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Riyadh, the capital of Saudi Arabia, has been witnessing rapid urban transformation processes during the 20th century, which have had various kinds of impact on the evolution of its urban identity. This paper therefore attempts to investigate how the new urban concepts, which were introduced by modernization and globalization, caused a conflict of identities and how this has resulted in dividing Riyadh into opposing urban entities. The main challenge in establishing a cohesive urban identity in Riyadh is based on the long-term conflict between traditional forms of urbanism and modern ways of urban development. The paper thus investigates the urban transformation of Riyadh from the beginning of the twentieth century until the present day. The main objective of this historic analysis is to capture the various ways inhabitants have perceived surrounding urban environments and how this has been influencing urban planning activities. The applied methodologies include the evaluation of historic documents, such as official reports and plans.

The ability of an organization to observe varying demands and efficiently meet them can be described as agility. Project procurement management (PPM) in the past was stable as things did not change very often and were very predictable. Due to hyper-competition, less predictable market and exponential innovation, the existing PPM becomes very unstable which marks the requirement of an agile model to manage procurement projects effectively. The paper aims to discuss this issue.

For achieving the improvements, various barriers to improving agility in PPM were identified from the literature and experts’ review, followed by obtaining quantified impacts of identified barriers from the experts using the Delphi technique. Finally, interpretive structural modeling along with Matrice d’ Impacts Croises Multiplication Appliqué an Classement analysis was used to analyze the interactions among barriers to prioritize and strategize their mitigation.

As per the analysis, the lack of top management alignment and commitment, lack of digital strategy, lack of new technology competencies and inefficiencies of financial factors were the most critical barriers that would come across while improving agility in PPM for any organization. Industries should have a stable, well-established and supportive top management that has a vision for digital transformation along with upgrading the companies’ technology layer for automating most of the manual processes to have intelligent decision-making capability.

Industries need to be agile in their operations for being more competitive and responsive to the market. PPM being the most critical part of the entire value chain needs to be agile in the first place. The strategies developed as an output of this research can be utilized by industries for improving agility in their business processes.

This paper aims to revisit the adoption reasons of enterprise systems (ES) and supply chain management systems (SCMS) and to explore the new dimensions of sustainability required to be added in the whole process of adoption of these systems. Moreover, it aims to explore the benefits of ES to organizations and to relate these benefits to the ES adoption in future sustainable city settings. Future cities will have micro-industries requiring dynamic interactions and will be dependent on efficient supply chains. The recent developments in information and communications technology (ICT) such as cloud computing through its dynamic, on-demand and service-based delivery are making it possible to achieve those goals for supply chains. The ES in general and more specifically SCMS have integrated organizations into one seamless mesh.

This paper presents a framework for adoption of sustainable ES in a smart city setting. The framework, firstly, is presented at a macro-level, particularly incorporating the relative significance of motivational factors for sustainable ES adoption. Subsequently, The authors study the benefits of ES as perceived by large and small and medium enterprise (SME) organizations using 100 case studies and discuss how these benefits can be realized for smart cities by projecting the ES benefits onto the proposed framework. The benefits are estimated with the Shang and Seddon’s (2002) framework.

The adoption of ES initiated with environmental factors and mediated with business and technical factors will bring benefits in all the dimensions of triple bottom line in addition to the firm’s performance. ES will have pivotal role in future smart city settings and will be able to offer social, environmental and economic sustainability in addition to traditional organizational performance indicators.

The proposed framework for ES adoption will bring ES packages (particularly, the required relative significance of adoption reasons) into the perspective of sustainable development. Moreover, the study of its benefits in relation to the proposed sustainable ES adoption framework presented in this paper will help in motivating organizations to incorporate social, economic and environmental sustainability into their core business objectives.

The purpose of this paper is to identify reasons for the enterprise systems adoption, their relevance to the Indian organizations and their relationship with industry and size among the Indian organizations.

Through the content analysis of 12 research papers reasons of enterprise systems adoption have been identified. With the resultant framework of variables, 288 Indian cases have been scanned to identify and contrast adoption reasons in India with other countries. Also through χ2 test their associations have been studied with respect to industry and size among Indian organizations.

All the adoption reasons are present in Indian organizations. All the adoption reasons are indifferent to the industry of organization. Similarly it is found that all the adoption reasons but one is indifferent to the size of organization. Only organizational change is found to be significantly related with the size.

The scope of study is limited to the Indian organizations that have implemented enterprise systems software. All the manifest variables have been marked with only two values 0 for absence and 1 for presence while omitting the information on relative strength. There is potential possibility of bias toward ES implementation benefits and relative comfort in implementing the target vendor's product. This research has utilized secondary data that might not have been created to address the current problem therefore may be limited in relevancy and accuracy.

