System implementation: managing project and post project stage - case study in an Indonesian company

The research reported in this paper aims to get a better\ud understanding of how the implementation process of\ud enterprise systems (ES) can be managed, by studying the\ud process from an organisational perspective. A review of\ud the literature on previous research in ES implementation\ud has been carried out and the state of the art of ES\ud implementation research is defined. Using several body of\ud literature, an organisational view on ES implementation is\ud described, explaining that ES implementation involves\ud challenges from triple domain, namely technological\ud challenge, business process related challenge, and\ud organisational challenge. Based on the defined state of the\ud art and the organisational view on ES implementation\ud developed in this research, a research framework is\ud presented, addressing the project as well as the postproject\ud stage, and a number of essential issues within the\ud stages. System alignment, knowledge acquisition, change\ud mobilisation are the essntial issues to be studied in the\ud project stage while institutionalisation effort and\ud continuous improvement facilitation are to be studied in\ud the post-project stage. Case studies in Indonesian\ud companies are used to explain the framework

Ranking Operations Management Conferences

Several publications have appeared in the field of\ud Operations Management which rank Operations\ud Management related journals. Several ranking systems\ud exist for journals based on , for example, perceived\ud relevance and quality, citation, and author affiliation.\ud Many academics also publish at conferences but we have\ud not come across publications that rank conferences.\ud Conference rankings are generally more complicated than\ud journal rankings. Journal rankings are primarily for\ud publishing purposes. Conferences on the other hand are\ud attended by people for different reasons. In this paper the\ud first attempt is made in developing an operations\ud management conference ranking based upon author\ud affiliation. Ranking based on an analysis of author\ud affiliation assumes that one important motive for\ud participants is to attend a high quality research\ud conference. With that assumption it is reasonable to use\ud the author affiliation approach. Based upon an existing\ud ranking of institutes that offer operations management\ud programs a ranking list of affiliations is developed.\ud Subsequently, we compare several operations\ud management related conferences such as POMS,\ud EurOMA, OSCM and the Operations Management\ud Division of the Academy of Management based on that\ud ranked list of institutes. The results provide information\ud for authors that help in deciding which operations\ud management oriented conferences to attend

Studi Mengenai Penerimaan istem ERP: Enhancement Terhadap Model Penerimaan Sistem ERP Berbasis Technology Acceptance Model

Dalam penelitian dibangun model yang menjelaskan penerimaan user terhadap sistem ERP yang diimplementasikan, serta melakukan survey untuk menguji hipotesis. Dengan model yang dibangun dikaji pengaruh attitude toward ERP system use dan ERP symbolic adoption yang mengacu pada penerimaan mental secara sukarela terhadap sistem ERP. Model yang digunakan dalam penelitian ini adalah adaptasi dari model TAM yang dikembangkan oleh Nah et al (2004) dan menambahkan lima konstruk baru yang berkaitan dengan konteks individu dan organisasi. Sembilan konstruk yang meliputi ERP ease of use, ERP usefulness, ERP compatibility, ERP business fit, shared belief in the benefit of ERP system, facilitating condition, ERP self-efficacy, argument for change dan personal innovativeness of IT diusulkan sebagai antesenden. Hasil pengujian menunjukkan bahwa ERP compatibility dan attitude toward ERP system use mempunyai pengaruh langsung secara signifikan terhadap ERP Symbolic Adoption, sedangkan ERP usefulness dan ERP business fit berpengaruh tidak langsung secara signifikan terhadap ERP symbolic adoption

Required Steps of Managing International Equity Placement Strategic Alliance

The purpose of the research is to unravel the steps of managing International equity placement strategic alliance (IEPSA). The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps. These steps of managing IEPSA can be classified into analyzing of macro consideration, micro consideration, domestic company's stakeholder support, cultural understanding, strategic planning, internal support, human resource management, organizational arrangement, management control system, evolved cultural understanding, and evaluating results. In this research, the domestic partners who formed the IEPSAs are limited to State-Owned Enterprises (SOEs). The IEPSA was one of the means of privatization. The research will be beneficial for both foreign and domestic partners who form an IEPSA in the previous SOEs. By knowing the steps of managing the IEPSA both partners will be able to secure a successful implementation of IEPSA. By identifying the steps of managing the IEPSA, the stakeholder will not see IEPSA as threat rather as an opportunity to improve performance, to create synergy, and generate benefits for both partners and stakeholder. By knowing the necessary steps of managing the IEPSA, the stakeholder including society and politician will envisage the IEPSA as a means of effectively improving the SOEs' performances.The research was espected to provide contributions for the research on strategic alliances. Apparently, there exist no literatures discussing about IEPSA in the domain of strategic alliances

Topography of calcium phosphate ceramics regulates primary cilia length and TGF receptor recruitment associated with osteogenesis

