Beverly Goldberg and John G. Sifonis
Classic theory says that there are three major steps in a change management program: unfreezing, changing, and refreezing. The early gurus of change management who developed the…
Abstract
Classic theory says that there are three major steps in a change management program: unfreezing, changing, and refreezing. The early gurus of change management who developed the theory had as their goal changing the way specific processes were done.
Claire Sinnema, Alan J. Daly, Joelle Rodway, Darren Hannah, Rachel Cann and Yi-Hwa Liou
Terence Tse and Khaled Soufani
The development of the new economy through the advent of the Internet and the World Wide Web has created many threats and opportunities for firms in general and small businesses…
Abstract
The development of the new economy through the advent of the Internet and the World Wide Web has created many threats and opportunities for firms in general and small businesses in particular. There appears to be an inextricable linkage among the new economy, new enterprise, and the new technology, which may have a potential effect on the way small businesses formulate their business strategies. This paper provides a theoretical approach that looks at the advantages of the digitisation of the economy and strategy formulation of small businesses taking three specific themes into account – virtualisation, molecularisation, and disintermediation. The strengths and weaknesses of various e‐commerce strategies in the context of these dimensions are discussed. Some strategies that are suitable for small companies are recommended and four principles are stated in order to assist these firms to formulate strategy in the new economy.
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Elizabeth Daniel and Hugh N. Wilson
Planning tools originating from logical rational models of strategy formation still have their place in e‐commerce, albeit complemented with elements of incrementalism and vision…
Abstract
Planning tools originating from logical rational models of strategy formation still have their place in e‐commerce, albeit complemented with elements of incrementalism and vision. Tools for prioritisation specifically, though, are unvalidated in this sphere. Action research would seem to be well suited to turbulent environments such as e‐commerce, due to its immediacy of outcome, its future orientation, its respect for practitioners as co‐producers of knowledge and its cyclical process. An action research study is described which modifies the directional policy matrix (DPM) to take account of competition between business models, not just between individual organisations. Conclusions are drawn on the wider applicability of the matrix, the role of strategy tools in situations of uncertainty, and the role of action research in reducing the gap between theory and practice.
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Michael D. Mumford, Katrina E. Bedell-Avers and Samuel T. Hunter
Scholars continue to debate whether planning, in fact, contributes to creativity and innovation. In this chapter, we argue that planning is critical to innovation and will…
Abstract
Scholars continue to debate whether planning, in fact, contributes to creativity and innovation. In this chapter, we argue that planning is critical to innovation and will contribute to the generation of viable new ideas. Effective planning, however, must be based on an incremental approach involving a viable portfolio of projects. The implications of this model for the management of innovation at the organizational, group, and individual levels are discussed. Potential new directions for research are considered, along with the model's implications for the management of creative ventures.
Jouni Kauremaa and Kari Tanskanen
The purpose of this paper is to increase understanding on the essential managerial and technical decisions in the design of IOIS for supply chain integration (SCI). Toward this…
Abstract
Purpose
The purpose of this paper is to increase understanding on the essential managerial and technical decisions in the design of IOIS for supply chain integration (SCI). Toward this end, the authors elaborate on IOIS constructs in the SCI context, and propose a framework on the design of IOIS for SCI based on the current literature.
Design/methodology/approach
The paper draws from prior literature on interorganizational information systems (IOISs) and supply chain management (SCM), and builds a conceptual framework that is illustrated by empirical examples from three case studies of a ten-year research program that focussed on e-business in SCM.
Findings
Based on prior literature from several domains, the authors propose a framework, which combines the managerial viewpoints and the technical viewpoints for designing IOIS for SCI. The authors argue that these decisions form the basis for constructing three main elements of the IOIS for SCI design theory, namely, purpose and scope, design principles, and technical framework. Furthermore, the authors suggest that the real thread binding the decisions on all levels – purpose and scope; design principles; technical framework – is the flexible differentiation over use contexts, primarily over partners and focal interorganizational processes.
Research limitations/implications
The key limitation of this work is the propositional nature of the advanced framework. However, the framework is strongly grounded in prior literature and is illustrated by examples from three empirical studies.
