To inform librarians about the benefits, costs, and technologies involved in implementing a content management system.
Abstract
Purpose
To inform librarians about the benefits, costs, and technologies involved in implementing a content management system.
Design/methodology/approach
A discussion of how XML is used to separate content from presentation, how this technology is used in a home‐grown freeware application, and the results of converting a static website into a database driven one through the use of this application.
Findings
Demonstrates that converting to a dynamic, application driven web site results in a more flexible, efficient, and consistent web presence.
Research limitations/implications
Every library is unique and what worked well at Rensselaer might not work as well elsewhere. Luwak is currently only available to organizations at Rensselaer.
Practical implications
A useful primer on how a conversion like this happens and on the sort of features that can make a database driven web application run smoothly.
Originality/value
This paper provides a unique account of one libraries' experience in making the sort of transition that will become increasingly important for all library web sites.
Details
Keywords
To introduce the special theme issue on “Content management systems”.
Abstract
Purpose
To introduce the special theme issue on “Content management systems”.
Design/methodology/approach
Each of the articles in the theme are described in brief.
Findings
The articles cover a range of topics from implementation to interoperability, object‐oriented database management systems, and research about meeting user needs.
Originality/value
Libraries have only just begun to realize that their web presence is potentially as rich and complex as their online catalogs, and that it needs an equal amount of management to keep it under control.
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Malte Ackermann, Sabrina Schell and Susanne Kopp
Firms are challenged by digital transformation, as their organizational design is not up to par. Mercedes-Benz.io, a 100% subsidiary of Mercedes-Benz AG Daimler group, employs…
Abstract
Purpose
Firms are challenged by digital transformation, as their organizational design is not up to par. Mercedes-Benz.io, a 100% subsidiary of Mercedes-Benz AG Daimler group, employs Holacracy, a self-management framework that abolishes traditional hierarchies in order to be more responsive to changes. This paper aims to explore how Mercedes-Benz.io utilizes Holacracy in order to address the challenges posed by digital transformation.
Design/methodology/approach
Using qualitative expert interviews, the authors show that organizational life becomes more meaningful but also more engaging and demanding. The authors highlight that agile principles can be embedded in the organizational structure, a strong contrast to conventional management design. Decision-making authority and accountability is decentralized toward employees who face operational realities. This fosters commitment but might prolong the decision process. Leadership seems to be fairly contextual, and career paths are fundamentally different; development avenues are rather functional.
Findings
The authors conclude that Holacracy seems suitable for industries where the need for adaptability outweighs the need for reliability. It leads to increased transparency and accountability but is not a ready-made solution and requires ample resources.
Originality/value
This study is one of the first that qualitatively assess the changes, implications and outcomes of organizations that employ Holacracy.
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A new 12‐page booklet from Binks‐Bullows Ltd. of Brownhills, Walsall, gives full details of a new range of airless spraying systems. For applying a wide variety of paints…
Abstract
A new 12‐page booklet from Binks‐Bullows Ltd. of Brownhills, Walsall, gives full details of a new range of airless spraying systems. For applying a wide variety of paints, solvents, de‐icers and other liquids.
Abstract
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The purpose of this paper is to review the development of the German advertising industry starting from 1950 to 2018 with a special focus on the American influence.
Abstract
Purpose
The purpose of this paper is to review the development of the German advertising industry starting from 1950 to 2018 with a special focus on the American influence.
Design/methodology/approach
The paper uses the oral history methodology. The content is based on 27 semi-structured interviews with current and former experts from the German and American advertising industry. An analysis of secondary sources supports the line of argumentation.
Findings
The paper confirms the outstanding role of the American influence on the German advertising industry, owing to new standards of professionalism, to novel versions of terminology and to the introduction of the theory of marketing. However, incompatible management styles, increasing global competition and financial pressure diminished the impact. Likewise, the American interference did not suppress the development of specific German industry characteristics such as a strong entrepreneurial culture or sustainable leadership.
