Review Article: Why Environmental Impact Assessment Failed in the Floriculture Industry in Ethiopia

Floriculture as an industry in Ethiopia is a huge industry that counts a decade. The sector began in 1997 with only two flower farms, however, today has grown more than 80 active flower farms. The industry has grown because of several favorable factors like the vicinity of the country to the global market, encouraging investment law, very cheap labor power, moreover suitable environmental resources like soil, groundwater, etc. Though it is one of the leading industry to make the country get forging currency, several environmental, animal and human health concern increases through time because of the industry uses lager amount of hazardous chemical for the pesticides purpose and growth regulator, which ends up finally with few treatment or not at all any treatments directly damp in to the environment and lead to adverse environmental impacts. This paper reviewed about gaps in the regulatory framework and the problem of not having effective regulation in such kind of industry. Keywords: Floriculture, Environmental policy, Environmental impact assessment DOI: 10.7176/JEES/9-9-02 Publication date:September 30th 201

Bottom-Up Lean Practice Deployment in a Global Setting: A Case Study from the Pharmaceutical Industry

In view of major social changes, such as the growing climate crisis, increased external expectations on the production sector demand an industrial transformation. Since transformations call for innovation, new lean practices will emerge locally at sites in production networks to cope with new challenges. But, how can new local lean practices be deployed for utilization by other parts of the company? Global production companies strive for broad over-all improvements within the network. This is often approached through a top-down deployment of a global lean framework, using various mechanisms. Lean standard development is a central mechanism for transferring best practices and lean knowledge within a corporate group. Anchored to well-established theories, such as innovation diffusion and plant network theory, prior lean transfer studies often take a cascading top-down perspective. In contrast, this study aims to explore lean practice diffusion through a bottom-up perspective. It explores the process of deploying new local lean practices to the corporate network. The empirical findings are based on a single case study at the pharmaceutical company AstraZeneca. The findings indicate that the bottom-up deployment process can be explained by four phases, ‘Piloting’, ‘Branding’, ‘Codifying Knowledge’ and ‘Making a Product’ that varies in degree of practice adaptation. The lean practice incorporation to a global lean framework is discussed around three conceptual deployment approaches called, ‘template’, ‘standard’ and ‘product’ deployment. The empirical insight contributes to the body of global lean literature by providing a more dynamic view of global lean frameworks, of which development depends on the underlying processes such as bottom-up practice incorporation. It also provides practitioners in global lean settings with valuable insight and a possibility to review internal global-local deployment processes within a corporate group to increase intra-organizational learning.QC 20201021</p

Bottom-Up Lean Practice Deployment in a Global Setting: A Case Study from the Pharmaceutical Industry

In view of major social changes, such as the growing climate crisis, increased external expectations on the production sector demand an industrial transformation. Since transformations call for innovation, new lean practices will emerge locally at sites in production networks to cope with new challenges. But, how can new local lean practices be deployed for utilization by other parts of the company? Global production companies strive for broad over-all improvements within the network. This is often approached through a top-down deployment of a global lean framework, using various mechanisms. Lean standard development is a central mechanism for transferring best practices and lean knowledge within a corporate group. Anchored to well-established theories, such as innovation diffusion and plant network theory, prior lean transfer studies often take a cascading top-down perspective. In contrast, this study aims to explore lean practice diffusion through a bottom-up perspective. It explores the process of deploying new local lean practices to the corporate network. The empirical findings are based on a single case study at the pharmaceutical company AstraZeneca. The findings indicate that the bottom-up deployment process can be explained by four phases, ‘Piloting’, ‘Branding’, ‘Codifying Knowledge’ and ‘Making a Product’ that varies in degree of practice adaptation. The lean practice incorporation to a global lean framework is discussed around three conceptual deployment approaches called, ‘template’, ‘standard’ and ‘product’ deployment. The empirical insight contributes to the body of global lean literature by providing a more dynamic view of global lean frameworks, of which development depends on the underlying processes such as bottom-up practice incorporation. It also provides practitioners in global lean settings with valuable insight and a possibility to review internal global-local deployment processes within a corporate group to increase intra-organizational learning.QC 20201021</p