International technology transfer: building theory from a multiple case-study in the aircraft industry

International technology transfer occurs frequently in international operations, for example in\ud cases of foreign direct investment where companies set-up existing manufacturing lines in new\ud locations. It also occurs in situations of international outsourcing where a new supplier receives\ud product and/or production process information. This technology transfer process often leads to\ud difficulties, for example delays and much higher costs than anticipated. To gain insight into the\ud causes of these difficulties we used a grounded theory approach to describe the process of\ud international production technology transfer. We conducted four case studies in the aircraft\ud industry and analyzed the problems that occurred. We found that technology transfer consists of\ud three phases: preparation, installation and utilization. These three phases are influenced by three\ud types of factors: technological, organizational and environmental. The combination of activities\ud with factors enables an integrated view on international technology transfer. We found that the\ud amount of technology, the accuracy of information, and the extent of organizational and\ud environmental differences have a large impact on the efficiency of the technology transfer\ud process

Evolution of Supply Chain Collaboration: Implications for the Role of Knowledge

Increasingly, research across many disciplines has recognized the shortcomings of the traditional “integration prescription” for inter-organizational knowledge management. This research conducts several simulation experiments to study the effects of different rates of product change, different demand environments, and different economies of scale on the level of integration between firms at different levels in the supply chain. The underlying paradigm shifts from a static, steady state view to a dynamic, complex adaptive systems and knowledge-based view of supply chain networks. Several research propositions are presented that use the role of knowledge in the supply chain to provide predictive power for how supply chain collaborations or integration should evolve. Suggestions and implications are suggested for managerial and research purposes

Data and Predictive Analytics Use for Logistics and Supply Chain Management

Purpose The purpose of this paper is to explore the social process of Big Data and predictive analytics (BDPA) use for logistics and supply chain management (LSCM), focusing on interactions among technology, human behavior and organizational context that occur at the technology’s post-adoption phases in retail supply chain (RSC) organizations. Design/methodology/approach The authors follow a grounded theory approach for theory building based on interviews with senior managers of 15 organizations positioned across multiple echelons in the RSC. Findings Findings reveal how user involvement shapes BDPA to fit organizational structures and how changes made to the technology retroactively affect its design and institutional properties. Findings also reveal previously unreported aspects of BDPA use for LSCM. These include the presence of temporal and spatial discontinuities in the technology use across RSC organizations. Practical implications This study unveils that it is impossible to design a BDPA technology ready for immediate use. The emergent process framework shows that institutional and social factors require BDPA use specific to the organization, as the technology comes to reflect the properties of the organization and the wider social environment for which its designers originally intended. BDPA is, thus, not easily transferrable among collaborating RSC organizations and requires managerial attention to the institutional context within which its usage takes place. Originality/value The literature describes why organizations will use BDPA but fails to provide adequate insight into how BDPA use occurs. The authors address the “how” and bring a social perspective into a technology-centric area

The sources of management innovation: when firms introduce new management practices

Management innovation is the introduction of management practices new to the firm and intended to enhance firm performance. Building on the organizational reference group literature, this article shows that management innovation is a consequence of a firm's internal context and of the external search for new knowledge. Furthermore the article demonstrates a trade-off between context and search, in that there is a negative effect on management innovation associated with their joint occurrence. Finally the article shows that management innovation is positively associated with firm performance in the form of subsequent productivity growth

Towards an evaluation framework for medical web applications

Copyright @ 2013 EMCIS.The main aim of this study is to review and analyse various evaluation frameworks used to assess the operational effectiveness of various Information Technology (IT) processes/applications and identify their strengths in order to form a new holistic framework for economic evaluation of web applications. This research aims to address the need for a new holistic evaluation framework for the purpose of the evaluation of the medical web applications. Over the last decade more and more, companies used accountancy techniques such as the frameworks analysed in this research. This new holistic framework that was developed will include also steps regarding the indirect and intangible costs and benefits identification and their incorporation in the evaluation process. Moreover the new emerging market of the medical websites and the embedded on them web applications requires also a new evaluation framework that will provide accurate results in the estimation of the efficiency of an investment on them. The paper first presents an introduction about why economic evaluation is important when evaluating the Information Technology in organizations. Various studies are reviewed, which highlight the ever increasing importance of integrating economic evaluation processes, such as Cost Benefit Analysis (CBA) and Return on Investment (ROI), into systems and processes of organizations and economic organizations, and analyse the factors that govern their role. Finally, the evaluation frameworks and methods that are found in these studies should be used as a part of a proactive systematic action plan that the organizations could use to avoid budget reduction due to incorrect planning. The next part of this study includes a comprehensive presentation and review of past frameworks used to evaluate Information Technology. The frameworks that are reviewed are the Framework for evaluation of information systems, the Information Technology Adoption Model (ITAM), the Total Evaluation and Acceptance Methodology (TEAM) framework, the ROI Process Model and HOT-fit evaluation framework for Health Information Systems

Multi-Stakeholder Assessment of Critical Success Factors: Insights from the World's Fastest SAP R/3 Implementation

Organizations invest substantial resources in Enterprise Systems (ES) expecting positive outcomes for the organization and its functions. Implementing an ES is a lengthy and costly undertaking, with general upheaval for many of the organizations. Many organizations therefore are seriously considering rapid ES-implementations to reduce cost and other related resources. This paper presents findings of a study conducted to understand critical success factors of rapid ES-implementations gathering data from the world’s fastest SAP implementation, completed in a record time of three weeks. Using a two-phased case study design, gathering data from four distinct stakeholders, this study recognized the relevance of critical success factors identified through the literature to the context of rapid ES-implementations. Moreover, the study identified three new critical success factors that are specific to rapid ES-implementations. The study also demonstrated differentiating views of multiple stakeholders on each of the critical success factors

A framework for the successful implementation of food traceability systems in China

Implementation of food traceability systems in China faces many challenges due to the scale, diversity and complexity of China’s food supply chains. This study aims to identify critical success factors specific to the implementation of traceability systems in China. Twenty-seven critical success factors were identified in the literature. Interviews with managers at four food enterprises in a pre-study helped identify success criteria and five additional critical success factors. These critical success factors were tested through a survey of managers in eighty-three food companies. This study identifies six dimensions for critical success factors: laws, regulations and standards; government support; consumer knowledge and support; effective management and communication; top management and vendor support; and information and system quality

Interpreting an ERP implementation from a stakeholder perspective

ERP systems are software packages that enable the integration of transactions oriented data and business processes throughout an organization. ERP implementation can be viewed as an organizational change process: many problems related to ERP implementation are related to a misfit of the system with the characteristics of the organization. This article uses the evidence of a case study to uncover some important dimensions of the organizational change issues related to ERP implementation. The study shows how ERP implementation can impact the interests of stakeholders of the ERP-system and how these groups may react by influencing the course of events, for example by altering the design and implementation in ways that are more consistent with their interests. Understanding the possible impact of ERP on particular interests of stakeholders may help project managers and others to manage ERP implementations more effectively.