175,166 research outputs found
Strategic Predictors of Successful Enterprise Systems Deployment
Purpose The delivered wisdom to date has enterprise system purchase and implementation as one of the most hazardous projects any organization can undertake. The aim was to reduce this risk by both theoretically and empirically finding those key predictors of a successful enterprise system deployment.
Design/methodology/approach A representative sample of 60 firms drawn from the Fortune 1000 that had recently (1999-2000) adopted enterprise resource planning (ERP) systems was used to test a model of adoption performance with significant results.
Findings Leadership (social learning theory), business process re-engineering (change the company not the technology) and acquisition strategy (buy, do not make) were found to be significant predictors of adoption performance (final model R 2=43 percent, F=5.5, pp
Originality/value The âfour factorâ model we validate is a robust predictor of ERP adoption success and can be used by any organization to audit plans and progress for this undertaking
Strategic Predictors of Successful Enterprise Systems Deployment
Purpose The delivered wisdom to date has enterprise system purchase and implementation as one of the most hazardous projects any organization can undertake. The aim was to reduce this risk by both theoretically and empirically finding those key predictors of a successful enterprise system deployment.
Design/methodology/approach A representative sample of 60 firms drawn from the Fortune 1000 that had recently (1999-2000) adopted enterprise resource planning (ERP) systems was used to test a model of adoption performance with significant results.
Findings Leadership (social learning theory), business process re-engineering (change the company not the technology) and acquisition strategy (buy, do not make) were found to be significant predictors of adoption performance (final model R 2=43 percent, F=5.5, pp
Originality/value The âfour factorâ model we validate is a robust predictor of ERP adoption success and can be used by any organization to audit plans and progress for this undertaking
A hierarchical approach to multi-project planning under uncertainty
We survey several viewpoints on the management of the planning complexity of multi-project organisations under uncertainty. A positioning framework is proposed to distinguish between different types of project-driven organisations, which is meant to aid project management in the choice between the various existing planning approaches. We discuss the current state of the art of hierarchical planning approaches both for traditional manufacturing and for project environments. We introduce a generic hierarchical project planning and control framework that serves to position planning methods for multi-project planning under uncertainty. We discuss multiple techniques for dealing with the uncertainty inherent to the different hierarchical stages in a multi-project organisation. In the last part of this paper we discuss two cases from practice and we relate these practical cases to the positioning framework that is put forward in the paper
Global supply chains of high value low volume products
Imperial Users onl
Developing indicators to measure Technology Institutes` performance
Technology institutes (TIs) are non-profit innovation
and technology organisations aimed to
encourage competitiveness of firms. They are a
key organisation in the Spanish National Innovation
System because of their size and closeness
to the productive sector. Despite this, there is a
lack of studies trying to measure their performance
and its determinants. This work sheds some
light on this. We study the influence of operative,
financial, organisational, relational and general
variables on three measures of results: selffinance, impact and added value. Our conclusions show the relevance of this approach and are confirmed by grouping TIs according to their service supply characteristics.Publicad
Innovating the delivery of individual services within Flemish cities: inventory of ICT-driven heterogeneity
Flemish cities are setting up large scale reform trajectories to make their transactional service delivery more customer orientated, customer friendly and integrated. The implementation of new ICTs plays a key role in these innovation processes; there seems to be a great, technological deterministic, belief in the possibilities offered by for example mid office technologies. In this paper, we explore and compare such innovation trajectories within two Flemish cities. We describe the context, the object, the process and the evaluation of change. Based on this inductive analysis, we reflect upon the dependent and independent variables that structure the processes of change. We make use of a âneo-institutional theoretical lensâ to identify relevant internal and external institutional factors that shape the implementation context for the organizational changes. The analysis generates interesting findings. Whereas the external environment to a large degree functions as a stable variable, the heterogeneity between both cities is much more determined by the organizational âpathâ, i.e. the management model, capacities, subcultures, existing ICT-infrastructure, etc. Further research is needed as important questions remain unanswered. For example: does the mixed set of organizational, technological and cultural changes also actually produces the outcomes that were formulated in terms of both increased effectiveness and efficiency
Are Business Incubators helping? The role of BIs in facilitating tenantsâ development
