Made Andriani, T.M.A. Ari Samadhi, Joko Siswanto and Kadarsah Suryadi
This study aims to develop a business process maturity model, especially on operation processes, based on the characteristics of each organisational growth stage, to increase…
Abstract
Purpose
This study aims to develop a business process maturity model, especially on operation processes, based on the characteristics of each organisational growth stage, to increase small and medium enterprises (SMEs) growth. With this information, SMEs can identify their needs and priorities for business process improvement based on the characteristics that are inherent in the organisation.
Design/methodology/approach
The proposed model was developed by reviewing the literature on previous studies related to the organisational life cycle and its characteristics, as well as a business process maturity model. Furthermore, historical case studies were conducted to validate the proposed model. Case study objects in this research were fashion industry companies that have grown from an SME scale to national level.
Findings
The results of this research indicate that the characteristics of each growth stage are different, which led to increased complexity and maturity of business processes run. Therefore, SMEs should pay attention to their growth stages, as a basis to improve their business process maturity, especially on the critical processes, which are evaluate products performance, design products and services and monitor sales. Through this model, SMEs can determine the business’ current growth stage and use the proposed model as guidance for business process improvement to accelerate organisational growth.
Research limitations/implications
Validation of the proposed model was done by conducting a historical case study. To generalise the model, it is recommended to survey similar industry and test quantitatively using statistical methods. However, further research can be used in other industries that might yield different results. Besides, this research can also be developed in the supporting process categories.
Practical implications
This study provides a practical guide for SMEs to identify their current growth stage, and implement the measurement of business process maturity level. Maturity level standard at every growth stage can be used in determining the priority of business process improvement to drive organisational growth.
Originality/value
Through this research, the BPMM method was developed to enable SMEs to implement a self-evaluation process without seeking external assistance and assess their needs through a clear and understandable scale allowing for further development of the business. By using this method, SMEs can manage their business processes maturity level to encourage its growth.
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Made Andriani, T.M.A. Ari Samadhi, Joko Siswanto and Kadarsah Suryadi
The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes…
Abstract
Purpose
The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution.
Design/methodology/approach
This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents.
Findings
Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level.
Research limitations/implications
Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes.
Practical implications
Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth.
Originality/value
The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.
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Steven Montana Widodo, Ririn Diar Astanti, The Jin Ai and T.M.A. Ari Samadhi
This paper tries to generalize business process improvement (BPI) methodology. It utilizes the seven-waste framework as an essential step in the methodology. While the seven-waste…
Abstract
Purpose
This paper tries to generalize business process improvement (BPI) methodology. It utilizes the seven-waste framework as an essential step in the methodology. While the seven-waste concept is usually applied for manufacturing activities, this paper tries to explore the applicability of it to office-work activities. Also, this paper demonstrates that information technology can be used as a tool for reducing waste in the office-work.
Design/methodology/approach
A comprehensive literature review of BPI methodology studies was conducted in order to propose systematic flowcharts to represent the sequence of processes involved in each step of BPI methodology. The proposed flowcharts are applied to a case study in supply chain planning and allocation planning at a manufacturing company. The seven-waste framework is designed as part of the step, in which equivalency between the definition of waste found on the production floor and waste found in office work is presented.
Findings
The BPI methodology generally follows five steps: initialization, selection, design, implementation and evaluation. The seven-waste framework is effectively applied in the selection step. The case study shows that information technology can be used as a tool in business process improvement to reduce waste in the business process.
Practical implications
The case study indicates that the proposed framework and methodology are proven able to reduce the three key performance indicators. They are the number of steps from 54 to 24 (55% reduction), processing time from 890 min to 313.5 min (64% reduction) and the number of the manual process from 41 to 17 (59% reduction).
Originality/value
This paper proposes a generalization of BPI methodology, the seven-waste framework in the selection step of the BPI methodology, the seven-waste concept in office-work activity and the use of information technology for BPI by reducing waste in office-work activity.
