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Publication date: 27 September 2021

Hishan S. Sanil, Deepmala Singh, K. Bhavana Raj, Somya Choubey, Narinder Kumar Kumar Bhasin, Ranjeeta Yadav and Kamal Gulati

“Machine learning (ML)” in business aids in increasing company scalability and boosting company operations for businesses all over the world. “Artificial intelligence (AI)”…

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Abstract

Purpose

“Machine learning (ML)” in business aids in increasing company scalability and boosting company operations for businesses all over the world. “Artificial intelligence (AI)” technologies and several “ML” algorithms have grown in prominence in the business analytics sector. In the era of a huge quantum of data being generated by the virtue of the integration of the various software with the business operations, the relevance of “ML” is continuously increasing. As a result, companies may now profit from knowing how companies may use “ML” and incorporating it into their own operations. “ML” derives useful results from the data to address very dynamic and difficult social and business problems. ML helps in establishing a system that learns automatically and produces results in less time and effort, allowing machines to discover. ML is developing at a breakneck pace, fuelled mostly by new computer technology to competitive advantages during the COVID pandemic.

Design/methodology/approach

For firms all around the world, “ML” in business aids in expanding scalability and boosting operations. In the field of business analytics, artificial intelligence (AI) and machine learning (ML) algorithms have become increasingly popular. The importance of “ML” is growing in an era when a massive amount of data is generated as a result of the integration of various applications with company activities. As a result, businesses can now benefit from understanding how other businesses are using “ML” and adopting it into their own operations. In order to handle very dynamic and demanding societal and business challenges, machine learning (ML) extracts valuable results from data. Machine learning (ML) aids in the development of a system that learns automatically and generates outcomes with less time and effort, allowing machines to discover. ML is progressing at a dizzying pace, fueled primarily by new computer technology and used to gain competitive advantages during the COVID pandemic.

Findings

According to a new study published by the Accenture Institute for High Performance, “AI” might double yearly economic growth rates in several wealthy nations by 2035. With broad AI deployment, the yearly growth rate in the USA increased from 2.6% to 4.6%, resulting in an extra $8.3tn. In the UK, AI may contribute $814bn to the economy, raising the yearly growth rate from 2.5% to 3.9%. The authors are already in a business period when huge technological development is assisting us in addressing a variety of difficulties to achieve maximum development. AI technology has enormous developmental consequences. In addition, big data analytics is helping to make AI more enterprise ready. Future developments in “ML” cannot be understated. Machines will very certainly eventually be smarter than humans in practically every way.

Originality/value

The introduction of AI into the market has enabled small businesses to use tried-and-true strategies for achieving greater business objectives. AI is continually offering a competitive advantage to start-ups, whilst large corporations provide a platform for building novel solutions. AI has become an integral component of reality, from functioning as a robot in a production unit to self-driving automobiles and voice activated resources in complex medical procedures. As a consequence, solving the difficulties highlighted below and finding out how to collaborate with robots will be a constant problem for the human species (Sujaya and Bhaskar, 2021).

Details

World Journal of Engineering, vol. 19 no. 2
Type: Research Article
ISSN: 1708-5284

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Book part
Publication date: 13 May 2024

Abstract

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VUCA and Other Analytics in Business Resilience, Part B
Type: Book
ISBN: 978-1-83753-199-8

Available. Content available
Book part
Publication date: 13 May 2024

Abstract

Details

VUCA and Other Analytics in Business Resilience, Part A
Type: Book
ISBN: 978-1-83753-902-4

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Book part
Publication date: 13 May 2024

Monica Gupta, Rajni Bansal, Jyoti Verma and Kiran Sood

Introduction: Micro, small, and medium enterprises (MSME) have long been viable in the Indian economy. In the case of post-COVID-19, 20–40% of MSMEs in government can be…

Abstract

Introduction: Micro, small, and medium enterprises (MSME) have long been viable in the Indian economy. In the case of post-COVID-19, 20–40% of MSMEs in government can be permanently closed. The state should pay special attention to MSMEs for survival (Min, 2023).

Purpose: This chapter provides a framework for MSMEs to study industry challenges in Punjab and to discuss the conceptual framework and road map for future MSMEs in Punjab.

Need for This Study: The COVID-19 pandemic has drastically impacted the variable economic activities within the world. This study is responsible for explaining the different vulnerable sectors related to small- and medium-sized enterprises. On the other hand, this study is an analytical and descriptive research in nature.

Methodology: A mixed method of data collection has been used in this chapter. The data have been collected by floating a questionnaire to the various entrepreneurs of MSMEs. Secondary data have been collected through the Internet.

Findings: Through this research, we could analyse the MSMEs’ conceptual framework, the challenges they face, and the industrial units’ future roadmap.