Adoption motivations are a good starting point to see the need for the ES. Occurrences of adoption motivations advocate the change in the application infrastructure. Following 12 motivations for the adoption of ES have been identified in the literature review. Moreover they have not varied much with respect to the size and industry of the organizations. However, some factors are showing stronger presence in Indian context than the global counterparts and some are showing weaker presence.

Content analysis of the literature review has resulted in 12 reasons for the enterprise systems adoption after three iterations. These variables have been explained with the help of literature. Second, component of this research studies the relationship of these variables with industry and size among Indian organizations. It is established that enterprise systems are being adopted globally for the identical reasons. These reasons are also almost uniform with respect to industry and size of the Indian organizations.

The purpose of this paper is to present the research carried out on a conceptual approach in business improvement termed as culture driven regeneration (CDR). The research positions CDR as business improvement tool that leverages organizational learning, organization culture and corporate knowledge in implementing changes. The CDR concept is positioned half way between business process re-engineering (BPR) that thrives on radical design and process changes, and total quality management (TQM) that takes the slow and incremental approach to improvement. CDR regenerates the processes in the journey to business improvement.

A structured and a comprehensive literature review were carried out on BPR and TQM in the context of leadership, organization learning, organizational learning and corporate knowledge. The review confirmed that TQM and BPR are connected to the four areas. This connection led to the conceptualization that organizations deploy culture and corporate knowledge to drive business improvement. Organization culture and knowledge was quantified based on previous research in this area and methods applied in other research studies relating to benchmarking. There are no empirical analyses included in this paper, however knowledge and culture were given scores in illustrating the CDR concept.

This conceptual paper has pointed out that organization culture, knowledge, organizational learning and leadership are important components of a business improvement tool such as BPR and TQM. The CDR concept leverages those components and draws on the organization’s corporate culture to enable change.

Additional empirical studies are required on various types of industries, organization cultures, organization structures and professions to establish more robust scores for knowledge and culture applied in the CDR concept. The concept could be further expanded into a framework that could be applied across a number of industries.

The CDR concept is a business improvement tool that enables organizations to leverage their existing culture in driving change. The concept is built up on the existing relationship BPR and TQM has with organization learning, organization culture, corporate knowledge and the quantification of culture and knowledge.

BPR is “the central reconsideration and thorough restructuring of business procedures to enhance the critical and contemporary aspects of performance like the expense, quality, service, and speed”. Also, as it's a key factor for guaranteeing businesses' achievement, however, the profound discussion about the BPR is very rare as far as we know. We need more studies regarding the subject due to the absence of BPR works in the logistics industry. Hence, this study investigates the Systematic Literature Review (SLR) of BPR for logistics companies, leading the managers and writers active in BPR, and making them aware of the present, past and future trends in this discipline.

As BPR is a necessary foundation for ensuring enterprise systems' success, this study will systematically investigate the BPR in logistics. The proposed BPR in logistics research classification framework is based on a comprehensive literature review, which concentrates on peer-reviewed journal papers published until 2019. A total of 22 academic sources have been retrieved and analyzed in terms of research purpose and nature, the employed method, theoretical approach and analysis level.

The findings of this paper showed that BPR companies outperform the non-BPR ones regarding information computing, technology uses, organizational architecture, coordination and all key logistics procedures. The results can motivate non-BPR logistics organizations to reassess the feasibility of these plans.

This paper provides an overview of BPR to young academics. Also, it identifies some distinct research gaps that could be worth studying. However, this paper may be restricted by choice of dimensions and the selection of relevant articles. In turn, researchers need to become more innovative in terms of their research techniques when examining BPR implementation.

This paper guides researchers and practitioners to insight into published research work and their findings. The findings are valuable to logistics firms in an emerging market, as logistics resources may affect logistics service costs and quality. Also, it discusses indications for future research in BPR. It emphasizes the need to bridge the lacuna between BPR theory and evidence-based practice. Furthermore, it provides a better understanding of BPR implementation, which can be applied toward overcoming operational difficulties during the implementation process.

This paper fulfills an identified need for a comprehensive classification framework of BPR in logistics studies. We can consider it as the first-evaluated methodically gathered workaround BPR in logistics. It essentially provides both academics and practitioners with a conceptual map of existing BPR in logistics research and points out future research opportunities.

The purpose of this paper is to investigate the relationship between the maturity level of supply chain process management (SCPM) and the company’s organisational life cycle (OLC).

Based on a theoretical review, a questionnaire was developed to measure the maturity level of SCPM and the OLC. Data from 228 companies operating in Brazil were collected to assess the association between variables by using correspondence analysis technique.

Among the key findings, evidences of a relationship between the maturity level of SCPM and the company’s OLC could be highlighted. In addition, it was found that the maturity level of SCPM has no significant relationship with the age or size of a company but it is related to the capabilities inherent to the SCPM.

