22,534 research outputs found

    Capability-actor-resource-service : a conceptual modelling approach for value-driven strategic sourcing

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    This PhD research addresses a problem within strategic sourcing, which is a critical area of strategic management that is centered on decision-making related to procurement. Strategic sourcing is related to two disciplines: (i) procurement and supply management and (ii) strategic management. Sourcing is the strategic part of procurement that refers to tasks like determining cost saving and value-driven opportunities, choosing the most appropriate go-to market strategies, and selecting and evaluating suppliers for building long-term and short-term contractual relationships. Many companies face challenges in obtaining the benefits associated with effective strategic sourcing. Although the concept of strategic sourcing is fairly well recognized, managers are still challenged by many barriers to its implementation. The main problem is the lack of practical instruments (i.e., tools and techniques) to implement the value-driven management approach to strategic sourcing, while at the same time preparing companies for fact-based decision-making by delivering data management and data analytics capabilities. This is the problem which is addressed with this PhD research. To address this problem, the research goal has been defined as “develop a modeling approach that enables companies 1) to drive fact-based decision-making with respect to procurement data management and procurement analytics”; and 2) to implement strategic sourcing toward achieving value-driven targets”. We apply conceptual modeling as our main solution approach to achieve the above research goal. We define three major areas where conceptual modeling can contribute to strategic sourcing decision-making: conceptualization, design and computer support. The proposed conceptual modeling approach is characterized by four different perspectives: (i) a way of thinking (i.e., a conceptual foundation), (ii) a way of modeling (i.e., a modeling language and method to use it), (iii) a way of working (i.e., a model-based analysis approach), and (iv) a way of supporting (i.e., a computer-aided design tool). The scope of PhD research is limited to the first three perspectives, while for the fourth perspective a solution architecture will be proposed as part of future research. This PhD dissertation is a paper-based dissertation consisting of six chapters. Three chapters (chapter 3, 4, 5) of this dissertation have been submitted to international peer-reviewed journals (chapter 4 is published and chapters 3 and 5 are accepted) and one chapter (chapter 2) has been published in the post-conference proceedings of an international workshop

    The Values-Based Revolution

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    The key to creating a successful business is not guaranteed by disingenuously going green especially if that term lacks certain definition. Rather, in addition to adopting principles of environmental stewardship, the values-based leader will discover that in freely espousing and implementing principles in the workplace, consumers with like values will often pay a product and/or service premium to patronize a business demonstrating like mindset. This is the true way of achieving business success

    Effectiveness of HRD for developing SMEs in South Asia

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    Today South Asia is host to a large youth bulge which is entering the labor market every year posing challenging questions for the national governments in the context of employable skills, space for entrepreneurship, innovation and economic freedom. SME sector provides an opportunity for the young to exercise their ideas and ideals. However a prerequisite for the young to be innovate is the how countries produce and retain a high end human capital. This study provides a review of national socio-economic policies in South Asian region - which answer such challenges.human resource development, small and medium enterprises, economic growth, competitiveness

    Corporate brand management imperatives: Custodianship, credibility, and calibration

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    Copyright 2012 by The Regents of the University of California. All rights reserved.Marshaling case study research insights, this article advances our knowledge of the strategic management of corporate brands. Strategic corporate brand management requires commitment to three critically important imperatives: senior management custodianship; the building and maintaining of brand credibility; and the dynamic calibration of seven identities constituting the corporate brand constellation. This article draws on research dating back to the 1990s and is also informed by the identity-based view of corporate brands perspective and by recent scholarship on the AC4ID Test—a strategic, diagnostic, corporate brand management framework

    Port-City Development: The Spanish Case

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    [Abstract]: The objective of this paper is to try to evaluate the port-city relationship from its onset, taking into account the challenges of port 4.0. Indicators such as the percentage of employees participating in training programs, the percentage of female employees in Galician ports, the percentage of merchandise moved by private operators and the percentage of companies with quality certification in Galician ports are evaluated. The fourth revolution is based on the transition from current fossil fuel-based energy models to alternative energy sources, changes in the logistics and transport parameters and finally, on the elimination of intermediation. The key component of the third pillar of new Economy 4.0 is complete digitalization. The optimum port-city solution must address the need of both the urban planner and the port manager to evaluate potential measures that would alleviate the pressure of dedicated port facilities on the city and vice versa to the greatest extent possible

    Varieties of Capitalism and the Learning Firm: Corporate Governance and Labour in the Context of Contemporary Developments in European and German Company Law