Practical Implications: This research is mainly considered a clear explanation of current competition and market access challenges that small- and medium-sized enterprises face. This situation is derived due to the COVID-19 pandemic, so many enterprises are trying to find their exit ways. On the other hand, some MSMEs are trying to focus on the online business market to make some profit and to overcome the loss.

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Book part
Publication date: 13 May 2024

Anju Rohilla and Priya Jindal

Purpose: Leaders must come up with new ideas and motivate their people to welcome new beginnings if they are to adapt to the changing demands of the business. Organisations face…

Abstract

Purpose: Leaders must come up with new ideas and motivate their people to welcome new beginnings if they are to adapt to the changing demands of the business. Organisations face challenges in navigating the vast array of possibilities and choices in the volatility, uncertainty, complexity, and ambiguity (VUCA) world. This chapter explores various leadership styles, highlighting leadership initiatives in the context of (VUCA) during the COVID-19 pandemic.

Methodology: Secondary sources were used to collect information and data, including published articles, journals, newspapers, reports, books, and websites. The logical progression was used to comprehend the idea of VUCA leadership and strategies.

Findings of the Study: The VUCA accurately depicted the global landscape after COVID-19. It offered a valuable framework for examining strategy and leadership in a swiftly evolving world. To portray the dynamic characteristics of the corporate environment and to lead, many businesses use VUCA. Furthermore, this study highlights the VUCA leadership essential skills needed for effectively navigating VUCA circumstances.

Practical Implications: This study focuses on VUCA leadership practices and strategies in the workplace. The chapter outlines six key competencies: setting goals, being prepared, putting the customer’s needs first, flexibility and adaptation, decision-making, and collaboration and teamwork. These skills are essential for corporations to endure and thrive in VUCA circumstances. Corporate leaders are encouraged to integrate these skills into their repertoire, equipping themselves to confront challenges in a volatile environment.

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VUCA and Other Analytics in Business Resilience, Part B
Type: Book
ISBN: 978-1-83753-199-8

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Publication date: 13 May 2024

Kumar Shalender and Naman Sharma

Purpose: The importance of creativity and innovation can’t be overstressed today. Especially in the context of volatility, uncertainty, complexity, and ambiguity (VUCA) world…

Abstract

Purpose: The importance of creativity and innovation can’t be overstressed today. Especially in the context of volatility, uncertainty, complexity, and ambiguity (VUCA) world, firms cutting across businesses have to pay special attention to building a culture of creativity and innovation around business processes.

Design/Methodology/Approach: The study uses an extant literature review and practical cases to highlight the parameters required to build a culture of creativity and innovation in companies. These parameters lead to the development of the conceptual framework that can help firms sustain innovation even amidst a fast-changing business environment.

Findings: The findings suggest that focus on internal and external forces is required to keep up innovation efforts in the VUCA world. Being agile with a discrete focus on learning is essential to remain creative and innovative for business sustainability.

Research Limitations/Implications: The study is crucial for academicians, practitioners, and policy makers. It is expected to open new avenues of research for further contributing to the body of knowledge related to the field of creativity and innovation while expected to help society by bringing them more innovative products at pocket-friendly prices.

Originality/Value: The study is unique as it delineates the relationship between creativity and innovation in the context of the VUCA world. The research also offers an innovation framework that is a valuable addition to both fields of academia and corporate.

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VUCA and Other Analytics in Business Resilience, Part B
Type: Book
ISBN: 978-1-83753-199-8

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Publication date: 13 May 2024

Akansha Mer and Amarpreet Singh Virdi

Introduction: Amidst Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), turbulence is a vital component of an entrepreneurial landscape. VUCA world has set a new dynamic…

Abstract

Introduction: Amidst Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), turbulence is a vital component of an entrepreneurial landscape. VUCA world has set a new dynamic in the business environment and organisation’s settings. In such an environment, it is pertinent for entrepreneurs to exhibit creativity, innovative service behaviour, and performance.

Purpose: The study investigates whether creativity, innovative service behaviour, and performance of entrepreneurs are fostered through employee engagement practices in a highly volatile, uncertain, complex, and ambiguous environment.

Methodology: The methodology involves a systematic review and meta-synthesis. By identifying the major topics, a systematic literature review helped critically analyse and synthesise the literature.

Findings: According to the study, corporate entrepreneurial factors like (management reinforcement, reward/reinforcement, job autonomy/discretion, time attainability, and organisational boundaries) entrepreneurial potential, entrepreneurial orientation, human capital, self-efficacy beliefs lead to employee engagement, which, in turn, fosters creativity, innovative service behaviour, and performance among entrepreneurs in the VUCA world.