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T.M.A. Ari Samadhi and K. Hoang
Small manufacturing companies make up the base industrial backboneof many countries including the USA. Even though CIM is generallybelieved to help manufacturers to compete…
Abstract
Small manufacturing companies make up the base industrial backbone of many countries including the USA. Even though CIM is generally believed to help manufacturers to compete globally, small companies are not able to adopt the technology owing to CIM′s substantial investments and its associated high risk. An alternative CIM approach is urgently needed. Proposes a shared CIM system for various types of production environments including make‐to‐stock (MTS), assembled‐to‐order (ATO), make‐to‐order (MTO), and engineered‐to‐order (ETO). Analysis based on production logic was performed in order to develop a series of guidelines for the successful application of shared CIM systems in the above production companies. It was found that the shared facility capacity allocation was the most important activity in the production‐planning process, the degree of co‐operation being highest in an ETO environment. The key success in the operation of the system will depend on the co‐operation of production planning in MTS and ATO environments, co‐operation of production control in an MTO environment, and co‐operation in engineering‐design and production control in an ETO environment.
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In the literature there is very little exploration on how the Tibetan approach in leadership may be relevant for management. Here, for the first time, the paper discusses the…
Abstract
Purpose
In the literature there is very little exploration on how the Tibetan approach in leadership may be relevant for management. Here, for the first time, the paper discusses the ancient yet continuing practice of succession in leadership of the Kagyu Karma School of Tibetan Buddhism within the context of management practices. In so doing, the author suggests a theory of continuous consciousness for succession in leadership.
Design/methodology/approach
A multi‐method design is utilized in the research paper. First, the biographical literature on the 17 Karmapas is reviewed and content analyzed for insights: Who is the Karmapa? Second, the author, through a process of planned personal, activity‐based research, including field visits of ritual ceremonies, gathers insights on the Karmapa leadership in action. Furthermore, he was invited to host for HH The 17th Gyalwa Karmapa Trinley Thaye Dorje a forum on, “Living a Meaningful Life in the Contemporary Age”. Third, comparative analyses of tenure of leadership are made of different succession approaches: Karmapa versus other systems of succession, for example Chinese dynastic system (Yuan, Ming, Qing and Chinese Communist Party) are presented. Fourth, traits in the leadership of the Karmapa are portrayed: symbolically, the divine parasol through a rare photograph. A parallel symbolism of leadership, especially the motif of the Sun is drawn between the Tibetan Karmapa and Han Chinese Mao Zedong. For this, the artistic method of montage is utilized to the findings. Fifth, drawing upon research on psychology (nineteenth century German psychologist, Ebbinghaus), the author suggests the memory tests employed by the Tibetans for selection of successor have some scientific basis. Finally, in discussion on corporate vision; from a review of past biographies of 16 Karmapas and for the first time a taxonomical portrayal of the visionary experiences of His Holiness is presented.
Findings
The continuity in the leadership of the Karmapas over almost 912 years (1100 BCE to present) is certainly one of the most remarkable in the history of mankind. It is the longest lineage of spiritual leaders within the Chinese minority, of the Tibetan culture. Among the theory of leadership, the case of Karmapa reinforces strongly the role of personality traits. Every Karmapa, including the present 17th has to manifest certain traits or signs to gain continuing acceptance as leader of the spiritual community. In a very sharp contrast to the very short tenure of American CEOs (statistically, graphically presented), the tenure of leadership for Kagyu Karma School of Buddhism is life‐long. Indeed, uniquely as a Tibetan practices in succession, multi‐lifetimes. In this paper, the author discusses how modern corporations may draw insights from this as unique case of institutionalizing the sustainability of leadership. Perhaps, there is a case for expanding the current paradigm of leadership research?
Originality/value
This paper highlights the value of management learning through research from ancient religious or spiritual traditions. In this case, the focus is on leadership succession and it is hoped this paper will foster inter‐disciplinary (management and spirituality) research by scholars.
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Muhammad Usman Shehzad, Jianhua Zhang and Phong Ba Le
The primary objective of this study is to assess the role of a collaborative culture in the organization’s knowledge management process (KMP) and how it is associated with radical…
Abstract
Purpose
The primary objective of this study is to assess the role of a collaborative culture in the organization’s knowledge management process (KMP) and how it is associated with radical and incremental innovation under the moderating role of ownership formapjm in Pakistani firms.
