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Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited
Article Type: Guest editorial From: The Learning Organization, Volume 18, Issue 2
About the Guest Editors
Bruce Chien-Ta Ho received his Doctor of Business Administration from the University of South Australia, in the field of Finance. He is also the Editor-in-Chief of two journals namely International Journal of Electronic CRM and International Journal of Value Chain Management. He has published various papers in international refereed journals including European Business Review, Computer & Operations Research, International Journal of Production Economics and many more. He has more than 100 publications in various international journals, national and international conference proceedings to date. He is the Guest Editor of many international journals such as IJITM, JMTM, IJMDM, etc.Professor Stephen Nicholas is currently Pro Vice Chancellor and Professor of International Business, Faculty of Business and Law, University of Newcastle. Professor Nicholas has held academic positions at the University of New South Wales and chairs at the University of Melbourne and University of Sydney. He has held visiting positions at the University of Reading, London School of Economics, Birkbeck College and the Australian National University. Professor Nicholas is the author of over 110 journal articles and book chapters in international business, strategy, economic and business history and anthropometric history. He has published in leading international journals, including Journal of International Business Studies, Management International Review, International Studies in Management and Organizations, Asia Pacific Journal of Management, Oxford Economics Papers, Tourism Management, International Journal of HRM, Journal of Economic History, Economic History Review, Business History, and Business History Review. Professor Nicholas’ current research includes theory of new institutional economics, foreign direct investment in transitional economies, international business strategy, productive diversity and human resource management.Jayanthi Ranjan has a PhD from Jamia Millia Islamia Central University, India in the field of data mining and has more than 16 years of teaching experience. She is currently a Professor at the Institute of Management Technology, Ghaziabad India. She is also the Chairperson of International Relations, Institute of Management Technology, Ghaziabad, India. She has over 110 publications in total, 50 in various international journals, 30 national conference proceedings and 30 international conference proceedings to date. She has published seven edited books. She has published research papers in World Scientific, Emerald, Inderscience, ANSINET, GIFT society. She has been the recipient of best papers awards twice. She is also the recipient of "Best Teacher Award" from AIMA-Ghaziabad Management Association, India for her contribution to teaching and research. She has conducted several training programs in data mining and business intelligence to top companies in India and consulted with various companies in the area of Data Mining and Business Intelligence. Her teaching and research interests include Data Mining and Building Data Warehouses, Information Systems Design, Information Agents Building and Business Intelligence. She serves on the editorial board of various international journals.
When any business model clearly is designed then it is the perfect basis for writing a good business plan. Structuring the business plans requires the right team, a well-designed business model, relevant financial analysis, good external environment, implementation roadmap, and risk analysis, etc. Business models are designed and operated in a specific environment. Developing a good understanding of this environment helps to conceive better, more informed and likely more competitive business models. The environment is driven by market forces, industry forces, macro-economic forces, etc.
The economic landscape is driven by growing complexity (e.g. networked business models), increasing uncertainty (e.g. technology innovations), and market disruptions (e.g. new disruptive value propositions). Understanding the changes happening in this environment helps more rapidly adapt the business model to shifting external forces. This environment should in no way limit the business creativity and innovation or define the business model upfront. Business innovation should provide a vision to create new products, business models or processes that make a difference and create new markets.
It is in this context of business innovation in business management that nearly 260 academicians and practitioners from around the world gathered to present their research at the International Conference on Innovations in Redefining Business Horizons (IIRB 2008), IMT Ghaziabad, India. We are pleased to introduce this Special Issue “Innovations in redefining business horizons”. This Special Issue contains five papers from the conference, which discuss various business processes. Below is a brief overview of the papers that appear in this issue.
Rebecca Mitchell, Brendan Boyle and Stephen Nicholas explore the assumption that the impact of cultural diversity on knowledge creating capability is consequent to associated differences in knowledge and perspectives. The results provide support for the assumed impact of cognitive heterogeneity and also support the existence of sequential mediation pathway, with debate operating as a second stage mediator between cognitive heterogeneity and knowledge creation. Jayanthi Ranjan studies the role of knowledge resources in a learning business school environment by providing an institutional framework. In the third paper, Ajay Kr. Singh and Vandana Sharma study to analyze organizational culture and organizational learning that impacts knowledge management, and ultimately the satisfaction of employees working in the firm. The relationship between organizational learning, organizational culture and knowledge management is investigated for 80 Knowledge Workers, Project Managers, Team Members, Consultants, Researchers and Designers of Indian Telecommunication companies. Next Jayanthi Ranjan and Vishal Bhatnagar explore analytical customer relationship management (CRM) with respect to knowledge management. In the final paper, Rebecca Mitchell and David Meacheam argue that that theory clarifying the strategic importance of knowledge in multinational enterprises (MNEs) provides a strategic context in which expatriate assignments can be studied.
The Editors wish to thank authors and reviewers who have contributed to this special issue. They also wish to thank Consulting Editor, Peter A.C. Smith, for his support during the editorial process, and also Nancy Rolph, the Publisher.
Bruce Chien-Ta Ho, Stephen Nicholas, Jayanthi RanjanGuest Editors