8,813 research outputs found

    Advantages of low-code in Intranet Portals: Enhancing the visualization of internal data in a major retail chain through low-code applications

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    Internship Report presented as the partial requirement for obtaining a Master's degree in Information Management, specialization in Information Systems and Technologies ManagementLIDL, a major multinational retail chain with branches spread across the globe, has many internal processes that aren’t centralized. In each country branch, information is dispersed within several platforms, in different formats, which in turn makes data harder to analyze, slowing down procedures that are frequently used within each division of the major retail chain. With this problem in mind LIDL has decided to invest in Low-Code, giving the liberty to each country to develop its own internal portal to counter this problem. With this, each branch centralizes all its essential information in one place. By choosing low-code, LIDL has given each country the freedom of developing the necessary applications in record time, providing a way to experience omnichannel experiences without giant budgets and costly development teams. The results of this study show why portal development should be done with Low-Code, the synergy that is built between the two concepts and the many advantages that follow. To defend these claims, the work done during my internship will be showcased and analyzed

    Assessment of an enterprise employee portal using dashboard monitoring system: a case study

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    A portal is a browser-based application that provides a web platform for users to improve inter-department collaboration and customer service. Portals are classified either as internal facing portals or external public facing portals. This study addresses the problems facing an internal portal related to its contents, functions and usability and provides a list of essential contents and functions that it should include through integrating theories and industry best practices. The theory framework is based on literature review and the industry best practices are based on the analysis of a number of internal portals of companies used as case studies. These two were compared to develop an information mapping grid to identify gaps between theories and practices. A case company was used to uncover additional insights on employee portal content and functionalities through the analysis of actual and perceived user portal usage. The results were then compared using an information mapping grid to derive a set of content and functionalities to improve usability of an internal employee portal. Results of this study indicate that customization and personalization is an important feature of an employee portal, however, features pertaining to communication and collaboration support, search support, help system and employee self-services appear to be more important in practice. The information mapping grid derived, the data warehouse architecture developed and the Dashboard Monitoring systems created to assess usability of an employee portal are applicable to similar enterprises --Abstract, page iii

    Library Resources: Procurement, Innovation and Exploitation in a Digital World

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    The possibilities of the digital future require new models for procurement, innovation and exploitation. Emma Crowley and Chris Spencer describe the skills staff need to deliver resources in hybrid and digital environments. The chapter demonstrates the innovative ways that librarians use to procure and exploit the wealth of resources available in a digital world. They also describe the technological developments that can be adopted to improve workflow processes and they highlight the challenges faced on this fascinating journey

    Knowledge Management as a Strategy & Competitive Advantage: A Strong Influence to Success (A Survey of Knowledge Management Case Studies of Different Organizations)

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    There has been a great deal of recognition in the business world that information and knowledge management can be vital tools in organizations. Knowledge management can be proven a competitive advantage of any organization. The rationale of this exploratory study is to investigate the link among knowledge management system & techniques and organizational success by using knowledge as completive advantage. It is a qualitative research study of different case studies of the use of knowledge management as competitive advantage in different organization that leads to success. A total of 8 different organizations are studied and results propose that by using knowledge management as strategy and competitive advantage, these organizations earn high profit. And it has a great influence to success. Implication and Directions are also discussed together with limitation and suggestions for future research. Keywords: Knowledge Management, Organization, Tacit Knowledge, Explicit Knowledge, KMS, KM Strategies, KM Technologies, Productivity, Competitive Advantage

    Performance measures of net-enabled hypercompetitive industries: the case of tourism

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    This paper investigates the theory and practise of e-metrics. It examines the tourism sector as one of the most successful sectors on-line and identifies best practice in the industry. Qualitative research with top e-Marketing executives demonstrates the usage and satisfaction levels from current e-metrics deployment, selection of e-metrics for ROI calculation as well as intention of new e-metrics implementation and future trends and developments. This paper concludes that tourism organizations gradually realise the value of e-measurement and are willing to implement e-metrics to enable them evaluate the effectiveness of their planning processes and assess their results against their short and the long term objectives

    Business process management tools as a measure of customer-centric maturity

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    In application of business process management (BPM) tools in European commercial sectors, this paper examines current maturity of customer centricity construct (CC) as an emerging dimension of competition and as a potential strategic management direction for the future of business. Processes are one of the key components of transformation in the CC roadmap. Particular departments are more customer orientated than others, and processes, customer-centric expertise, and approach can be built and utilized starting from them. Positive items within a current business process that only involve minor modification could be the basis for that. The evidence of movement on the customer-centric roadmap is found. BPM in European telecommunications, banking, utility and retail sector supports roadmap towards customer-centricity in process view, process alignment and process optimization. However, the movement is partial and not flawless, as BPM hasn’t been inquired for supporting many of customer-centric dimensions
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