The surface topography of synthetic biomaterials is known to play a role in material-driven osteogenesis. Recent studies show that TGFβ signalling also initiates osteogenic differentiation. TGFβ signalling requires the recruitment of TGFβ receptors (TGFβR) to the primary cilia. In this study, we hypothesize that the surface topography of calcium phosphate ceramics regulates stem cell morphology, primary cilia structure and TGFβR recruitment to the cilium associated with osteogenic differentiation. We developed a 2D system using two types of tricalcium phosphate (TCP) ceramic discs with identical chemistry. One sample had a surface topography at micron-scale (TCP-B, with a bigger surface structure dimension) whilst the other had a surface topography at submicron scale (TCP-S, with a smaller surface structure dimension). In the absence of osteogenic differentiation factors, human bone marrow stromal cells (hBMSCs) were more spread on TCP-S than on TCP-B with alterations in actin organization and increased primary cilia prevalence and length. The cilia elongation on TCP-S was similar to that observed on glass in the presence of osteogenic media and was followed by recruitment of transforming growth factor-β RII (p-TGFβ RII) to the cilia axoneme. This was associated with enhanced osteogenic differentiation of hBMSCs on TCP-S, as shown by alkaline phosphatase activity and gene expression for key osteogenic markers in the absence of additional osteogenic growth factors. Similarly, in vivo after a 12-week intramuscular implantation in dogs, TCP-S induced bone formation while TCP-B did not. It is most likely that the surface topography of calcium phosphate ceramics regulates primary cilia length and ciliary recruitment of p-TGFβ RII associated with osteogenesis and bone formation. This bioengineering control of osteogenesis via primary cilia modulation may represent a new type of biomaterial-based ciliotherapy for orthopedic, dental and maxillofacial surgery applications. Statement of Significance The surface topography of synthetic biomaterials plays important roles in material-driven osteogenesis. The data presented herein have shown that the surface topography of calcium phosphate ceramics regulates mesenchymal stromal cells (e.g., human bone marrow mesenchymal stromal cells, hBMSCs) with respect to morphology, primary cilia structure and TGFβR recruitment to the cilium associated with osteogenic differentiation in vitro. Together with bone formation in vivo, our results suggested a new type of biomaterial-based ciliotherapy for orthopedic, dental and maxillofacial surgery by the bioengineering control of osteogenesis via primary cilia modulation

Required Steps of Managing International Equity Placement Strategic Alliance

The purpose of the research is to unravel the steps of managing international equity placement strategic alliance (IEPSA). The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps. These steps of managing IEPSA can be classified into analyzing of macro consideration, micro consideration, domestic company’s stakeholder support, cultural understanding, strategic planning, internal support, human resource management, organizational arrangement, management control system, evolved cultural understanding, and evaluating results. In this research, the domestic partners who formed the IEPSAs are limited to State-Owned Enterprises (SOEs). The IEPSA was one of the means of privatization. The research will be beneficial for both foreign and domestic partners who form an IEPSA in the previous SOEs. By knowing the steps of managing the IEPSA both partners will be able to secure a successful implementation of IEPSA. By identifying the steps of managing the IEPSA, the stakeholder will not see IEPSA as threat rather as an opportunity to improve performance, to create synergy, and generate benefits for both partners and stakeholder. By knowing the necessary steps of managing the IEPSA, the stakeholder including society and politician will envisage the IEPSA as a means of effectively improving the SOEs’ performances.The research was espected to provide contributions for the research on strategic alliances. Apparently, there exist no literatures discussing about IEPSA in the domain of strategic alliances. Keywords: strategic alliance, equity placement, international equity placement strategic alliance, privatization, steps of international equity placement strategic alliance, state-owned enterprise

Required Steps of Managing International Equity Placement Strategic Alliance

<p><em>The purpose of the research is to unravel the steps of managing international equity placement strategic alliance (IEPSA).</em><em> </em><em>The steps of managing an IEPSA are obtained by conducting theoretical review. The theoretical reviews consist of theory of strategic alliance; definition, classification, and finding definition of an IEPSA, political and analytical considerations and the necessary steps.</em><em> </em><em>These steps of managing IEPSA can be classified into analyzing of macro consideration, micro consideration, domestic company’s stakeholder support, cultural understanding, strategic planning, internal support, human resource management, organizational arrangement, management control system, evolved cultural understanding, and evaluating results.</em><em> </em><em>In this research, the domestic partners who formed the IEPSAs are limited to State-Owned Enterprises (SOEs). The IEPSA was one of the means of privatization</em><em>. </em><em>The research will be beneficial for both foreign and domestic partners who form an IEPSA in the previous SOEs. By knowing the steps of managing the IEPSA both partners will be able to secure a successful implementation of IEPSA. By identifying the steps of managing the IEPSA, the stakeholder will not see IEPSA as threat rather as an opportunity to improve performance, to create synergy, and generate benefits for both partners and stakeholder.</em><em> </em><em>By knowing the necessary steps of managing the IEPSA, the stakeholder including society and politician will envisage the IEPSA as a means of effectively improving the SOEs’ performances</em><em>.</em><em>The research was espected to provide contributions for the research on strategic alliances. Apparently, there exist no literatures discussing about IEPSA in the domain of strategic alliances. </em><em> </em></p> <p><em> </em></p> <em>Keywords:<strong> </strong>strategic alliance, equity placement, international equity placement strategic alliance, privatization, steps of international equity placement strategic alliance, state-owned enterprises</em