Anne Cardoso, Thais Fernanda Bueno da Silva, Nilton Takagi, Cleiton Silva and Alessandro Micelli
The value chain is an essential management tool for the elaboration of strategic organizational planning. However, there are few published works providing methods for the…
Abstract
Purpose
The value chain is an essential management tool for the elaboration of strategic organizational planning. However, there are few published works providing methods for the development of value chains. This research aims to present a model to develop the value chain for the public sector.
Design/methodology/approach
Action research was used with case study in the evaluation step.
Findings
This research presents a model for value chain development along seven steps, covering data collection planning to the formalization of final product acceptance. The model suggests executing these seven steps in three iteration levels: operational, tactical and strategic. Through case studies, six practical insights were also highlighted in this work.
Research limitations/implications
Given the absence of related work, one of the limitations is the lack of comparison with other methods of value chain development in the public sector.
Originality/value
There are practical guides to value chain development in the public sector; however, to the best of authors’ knowledge, such guides have not been developed using research methods. In the literature, no works provide details on how value chain can be developed in the public sector. In addition, the constraints of face-to-face contacts during the COVID-19 pandemic led the research team to conduct remotely the model's development and evaluation in the case studies. The model presents elements that enable value chain development without face-to-face contact between the execution team and public institution's stakeholders.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design/methodology/approach
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
Value chains help public sector institutions provide essential products and services to citizens. Appropriate chains can be developed over multiple clearly-defined steps that span operational, tactical and strategic levels. Remote development of such frameworks is possible if team members are unable to meet face-to-face.
Originality/value
The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.
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Alessandro Pagano, Elisa Carloni, Serena Galvani and Roberta Bocconcelli
This paper aims to provide a contribution on the diffusion of Industry 4 (I4.0)-related knowledge in industrial districts (IDs). The main goal is to examine the dissemination of…
Abstract
Purpose
This paper aims to provide a contribution on the diffusion of Industry 4 (I4.0)-related knowledge in industrial districts (IDs). The main goal is to examine the dissemination of I4.0 knowledge, exploring the main mechanisms for its spreading and highlighting the main factors shaping such processes. Focus is on dissemination processes in IDs active in traditional industries, which could represent the “periphery” of I4.0 application context.
Design/methodology/approach
The methodology is qualitative. Notably, this paper presents a case study of the Pesaro ID specialized in furniture/woodworking machinery sector. A total of 18 in-depth one-to-one interviews have been conducted with relevant informants from a variety of organizations within the cluster: companies, institutions and universities.
Findings
The complexity of I4.0 requires a combination of traditional mechanisms with innovative ones within IDs characterized by the emergence of new players, activities and resources. These changes led to three main evolving patterns: the horizon of I4.0 upgrading shows blurred boundaries in terms of sectors and geographic location, the I4.0 diffusion appears fragmented in terms of initiatives and projects by both firms and institutions and the dissemination of I4.0 knowledge pushes ID firms and institutions to pursue deliberate initiatives leading to innovative forms of “collective” cooperation.
Originality/value
This paper contributes to both theory and practice. From the theoretical point of view, this paper contributes to the literature on innovation in IDs and clusters on two interrelated grounds. First, it provides further research on I4.0 and IDs and clusters. Second, it contributes to the stream of research on knowledge creation and diffusion in IDs and clusters, providing empirically based insights over emerging local learning processes in IDs. Moreover, relevant managerial and policy implications stem from the analysis.
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Raffaello Balocco, Alessandro Perego and Sara Perotti
The purpose of the paper is to look in depth at the role of business‐to‐business (B2b) eMarketplaces in supporting B2b relationships, identifying the successful business models…
Abstract
Purpose
The purpose of the paper is to look in depth at the role of business‐to‐business (B2b) eMarketplaces in supporting B2b relationships, identifying the successful business models and the related critical success factors (CSFs), and to propose a new classification framework to classify eMarketplace business models.
Design/methodology/approach
The paper is based on the analysis of 30 international eMarketplaces through case study methodology.
Findings
Nine different business models are identified, which can be classified in terms of a service‐provisioning model and supported processes between companies. For each business model, different CSFs are highlighted.
Research limitations/implications
The study has been conducted on a sample of 30 significant international eMarketplaces. Future studies could apply the framework to other cases in specific industries.
Originality/value
The paper offers an overview of the eMarketplace business models linking them with the most relevant CSFs. On one hand, the identified CSFs must be considered by managers and entrepreneurs launching new eMarketplaces or managing existing ones, in order to define the strategy, the business model, and the value proposition for the company users. On the other hand, managers facing the problem of adopting internet technology to support a B2b relationship with business partners must learn to distinguish between the different B2b business models, in order to understand their impact on processes and more precisely evaluate the potential value offered by a B2b electronic intermediary.