Business incubators (BI) are among a variety of initiatives to stimulate economic growth by promoting the creation and development of new companies. The rapid growth of BIs in recent years confirms their importance in the economic fabric. In this study, we conceptualize BIs using insights from knowledge based theory of the firm, resource-based view thinking and capabilities literature. BIs will be seen as service providers geared towards helping their tenants in solving developmental problems. The more problems the BI helps to solve the bigger the incubation value for tenants; further, as tenant firms solve problems they develop important capabilities which will yield increase their chances of survival once they graduate. Results show that tenants unequivocally seek support after experiencing problems. Solving those problems is a function of BI support and other external sources part of each tenant firmâs network of contacts. Age and human capital of tenant firms have a negative impact in the total number of the problems solved, suggesting BIsâ deficiencies in helping more experienced and older tenants. Our main contribution is to shed light on the processes of delivering support to young firms within BIs. Importantly, we assess the value of the BIsâ intervention by measuring the amount of developmental problems they help tenants to overcome. Finally, we discuss the implication of our finding to BI managers, prospective tenants and policy makers
D3.2 Cost Concept Model and Gateway Specification
This document introduces a Framework supporting the implementation of a cost concept model against which current and future cost models for curating digital assets can be benchmarked. The value built into this cost concept model leverages the comprehensive engagement by the 4C project with various user communities and builds upon our understanding of the requirements, drivers, obstacles and objectives that various stakeholder groups have relating to digital curation. Ultimately, this concept model should provide a critical input to the development and refinement of cost models as well as helping to ensure that the curation and preservation solutions and services that will inevitably arise from the commercial sector as âsupplyâ respond to a much better understood âdemandâ for cost-effective and relevant tools. To meet acknowledged gaps in current provision, a nested model of curation which addresses both costs and benefits is provided. The goal of this task was not to create a single, functionally implementable cost modelling application; but rather to design a model based on common concepts and to develop a generic gateway specification that can be used by future model developers, service and solution providers, and by researchers in follow-up research and development projects.<p></p>
The Framework includes:<p></p>
âą A Cost Concept Modelâwhich defines the core concepts that should be included in curation costs models;<p></p>
âą An Implementation Guideâfor the cost concept model that provides guidance and proposes questions that should be considered when developing new cost models and refining existing cost models;<p></p>
âą A Gateway Specification Templateâwhich provides standard metadata for each of the core cost concepts and is intended for use by future model developers, model users, and service and solution providers to promote interoperability;<p></p>
âą A Nested Model for Digital Curationâthat visualises the core concepts, demonstrates how they interact and places them into context visually by linking them to A Cost and Benefit Model for Curation.<p></p>
This Framework provides guidance for data collection and associated calculations in an operational context but will also provide a critical foundation for more strategic thinking around curation such as the Economic Sustainability Reference Model (ESRM).<p></p>
Where appropriate, definitions of terms are provided, recommendations are made, and examples from existing models are used to illustrate the principles of the framework
Strategic distribution network planning with smart grid technologies
This paper presents a multiyear distribution network planning optimization model for managing the operation and capacity of distribution systems with significant penetration of distributed generation (DG). The model considers investment in both traditional network and smart grid technologies, including dynamic line rating, quadrature-booster, and active network management, while optimizing the settings of network control devices and, if necessary, the curtailment of DG output taking into account its network access arrangement (firm or non-firm). A set of studies on a 33 kV real distribution network in the U.K. has been carried out to test the model. The main objective of the studies is to evaluate and compare the performance of different investment approaches, i.e., incremental and strategic investment. The studies also demonstrate the ability of the model to determine the optimal DG connection points to reduce the overall system cost. The results of the studies are discussed in this paper
Sustainable transport policies under scarcity of oil supply
A strategic land-useâtransport interaction model is used
to investigate the impacts of policies in technology,
infrastructure, pricing and regulation under different
assumptions about energy supply. Six scenarios have
been defined, analysing three policy strategies in two
different contexts of energy supplyâA, generally
accepted energy supply forecast and B, worst-case
energy supply forecast (scarcity of energy). Policies
include: business as usual; investment in infrastructure
and technology; and a demand regulation based
approach involving changes in taxation and tolls. The
paper assesses the impact and robustness of each policy
against assumptions about future oil supply/demand.
Our results demonstrate three key issues. First, scarcity
of oil will accelerate the development and take-up of
alternative fuel technologies; second, investment in
alternative technologies alone will alleviate the impact of
local emissions and reduce energy consumption per
kilometre travelled but will only reduce yearly carbon
dioxide (CO2) emissions after a time lag of about
15 years; so that, third, some form of regulation of
demand will be necessary to reduce total emissions and externalities caused by congestion. Research is
required to define the necessary level of regulation in
combination with technology investments. However, we
suggest that a policy involving improvements in
infrastructure coupled with investments in fuel
technology and differentiated fuel taxes will be required
in the future
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