Design/methodology/approach
This research used the quantitative method and structural equation modeling approach to examine hypotheses with data obtained by the survey from 280 participants in 85 Pakistani firms.
Findings
The findings of this study indicate that the KMP significantly mediates between collaborative culture and two specific types of innovation, namely radical innovation and incremental innovation. In addition, the ownership form can serve as a moderator in the relationship between KMP and innovation capability.
Research limitations/implications
Future research should explore the moderating impact of other strategic or behavioral factors, such as self-efficacy, job experience, education level, optimism and organizational support, to better clarify the association between these latent constructs.
Practical implications
This research provides leaders with a better view of the mechanism of knowledge management and the impact of ownership form and possible influences in their organizations to foster innovation capabilities.
Originality/value
This paper has prompted theoretical and practical attempts on innovation management theory that allow firms to recognize the necessary factors and processes to improve the firm’s innovation capability.
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Simona Cătălina Ştefan, Ion Popa, Ana Alexandra Olariu, Ştefan Cătălin Popa and Cătălina-Florentina Popa
The current study has a two-fold purpose. Firstly, it aims to analyze the extent to which knowledge management (KM) affects the performance of individuals (task and contextual) on…
Abstract
Purpose
The current study has a two-fold purpose. Firstly, it aims to analyze the extent to which knowledge management (KM) affects the performance of individuals (task and contextual) on the one hand and that of organizations (product or service, perceived and financial) on the other hand. Secondly, it proposes to investigate the mediating effect of motivation and innovation in the relationship between KM and individual and organizational performance.
Design/methodology/approach
Partial least squares structural equation modeling (PLS-SEM) was employed in this study, with mediation analysis performed using advanced PLS-SEM techniques. A total of 1,284 respondents from organizations in both the public and private sectors were included in the sample.
Findings
The findings emphasize that KM has a more significant direct effect on individual performance compared to organizational performance. Concurrently, in terms of indirect influence, it is found that KM, through motivation and innovation, has a positive and significant effect on both individual and organizational performances, with a higher influence on the organizational one.
Originality/value
The originality of the work can be noted in designing two different structural models to represent the proposed relationships at the individual and organizational levels. These findings could provide organizational decision makers with empirical evidence, helping them (1) internalize the significance of the KM process in organizations as well as its subsequent effects on individual and organizational performance and (2) identify factors that mediate variable relationships.
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The purpose of this paper is to examine the role of Government via its industrial policy aimed at building competitiveness in apparel manufacturing in a developing country.
Abstract
Purpose
The purpose of this paper is to examine the role of Government via its industrial policy aimed at building competitiveness in apparel manufacturing in a developing country.
Design/methodology/approach
A conceptual framework that proposes the causal relationships between policies and competitiveness is applied to the apparel manufacturing sector in Trinidad and Tobago. The study utilises primary data from interviews and observations, and secondary data sources inclusive of industry and fashion companies reports. Data analysis of four vertical policies is performed via the use of system dynamics modelling and simulation.
Findings
The four vertical policies were found to impact three interrelated elements in the apparel manufacturing sector: the market, apparel products and productive resources. Policies that intentionally focussed on improving market attractiveness benefited wide segments of the industry. However, policies that focussed on product and resource attractiveness that were designed as direct support for selected firms had a lower impact on overall industry competitiveness than those that had an industry-wide focus.
Research limitations/implications
A single industry in a small developing island state limits the generalisability of the research findings. Additionally, non-reporting of export data and aggregation of industry data limits the conclusions that can be drawn regarding the impact of the vertical policies on the apparel industry. 10; 10;
Practical implications
Policy-makers should consider the scope of the vertical policies in terms of the number of firms in the industry to benefit, and the need for complementary horizontal policies for creating enabling environments for competitiveness.
Originality/value
The paper proposes a conceptual framework to capture relationships between vertical policy and competitiveness.
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This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Abstract
Purpose
This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
Design
This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
Findings
The creative industry in Indonesia is stalling, partly due to the dominance of MSMEs which are struggling to expand and remain globally competitive. As such, knowledge management strategies are key to addressing the issues preventing them from gaining a competitive advantage.
Originality
The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.