Designing an Open Virtual Factory of Small and Medium-sized Enterprises for Industrial Engineering Education

Curriculum of Industrial Engineering program must accomplish the requirement that graduates have the ability to design, develop, implement, and improve integrated system that include people, materials, equipment and energy. However, it is not easy to implement a curriculum that fosters such competencies. One of the strategies to achieve that is using an innovative learning media, so that the problem-based learning (PBL) can be accustomed. In this paper, we design a web-based enterprise resources planning. It is aimed to capture the real problem of small and medium-sized enterprises (SMEs) in bottled drinking water industries. The integrated system can be illustrated as ERP application that designed by using free open source software (FOSS). This research aimed to utilize the application to improve teaching methods in IE education. The result of the research can be used to improve the competencies of IE students, especially the abilities to identify, formulate, and solve the activities of the business process improvement in SMEs. Keywords Industrial engineering education, FOSS, innovative learning media, problem-based learnin

A framework of justification criteria for advanced manufacturing technology implementation in small and medium enterprises

Today in order to stay in businesses and prosper, Small and Medium Enterprises (SMEs) are seeking higher electiveness and competitiveness across the entire cycle of marketing, product design, manufacture, test and sales. SMEs play an increasingly important role in all aspects of competitiveness: both products and production techniques, but also management methods, the organization of the firm and human resources training. One of the ways by which SMEs can achieve a competitive advantage in manufacturing is through the implementation of Advanced Manufacturing Technology (AMT). An increasing number of them have chosen and are choosing various levels of AMT as the solution. Realizing the importance of SMEs, an attempt has been made in this paper to review the application of AMT in SMEs. Also, a framework has been offered for the implementation of AMT in SMEs. Finally, a summary of findings and conclusions are presented

Small businesses in the new creative industries:innovation as a people management challenge

Purpose - This paper presents findings from an SME case study situated in the computer games industry, the youngest and fastest growing of the new digital industries. The study examines changing people management practices as the case company undergoes industry-typical strategic change to embark on explorative innovation and argues that maintaining an organisational context conducive to innovatin over time risks turning into a contest between management and employees as both parties interpret organisational pressures from their different perspectives. Design/methodology/approach - A single case study design is used as the appropriate methdology to generate indepth qualitative data from multiple organisational member perspectives. Findings - Findings indicate that management and worker perspectives on innovation as strategic change and the central people management practices required to support this differ significantly, resulting in tensions and organisational strain. As the company moves to the production of IP work, the need for more effective duality management arises. Research limitations/implications - The single case study has limitations in terms of generalisability. Multiple data collection and triangulation were used to migitate against the limitations. Practical implications - The study highlights the importance of building up change management capability in the small businesses typical for this sector, an as yet neglected focus in the academic iterature concerned with the industry and in support initatives. Originality/value - Few qualitative studies have examined people management practices in the industry in the context of organisational/strategic change, and few have adopted a process perspective

R&D Network and value Creation in SMEs

Research and development functions are fundamental drivers of value creation in technology-based Small and Medium enterprises (SMEs) seemingly successful R&D is a function of innovation processes and R&D networks. There is a perceived lack of understanding regarding the importance of SMEs and their need to continuously enhance their technological capabilities for the purpose of establishing themselves a dominant market position. In this paper R&D network issues from the perspective of their impact on value creation in SMEs have been studied. One very important trend to enable new knowledge creation and transfer in and to SME's is the development of collaborative environments and networks to increase their innovation capabilities as a single unit but also the capabilities of the network as a whole through collective learning. SMEs seem to be appropriate units to behave like network nodes because of their lean structure, adaptability to market evolution, active involvement of versatile human resources, ability to establish sub-contracting relations and good technological level of their products. SMEs not only shape the larger outcome, but also constrain actions of the state and MNCs in demand-responsive, buyer-driven networks. The objective of this paper is the notice to creation of a network of SMEs that are perhaps geographically dispersed but virtually linked so that the participating members focus on their specialized tasks yet also share their knowledge and experience resources to create an agile structured and flexible enterprise.R&D, Network, value Creation, SMEs

