Search results

The implementation of product lifecycle management (PLM) technologies poses different challenges in comparison to the ones faced by companies using other information systems. Accordingly, the purpose of this paper is to investigate the impact of PLM on both new product development (NPD) process and on users' individual work, and also to analyse the linkages between PLM's organizational impact and users' attitudes towards technology.

This research is based on a survey of PLM end‐users in an aerospace company.

This paper shows that in the NPD process, PLM favoured a tighter workflow logic, easier product carryover, and more efficient product data retrieval. At the individual level, this has led users to spend more time on technical work, without impacting their productivity. This was true in the product design department and for older workers with low job seniority in particular.

Although the findings were drawn from a single case, this paper highlights the contribution made by technology acceptance models in explaining the organizational impact of technologies that support complex knowledge‐intensive tasks.

This paper points out that for a technology like PLM, each user needs different supporting mechanisms depending on his/her role and age. Young workers primarily need adequate sponsorship by top management and compatibility of new technology with their job. Older users, given their higher initial scepticism, need more training in the early phases of a new technology's introduction.

This paper contributes to existing literature by providing empirical evidence of both the impact of PLM systems and the determinants of their acceptance among end‐users.

As the restaurant industry is a representative service industry, long-living restaurants could carry the secrets of key factors that are needed to establish “sustainable business models” in service industry. The authors aim to answer the following question: How can restaurants innovate business model sustainably to last for more than 50 years through the era of digital transformation with open innovation dynamics?

Five long-lived restaurants from Daegu, Kyoto and Naples were selected separately by using the snowballing approach, and were analyzed through in-depth interviews and participatory observations.

Restaurants in Daegu have lived long mainly because of adding value to their recipes. Restaurants in Kyoto have lived very long, primarily by decoupling their original services, ingredients and recipes. Restaurants in Naples have enjoyed long lives by coupling or recoupling their ingredients, services and recipes.

The implication is that long-living restaurants or service firms could maintain their own sustainability by dynamically circling the following services: (1) adding and boning recipes (focusing on special menus or products), (2) coupling of ingredients (creative recoupling of original ingredients) and (3) decoupling of services (disconnecting the value chain and rebalancing it).

Based on the dynamic capabilities view, the current study aims to empirically investigate the effects of organizational learning culture (OLC), strategic reconfiguration (SREC) and digital transformation (DT), altogether, on Egyptian private hospitals' strategic renewal in the face of the COVID-19 pandemic.

This study adopted a cross-sectional design to collect the data used to carry out mediation analysis. A self-administered questionnaire was used to collect data from a sample consisted of 264 Egyptian private hospitals. The smart partial least square structural equation modeling technique (PLS-SEM) was adopted to test the hypotheses.

The results demonstrate that OLC directly and positively affects SR. Besides, SREC and DT partially and serially mediate the OLC-SR relationship.

The sample size was small, covering only Egyptian private hospitals. The results may be different in the manufacturing sector and in other countries. The study was cross-sectional which is limited to trace long-term effects of OLC, SREC and DT on SR. Accordingly, a longitudinal study may be undertaken.

Private hospitals' managers must actively explore and dig out valuable resources in order to discover potential information and trends endeavor to redesign internal structures, and reconfigure their current resources, structures and strategies to achieve strategic renewal. The findings also provide new insights to mangers of private sectors' institutions and direct their attention toward adopting the strategic renewal option to survive amidst crises instead of retrenchment, persevering, or quitting business.

The study's results imply that health care providers have sought to improve the capacities of their health care systems to address the patient-level social needs through continuous learning, internal reconfigurations and the transformation toward digitalization to renew their services.

This study therefore contributes to SR literature by being the first empirical study to introduce an integrative model for the antecedents of SR amidst the pandemic.