Integrating information and knowledge for enterprise innovation

It has widely been accepted that enterprise integration, can be a source of socio-technical and cultural problems within organisations wishing to provide a focussed end-to-end business service. This can cause possible “straitjacketing” of business process architectures, thus suppressing responsive business re-engineering and competitive advantage for some companies. Accordingly, the current typology and emergent forms of Enterprise Resource Planning (ERP) and Enterprise Application Integration (EAI) technologies are set in the context of understanding information and knowledge integration philosophies. As such, key influences and trends in emerging IS integration choices, for end-to-end, cost-effective and flexible knowledge integration, are examined. As touch points across and outside organisations proliferate, via work-flow and relationship management-driven value innovation, aspects of knowledge refinement and knowledge integration pose challenges to maximising the potential of innovation and sustainable success, within enterprises. This is in terms of the increasing propensity for data fragmentation and the lack of effective information management, in the light of information overload. Furthermore, the nature of IS mediation which is inherent within decision making and workflow-based business processes, provides the basis for evaluation of the effects of information and knowledge integration. Hence, the authors propose a conceptual, holistic evaluation framework which encompasses these ideas. It is thus argued that such trends, and their implications regarding enterprise IS integration to engender sustainable competitive advantage, require fundamental re-thinking

Integrated and patient-centred management of Parkinson’s disease:a network model for reshaping chronic neurological care

Contains fulltext : 221521.pdf (Publisher’s version ) (Closed access

Management skills and strategy adaptation in a digital innovative remote co-working environment in banking service : a success story or a lost opportunity?

Companies have thrived with technological evolution throughout history and more specifically with Digital Innovation in the nearest future. Developing strategies and business in alignment with an ever more demanding client, focusing on costumer journey and full featured dedicated customer experience. Management skills which have been crucial for this engagement, are now being put into question in one of the most challenging endeavors ever. Going through a worldwide pandemic and having most of companies’ workforce change from a social shared workplace to an isolated home office environment, in an amazingly short period of time, create an unprecedent need to urgently look at management tools, processes, skills and policies. To help focus the study in hand, novobanco, a Portuguese Bank of reference, shall be used as the main support for the research investigation data collection, with statistical analysis based upon anonymous data, attained from various sources, namely, through surveys within different business and technical areas

Resilience in supplier management in energy industry

Abstract. Currently, there is variation and development need in Finnish companies how prepared and resilient they are against crisis and disruptions. In the energy industry, supply chain resilience (SCRes) is a critical part of strategic management due to its critical role in society and effect on competitiveness. Disruption effects to supply chain (SC) performance are minimized by proactive risk management and ensuring business continuity by different capabilities in buyer company and suppliers. Crisis and disruptions are not completely predictable or preventable and different capabilities ensure fast recovery from disruptions and crisis. The aim of this research is to define how SCRes can be managed and developed by supplier relationship management in the energy industry in Finland. The research consists of a literature review and empirical study implemented as qualitative research using a semi-structured interview. The research target is achieved by research questions defined below: RQ1: How can SCRes be defined in an energy industry context? RQ2: How to manage SCRes? RQ3: What capabilities are critical to be considered to ensure high SCRes in the energy industry in Finland? RQ4: How to improve SCRes in the energy industry in Finland? The key findings indicate that SCRes needs to be continuously assessed and improved by several intra-organizational and inter-organizational collaborative capabilities. Business Continuity Plan needs to be implemented proactively in collaboration with suppliers and other networks. SCRes is managed through the whole SC by systematic and proactive supplier relationship management (SRM). As the research is a wide interview study, the findings of this research can be utilized for other industrial fields by management and improvement of SCRes. It needs to be considered that the findings are subjective as done by one researcher.Alihankkijoiden resilienssiarviointi energiateollisuudessa. Tiivistelmä. Toimitusketjun resilienssi vaihtelee suomalaisissa yrityksissä ja siinä on kehitettävää sen mukaan, miten varautuneita ja kriisinkestäviä yritykset ovat. Energiateollisuudessa toimitusketjun resilienssi on kriittinen osa strategista johtamista yhteiskuntakriittisyyden ja kilpailukyvyn vaikutuksen vuoksi. Häiriöiden vaikutukset toimitusketjuun minimoidaan proaktiivisella riskienhallinnalla ja varmistamalla liiketoiminnan jatkuvuus erilaisilla kyvykkyyksillä. Kriisejä ja häiriöitä ei voida täysin ennustaa tai estää, joten erilaisia kyvykkyydet varmistavat nopean toipumisen kriiseistä. Tämän diplomityön tavoite oli selvittää, miten toimitusketjun resilienssiä voidaan johtaa ja kehittää toimittajasuhteiden hallinnan kautta energiateollisuudessa Suomessa. Tutkimus koostuu kirjallisuuskatsauksesta ja empiirisestä tutkimuksesta, joka on toteutettu laadullisena tutkimuksena puolistrukturoitujen haastatteluiden avulla. Tutkimuksen tavoitteet saavutetaan seuraavilla tutkimuskysymyksillä: TK1: Miten toimitusketjun resilienssi määritellään energiateollisuudessa? TK2: Miten toimitusketjun resilienssiä johdetaan? TK3: Mitkä tekijät ovat kriittisiä toimitusketjun korkean resilienssin varmistamisessa energiateollisuudessa Suomessa? TK4: Miten toimitusketjun resilienssiä voidaan kehittää energiateollisuudessa Suomessa? Keskeisimmät löydökset osoittavat, että toimitusketjun resilienssiä tulee parantaa jatkuvasti yritysten sisäisten kyvykkyyksien ja yritysten välisten, yhteistyöllä vahvistettavien kyvykkyyksien kautta. Liiketoiminnan jatkuvuussuunnitelma otetaan käyttöön proaktiivisesti yhteistyössä toimittajien ja muiden sidosryhmien kanssa. Toimitusketjun resilienssiä johdetaan koko toimitusketjun matkalla systemaattisen ja proaktiivisen toimittajahallinnan kautta. Koska kyseessä on laaja haastattelututkimus, löydöksiä voidaan soveltaa myös muille teollisuuden aloille toimitusketjun resilienssin johtamiseen ja kehittämiseen. On otettava huomioon, että löydökset ovat subjektiivisia yhden tutkijan tekemiä löydöksiä