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Article
Publication date: 6 November 2017

Cinzia Battistella, Alberto Felice De Toni and Elena Pessot

This work provides new insights into possible managerial choices and development directions for practising open innovation (OI) in companies. The purpose of this paper is to…

1410

Abstract

Purpose

This work provides new insights into possible managerial choices and development directions for practising open innovation (OI) in companies. The purpose of this paper is to explore the different practices, actors and tools adopted for opening up the innovation process, in particular, by small- and medium-sized enterprises (SMEs) that are still facing difficulties in its implementation.

Design/methodology/approach

The paper is based on a literature review and an exploratory survey of a sample of 85 European SMEs.

Findings

The study identifies a total of 23 practices, 20 actors and 11 tools involved in the OI processes of companies. It highlights, through literature and empirical evidence, how different combinations of practices, actors and tools are put into practice.

Research limitations/implications

The developed framework offers new insights both from OI literature and from practitioners’ point of view into the supporting decision-making processes regarding which practices to implement, tools to adopt and actors to collaborate with. A wider investigation is recommended to include more variables to define the differences among the combinations of practices, actors and tools in terms of types of innovation (e.g. product, process, etc.), the openness degree and other contextual factors.

Originality/value

The originality of this paper is based on the fact that it focusses on a practical perspective of OI implementation, building a framework of reference from previous literature and empirical investigation.

Details

Business Process Management Journal, vol. 23 no. 6
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 5 June 2017

Alberto Felice De Toni, Andrea Fornasier and Fabio Nonino

This paper aims to explain and discuss the complex nature and value of knowledge as an exploitable resource for business.

326

Abstract

Purpose

This paper aims to explain and discuss the complex nature and value of knowledge as an exploitable resource for business.

Design/methodology/approach

The authors propose a conceptual explanation of knowledge based on three pillars: the plurality of its nature, understood to be conservative, multipliable and generative, its contextual value and the duality of carrier incorporating business knowledge, objects or processes. After conceptualizing the nature of knowledge, the authors offer a metaphor based on the classic transformation from “potential” to “kinetic” energy in an inclined plane assuming that the conservative nature of knowledge makes it act as energy.

Findings

The metaphor uses the concept of potential and kinetic energy: if energy is only potential, it has a potential value not yet effective, whereas if the potential energy (knowledge) becomes kinetic energy (products and/or services), it generates business value. In addition, business value is a function of the speed acquired and caused by the angle of inclined plan, namely, the company’s business model. Knowledge is the source of the value and can be maintained and regenerated only through continuous investments. Several years later the value extraction reaches a null value of the company (potential energy) which will cease to act (kinetic energy) for triggering both the value generated and the value extracted.

Originality/value

The paper proposes an initial attempt to explain the meaning of the transformation of knowledge using a metaphor derived from physics. The metaphor of the energy of knowledge clearly depicts the managerial dilemma of balancing a company’s resources for both the generating and extracting value. Similarly, future study should try to associate other knowledge peculiarities to physical phenomena.

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Article
Publication date: 26 June 2007

Alberto Felice De Toni, Andrea Fornasier, Mattia Montagner and Fabio Nonino

This study sets out to introduce an innovative performance measurement system (PMS) for business process outsourcing in facility management (FM) industry and analyse, comprehend…

4291

Abstract

Purpose

This study sets out to introduce an innovative performance measurement system (PMS) for business process outsourcing in facility management (FM) industry and analyse, comprehend and explain the main criticalities in the relationship among the actors involved in an outsourcing non core services contract, which is typical of the FM business sector. The aim of the tool is to improve performances and enhance their integration towards a partnership.

Design/methodology/approach

A case study research has been carried out on a medical service authority and on its FM service provider in order to investigate, understand and explain the main criticalities in their relationships. Starting from a literature analysis on empirical applications of PMS, an adaptation of a balanced scorecard (BSC) has been realized to exceed the criticalities of the case study and to propose a PMS for facility management.

Findings

As highlighted in the case study, the need for an improved actors' partnership has been fulfilled through an innovative approach, i.e. a performance measurement system which shares some indicators among FM service provider and customer.

Research limitations/implications

The limitation of this research lies in the fact that PMS has been designed from a single case study. Despite this fact, the PMS can be easily adapted for wide applications inside the FM business sector.

Practical implications

The PMS allows a better integration and coordination of the actors involved in an outsourcing services contract. It could be implemented in FM software tools.

Originality/value

The proposed performance measurement system is an innovative integration between the balanced scorecard and service balanced scorecard (SBC) for the facility management service industry. Furthermore, it shares some indicators which solve the main criticalities in the relationships among the actors involved in an outsourcing services contract and enhance partnership.

