Jonathan D. Pemberton and George H. Stonehouse
Competitive success is governed by an organisation’s ability to develop new knowledge assets that create core competences. While these exist in many forms, organisational learning…
Abstract
Competitive success is governed by an organisation’s ability to develop new knowledge assets that create core competences. While these exist in many forms, organisational learning is an integral feature of any learning organisation that exploits its knowledge resources to generate superior performance. This paper explores the ideas and links between organisational learning and knowledge management, making reference to a number of sectors and companies, and specifically the airline industry, arguing that the culture, structure and infrastructure of an organisation are essential elements that facilitate and nurture learning. As a consequence, core competences are built and developed within the learning organisation which, in turn, contribute to its competitive success.
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Andrew Robson and Jonathan Pemberton
Reports on the rationale used in the selection of a spreadsheet for use in information management and planning operations. Surveys business users and software suppliers to shed…
Abstract
Reports on the rationale used in the selection of a spreadsheet for use in information management and planning operations. Surveys business users and software suppliers to shed light on the criteria adopted in the selection process. Suggests that perceived market leaders and the procurement behaviour of competing organizations have greater influence than a rigorous IT selection strategy.
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George H. Stonehouse and Jonathan D. Pemberton
Core competences, emanating from an organisation and that provide distinctive benefits to customers, are commonly viewed as the basis of competitive advantage. While these exist…
Abstract
Core competences, emanating from an organisation and that provide distinctive benefits to customers, are commonly viewed as the basis of competitive advantage. While these exist in many forms, the role of individual and organisational knowledge is increasingly important in the formation of knowledge‐based core competences. This paper explores the ideas of knowledge management, making reference to a number of sectors and companies, and specifically the airline industry, arguing that the culture, structure and infrastructure of an organisation are integral elements that facilitate and nurture learning. As a consequence, competences are built and developed within the “intelligent” organisation, which in turn, contribute to its competitive success.
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Jonathan Pemberton and Andrew Robson
As a business tool, the spreadsheet is cited as a valuabledecision‐making aid, but despite its apparent widespread use, its scopeand potential, both with respect to areas of…
Abstract
As a business tool, the spreadsheet is cited as a valuable decision‐making aid, but despite its apparent widespread use, its scope and potential, both with respect to areas of application and features offered, are barely exploited by the general user. Discusses and investigates these issues by examining the level of skills present amongst a group of spreadsheet users and the vehicles used in acquiring them. Argues that, in a general business environment, a lack of training in this area is, in many cases, confining the spreadsheet to little more than an electronic filing cabinet.
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George Stonehouse and Jonathan Pemberton
Strategic frameworks and tools of analysis have been the subject of much academic debate over the last 20 years. This paper reviews the main approaches to strategic management…
Abstract
Strategic frameworks and tools of analysis have been the subject of much academic debate over the last 20 years. This paper reviews the main approaches to strategic management and, by presenting the results of a survey of 159 small and medium sized enterprises selected from both the service and manufacturing sectors, demonstrates a divide between the theoretical concepts and the practical realities of strategic planning. While there are strong indications of business planning among the organisations surveyed, there is less evidence of strategic thinking except among larger businesses. Even in this latter group there are only a few instances where the recognised tools of strategic management appear to play a role in planning, the exception being internal financial analysis, which is widely undertaken.
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Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and…
Abstract
Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.
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Yingli Wang, Jonathan Gosling and Mohamed M. Naim
A number of governments are making building information modeling (BIM) a mandatory requirement for all public works construction projects. While main contractors may be ready to…
Abstract
Purpose
A number of governments are making building information modeling (BIM) a mandatory requirement for all public works construction projects. While main contractors may be ready to comply with such requirements, the supply chain as whole may be vulnerable as lower-tier suppliers may not be able to adopt BIM. There is currently no objective approach to assessing BIM maturity; hence, this paper aims to develop a new approach to determine suppliers’ current vision and execution-based capabilities to exploit BIM and their capacity to reach a higher maturity level.