Measurement of SCPM and the OLC was based on the managers’ perceptions about the actual configuration of their firms. Accordingly, there is a certain level of subjectivity inherent to those models. The study is valid for companies operating in Brazil and might not be applicable for other countries.

This study increases awareness about the influence of organisational issues, such as the decision model, power hierarchy or governance structure, in the development of SCPM maturity. Such issues must be addressed to develop SCPM.

Management and control of organisational issues might help to develop the maturity of SCPM, so the service level of companies, in order to deliver high quality services to society. Still, further research is required in the social area.

The paper tried to analyse the relationship of two well established models where this link was overlooked in the past. It was not found in literature similar investigation.

Business Process Reengineering (BPR) eliminates non-value-added (NVA) and essential non-value-added (ENVA) waste through radical process redesign to improve organizational operations. Comprehensive research integrating BPR tools is needed to understand their benefits for manufacturing firms. This research presents an integrated BPR-simulation framework tailored to the manufacturing sector to maximize process improvements and operational excellence.

The BPR design methodology adopts a systematic, multi-stage approach. The first phase involves identifying a specific improvement process aligned with BPR's core objectives. This phase analyses and redesigns workflows to optimize task sequences, roles, and stakeholder interactions while eliminating redundancies and inefficiencies via Workflow Process Reengineering. Visual process mapping tools, including VSM and simulation, pinpoint areas of waste, delay, and potential enhancement. The second phase follows the workflow analysis and aims to improve efficiency and effectiveness by redefining roles, rearranging tasks, and integrating automation and technology solutions. The redesigned process undergoes evaluation against key performance indicators to ensure measurable improvements are achieved. The final phase validates the proposed changes through simulation models, assesses the impact on key performance metrics, and establishes the necessary infrastructure for successful implementation. The proposed model is empirically validated through a case study of a leading apparel company in Vietnam, confirming its effectiveness.

The findings reveal that NVA activities are being eliminated, and ENVA activities in key departments are significantly reduced. This yielded a substantial improvement, reducing 25 out of 186 combined ENVA and NVA operations in the sewing facility, involving a decrease of 15 ENVA operations and the removal of 10 NVA operations. Consequently, this led to an 8.5% reduction in the proportion of ENVA operations, accompanied by a complete 100% elimination of NVA activities.

The single case study limits generalizability; thus, expanded implementation across diverse manufacturing sub-sectors is required to establish validity and broader applicability of the integrated framework.

The experimental results highlight the proposed model's effectiveness in optimizing resource utilization and its practical implementation potential. This structured BPR methodology enables organizations to validate, evaluate, and establish proposed process changes to enhance operational performance and productivity.

This paper aims to explore the divergences and commitments between the lean, agile, resilient and green paradigms while investigating the effect of paradigms' practices within supply chain attributes.

A conceptual model with lean, agile, resilient and green practices and supply chain management attributes is proposed. Causal diagrams were used to represent the relationships between paradigm practices and supply chain attributes. The four diagrams were aggregated to build the conceptual model.

The conceptual model allows for the identification of synergies and divergences resulting from the paradigms practices implementation. The synergies between paradigms are related to “information frequency” and “integration level” increasing as well as reduction of “production lead time” and “transportation lead time”. However, other supply chain attributes such as “capacity surplus”, “inventory level” and “replenishment frequency” are affected in opposite directions by some paradigms creating divergences.

The model relationships were established using an anecdotal approach derived from the literature review, reflecting only a partial view of supply chain dynamics. More research related to other supply chain attributes and/or paradigm practices, and validation of the proposed relationships is suggested.

The proposed model can be the basis for further research in lean, agile, resilient and green paradigms, contributing to a more sustainable and competitive lean supply chain with the necessary agility toward a quick response, resiliency to disruptions, and harmonization with the ecologic and environmental aspects.

To the authors' knowledge this paper is the first to provide an understanding about the tradeoffs among lean, agile, resilient and green supply chain paradigms.

The purpose of this paper is to provide a structured overview of so‐called business process improvement (BPI) approaches and their contribution to the actual act of improving. Even though a lot is said about BPI, there is still a lack of supporting the act of improving the process. Most approaches concentrate on what needs to be done before and after the improvement act, but the act of improving itself still seems to be a black box.

This paper is mainly based on a review of literature that deals with the term “Business Process Improvement”. The analysis of the literature is supported by qualitative content analysis. The structure of the evaluation follows the mandatory elements of a method (MEM).

A lot of literature and consulting approaches deal with the restructuring and improvement of business processes. The author finds that even so‐called BPI approaches do not describe the act of improvement itself. And if they do, they lack a methodological structure that can be reused.

To constrain the complexity of this research at this first stage of investigation only the search criterion “business process improvement” was used in the database search (EBSCO and Emerald).

The paper is valuable for academics and practitioners because the impact of BPI on organizational performance is high. Its originality is in the structured evaluation of so‐called BPI approaches according to the MEM, which so far no one has investigated.