urban planners and decision-makers. In achieving
sustainable environment through resolving such problems, practical approaches to
incorporate the concept of environmental sustainability into managing urban
development are needed.
This research aims at developing an integrated framework for assessing urban
carrying capacity which can determine sustainable development density, and has yielded
the following. First, seven determining factors for urban carrying capacity including
energy, green areas, roads, subway systems, water supply, sewage treatment, and waste
treatment were identified, and the assessment framework was developed by integrating
such factors. Second, the UCCAS, a GIS-based carrying capacity assessment system
was developed based upon the framework. Finally, through a case study of
determining carrying capacity of an urban area, it was revealed that decision support
with the UCCAS demonstrated in this research could play a pivotal role in planning and
managing urban development more effectively
Key factor for hastening the strategic issue diagnosis process: a within organisational model
Previous research on Strategic Issue Diagnosis (SID) had focused on the complexity and novelty associated with the decision-making process in a turbulent environment. What had not been previously addressed in the extant literature is the requirement for speed inherent within the SID process, especially that is related to the gathering of information and facts through an organisation’s environmental scanning procedures. Since proactive management techniques, nimble processes, and systems that allow an organisation to be responsive and build rapid decision-making capabilities are important determinants of success in a turbulent environment, the element of speed associated with SID is an important factor. Our paper identifi es a series of propositions focusing att ention
on elements of the environmental scanning processes and management hierarchies that are intended to counteract the recursiveness and redundancy inherent in SID systems and ultimately hasten the strategic decision-making process
The Role of Boards in Reviewing Information Technology Governance (ITG) as Part of Organizational Control Environment Assessments
IT Governance (ITG) is an important topic as US companies must now monitor ITG under the provisions of the Sarbanes-Oxley Act (2002) (Hoffmann, 2003). Trites (2003) indicates that directors are responsible for strategic planning, internal control structures and business risk. The control environment is defined in Australian Auditing Standard AUS 402 to mean "the overall attitude, awareness and actions of management regarding internal control and its importance to the entity". This paper contributes to the knowledge of ITG by forming an integrated ITG Literature (IIL) which links prior research to four key dimensions of ITG. The paper presents a review of literature on ITG performance measurement systems which assess the ability of organizations to achieve these four ITG dimensions. A revised ITG Dimensions Model offered for consideration. The final contribution of the paper is to propose critical issues Boards should consider as part of their assessment of organizational control environments
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