8,816 research outputs found

    le réseau supply chain: approches pratiques et de confiance pour la réussite à long terme (supply chain network: trust and practical approaches to longterm success)

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    La ChaĂźne d’Offre (Supply Chain) fait partie de la coopĂ©ration interentreprises et de la dynamique organisationnelle de nombreuses activitĂ©s, processus et systĂšmes. C’est le dĂ©fi pour chaque partenaire d’établir une stratĂ©gie de dĂ©finition des facteurs clĂ©s de la rĂ©ussite et de connaissance sur les façons dont lui et les autres partenaires interagissent. Etant donnĂ© que chaque relation joue un rĂŽle crucial, tous les partenaires ont le mĂȘme poids dans la satisfaction ininterrompue de la demande. La confiance est le connecteur le plus important du point de vue de rĂ©ussite. Toutes les autres relations sont fondĂ©es sur la confiance. Par consĂ©quent, ce papier considĂšre le rĂ©seau de la chaĂźne d’offre comme un rĂ©seau de valeurs et met l’accent sur les diffĂ©rentes facettes de la confiance, sur les stratĂ©gies fondĂ©es sur la confiance et fait de propositions sur l’utilisation de la confiance comme facteur clĂ© dans la rĂ©ussite opĂ©rationnelle, tactique et stratĂ©gique d’un rĂ©seau de chaĂźne d’offre. The Supply Chain (SC) falls within the scope of inter-company co-operation and the organizational dynamic of new organizational forms and comprises many activities, processes and systems. It is the duty of each partner (participant) to get to know the key factors to success and how each interacts with the others. The connectors, given that each relationship plays a crucial role, are of equal value in continuously satisfying demand. Trust is the most important connector with a view to success. All the other relationships made are based on trust. Consequently, this paper lays stress on the Supply Chain network as a “network of values” and on the different dimensions of shared trust, the strategies based on trust and the suggestions for using trust as the key factor in the operational, tactical and strategic success of an SC network.the supply chain, trust, inter-company, cooperation

    Leadership Development in Context

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    Welcome to the third in a series of research reports from Leadership South West, the regional Centre of Excellence in leadership, based at the Centre for Leadership Studies, University of Exeter. This report builds on from the last one, ‘What is leadership development: purpose and practice’, which explored the range of approaches to leadership development available to individuals and organisations and the assumptions and principles that underlie them. This is done by considering the impact of context on the appropriate content, style and format of leadership development. The report is divided into two main sections. The first looks at how different organisational and individual priorities shape the content and format of leadership development. Thus, for example, what are the sorts of things an organisation needs to pay attention to when embarking on a process of strategic change? What is distinct about development initiatives targeted at different client groups (e.g. women managers, senior executives)? And how can topics such as ethics and self-awareness be effectively conveyed within leadership development? The second section takes more of a sector/occupational focus on leadership development, looking at what tend to be the most significant factors and challenges facing organisations in these different environments. Thus, for example, what is distinct about the police or military context and what types of intervention seem best placed for organisations of this type? What are the key issues for leaders in local government and/or the education sector and how can leadership development help? And what are the main issues when dealing with people from different occupational groups and how can they best be engaged? The report concludes with a summary of themes arising from the different sections and an integrated framework for leadership development.South West Regional Skills Partnershi