Design/methodology/approach
Based on UK Government BIM maturity levels, the authors exploit a unique data set made available by a main contractor, to determine a data-driven approach, using K-means, to assess the capabilities and vision of its supply base.
Findings
The authors find a direct comparison between our suggested K-means clusters and the UK Government’s BIM maturity levels. However, in interrogating specific cases, the authors find that using a subjective approach would have wrongly categorized certain companies. The authors also determine what capability and strategic developments are required for companies to move to a higher level.
Research limitations/implications
The method aligns with the existing UK BIM maturity model and enhances the model by determining the likelihood of a supplier in progressing to a higher level of maturity. The research was with a single case company, exploiting their existing survey instrument and data. A more comprehensive study could be adopted with a generic survey questionnaire.
Practical implications
The research may be exploited by companies to take a strategic approach to assess suppliers in BIM adoption and to establish supplier development mechanisms.
Originality/value
The data-driven approach avoids ambiguity of categories and mis-categorizing suppliers.
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Jonathan Brodeur, Isabelle Deschamps and Robert Pellerin
This paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in…
Abstract
Purpose
This paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in manufacturing SMEs and propose an approach to manage them.
Design/methodology/approach
This research focuses on a single manufacturing SME in North America, and data were collected using a research intervention method. Data were collected through observation and intervention within the SME over 27 months.
Findings
The research has shown that organizational changes are required in manufacturing SMEs to better manage their Industry 4.0 transformation projects.
Research limitations/implications
Using the case study method limits the generalization of the results. The organizational changes observed, and their characteristics might be specific to the studied manufacturing. Although results could vary in different contexts, many manufacturing SMEs have similar characteristics to those observed in this study.
Practical implications
This research provides preliminary evidence of an iterative organizational change management approach that manufacturing SMEs must adopt to facilitate the management of their digital transformation.
Originality/value
This research provides a better understanding of how a manufacturing SME can improve its capabilities to manage its digital transformation by introducing iterative organizational changes. From these results, a link to the organizational learning literature can be drawn and developed upon.
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Devansh Pandey, Srabanti Mukherjee, Gopal Das and Jonathan Z. Zhang
Recent development and democratization of digital technologies call for studying base-of-the-pyramid (BOP) consumers’ interactions with these technologies. This study aims to…
Abstract
Purpose
Recent development and democratization of digital technologies call for studying base-of-the-pyramid (BOP) consumers’ interactions with these technologies. This study aims to explore how BOP consumers interact with mobile information and communication technology (mICT) and improve their welfare.
Design/methodology/approach
Following an extensive literature review, content analysis of the reviewed articles and reports was conducted to build this article’s conceptual foundation.
Findings
This study has conceptualized five mechanisms in which mICT improves the lives of BOP customers through enhanced access and control of resources. In particular, the authors characterize a converging nature of mICT and related applications (social media, internet of things, artificial intelligence and sharing economy) as resources for social change. The authors find a striking contrast between BOP and affluent consumers regarding their motivations and barriers to adopting mICT-based applications. Implications to research, technology design and policymaking are discussed.
Originality/value
The intersection of mICT and BOP is under-researched. With this paper, we tried to address this research gap. Further, this study has brought out several important research questions in each application, serving as a springboard for future researchers.
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Vandana Srivastava, Sanjeev Kishore and Deepika Dhingra
Over the last decade, customer experience management has gradually emerged as the most important activity for organisations. Organisations have turned towards leveraging the…
Abstract
Over the last decade, customer experience management has gradually emerged as the most important activity for organisations. Organisations have turned towards leveraging the ubiquitous and easy-to-use technology in enhancing and enabling experience for the time-crunched customers of today who are looking for greater convenience and choices. It is therefore not surprising that disruptive technologies such as smartphones, virtual and augmented reality, cloud computing, big data analytics, Internet of things, artificial intelligence and robotics have also found their way into the design of customer experience. This chapter aims to present an overview of the technologies that have transformed the customer experience landscape. This chapter contributes by showcasing two illustrative cases from very diverse domains, a private sector bank and a public sector transportation organisation, to elucidate how India, a rapidly developing economy, is embracing technology to enhance the customer experience.