Modularity, Integration and IT Personnel Skills Factors in Linking ERP to SCM Systems

This study investigates some underlying technological factors for linking enterprise resource planning (ERP) to supply chain management (SCM) systems. ERP systems serve technological requirements across functional areas within a corporate boundary while SCM systems focus on collaborative relationships with partners in the supply chain, emphasizing business process integration and information sharing through IT. In order to facilitate SCM operations for business planning and decision making, an ERP system must be extensible in terms of support for a range of external constituents in the supply chain. The research reported in this paper investigates these linkages and provides a framework for developing and evaluating SCM processes in order to serve enterprise needs in terms of resource management for scalability, implementation costs and operational efficiency for meeting the business objectives

The Support of Decision-Making for Strategic Planning of the Socially Responsible Activity of Enterprise on the Basis of Evaluation of its Potential

Decisions as to management of enterprise, in accordance with the principles of social responsibility, must be based on results of an analysis of the potential of the enterprise. The existing support for decision-making in the area of corporate social responsibility does not provide an instrumentarium for such an analysis. The proposed methodical provisions describe the information provision and the mathematical instrumentarium for support of decision-making at different stages of strategic planning of the socially responsible activity of enterprise. As the main decision-making criterion applies the value of the potential of enterprise. As the basic mathematical instrumentarium for support of decision-making are used: 1) model of strategic potential of resource reproduction of enterprise subject to observance of regulations in terms of social responsibility; 2) decision-making model for choosing from a variety of socially responsible enterprise strategies. The proposed methodical positions allow to analyze the prospects of activity of enterprise in the aspect of implementing the shared social responsibility objectives and strengthening the potential of enterprise in their interrelationship

Human Resource Information Systems for Competitive Advantage: Interviews with Ten Leaders

[Excerpt] Increasingly, today\u27s organizations use computer technology to manage human resources (HR). Surveys confirm this trend (Richards-Carpenter, 1989; Grossman and Magnus, 1988; Human Resource Systems Professionals 1988; KPMGPeat Marwick, 1988). HR professionals and managers routinely have Personnel Computers (PCs) or computer terminals on their desks or in their departments. HR computer applications, once confined to payroll and benefit domains, now encompass incentive compensation, staffing, succession planning, and training. Five years ago, we had but a handful of PC-based software applications for HR management. Today, we find a burgeoning market of products spanning a broad spectrum of price, sophistication, and quality (Personnel Journal, 1990). Top universities now consider computer literacy a basic requirement for students of HR, and many consulting firms and universities offer classes designed to help seasoned HR professionals use computers in their work (Boudreau, 1990). Changes in computer technology offer expanding potential for HR management (Business Week, 1990; Laudon and Laudon, 1988)

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

The Determinants of the Relationship of Corporate Social Performance and Financial Performance: Conceptual Framework

The objective of this paper is to investigate relationship between CSP and CFP using contingency perspective derived from the strategic management domain. The investigation will be done using lens of slack resource and good management theory. This study is expected to provide a new insight on the link between corporate social performance and corporate financial performance using contingency perspective as suggested in the strategic management and accounting literature, an area has not been examined in the prior studies. The result of this study can resolve the existing conflict in the literatures by developing an integrated model of the link between CSP and CFP and the notion of corporate performance which, in strategic management, is highly affected by four factors: business environment, strategy, organization structure, and control system. The model will explain in what condition the relationship of CSP and CFP is valid Keywords: Corporate social performance, corporate financial performance, slack resource theory, good management theory, contingency theory, and moderating effect

Comparison of the Information Technology Development in Slovakia and Hungary

Nowadays the role of information is increasingly important, so every company has to provide the efficient procurement, processing, storage and visualization of this special resource in hope to stay competitive. More and more enterprises introduce Enterprise Resource Planning System to be able to perform the listed functions. The article illustrates the usage of these systems in Hungary and Slovakia, as well as tests the following presumption: the level of Information Technology (IT) development is lower in Hungary than our northern neighbor

The Performance Implications of Fit Among Environment, Strategy, Structure, Control System and Social Performance

Purpose – The paper examined concept of corporate performance. The paper seeks to examine the impact of corporate social performance on the relationship among business environment, strategy, organization, and control system and corporate performance. Design/methodology/approach – The paper is based on a synthesis of the existing literatures in strategic management and accounting filed. Findings – The paper finds that corporate social performance defined as stakeholder relationship become one important dimension of the strategic behaviors that an organization can set to improve corporate performance. Research implication – the contextual variables as discussed in strategic management and accounting domain will be contingent upon strategic behaviors, which are behaviors of members in an organization. Originality/value – The paper integrates the contextual variables including business environment, strategy, organization structure, and control system with corporate performance by using corporate social performance as moderating variable by means of a recent literatures study from strategic management and accounting field. Keywords Contextual variable, strategic behavior, corporate social performance, corporate performanc

Examining the Link Between Diversity and Firm Performance: The Effects of Diversity Reputation and Leader Racial Diversity

Given the scarcity of empirical research on the impact of diversity on organizational performance, we used longitudinal data for 100 firms to test hypotheses related to the effects of diversity reputation and leader racial diversity on firm financial outcomes. The results showed a positive relationship between diversity reputation and book-to-market equity, and a curvilinear U-shaped relationship between leader diversity and revenues, net income and book-to-market equity. Our analyses suggest that economic benefits generated from diversity reputation may primarily derive from capital rather than product markets. Further, firm performance declines with increases in the representation of racial minorities in leadership up to a point, beyond which further increases in diversity are associated with increases in performance

Global Talentship: Toward a Decision Science Connecting Talent to Global Strategic Success

It is widely accepted that global competitive advantage frequently requires managing such complex situations that traditional organization and job structures are simply insufficient. Increasingly, in order to create a flexible and integrated set of decisions that balance local flexibility with global efficiency, organizations must rely on more social, informal and matrix-based shared visions among managers and employees. Research on global strategic advantage, global organizational structures, and even shared mindsets has suggested that dimensions of culture, product and function provide a valuable organizing framework. However, typical decisions about organization structure, HRM practices and talent often remain framed at such a high level as to preclude their solution. We maintain that there is often no logical answer to such questions as, “Should the sales force be local or global?” or “Should product authority rest with the countries or the corporate center?” However, we propose that embedding business processes or value chains within a Culture and Product matrix provides the necessary analytic detail to reveal otherwise elusive solutions. Moreover, by linking this global process matrix to a model that bridges strategy and talent, it is possible to identify global “pivotal talent pools,” and to target organizational and human resource investments toward those talent areas that have the greatest impact on strategic advantage. We demonstrate the Value-Chain, Culture and Product (VCCP) matrix using several examples, and discuss future research and practical implications, particularly for leadership and leadership development

Sustainability and the Talentship Paradigm: Strategic Human Resource Management Beyond the Bottom Line

[Excerpt] This paper proposes such a framework that simultaneously shifts the prize to reflect Sustainability and shifts the paradigm of HRM toward a decision science called “Talentship” (Boudreau & Ramstad, 2002). It defines Sustainability and its measures, defines the typical connection between HRM and sustainability using the traditional HRM paradigm. Then, the HC BRidge® talent decision framework that connects HRM, talent, and competitive/financial strategic success, is used to logically make similar connections between HRM, talent and sustainability. Examples from Shell and DuPont show how the combination of shifting the prize and the paradigm reveals pivotal roles for talent that are not apparent with traditional definitions of strategic success and the traditional HRM paradigm