Addressing business agility challenges with enterprise systems

It is clear that systems agility (i.e., having a responsive IT infrastructure that can be changed quickly to meet changing business needs) has become a critical component of organizational agility. However, skeptics continue to suggest that, despite the benefits enterprise system packages provide, they are constraining choices for firms faced with agility challenges. The reason for this skepticism is that the tight integration between different parts of the business that enables many enterprise systems\u27 benefits also increases the systems\u27 complexity, and this increased complexity, say the skeptics, increases the difficulty of changing systems when business needs change. These persistent concerns motivated us to conduct a series of interviews with business and IT managers in 15 firms to identify how they addressed, in total, 57 different business agility challenges. Our analysis suggests that when the challenges involved an enterprise system, firms were able to address a high percentage of their challenges with four options that avoid the difficulties associated with changing the complex core system: capabilities already built-in to the package but not previously used, leveraging globally consistent integrated data already available, using add-on systems available on the market that easily interfaced with the existing enterprise system, and vendor provided patches that automatically updated the code. These findings have important implications for organizations with and without enterprise system architectures

An Empirical Study of Operational Performance Parity Following Enterprise System Deployment

This paper presents an empirical investigation into whether the implementation of packaged Enterprise Systems (ES) leads to parity in operational performance. Performance change and parity in operational performance are investigated in three geographically defined operating regions of a single firm. Order lead time, the elapsed time between receipt of an order and shipment to a customer, is used as a measure of operational performance. A single ES installation was deployed across all regions of the subject firm\u27s operations.Findings illustrate parity as an immediate consequence of ES deployment. However, differences in rates of performance improvement following deployment eventually result in significant (albeit smaller than pre-deployment) performance differences. An additional consequence of deployment seems to be an increased synchronization of performance across the formerly independent regions

Intangible Investment in Japan: New Estimates and Contribution to Economic Growth

The purpose of this paper is to measure intangible assets, to construct the capital stock of intangible assets, and to examine the contribution of intangible capital to economic growth in Japan. We follow the approach of Corrado, Hulten, and Sichel (2005, 2006) to measure intangible investment using the 2008 version of the Japan Industrial Productivity (JIP) Database. We find that the ratio of intangible investment to GDP in Japan has risen during the past 20 years and now stands at 11.6%, which is lower than the ratio estimated for the United States in the early 2000s. The ratio of intangible to tangible investment in Japan is also lower than equivalent values estimated for the United States. In addition, we find that, in stark contrast with the United States, where intangible capital grew rapidly in the late 1990s, the growth rate of intangible capital in Japan declined from the late 1980s to the early 2000s. In order to examine the robustness of our results, we also conducted a sensitivity analysis and found that the slowdown of the contribution of intangible capital deepening to economic growth and the recovery in Multi-Factor Productivity (MFP) growth from the second half of the 1990s observed in our base case remain unchanged even if we take on-the-job training and Japanese data with respect to investment in firm-specific resources into account.intangible investment, labor productivity, growth accounting

A strategy for a university cafe during holidays

With no existing strategy for a cafe business and a highly competitive market, the organisation requires a planned strategy. This research proposes to research a café to determine the best strategy for the organisation. A questionnaire will collect quantitative and qualitative data and the organisation will be observed to determine business strategies

Identifying successful sales and marketing strategies that affect customer loyalty in a coffee shop

.Most small businesses such as coffee shops are concerned with customer loyalty and satisfaction, and increasing profitability. Marketing strategy becomes important when customer loyalty is low. The aim of this research is to identify sales that affect customer loyalty in a small coffee shop and to investigate the relationship between effective marketing strategies and customer loyalty, using a survey of customers

Comparing Chinese and the Indian Software MNCs: Domestic and Export Market Strategies and Their Interplay

China and India are emerging as major new entrants in the international software industry. Both are rapidly learning through outsourcing with multinational enterprises from advanced nations. Yet, their paths to this dynamic sector are very different. Chinese software firms have focused on their domestic market by working with foreign MNCs, while they move cautiously abroad. Indian firms, despite already being large, continue to expand overseas as well as to climb the value chain. We show that a macro perspective on the global movement of work can be gained by utilizing concepts from different approaches to the MNC. At the same time, the innovation systems perspective is necessary to explain the foundations of the industry. The paper provides hypotheses and performs an initial validation of them. It concludes that the internationalization and learning processes are somewhat different in the Chinese and Indian MNCs, and provides explanations for the different patterns.outsourcing, software industry, industrial development, MNCs, MNEs, multinational enterprise, China, India

Towards guidelines for building a business case and gathering evidence of software reference architectures in industry

Background: Software reference architectures are becoming widely adopted by organizations that need to support the design and maintenance of software applications of a shared domain. For organizations that plan to adopt this architecture-centric approach, it becomes fundamental to know the return on investment and to understand how software reference architectures are designed, maintained, and used. Unfortunately, there is little evidence-based support to help organizations with these challenges. Methods: We have conducted action research in an industry-academia collaboration between the GESSI research group and everis, a multinational IT consulting firm based in Spain. Results: The results from such collaboration are being packaged in order to create guidelines that could be used in similar contexts as the one of everis. The main result of this paper is the construction of empirically-grounded guidelines that support organizations to decide on the adoption of software reference architectures and to gather evidence to improve RA-related practices. Conclusions: The created guidelines could be used by other organizations outside of our industry-academia collaboration. With this goal in mind, we describe the guidelines in detail for their use.Peer ReviewedPostprint (published version

SOFTWARE ENTREPRENEURSHIP: KNOWLEDGE NETWORKS AND PERFORMANCE OF SOFTWARE VENTURES IN CHINA AND RUSSIA

This study examines the impact of entrepreneurs’ network structure and knowledge homogeneity/heterogeneity of their network members on product development, and revenue growth of software ventures in China and Russia. The empirical data are composed of structured interviews with 159 software entrepreneurs in Beijing and Moscow. The study found that structural holes and knowledge heterogeneity affect positively product diversity in interactive ways. The study also found that knowledge homogeneity accelerates product development. Product development speed enhances revenue growth in the long term. However, the combination of speed with dense and homogeneous networks harms revenue growth over time. The effects of structural holes and knowledge heterogeneity on product diversity and revenue growth over time are more salient in Russia due to the unique institutional, social, and cultural conditions present in the country.http://deepblue.lib.umich.edu/bitstream/2027.42/40137/3/wp751.pd

A taxonomy of logistics innovations

In this paper we present a taxonomy of supply chain and logistics innovations, which is based on an extensive literature survey. Our primary goal is to provide guidelines for choosing the most appropriate innovations for a company, such that the company can outrun its competitors. We investigate the factors, both internal and external to the company, that determine the applicability and effectiveness of the listed innovations. We support our suggestions with real world cases reported in literature