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Viktorija Knapić, Borut Rusjan and Katerina Božič
Existing research evidence shows a fragmented understanding of the roles of first-line employees (FLEs) as essential factors for successful lean implementation in small- and…
Abstract
Purpose
Existing research evidence shows a fragmented understanding of the roles of first-line employees (FLEs) as essential factors for successful lean implementation in small- and medium-sized enterprises (SMEs), provoking recent calls for additional research on the identification of enablers and barriers for lean acceptance among workers. Therefore, this paper aims to identify related enablers and barriers to lean implementation among FLEs and determine future research avenues for improving the understanding of lean methodology implementation in SMEs.
Design/methodology/approach
Relying on a systematic literature review methodology, the authors aimed to synthesize and evaluate available peer-reviewed papers on the role of FLEs in lean implementation in SMEs. General descriptive and thematic analysis comprehensively depicted the selected research topic and identified the main themes within collected papers and potential future research questions.
Findings
The authors identified four main themes related to FLEs’ role in lean implementation: cultural change factors, employee characteristics, management involvement and lean job design. Within each theme, the authors present a comprehensive overview of FLE-related factors and associated enablers and barriers that should be considered for a successful lean implementation in SMEs.
Practical implications
The research outcomes are important to practicing managers in SMEs, helping them facilitate lean acceptance and enhance the likelihood of successful lean implementation.
Originality/value
The insights from this study present building blocks in developing a lean implementation model for SMEs that considers the FLEs’ role more comprehensively.
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Zhi Li, Guo Liu, Layne Liu, Xinjun Lai and Gangyan Xu
The purpose of this paper is to propose an effective and economical management platform to realize real-time tracking and tracing for prepackaged food supply chain based on…
Abstract
Purpose
The purpose of this paper is to propose an effective and economical management platform to realize real-time tracking and tracing for prepackaged food supply chain based on Internet of Things (IoT) technologies, and finally ensure a benign and safe food consumption environment.
Design/methodology/approach
Following service-oriented architecture, a flexible layered architecture of tracking and tracing platform for prepackaged food is developed. Besides, to reduce the implementation cost while realizing fine-grained tracking and tracing, an integrated solution of using both the QR code and radio-frequency identification (RFID) tag is proposed. Furthermore, Extensible Markup Language (XML) is adopted to facilitate the information sharing among applications and stakeholders.
Findings
The validity of the platform has been evaluated through a case study. First, the proposed platform is proved highly effective on realizing prepackaged food tracking and tracing throughout its supply chain, and can benefit all the stakeholders involved. Second, the integration of the QR code and RFID technologies is proved to be economical and could well ensure the real-time data collection. Third, the XML-based method is efficient to realize information sharing during the whole process.
Originality/value
The contributions of this paper lie in three aspects. First, the technical architecture of IoT-based tracking and tracing platform is developed. It could realize fine-grained tracking and tracing and could be flexible to adapt in many other areas. Second, the solution of integrating the QR code and RFID technologies is proposed, which could greatly decrease the cost of adopting the platform. Third, this platform enables the information sharing among all the involved stakeholders, which will further facilitate their cooperation on guaranteeing the quality and safety of prepackaged food.
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Laura Grassi, Davide Lanfranchi, Alessandro Faes and Filippo Maria Renga
Decentralized finance (DeFi), enabled by blockchain, could bring about a new financial system, where peers will interact directly, with little or no place for traditional…
Abstract
Purpose
Decentralized finance (DeFi), enabled by blockchain, could bring about a new financial system, where peers will interact directly, with little or no place for traditional intermediation. However, some crucial tasks cannot be left solely to an algorithm and, consequently, most DeFi applications still require human decisions. The aim of this research is to assess the role of intermediation in the light of DeFi, analysing how humans and algorithms will interact.
Design/methodology/approach
The authors based their work on a twofold qualitative methodology, first analysing publicly available secondary data, particularly from white papers and DeFi Pulse (a website providing data on DeFi solutions) and then running two focus group discussions.
Findings
DeFi does not eliminate financial intermediation, but enables it to be performed in new ways, where decentralization means that no single entity can hold too much power or monopoly. DeFi has, however, inherited risks from the underlying technologies that unintentionally facilitate illegal behaviour and can hamper the authorities’ supervision. The complex duality algorithm- vs human-based actions will not be solved indisputably in favour of the former, as DeFi solutions can range from requiring algorithms to play a dominant role, to enabling greater human interaction by actively involving more people.
Originality/value
This research contributes to the emerging debate between algorithm- and human-based intermediation, especially in relation to the standing literature on financial intermediation, where considerations made in the light of the newest theories on blockchain and DeFi are still scarce.
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Vartenie Aramali, George Edward Gibson, Hala Sanboskani and Mounir El Asmar
Earned value management systems (EVMS), also called integrated project and program management systems, have been greatly examined in the literature, which has typically focused on…
Abstract
Purpose
Earned value management systems (EVMS), also called integrated project and program management systems, have been greatly examined in the literature, which has typically focused on their technical aspects rather than social. This study aims to hypothesize that improving both the technical maturity of EVMS and the social environment elements of EVMS applications together will significantly impact project performance outcomes. For the first time, empirical evidence supports a strong relationship between EVMS maturity and environment.
Design/methodology/approach
Data was collected from 35 projects through four workshops, attended by 31 industry practitioners with an average of 19 years of EVMS experience. These experts, representing 23 organizations, provided over 2,800 data points on sociotechnical integration and performance outcomes, covering projects totaling $21.8 billion. Statistical analyses were performed to derive findings on the impact of technical maturity and social environment on project success.
Findings
The results show statistically significant differences in cost growth, compliance, meeting project objectives and business drivers and customer satisfaction, between projects with high EVMS maturity and environment and projects with poor EVMS maturity and environment. Moreover, the technical and social dimensions were found to be significantly correlated.
Originality/value
Key contributions include a novel and tested performance-driven framework to support integrated project management using EVMS. The adoption of this detailed assessment framework by government and industry is driving a paradigm shift in project management of some of the largest and most complex projects in the U.S.; specifically transitioning from a project assessment based upon a binary approach for EVMS technical maturity (i.e. compliant/noncompliant to standards) to a wide-ranging scale (i.e. 0–1,000) across two dimensions.
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