Practical implications
The proposed framework provides a systematic tool for both the design and evaluation of the practical implementation of IOISs in SCI context. Furthermore, the results point explicitly to the implications of the benefits received from unilateral and bilateral modes of IOIS design.
Originality/value
The synthesized framework and the observation of the requisite differentiation over use context complement prior work from multiple domains by discussing both managerial and technical questions of IOIS deployment within a single conceptualization.
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Organisational integration is being heralded as a critical “dynamic capability” and is seen as an important strategic issue for firms in the future. This study seeks to explore…
Abstract
Organisational integration is being heralded as a critical “dynamic capability” and is seen as an important strategic issue for firms in the future. This study seeks to explore this issue in the specific context of e‐commerce and information system integration, by considering the model proposed by Poon and Swatman, in the case of small‐ and medium‐sized enterprises (SMEs) in the UK. Poon and Swatman propose that the model of business transformation enabled by traditional IT turns “inside out” when applied to the e‐commerce domain. Their model suggests a hierarchy of levels of e‐commerce integration. At the lowest level firms develop inter‐organisational systems. At the next level they undertake limited integration with existing internal systems, and only at the highest level do they achieve full internal integration. The study, which was carried out by a mailed questionnaire, found that the proposed model is indeed valid. Three distinct groups of firms are identified that correspond to the hierarchical levels proposed in the model. The benefits realised by the firms were found to increase with increasing integration, but the level of process change required was found to be independent of the level of integration. Contextual variables, such as industry sector and organisational size, are explored for firms at the three different levels of integration. Developments of the Poon and Swatman model are suggested.
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The paper seeks to bring focus to the significance of the role of directors in corporate performance. The principles of good governance are not unknown to the Indian traditions…
Abstract
Purpose
The paper seeks to bring focus to the significance of the role of directors in corporate performance. The principles of good governance are not unknown to the Indian traditions. Today adoption of good corporate governance practices has emerged as an integral element for doing business. Understanding how boards impact on corporate performance is a question central to the corporate governance research agenda.
Design/methodology/approach
The paper explores the theoretical and historical link to the structure and functioning of the board of directors with special emphasis of the norms established by the Security Exchange Board of India (SEBI).
Findings
As global business interest in India keeps growing, so does the expectation that Indian companies must play – and be seen to play – by rules that are clear to international investors. Demands have long been heard for greater transparency in the way Indian companies do business. The reforms, ordained by the SEBI, are laid out in amendments to Clause 49 of the companies listing agreement with Indian stock exchanges, a section that pertains to corporate governance. Among the requirements are: more independent directors on boards and audit committees; a code of conduct for board members; a larger role for the audit committee; mandatory risk assessments and certification by the chief executive officer and chief financial officer of the effectiveness of internal accounting controls.
Originality/value
The paper advances the understanding of board structure and performance in Indian corporate governance system by examining the norms established by the SEBI.
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José M. Mateu and Isidre March-Chorda
The purpose of this paper is to provide a more useful business models assessment method than the traditional intuitive one. The paper also compares both methods, in order to…
Abstract
Purpose
The purpose of this paper is to provide a more useful business models assessment method than the traditional intuitive one. The paper also compares both methods, in order to display what does the intuitive assessment method really assess.
Design/methodology/approach
An experimental approach allows the authors to generate a set of business models, in order to assess them and to compare alternative assessment methods in a quantitative manner.
Findings
The work proposes a scale for ex ante business models assessment consisting on eight indicators. This provides an ex ante assessment that takes into consideration a wider range of factors than the traditional intuitive assessment. The comparison between both methods shows which factors are intuitively taken into account and which are not.
Research limitations/implications
The research contributes to expand the business model creation framework.
Practical implications
A more accurate assessment will show the most promising business models that will result in higher chances of success of new business ventures.
Social implications
As companies and entrepreneurs hardly have the possibility to implement more than one business model, to choose the best option becomes essential. This selection could mark the threshold between success and failure, and between wealth creation and destruction.
Originality/value
Little research has been conducted in a field that might be really fruitful, the field of business model ex ante assessment. The work faces the challenge using an experimental methodology that allows to broaden the range of situations to study.