174,876 research outputs found
Exploring how different innovation ecosystems create shared value: insights from a multiple case study analysis
Purpose:
Innovation ecosystems (IEs) have attracted the attention of policymakers and researchers because of their potential to positively affect territories, creating shared value. However, due to the fragmentation of IEs, how this happens in different IEs has been explored only partially. This research aims to bridge this gap, aiming to support policymakers in understanding how to foster shared value in diverse IEs.
Design/methodology/approach:
The paper identifies, based on the literature, two âdrivers of aggregationâ of IEâs actors as key dimensions characterizing shared value in IEs, namely physical proximity and dominant issue. If these are combined, three archetypes emerge: Hub- and Chain-Driven, Place-Driven, Competence- and Issue-Driven IEs.Then, elements useful for understanding shared value creation in these archetypes are framed and studied in real cases.
Findings:
Results reveal that aggregation drivers affect shared value creation, which differ among archetypes: in Competence- and Issue-Driven IEs alignment is challenged by the low physical proximity, which in Place-Driven IEs is high, but not enough to grant shared value; in Hub- and Chain-Driven IEs, the hub is the orchestrator, representing both a driver and a risk.
Originality/value:
Differences in shared value creation processes relate to the set-up of the IE, which has relevant implications for policy definition. In Competence- and Issue Driven IEs, policies at diverse levels align in funding and promoting the IE; in Place-Driven IEs, policies support anchorsâ development on-site; in Huband Chain-Driven IEs, policies, sometimes absent, should foster partnerships for projects for the territory, IEâs enlargement and resilience
An integrated core competence evaluation framework for portfolio management in the oil industry
Drawing upon resource-based theory, this paper presents a core competence evaluation framework for managing the competence portfolio of an oil company. It introduces a network typology to illustrate how to form different types of strategic alliance relations with partnering firms to manage and grow the competence portfolio. A framework is tested using a case study approach involving face-to-face structured interviews. We identified purchasing, refining and sales and marketing as strong candidates to be the core competencies. However, despite the company's core business of refining oil, the core competencies were identified to be their research and development and performance management (PM) capabilities. We further provide a procedure to determine different kinds of physical, intellectual and cultural resources making a dominant impact on company's competence portfolio. In addition, we provide a comprehensive set of guidelines on how to develop core competence further by forging a partnership alliance choosing an appropriate network topology
Towards a human resources management approach in supply chain management
Supply chain management (SCM) has grown as a discipline since the field attracted attention in the 1980s. However, it is observed that effective implementation of SCM is limited because the current focus is too task-based and information-centric. The concept is often conflated, in practice, with subcontractor management, where numerical flexibility is pertinent. At the same time, consideration of human resources management (HRM) in SCM has been limited. Strategic fit within supply chains tends to emphasise taskbased numerical flexibility, rather than genuine consideration and development of human resources. On the other hand, HRM has, until recently, rarely taken into account interorganisational characteristics that typify the construction industry. Therefore, this research intends to plug the gap by examining the use of human resources in construction supply chains, with a view of developing good practice for HRM in construction SCM. To achieve this, a two-phase research methodology comprising a scoping phase and case study phase will be ensued
Strategy, Core Competence and HR Involvement as Determinants of HR Effectiveness and Refinery Performance
This study examined the impact strategy, core competence, and involvement of HR executives in strategic decision making on the refinery managers\u27 evaluation of the effectiveness of HR and refinery performance among 86 U.S. petro-chemical refineries. Survey results indicated that higher involvement of HR in organizational strategy was strongly related to perceptions of HR effectiveness, and that the relationship was strongest to the extent that refineries pursued a product innovation strategy and viewed skilled employees as their core competence. HR involvement was unrelated to refinery performance, but was actually negatively related to the extent that refineries emphasized efficient production as their core competence
Collaboration : a key competence for competing in the 21st century
It is now an accepted fact that in the 21st century competition will be between networks of organisations and individuals, which efficiently and effectively integrate their competencies and resources in order to compete in a global economy (Bititci et al, 2004). Similarly the SME'2000 conference, which was held in Bologna, concluded that 'SMEs belonging to networks are often more competitive and innovative than those operating in isolation. When working together, SMEs can increase their focus through specialisation in functions that are complementary within their networks'
IT integration, operations flexibility and performance: an empirical study
Purpose: This study examines the relationship between IT implementation and performance
with manufacturing flexibility based on a sample drawn from a set of manufacturing firms.
Design/methodology/approach: The relationships were analyzed using structural equations
modelling (SEM) using EQS 6.2 software. Previously, an explanatory factor analysis confirmed
one-dimensionality of the scales, Cronbachâs alpha was calculated to evaluate its internal
consistency and a confirmatory factor analysis was run to observe scalesâ validity.
Findings: This research proves a significant positive and direct effect of IT implementation on
operations performance with 4 out of 6 flexibility dimensions (Machine, Labour, Material
handling and Volume). Mix and Routing flexibility dimensions show no significant impact on
firm performance.
Research limitations/implications: It is necessary to be cautious when generalizing this
findings these findings, as service firms were not part of the sample even when statistical results
prove robustness suggesting that the findings are quite reliable. Some flexibility dimensions show
no significant impact in performance (Routing and Mix flexibility). This is consistent with the fact
that these flexibility dimensions act as variability absorbers within the manufacturing process.
Future research lines: Future studies can focus on determining further internal and
environmental factors that affect operations flexibility according to specific sector characteristics.
Originality/value: This research proves a significant positive and direct effect of IT
implementation on operations performance. Results show not only the links between IT
implementation and operations performance, but also the magnitude of every impact. The model
considers IT integration as the degree of alignment that existing technology resources in a firm
have with the business strategy, in terms of importance and support for this strategyPeer Reviewe
Vertical Aliances between Retail and Manufacturer Companies in the Fashion Industry
While vertical firms dominate the fashion markets worldwide since years, only little research is done on vertical alliances between non-vertical retailer and manufacturing companies in this sector. These paper analyses vertical alliances from the perspective of 98 traditional fashion retailers and 104 fashion manufacturers. Based on a process oriented value chain approach, the results show how primary market and supply chain oriented value chain activities are viewed in the context of alliances, particularly in terms of own competence, perceived potential for co-operation, and the level of co-operation achieved. The data show that retailers and manufacturers see co-operation potentials in value chain activities with both low and high levels of own competence. Secondly the data show that co-operation potentials identified by both partners and the co-operation levels achieved differ. Third the data show the relation between the co-operation levels achieved in the value chain activities and the degree of success in turnover, costs, and time-to- market.fashion retail, value chain, vertical alliances, co-operation
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