Happiness and Economics: A Buddhist Perspective

Economics and particularly economic policy often seems to focus almost exclusively on the growth of income and creation of wealth. However economists have always viewed Gross National Product (GNP) as an imperfect measure of human welfare. Recent research on subjective well-being (happiness) consistently confirms that there are diminishing marginal returns to income. Once basic material needs are satisfied, happiness responds more to interpersonal relationships than to income. One’s personal values and philosophy of life also matter, as do strategies and techniques for mood control and raising each individual’s baseline or set-point level of happiness. This paper briefly summarises the research findings which have led to this gradual and ongoing shift of focus. Then we take a Buddhist perspective on happiness and economics. Many of the recent research findings are consistent with Buddhist analysis, particularly its analysis of the conditioning process leading to unhappiness. Furthermore, Buddhist practices provide skilful means for the mind to control the mood. The paper ends, however, on a cautionary note: in what sense, if any, is the “greatest happiness” the Buddhist goal?income; happiness; Buddhism

Exploring the Antecedents of B2B e-Marketplace Success: A Perspective from a Global Mining Company

This paper presents the results of a preliminary study into the antecedents for B2B e-marketplace success. A confirmed model of e-business transformation was used to examine the participation of a large global buyer organisation and develop detailed case study analyses. The study confirmed the validity of the e-business change model but further identified those factors which were fundamental to successful B2B e-marketplace implementation. This provided the basis to understand the specific dependencies within the model and the performance indicators for success

Managing eBusiness Change Within a Global eMarketplace: A Buyer\u27s Perspective

This paper presents the results of a case study into the management of change from e-business adoption by a globally distributed mining company. The case represents a large buyer organisation’s perspective on participation in an e-marketplace for the mining industry. Detailed case study analysis identified the facilitators of change essential in overcoming the barriers to B2B e-marketplace adoption. The case study used an established research framework for gathering evidence to examine the factors for success of e-business implementations for active trading partners. The research framework was chosen for its ability to explore the complex phenomena of B2B e-Marketplace activity. The findings suggest that e-business readiness and change management are essential facilitators for success and where the key issues remain as people oriented organisational issues

Exploring The Antecedents Of Successful E-business Implementations Through ERP : A Longitudinal Study of SAP-based Organisations 1999-2003

This research was carried out between 1999 and 2003 on the use of e-business applications in ERP-based organisations. A composite research method based on structured case studies was developed for this study. It combined the application of case methods by Carroll et al. (1998], Klein and Myer (1998), and Eisenhardt (1989). This was used to provide a focused, yet flexible structure, as a dynamic approach to case study interpretive research. The research method used three distinct models at three progressive stages of the study, to provide a multi-faceted view of each case. This composite case-based method was developed to maintain the balance between research rigour and relevance. A pilot case study of nine Australian SAP sites helped ground the theory of the study. This was followed by three stages of study of eleven international cases within a diverse industry context. The method revealed the antecedents of e-business success using the findings from case analyses against three separate research models B2B interaction, e-business change, and virtual organising. A final conceptual framework was developed as new theory of e-business transformation. The theory views e-business transformation as realising the benefits from virtual organising within complex B2B interactions by utilising the facilitators of successful e-business change. The research demonstrates that successful e-business transformation with ERP occurs when value propositions are realised through integration and differentiation of technologies used to support new business models to deliver products and services online. The associated management practice evolves through efficiency from self-service, effectiveness through empowerment towards customer care, and value enhancement from extensive relationship building with multiple alliances. The new theory of e-business transformation identifies the stages of e-business growth and development as a comprehensive plan that should assist managers of ERP-based organisations in migrating their company towards a successful e-business organisation. The detailed analysis of the findings offers a foundational per11pectlve of strategies, tactics and performance objectives for e-ERP implementations. The strength of the theory lies in the synthesis of multiple case analyses using three different lenses over three separate time periods. The triangulation of the three research frameworks provides a method for study at appropriate levels of complexity. It is evolutionary in nature and is content driven. Other researchers are urged to apply similar multi-viewed analysis

An Enterprise Architecture Framework for Information Management Improvement: Transforming Research into Practice

This paper reports how a SME in the Engineering Services sector was able to apply the ideas from research on enterprise wide information management to improve the coordination and control of its business processes. An established enterprise wide architecture framework regulated by essential e-business interactions and moderated by a customised portfolio of managerial issues is used to design a roadmap for the SME of future ICT implementations. The results of initial progress along the roadmap showed deliverables were validated and guided and by the three core activities of Business and IT alignment towards e-business transformation from emergent managerial issues