The Conceptual Framework for Business Process Innovation: Towards a Research Program on Global Supply Chain Intelligence

This paper proposes a research program on Business Process Innovation: Towards Global Supply Chain Intelligence. Few words are more ubiquitous in business or society today than "innovation". This reflects that businesses are striving for ways to survive and thrive in an increasingly complex and connected world (IBM 2006). Most industrial supply chains today are globally scattered and nearly all organizations rely on their Enterprise Information Systems (ES) for integration and coordination of their activities. In this context innovation inevitably is driven by advanced information technology. Organizations today are required not only to operate effective business processes but they also need to accommodate to changing business conditions at an increasing rate. Consequently the ability to develop and implement new processes driven by the Enterprise Information Systems is a central competence in most industries, and furthermore it is a critical practice for a global enterprise. The next practice in Global Supply Chain Management is Business Process Innovation. Business Process Innovation is the transformation of a global supply chain driven by a new advanced Enterprise Information Systems technology. This technology holds the potential to "close the control loop", but until now few organizations have managed to unleash the full potential of global supply chain intelligence. Thus, there is an emerging need for managing the transformation and for new approaches that will lead to robust global supply chains. This paper presents a conceptual framework for Business Process Innovation. A research proposal based on five interrelated topics is derived from the framework. The research program is intended to establish and to develop the conceptual framework for business process innovation and to apply this framework in a global supply chain context. These topics are presented in the following sections, but first the background for the program is discussed.No keywords;

Enterprise Architecture Transformation Process from a Federal Government Perspective

The need for information technology organizations to transform enterprise architecture is driven by federal government mandates and information technology budget constraints. This qualitative case study aimed to identify factors that hinder federal government agencies from driving enterprise architecture transformation processes from a compliancy to a flexible process. Common themes in interviewee responses were identified, coded, and summarized. Critical recommendations for future best practices, including further research, were also presented

Adaptive Enterprise Resilience Management: Adaptive Action Design Research in Financial Services Case Study

© 2016 IEEE. Resilience is the ability of an enterprise to absorb, recover and adapt from a disruption. Being resilient is a complex undertaking for enterprises operating in a highly dynamic environment and striving for continuous efficiency and innovation. The challenge for enterprises is to offer and run a customer-centric and interdependent large portfolio of resilient services. The fundamental research question is: how to enable service resilience in the practical enterprise resilience context? This paper addresses this important research question, and reports findings from on-going (2014-2016) research on adaptive enterprise resilience management in an Australian financial services organization (FSO). This research is being conducted using the adaptive action-design research (ADR) method to iteratively research, develop and deliver the desired resilience framework in short increments. This paper presents the overall evolved adaptive enterprise resilience management framework and its 'service resilience' element details as one of the key outcomes from the second adaptive ADR increment

Human Resources Strategy: The Era of Our Ways

The purpose of this chapter is to discuss some of the main features and trends in human resources (HR) strategy. Inasmuch as people are among the most important resources available to firms, one could argue that HR strategy should be central to any debate about how firms achieve competitive advantage. But this “people are our most important asset” argument is actually fairly hollow in light of the evidence. Far too many articles on HR start with this premise, but the reality is that organizations have historically not rested their fortunes on human resources. The HR function remains among the least influential in most organizations, and competitive strategies have not typically been based on the skills, capabilities, and behaviors of employees. In fact, as Snell, Youndt and Wright (1996:62) noted, in the past executives have typically tried to “take human resources out of the strategy equation--i.e., by substituting capital for labor where possible, and by designing hierarchical organizations that separate those who think from those who actually do the work.

Advance management education for power-engineering and industry of the future

The objectives of this study are to substantiate the principles of advance education and the requirements for the new generation of educational programs aimed at developing competences for the design, manufacture, operation and maintenance of complex industrial systems integrated into intellectual production, environments, and robotic systems. The study included formulating a hypothesis, refining the conceptual framework, creating the necessary empirical base, reviewing the cases of world leading universities, and presenting and substantiating the main features of advance management education that meet the current challenges. A flexible modular architecture of the educational process was developed which allows making timely adjustments to the content and teaching methods to include new knowledge. The experience of testing the results obtained in consulting practice, in teaching master's degree students at Ural Federal University (Russia) and in educational projects for leaders and breakthrough teams of large energy corporations is described. The academic novelty of the results lies in the comprehensive examination of the issue of advance education, the conditions and the tools for its implementation within the framework of the proactive management methodology developed by the authors for sustainable business development in a revolutionary and changing industrial landscape. © 2019 by the authors.Government Council on Grants, Russian FederationThe work was supported by Act 211 of the Government of the Russian Federation, contract No 02.A03.21.0006. This research received no external funding

Designing the interface between research, learning and teaching.

Abstract: This paper’s central argument is that teaching and research need to be reshaped so that they connect in a productive way. This will require actions at a whole range of levels, from the individual teacher to the national system and include the international communities of design scholars. To do this, we need to start at the level of the individual teacher and course team. This paper cites some examples of strategies that focus on what students do as learners and how teachers teach and design courses to enhance research-led teaching. The paper commences with an examination of the departmental context of (art and) design education. This is followed by an exploration of what is understood by research-led teaching and a further discussion of the dimensions of research-led teaching. It questions whether these dimensions are evident, and if so to what degree in design departments, programmes and courses. The discussion examines the features of research-led departments and asks if a department is not research-led in its approach to teaching, why it should consider changing strategies

Change Of Routines: A Multi-Level Analysis

This paper analyses how organizational routines change. It focuses on the level of learning groups within organizations. The paper starts with a summary of the 'activity theory' of knowledge used. Next, the notion of scripts is used, to analyse organizational groups as 'systems of distributed cognition', and to identify different levels of routines and their change. Finally, the paper looks at communication routines or rules needed for different levels of change, in the formation of new 'shared beliefs'.organizational change;organizational learning;evolution;routines;scripts