SMES, Open Innovation and IP Management: Advancing Global Development

[Excerpt] Micro-Small-Medium Enterprises (abbreviated herein henceforth as “SMEs”) are global drivers of technological innovation and economic development. Perhaps their importance has been somewhat eclipsed by the mega-multinational corporate entities. However, whereas the corporations might be conceptualized as towering sequoia trees, SMEs represent the deep, broad, fertile forest floor that nourishes, sustains and regenerates the global economic ecosystem. [. . .] Broadly recognized as engines of economic and global development, SMEs account for a substantial proportion of entrepreneurial activity in both industrialized and developing countries. Indeed, their role as dynamos for technological and economic progress in developing countries is critical and cannot be underemphasized. In industrialized countries, SMEs as major contributors to GDP and private sector employment, in more than a few countries contribute to as much as 60% of the national workforce. In a not unsubstantial portion of developing countries, SMEs are known to employ more than 70% of workforce. [. . .] As foci of technological creativity, SMEs propel long-term growth by facilitating innovation and its diffusion across local, national, regional and international economies. However, innovation immediately begets intellectual property (IP) and the concomitant urgent need to address intellectual property rights (IPR). Hence, to realize the maximum value of innovation, SMEs need to recognize, understand and manage IP in order to protect their IPR and thereby accelerate their innovations towards commercialization; this will, in turn, not only improve their business revenue flow, but ultimately raise the standard of living in their respective countries. IP is thus the essential link in the economic/technological development chain, between creativity/invention, on the one hand, and innovation/commercialization, on the other. SMEs therefore face a number of needs and challenges with respect to IP, IPR and management thereof. This will involve efficient utilization of assets, resources and capital, of which the human/intellectual aspect becomes increasingly important in the emerging global knowledge economy. SMEs in the future will need to recognize the reality and indeed necessity of economies of scale, i.e., the need to “merge” in virtual networks which whereas they might resemble larger firms, are not, i.e., are more like the jellyfish (loosely assemble, organized colony of single-cellular organisms: “SME networks”) and less like the whale (highly structured, systematized, hierarchical organism: the “corporate firm”). This will require sophisticated understanding how open innovation networks, IP management and global economic opportunities can be strategically merged to drive development

Tone from the Top in Risk Management: A Complementarity Perspective on How Control Systems Influence Risk Awareness

Prompted by the weaknesses of standardized risk management approaches in the aftermath of the 2008 financial crisis, scholars, regulators, and practitioners alike emphasize the importance of creating a risk-aware culture in organizations. Recent insights highlight the special role of tone from the top as crucial driver of risk awareness. In this study, we take a systems-perspective on control system design to investigate the role of tone from the top in creating risk awareness. In particular, we argue that both interactive and diagnostic use of budgets and performance measures interact with tone from the top in managing risk awareness. Our results show that interactive control strengthens the effect of tone from the top on risk awareness, while tone from the top and diagnostic control are, on average, not interrelated with regard to creating risk awareness. To shed light on the boundary conditions of the proposed interdependencies, we further investigate whether the predicted interdependencies are sensitive to the level of perceived environmental uncertainty. We find that the effect of tone from the top and interactive control becomes significantly stronger in a situation of high perceived environmental uncertainty. Most interestingly, tone from the top and diagnostic control are complements with regard to risk awareness in settings of low perceived environmental uncertainty and substitutes at high levels of perceived environmental uncertainty.Series: Department of Strategy and Innovation Working Paper Serie

From export entry to de-internationalisation through entrepreneurial attributes

Purpose: This study examines export behaviour from a broad perspective considering the influence of entrepreneurial attributes on export entry, export sustainability and de-internationalisation in Romanian small and medium-sized enterprises (SMEs). Design/methodology/approach: Based on theoretical underpinnings from the Resource-Based View (RBV) of the firm and the Institutional Economics (IE) framework, the proposed hypotheses are tested with a rich survey dataset of 319 Romanian SMEs. The data are analysed by means of a multinomial logit regression. Findings: The study reveals that exporting is not a single event and that variables commonly used to study export propensity linked to the entrepreneurial attributes have a differential influence over the export decisions. More concretely, export entry is positively impacted by the presence of management studies and an entrepreneurial team while sustainment in the international arena is strongly and positively influenced by decision-makers’ prior labour experience. De-internationalisation is explained by the entrepreneurs’ fear of business failure. The conclusions of this study point towards a holistic view of export policy-making revealing relevant implications for SMEs’ internationalisation. Originality/value: This study enriches the international business literature by simultaneously examining different export decisions, namely export initiation, sustainability and de-internationalisation, at the SMEs’ level in a Central and Eastern European (CEE) emerging market. The paper also highlights the dynamic character of entrepreneurial resources and suggests that at distinct stages in the international development of a SME, different entrepreneurial attributes may play a significant role.Peer ReviewedPostprint (author’s final draft

Adoption Human Resource Management System (HRMS) in an Effort to Support Small and Medium Enterprises (SMEs) Manufacturing in Malaysia

Considering the need for small and medium-sized enterprise (SMEs) to exchange real time information has grown as a result to the adoption of information technology ,moreover SMEs have to tap the power of IT and an adopt IT systems to stay competitive and customer oriented,towards achieving this goal this research project is initiated to design human resources management system (HRMS) Framework for SMEs manufacturing sectors in Malaysia, as a purpose of assisting the SMEs manufacturing to reduced total throughput time and overhead cost of manage the staff, This will materialize by the adopt of an human resources management system (HRMS) that focuses on streamlined work flow processes and improving productivity