Details

VUCA and Other Analytics in Business Resilience, Part A
Type: Book
ISBN: 978-1-83753-902-4

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Publication date: 13 May 2024

Ashutosh Verma

Introduction: The COVID-19 pandemic was unprecedented, and none of the world’s think tanks could have predicted how far it would spread. People visualise the pandemic as a classic…

Abstract

Introduction: The COVID-19 pandemic was unprecedented, and none of the world’s think tanks could have predicted how far it would spread. People visualise the pandemic as a classic example of a VUCA environment (an environment characterised by volatility, uncertainty, complexity, and ambiguity). Managing COVID-19 requires unique and different leadership qualities.

Purpose: This study’s rationale emphasises that VUCA demands strategic and agile leadership. Leaders across the globe must acknowledge the fact that the elements of VUCA, i.e. volatility, uncertainty, complexity, and ambiguity, are not synonymous and hence need differential treatment. Also, recommend adopting agile leadership to tackle the VUCA world.

Methodology: This is a conceptual study focusing on agile leadership. The study addresses the challenge of leading in the VUCA environment. The constituting components of VUCA are differentiated, followed by an extensive literature review of agile leadership.

Findings: VUCA is the new normal and is there to stay. Business leaders still need to counter VUCA due to their incapacity to distinguish and treat the components equally. Furthermore, there is an emergent need to develop an agile workforce, agile organisations, and agile leadership to combat VUCA. The study indicates that business leaders must be agile enough to handle the COVID-19 pandemic and future crises. There is a constant need to ensure agility. This study will provide a deep insight into VUCA and help business leaders emerge victorious in turbulent times.

Details

VUCA and Other Analytics in Business Resilience, Part A
Type: Book
ISBN: 978-1-83753-902-4

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Publication date: 13 May 2024

Sunil Kumar, Ridhima Sharma and Firdous Ahmad Malik

Introduction: This study investigates the COVID-19 pandemic’s effects on the sustainability of the supply chain. It investigates how modern supply networks and procedures were…

Abstract

Introduction: This study investigates the COVID-19 pandemic’s effects on the sustainability of the supply chain. It investigates how modern supply networks and procedures were equipped for such a catastrophe, and the pandemic’s effects on the environment, highlighting the significance of studying resilience and sustainability concurrently.

Purpose: The study acknowledges the importance of environmental sustainability for businesses and the need to examine trends in organisational, customer, policy, and distribution networks.

Need for the Study: The COVID-19 pandemic has significantly impacted supply chains. This study aims to provide insight into the long-term repercussions of the crisis and the importance of incorporating environmental considerations.

Methodology: The study uses a mixed-methods approach to evaluate the effects of the COVID-19 pandemic on supply networks and environmental sustainability indices. Data from industry reports, governmental publications, polls, and qualitative research techniques have been gathered.

Findings: The results of this study advance our understanding of how to preserve supply chains in the wake of the COVID-19 pandemic. It highlights the need for enhanced resilience and sustainability measures, expose the flaws and weaknesses of contemporary supply networks, and uncover developing patterns and tactics in customer behaviour, policy frameworks, distribution networks, and supply chain management.

Practical Implications: The COVID-19 pandemic has provided businesses, decision makers, and researchers with guidance on handling its potential and challenges – increasing the supply chain’s resistance to future interruptions, incorporating environmentally friendly practises, developing policies to support resilient and sustainable supply chains, adapting to changing consumer tastes, increasing effectiveness, and minimising the environmental impact of distribution networks.

Details

VUCA and Other Analytics in Business Resilience, Part B
Type: Book
ISBN: 978-1-83753-199-8

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Book part
Publication date: 13 May 2024

Anu Singh Lather and Simran Kaur

Introduction: The concept of diversity encompasses not only an individual’s self-perceptions but also perceptions of others. It exerts an influence on individuals’ social…

Abstract

Introduction: The concept of diversity encompasses not only an individual’s self-perceptions but also perceptions of others. It exerts an influence on individuals’ social interactions. The promotion of workforce diversity within an organisation holds considerable importance for several reasons. These include the impact of globalisation, the amalgamation of ideas stemming from diverse ethnic groups, the inclusive progress facilitated by individuals from varying economic and religious backgrounds, and the unique perspectives brought to work by those hailing from different regions of the country.

Purpose: Literature exhibits that the perception of organisational justice is a crucial factor in elucidating the dynamic between subordinates and their supervisors, and its consequential effect on the long-term viability of the enterprise.

Methodology: The research reports responses from 107 Delhi NCR employees. Before the main investigation, a pilot study with 20 employees was conducted for assessing the scale’s reliability and validity.

Findings: The current study has provided evidence indicating that different dimensions of organisational justice have a significant impact on individual work behaviour, specifically task performance behaviour (TP), employee silence (ES), and organisational counterproductive behaviour (CBP). Moreover, this impact is influenced by several factors, including emotional intelligence (EI), social desirability, and the age of employees.

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