This study aims to demonstrate that the Dynamic Performance Management (DPM) framework, integrating performance management with system dynamics modelling, enables decision-makers…
Abstract
Purpose
This study aims to demonstrate that the Dynamic Performance Management (DPM) framework, integrating performance management with system dynamics modelling, enables decision-makers to identify sustainable strategies in online food delivery platforms, thereby avoiding company failure.
Design/methodology/approach
This study undertakes a multistep methodological approach. After the literature review, a retrospective case study approach was used. To build the DPM framework and the system dynamics simulation model, primary and secondary data were collected and analysed.
Findings
This study by adopting the DPM perspective highlights the critical role performance drivers play to assess the viability of alternative growth strategies in food delivery digital platforms. As such, the findings complement extant studies which highlighted the need for adopting a dynamic perspective in Performance Measurement and Management (PMM), particularly in complex and turbulent environments. Findings also highlight that in food delivery platforms, network effects may result insufficient to reach a critical volume of users and factors such as key drivers impacting platform attractiveness must be considered to design effective PMM.
Research limitations/implications
Future studies may apply the DPM framework here suggested to multiple digital platforms, to validate this study's findings.
Practical implications
This paper offers a guidance to practitioners and scholars to design effective PMM in food delivery digital platforms.
Originality/value
This study offers an innovative perspective to analyse the interdependences among main mechanisms underpinning the performance of food delivery platforms. As such, it contributes to enrich prior PMM literature and addresses the call for more empirical and theoretical PMM contributions in fast-changing and turbulent environments.
Details
Keywords
Enzo Bivona, Francesco Ceresia and Giovanni Tumminello
The purpose of this paper is to show how the changing interrelationships between fleet management, human resources and outsourcer capacity areas are likely to counterbalance…
Abstract
Purpose
The purpose of this paper is to show how the changing interrelationships between fleet management, human resources and outsourcer capacity areas are likely to counterbalance managerial policies, thereby generating a performance decay. The use of system dynamics modelling in a waste collection company offered an effective contribution to support decision makers to overcoming myopic decisions.
Design/methodology/approach
Literature review and a case study analysis (including interviews with company actors and data gathering) offered the basis to build a system dynamics model. The model built was then used to run simulations sessions to assess alternative investments decisions.
Findings
Simulation results show that understanding cause-and-effect relationships between company sub-systems can help managers to shift the focus of their decision process from a single department to the whole business system. Further, the paper offers three alternative scenarios (myopic, reactive and proactive) from which to learn how to design effective long-term sustainable policies.
Research limitations/implications
The simulation model was developed based on a literature review and a single-case study. Although it offers a useful contribution in the investigated case, to generalise its results, additional application to waste collection companies would be desirable.
Practical implications
The findings of the study have implications for public decision makers and those scholars investigating how to discourage the adoption of myopic decisions in complex environments.
Originality/value
To the best of our knowledge, only few studies investigated how the fleet management is likely to impact on the performance of waste collection companies. This study offers a contribution in this direction.
Details
Keywords
Enzo Bivona and Margarita Cruz
The purpose of this paper is to show how different business model innovations (BMIs) help small and medium-sized enterprises (SMEs) in the food and beverage industry to navigate…
Abstract
Purpose
The purpose of this paper is to show how different business model innovations (BMIs) help small and medium-sized enterprises (SMEs) in the food and beverage industry to navigate turbulent and uncertain environments such as the coronavirus economic crisis (COVID-19).
Design/methodology/approach
The paper adopts an in-depth case study approach and uses a dynamic business modeling (DBM) approach to analyze how a pioneer craft brewery in Switzerland implemented innovative actions undertaken during the COVID-19 pandemic.
Findings
The paper offers a novel framework describing three processes helping SMEs to implement innovations in their business model (BM) to respond in an effective way to crises, such as the COVID-19 pandemic. The first process refers to SMEs' ability to leverage readily available resources and allows SMEs to rapidly use their current knowledge to react to the changing environment amid the crisis. The second process points at SMEs' ability to transform existing resources into novel products or solutions. Finally, by mobilizing distant resources from their network, SMEs can obtain new resources and knowledge that facilitate the implementation of major changes in their BM.
Originality/value
Unlike previous studies, this research adopts a cause-and-effect perspective to make explicit how SMEs' BM changes affect strategic resources, key drivers and processes, thereby impacting performance. The analysis of the multiple reinforcing and balancing feedback loops resulting from the DBM approach can help SME entrepreneurs learn how and what changes are required in their BM to effectively face turbulent times, such as the COVID-19 crisis. From such an analysis, it emerged that the ability of SMEs to effectively implement innovations amid a crisis depends in large part on their collaborations with business partners and their ability to use and transform internal and external knowledge. In addition, as the future evolution of the COVID-19 crisis is still ongoing and uncertain, this study offers a unique perspective for SMEs in the food and beverage industry as the situation unfolds rather than after the fact.
Details
Keywords
Federico Cosenz, Guido Noto, Giuliana Cavadi, Enzo Bivona and Giovanni Scirè
This paper explores the use of Dynamic Business Modeling for Sustainability (DBMfS) in healthcare management settings as a holistic approach to integrating economic, social, and…
Abstract
Purpose
This paper explores the use of Dynamic Business Modeling for Sustainability (DBMfS) in healthcare management settings as a holistic approach to integrating economic, social, and environmental dimensions into the business formula of these complex organizations.
Design/methodology/approach
After framing sustainable value in healthcare in terms of organizational complexity, wicked problems, and emerging managerial challenges, the paper proposes and illustrates the DBMfS approach that adopts a systemic view of sustainable value in healthcare. According to a qualitative perspective, a single-case study of a maternity-related healthcare treatment is also described to explore the implications and limitations of using this approach to sustainable business modeling in healthcare organizations.
Findings
Findings show that, by embracing sustainability through DBMfS, healthcare organizations can improve operational efficiency, reduce waste (like energy, water, and medical supplies), and enhance cost-effectiveness, thus contributing significantly to societal well-being.
Originality/value
In recent years, the healthcare sector has faced numerous challenges and wicked problems, including escalating costs, resource constraints, and growing environmental concerns. As a result, the concept of sustainability has gained significant attention, thus calling scholars and practitioners to develop methods and tools able to integrate it into strategic management systems of healthcare organizations. By proposing the adoption of DBMfS in the healthcare sector, this paper contributes to feeding up the current debate.