    Industry structure and regulation

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    As private firms become increasingly involved in the development of key infrastructure, redefining the role of government from that of serviceprovider to regulator presents both challenges and opportunities. The factors that give rise to sector reforms color how much policymakers invest in regulatory design during the reform process. Nevertheless, two factors are essential to sustainable sector and regulatory reform. First, the right structure must be established for the industry concerned, a structure that allows competition appropriate for that industry. Second, the objectives of regulation must be well defined, with a clear distinction between policymaking, policy implementation, and operations. The extent to which competition can be harnessed to help make regulation efficient, effective, and sustainable depends on the intrinsic technical characteristics of the sector. Each decision affects the sustainability of the regulatory regime in the face of the threat of regulatory capture (both political and commercial). Careful regulatory design is crucial not only for successful sectoral reform but also to balance the interests of various actors (government, consumers, developers, investors, and financiers). One model that has been relatively successful combines new entry, unbundled services, and the unambiguous spelling out of the legal rights and duties for both public and private service providers, administered by an autonomous regulatory authority. Problems with regulation often result as much from inadequate attention to sector structure and fostering competition as from weaknesses in the regulatory authority's institutional capacity. As for the tools of regulation, despite differences in some details between licenses and concessions (and their many contractual variations), these are basically instruments that establish the rights and obligations of contracting parties. Choices about where these rights and obligations are located in the legal hierarchy are shaped by a country's institutional capacity and legal traditions. But the existence of instruments to establish those rights and obligations does not eliminate the need for institutionsto administer them, and thus carry out the regulatory function. Establishing effective sectorwide regulation can be difficult in a developing country, but it is necessary. Policymakers will be able to create effective regulatory regimes where adequate attention is given to sector structure, competition, and institution-building.Environmental Economics&Policies,Trade Finance and Investment,Knowledge Economy,ICT Policy and Strategies,Decentralization,Environmental Economics&Policies,Administrative&Regulatory Law,ICT Policy and Strategies,Water and Industry,Knowledge Economy

    Solutions for Impact Investors: From Strategy to Implementation

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    In writing this monograph, our main goal is to provide impact investors with tools to tighten the link between their investment decisions and impact creation. Our intent is threefold: to attract more capital to impact investing; to assist impact investors as they move from organizational change to executing and refining their impact investment decision-making process; and to narrow the gap within foundations between program professionals and investment professionals thereby contributing to a mutual understanding and implementation of a portfolio approach to impact investing.Additionally, we intend to help break down the barriers making it difficult to identify opportunities in impact investing. To this end, we provide examples throughout the monograph and at www.rockpa.org/impactinvesting of impact investment opportunities in most major asset classes.While we understand the important role that impact investors can play in providing financial capital, we also want to acknowledge the wide range of non-financial resources needed to address the world's problems. Our intent with this monograph is not to provide a comprehensive list of investments across asset classes nor any type of investment advice with regard to the selected profiles. We strongly encourage the reader to conduct their own assessment and evaluation for risk and suitability before considering any investment

    Project 10: Training and Education Research and Implementation Strategies for Homeland Security Intelligence Community