Originality/value
This paper provides an overview of the history of German advertising with a focus on advertising agencies in the period from 1950 to today (2018). Further, this paper assesses the special impact of the American influence on the German advertising industry. Further, subjects of investigation are particularities of the German advertising industry, such as special attributes of agency leaders and their relationship with clients, distinct versions of ownership structures, agency service offerings and, finally, the role of creativity.
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Rajesh Chidananda Reddy, Debasisha Mishra, D.P. Goyal and Nripendra P. Rana
The study explores the potential barriers to data science (DS) implementation in organizations and identifies the key barriers. The identified barriers were explored for their…
Abstract
Purpose
The study explores the potential barriers to data science (DS) implementation in organizations and identifies the key barriers. The identified barriers were explored for their interconnectedness and characteristics. This study aims to help organizations formulate apt DS strategies by providing a close-to-reality DS implementation framework of barriers, in conjunction with extant literature and practitioners' viewpoints.
Design/methodology/approach
The authors synthesized 100 distinct barriers through systematic literature review (SLR) under the individual, organizational and governmental taxonomies. In discussions with 48 industry experts through semi-structured interviews, 14 key barriers were identified. The selected barriers were explored for their pair-wise relationships using interpretive structural modeling (ISM) and fuzzy Matriced’ Impacts Croise's Multiplication Appliquée a UN Classement (MICMAC) analyses in formulating the hierarchical framework.
Findings
The lack of awareness and data-related challenges are identified as the most prominent barriers, followed by non-alignment with organizational strategy, lack of competency with vendors and premature governmental arrangements, and classified as independent variables. The non-commitment of top-management team (TMT), significant investment costs, lack of swiftness in change management and a low tolerance for complexity and initial failures are recognized as the linkage variables. Employee reluctance, mid-level managerial resistance, a dearth of adequate skills and knowledge and working in silos depend on the rest of the identified barriers. The perceived threat to society is classified as the autonomous variable.
Originality/value
The study augments theoretical understanding from the literature with the practical viewpoints of industry experts in enhancing the knowledge of the DS ecosystem. The research offers organizations a generic framework to combat hindrances to DS initiatives strategically.
Details
Keywords
THE automatic handling of soft parts has so far been considered to be most problematic. Flexible automation is hampered by the essential characteristics of soft pieces, such as:
The case opens with the Ford Motor Company seemingly on the path toward bankruptcy. Ford had been bleeding red ink for more than ten years when it decided in 2006 that continuing…
Abstract
The case opens with the Ford Motor Company seemingly on the path toward bankruptcy. Ford had been bleeding red ink for more than ten years when it decided in 2006 that continuing the same turnaround attempts was not going to right the ship. The company was facing significant external challenges, such as intense competition and changing consumer preferences, as well as internal challenges, such as quality and design issues and a stifling level of corporate complexity. As the case begins, CEO Bill Ford has taken the unusual step of hiring an auto industry outsider as his replacement. Alan Mulally, a thirty-seven-year Boeing veteran and principal architect of the venerable airplane manufacturer's own massive and successful turnaround, wasted little time in getting about the business of remaking Ford. He developed a plan to: focus on the Ford brand and divest the numerous other brands the company had acquired over the years; simplify and streamline the company's manufacturing operations; and remake the corporate culture from one of fiefdoms and false optimism to collaboration and facing reality. With an ardent belief in the plan's viability, Mulally raised nearly $24 billion and began to put his plan into motion. The case explores the many causes of this once-great company's decline and the steps it took to beat the odds and get back on the path of profitability.
This case demonstrates that internal issues alone can derail a company and emphasizes the importance of leadership in fostering the right corporate culture to turn a company around. Students will identify the key internal and external factors that can contribute to a company's decline and learn the importance of diagnosing issues within each of three major aspects of a company-strategy, operations, and financials-in order to develop a successful turnaround plan.
Details
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