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    Research in corporate governance and in labour law has been characterized by a disjuncture in the way that scholars in each field are addressing organizational questions related to the business enterprise. While labour has eventually begun to shift perspectives from aspirations to direct employee involvement in firm management, as has been the case in Germany, to a combination of 'exit' and 'voice' strategies involving pension fund management and securities litigation, it remains to be seen whether this new stream will unfold as a viable challenge to an otherwise exclusionary shareholder value paradigm. At the same time, recent suggestions made by Delaware Chancery Court Vice Chancellor Strine, to dare think about potentially shared commitments between management and labour - and UCLA's Stephen Bainbridge's response - underline the viability - and, the contestedness - of attempts at moving the corporate governance debate beyond the confines of corporate law proper. While such a wider view had already famously been encouraged by Dean Clarke in his 1986 treatise on Corporate Law (p. 32), mainstream corporate law does not seem to have endorsed this perspective. This paper takes the questionable divide between management and labour within the framework of a limiting corporate governance concept as starting point to explore the institutional dynamics of the corporation, hereby building on the theory of the innovative enterprise, as developed by management theorists Mary O'Sullivan and William Lazonick. Largely due to the sustained distance between corporate and labour law scholars, neither group has effectively addressed their common blind spot: a better understanding of the business enterprise itself. In midst of an unceasing flow of affirmations of the finance paradigm of the corporation on the one hand and 'voice' strategies by labour on the other, it seems to fall to management theorists to draw lessons from the continuing co-existence of different forms of market organization, in which companies appear to thrive. Exploring the conundrum of 'risky' business decisions within the firm, management theorists have been arguing for the need to adopt a more sophisticated organizational perspective on companies operating on locally, regionally and transnationally shaped, often highly volatile market segments. Research by comparative political economists has revealed a high degree of connectivity between corporate governance and economic performance without, however, arriving at such favourable results only for shareholder value regimes. Such findings support the view that corporate governance regimes are embedded in differently shaped regulatory frameworks, characterized by distinct institutions, both formal and informal, and enforcement processes. As a result of these findings, arguments to disassociate issues of corporate governance from those of the firm's (social) responsibility [CSR] have been losing ground. Instead, CSR can be taken to be an essential part of understanding a particular business enterprise. It is the merging of a comparative political economy perspective on the corporation with one on the organizational features, structures and processes of the corporation, which can help us better understand the distribution of power and knowledge within the 'learning firm'.Corporate Governance, organizational theory, innovative enterprise, learning firm, employee involvement, corporate social responsibility, European/German corporate governance

    What are communities of practice? A comparative review of four seminal works

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    This paper is a comparative review of four seminal works on communities of practice. It is argued that the ambiguities of the terms community and practice are a source of the concept's reusability allowing it to be reappropriated for different purposes, academic and practical. However, it is potentially confusing that the works differ so markedly in their conceptualizations of community, learning, power and change, diversity and informality. The three earlier works are underpinned by a common epistemological view, but Lave and Wenger's 1991 short monograph is often read as primarily about the socialization of newcomers into knowledge by a form of apprenticeship, while the focus in Brown and Duguid's article of the same year is, in contrast, on improvising new knowledge in an interstitial group that forms in resistance to management. Wenger's 1998 book treats communities of practice as the informal relations and understandings that develop in mutual engagement on an appropriated joint enterprise, but his focus is the impact on individual identity. The applicability of the concept to the heavily individualized and tightly managed work of the twenty-first century is questionable. The most recent work by Wenger – this time with McDermott and Snyder as coauthors – marks a distinct shift towards a managerialist stance. The proposition that managers should foster informal horizontal groups across organizational boundaries is in fact a fundamental redefinition of the concept. However it does identify a plausible, if limited, knowledge management (KM) tool. This paper discusses different interpretations of the idea of 'co-ordinating' communities of practice as a management ideology of empowerment

    A Process Model of Locational Change in Entrepreneurial Firms: An Evolutionary Perspective

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    How do changes in the spatial organization of entrepreneurial firms come about? This paper provides a conceptualisation of the process of locational change. A process model of locational change is constructed on the basis of an empirical study of 109 locational events during the life course of 25 young firms in knowledge intensive sectors (knowledge services and biomedicals). This process model of locational change maps both internal and external variation and selection processes. This model contributes to the development of a causal process theory of the spatial development of (new) firms.Location;Decision-Making;Entrepreneurial Firms;Evolutionary Theory;Process Models
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