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    Intelligence is vital to national security. Since 2001, there has been a significant movement to protecting U.S. borders and citizens from experiencing the devastating effects of terrorism, among other national security threats. Since its inception in 2002, the Department of Homeland Security has founded the creation of a national security framework based on intelligence. However, there remains significant gaps in the standardization of intelligence training and education. This may be due in part due to the differing missions of DHS components under the overarching umbrella of national security. From experience, it is known that homeland security not only encompasses counterterrorism, but also border protection, emergency management, cyber security, and more. Due to the multifaceted and ever evolving nature of homeland security, there are 17 DHS components to approach the broader issue of national security. Scholars debate on how intelligence education and training should be taught, and who should teach this curriculum. When intelligence training was in its initial stages, most of it was conducted in-house by government agencies. As the demand for homeland security efforts have increased following 9/11, universities have developed homeland security intelligence programs to accommodate the instruction gap. A major issue with two separate entities creating courses to fulfill the intelligence demand is the variation in education and training content. While some scholars believe that a greater professionalization of intelligence careers would help better establish core competencies, others argue that not all levels and types of analysis require the same types of competencies (Bruce and George, 2015, p. 4; Moore and Krizan, 2009). There not only exists a lack of education standardization in the intelligence community, but also in core competency definitions. Due to the overall lack of IC standards in both IC in-house training and university education, some programs fail to include content that is relevant to a professional intelligence career, which creates employee pipeline issues for DHS intelligence needs. This slows the hiring process and exacerbates the issues that come with understaffing, which include low employee morale, high turnover, and demand for more versatile employees. A lack of DHS-wide core competencies only feeds this issue with variation of DHS component missions. In response to the uneven education that employees may receive either from a university or instruction in-house, some agencies have established their own schoolhouses with separate competencies and standard training. Through ethnographic interviews with Intelligence Community members including many DHS participants, as well as in-depth research and domain analysis drawing on scholarly literature and published government reports, Project 10 researchers found a lack of benchmarks for core competencies associated with intelligence analysis as well as multiple gaps in the current implementation of intelligence training and education. There was very little research and literature pertaining to intelligence analysis standards that also mapped how competencies are measured, implemented, and organized. With little guidance or uniformity, the intelligence community entry-level workforce talent demonstrates how knowledge, skills, and abilities vary in similar positions when core competencies are not utilized or enforced. The absence of standardization and structure highlights the need for core competency framework across the entire intelligence community that not only establishes intelligence analysis core competencies but also recommends how these practices and standards could be integrated in a meaningful manner that would positively affect DHS’ mission performance. 5 Based on this analysis, the research team recommends the intelligence analyst working within DHS and its components should have the basic six Core Intelligence Analysis Competencies: Analytical Writing, Communication, Critical Thinking and Reasoning Methods, Collaboration, Project Management, and Basic Technology. In addition to the Core Intelligence Analysis Core Competencies, it is desirable for the intelligence analyst to have Intelligence Fundamentals Skills – this includes familiarity with national intelligence structures and policy, intelligence cycle, and intelligence writing and analytic tools. Despite recommendations provided in both the 2010 Common Competencies for State, Local, and Tribal Intelligence Analysts document by SLT Working Group and the 2015 Analyst Professional Development Road Map, there is no still no baseline standard of competencies that define the role and function of all entry-level intelligence analysts within DHS and its components. To this day, it remains fragmented and siloed, with each component providing only in-house specialized training that is relevant to their unique mission. Echoing the calls to action by both the academic works the research team reviewed and intelligence enterprise practitioners the team interviewed, our analysis demonstrates that being able to standardize this set of competencies is critical to the DHS’s ability to provide and integrate timely intelligence and information, and not merely just a question of hiring and promoting potential job candidates. Furthermore, the team found that the development and inclusion of a standardized Core Intelligence Analyst Competency Matrix that is integrated into the DHS Performance and Learning Management System, and utilizes the Intelligence Community Centers for Academic Excellence can increase the employment pipeline and academic needs, and improve retention and merit-based advancements through educational opportunities

    Environment determinants in business adoption of Cloud Computing

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    Purpose – The purpose of this paper is to analyze the influence of Technology Providers, Public Administrations and R&D Institutions on Cloud Computing adoption. This research also considers Killer Applications and Success Cases as other environmental factors. Design/methodology/approach – Factorial analyses and structural equation models were used on a sample of high-technology firms located in technological parks in Southern Europe, with more than ten employees and sustained investments in R&D. Findings – Results show that Technology Providers and Success Cases are determinant in Cloud Computing adoption. Moreover, Killer Applications are a forerunner for Success Cases. Practical implications – An appropriate fit between the tools and resources provided by suppliers and the internal resources of the company is needed to create competitive advantages. Firms should evaluate Technology Providers, identify Success Cases to Cloud Computing adoption and implement technological benchmarking. Originality/value – This study contributes to Cloud Computing adoption literature because it includes Technology Providers, Public Administrations and R&D Institutions simultaneously as well as other variables as Killer Applications and Success Cases. The importance of the external agents on information technology (IT) adoption, especially when the technologies to be adopted are new and in an emergent stage, together with the lack of prior investigations focusing on specific environmental factors affecting the adoption of these new, emerging IT, justify the value of this research

    Lean Production and the Internet

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    In this paper the implications for lean production systems of the Internet are explored. Does the World Wide Web facilitate the implementation of Just-in-Time production systems, or alternatively, can it serve as a substitute for JIT? The possible effects on supply chains, production scheduling, inventory control, procurement, quality improvement, and the workforce are some of the issues addressed. Some case examples of use of the Internet for these purposes are presented. Constraints on the use of the Web to foster leanness are discussed and recommendations for integrating the Internet into production systems offered

    Modern Perspectives in Business Applications

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    This book is unique! Until now, purchasing and supply management books have had a primarily domestic outlook. However in this book, important issues related to sales management and supply management are handled with a modern perspective. This book has global vision tied into management principles based on an understanding of the sales management and basic job of purchasing and supply management, as all authors have held high-level positions directing the effort. Distinguished researchers from prestigious universities have written chapters and case studies from real-world events that challenge the brightest minds
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