An empirical investigation on EDI determinants and outcomes in Malaysian industry

Government involvement is the main cause for the EDI acceptance in Southeast Asian countries (United Nation of Economic and Social Commission for Asia and Pacific - UNESCAP, 1996). This is significantly different from the EDI developments in the western countries in which private sector involvement in EDI is substantial (UNESCAP, 1996). As an initial step to spur EDI implementation in private sector, the Malaysian Government has imposed all companies that engage in international trade to implement EDI by doing electronic customs declarations through CIS (Customs Information System) DagangNet. For this, the Government also spent over RM 300 million to fully implement EDI nationwide (Star, 2003 December 3). Nevertheless, such implementation is not successful and it has been claimed that “EDI is not yet fully implemented even though it had been initiated since late 1990s, besides electronic data is also still not recognized for legal customs declaration purposes even if it was meant for paperless and electronic customs declarations” (Star, 2003 December 3). To date, there are dual customs declarations, both electronic and manual, in practices where the sole typical electronic transaction is registration of the customs form (Jimmy, 2005; Star, 2005 July 11). This is in contrast with electronic customs declarations by other countries such as Hong Kong, Korea and Singapore where there is a full electronic declaration including electronic payment for declarations charges (Jimmy, 2005; Star, 2005 July 11; Chau, 2001)

Software support for manufacturing operations in Belgian SMEs: one size fits all?

Manufacturing companies face a big challenge to bridge the gap between their business and manufacturing processes. The urge to increase efficiency makes it necessary to align the business and manufacturing processes. Small and Medium-sized Enterprises (SMEs) experience several barriers to adopt software support for manufacturing operations. This paper gives an overview of a research study conducted in Belgian SMEs. The research studied the current adoption of software support for manufacturing operations and the barriers that SMEs experience to invest in this type of software. The study is concluded with a number of considerations to enable the adoption of software support for manufacturing operations by SMEs

Challenges and success factors for implementation of lean manufacturing in European SMES

Small and medium-sized enterprises are crucial to value creation in the European economy. The SMEs need continuous improvement initiatives to stay competitive. However, SMEs are less likely to implement lean practices compared to larger companies. Limited research exists on the factors that are vital for succeeding with Lean implementations in SMEs. A case study of Norwegian and Belgium SMEs has been conducted in the European research project ERIP (European Regions for Innovative Productivity). Six critical success factors are suggested, which correspond well with previous research: 1) Ensure strong management involvement. 2) Develop thorough employee participation. 3) Allocate sufficient time for preparing the organisation. 4) Focus on creating motivation to complete initiatives. 5) Build competence internally in the organisation. 6) Establish a performance evaluation system

Multiple case-study analysis of quality management practices within UK Six Sigma and non-Six Sigma manufacturing small- and medium-sized enterprises

This paper examines multiple case-study analysis of quality management practices within UK Six Sigma and non-Six Sigma manufacturing small- and medium-sized enterprises

Evaluation of key positions and employees management level in manufacturing industry - The Czech case

Human resources management, especially the key employees management, has fundamental influence on companies' sustainable business, which has to be considered as the priority of any business functioning. The aim of this paper is to evaluate current level of the key positions and employees management in the Czech business environment and to propose a process of its effective implementation and application in practice. Online questionnaire survey was provided using 105 companies operating in manufacturing industry of the Moravian-Silesian region as the sample. Statistical methods of data analysis were used. Fisher exact test, coefficients Phi and Cramer's V were counted to test relations between variables. The survey results include an evaluation of the present situation as it comes to the use of the key positions and employees management system as well as an identification of interests in new system implementation. There was a low rate of use of given system in these business, with two thirds of companies showing an interest in implementing the new system. The process of implementation and the use of the key positions and employees in practice was proposed. The process is suggested in the way to make its content and form be a certain guide and help for companies to realize particular activities of this process. It would contribute to the successful realization of complex and systematic approach towards the work with the key positions and employees.Web of Science121art. no. 24

Horizontal and vertical networks for innovation in the traditional food sector

The locus of innovation is not the individual firm anymore but increasingly the network in which the firm is embedded. Hence, in this paper innovation is investigated in the broader context of networks and applied to the traditional food sector. Networking refers to a process of identifying and acting on complementary interests with or without formal means of cooperation and plays an important role for the diffusion and adoption of innovations, because they increase the flow of information. Two main types of networks exist. Vertical networks relate to cooperation of partners belonging to the same chain. Meanwhile, horizontal networks refer to coopereation among firms which are primarily competitors. Data were collected during focus groups and in-depths interviews in three European contries: Belgium, Hungary, and Italy. In each country, data are collected from retailers/wholesalers, food manufacturers and suppliers in the beer, hard and half hard cheese, ham, sausage, or white paprika chain. In the investigated countries both vertical and horizontal networks exist. However, the intensity of using the network differs. On the one hand vertical networks are well developed based on quality assurance schemes and traceability, though these networks often face difficulties due to high lack of trust. On the other hand, horizontal networks are well developed when a producer consortium is involved. However, these networks can be inhibited through strong competition. The partners in traditional food networks focus mainly on innovation related to product characteristics such as new size, form and packaging without changing the traditional character of the product. The main barriers for innovation in the traditional food networks are the lack of understanding the benefits of networking activities for innovation, the lack of trust, the lack of knowledge of appropriate methods and skills, and the lack of financial and physical resources. Our study points out that successful SMEs use their networks to overcome lacks of knowledge and information and to create possibilities of joint use of resources

Perspectives on innovation within medium-sized firms in Wales

The Welsh economy is heading towards a post-Brexit future with historically lower levels of productivity continuing to leave the country lagging behind the UK average (Huggins and Williams, 2011; Welsh Government, 2017). An understanding of how new models of innovation are constructed and developed are then particularly important for policy makers and academia in Wales. As noted by Baughan (2015), innovation accounts for 25-50% of labour productivity growth

The internationalisation of the Spanish SME sector

As part of a wider research program, we analysed the theoretical framework and the recent developments of the process of internationalisation (transnationalisation) of the small- and medium-sized enterprises in Spain. The paper highlights the main trends and barriers of this internationalisation process. Methodology included document analyses, interviews, and the analyses of statistical databases