Details

International Journal of Productivity and Performance Management, vol. 56 no. 5/6
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 5 May 2015

Giovanni De Zan, Alberto Felice De Toni, Andrea Fornasier and Cinzia Battistella

The purpose of this paper is to present a methodology to assess the experiential learning processes of learning lean in an innovative learning environment: the lean model…

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Abstract

Purpose

The purpose of this paper is to present a methodology to assess the experiential learning processes of learning lean in an innovative learning environment: the lean model factories.

Design/methodology/approach

A literature review on learning and lean management literatures was carried out to design the methodology. Then, a case study methodology was used to test the framework.

Findings

The methodology permitted to asses learning processes and course contents of educational dynamics carried out in model factories and to theoretically ground such learning processes. The test showed that learning lean management is supported through a complete coverage of the eight phases of the learning path.

Research limitations/implications

The methodology contributes to the literatures of lean management and experiential learning, proposing a methodology of assessment. Part of the framework could also be applied to other disciplines.

Practical implications

The methodology could be used for two purposes: to design training courses or to assess existing experiential learning courses.

Originality/value

Due to its intrinsic complexity, learning literature presents few practical framework or tools. Among them, none have provided practical and theoretical-based advice on how to use experiential learning precepts to teach lean management.

Details

European Journal of Training and Development, vol. 39 no. 4
Type: Research Article
ISSN: 2046-9012

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Article
Publication date: 5 February 2016

Alberto Felice De Toni, Giovanni De Zan and Cinzia Battistella

Managing organizations in complex environments is a major challenge. Complexity is not only due to the external environment (market and/or technological turbulence) but also to…

2349

Abstract

Purpose

Managing organizations in complex environments is a major challenge. Complexity is not only due to the external environment (market and/or technological turbulence) but also to the internal configuration and specificities. A recent stream of studies in organizational literature suggested that organizations should develop and deploy specific capabilities for facing complexity, namely dynamic capabilities. This means becoming more flexible. The paper aims to discuss these issues.

Design/methodology/approach

This paper proposes four main capabilities to face four dimensions of complexity. It then investigates if it is more appropriate to focus on a specific capability when facing higher levels of a specific dimension of complexity. The research methodology is a multiple case study in seven different organizational units of the same super-store corporate.

Findings

Data showed some important results. First of all, internal complexity is unit specific rather than corporate or industry specific. Moreover, it can derive not only from unpredictability and rate of change, but also from variety of elements and their interactions. All these elements form complexity. Internal complexity is characterized by four main elements: uncertainty, dynamicity, diversity and interdependence. Finally, for each of these elements, different organizational strategies are used: in case of uncertainty, for example, a strategy used by the companies is the sharing of information and the development of redundancy.

Originality/value

Originality lies in linking different capabilities with different dimensions of internal complexity.

Details

Business Process Management Journal, vol. 22 no. 1
Type: Research Article
ISSN: 1463-7154

Keywords

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Article
Publication date: 7 April 2015

Alberto Felice De Toni, Andrea Fornasier and Fabio Nonino

The purpose of this paper is to investigate the impact of the implementation process on the ERP’s success in the post-adoption stage, measured as system’s acceptance, reliability…

2254

Abstract

Purpose

The purpose of this paper is to investigate the impact of the implementation process on the ERP’s success in the post-adoption stage, measured as system’s acceptance, reliability and utility perceived by users, inside the organizations.

Design/methodology/approach

The authors adopted a multiple case study research design. The data collected, provided by IT managers and 120 key-users from four companies, has been used to investigate the impact of the Enterprise Resource Planning (ERP) implementation phases on selected constructs of the Task-Technology Fit (TTF) and Technology Acceptance Model (TAM). The empirical evidences highlight a direct relation between the effectiveness of the implementation phases and the ERP’s success.

Findings

The research results emphasize the importance of the quality of the software, but especially the importance of the implementation phases’ management, which require technical and managerial ability of the team made up of people from the system integrator and the company’s key-users. Evidences suggest that the higher will be the organizational diffusion of an ERP implemented during a successful implementation project, the higher will be the perception of ERP success in the post-adoption stage. Moreover, the users’ perception of ERP quality will be maintained over time.

Research limitations/implications

The research has some limits due to its exploratory nature and to the chosen research approach, so the results may lack generalizability; consequently future research will concern with enlargement of the sample that will allow a better generalization of the results.

Practical implications

This exploratory study suggest that companies’ managers should be aware that a correct methodology of implementation, strongly influenced by the team, impacts on the technology consistency and therefore, on the ERP system success. So an appropriate choice is to invest more in the creation and development of internal and external project team than in the ERP’s brand.

Originality/value

This paper fulfils an identified need to clarify the explicit relationship between the quality of implementation phases and the subsequent ERP success in the post-adoption stage measured in terms of users’ perception of information system quality.

Details

Business Process Management Journal, vol. 21 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

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