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1 – 10 of over 58000
Article
Publication date: 2 October 2017

Ankita Ray and Sandeep Mondal

Sustainable development comprises three bottom line concepts, i.e. protect environment, improve economic performance, and social performance. Business organization with only…

Abstract

Purpose

Sustainable development comprises three bottom line concepts, i.e. protect environment, improve economic performance, and social performance. Business organization with only profitability as the primary objective may lead to a highly competitive market which mainly focuses on financial performance and pay less attention to environmental and social performance. Companies that adopt the product recovery activities also select economic performance as the prime priority of their business objectives. The purpose of this paper is to give a brief idea about a different kind of business model other than conventional business models. Here, the authors aim to represent collaboration among firms, companies, and players within a closed-loop supply chain (CLSC) to build a leading business model that establishes three basic concepts of sustainability.

Design/methodology/approach

From literature the authors identified that the primary objective of establishing a sustainable business model is environmental issues but achieving economic performance and gaining market share increase competition among companies. The authors also identified that increasing financial performance results in the development of a competitive business model. This literature review helps to represent the concept of collaborative business model, its benefit, and its mechanism and also helps to compare it with competitive business model in terms of sustainability.

Findings

In case of the collaborative business model, the authors found that collaboration is better than competition to sustain in the market. The authors described the collaborative business model and mechanism of both competitive and collaborative business strategies in a CLSC. The authors gave an idea to adopt some well-known business model and pricing policies for the collaborating firms. The authors presented a comparison between the collaborative and competitive business model and also identified different types of collaborative and completive relationship among the players within a CLSC.

Originality/value

Government legislations, e-waste rules, and environmental rules involve original equipment manufacturer (OEM) for taking back its end-of-life (EOL)/end-of-use products. A collaborative business model helps OEM to manage those huge amounts of used products by involving third parties within the supply chain. Here, in this paper the authors represent different collaborative parties and their purpose for collaboration, and also represent a strong belief that collaborative business model is the recent trend for establishing sustainability than competitive business model.

Details

Benchmarking: An International Journal, vol. 24 no. 7
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 1 January 2005

Arthur B. Jeffery, Jeanne D. Maes and Mary F. Bratton‐Jeffery

This article aims to examine considerations and strategies for improving team performance in decision‐making by teaching teams to use collaborative modeling based on team mental…

6847

Abstract

Purpose

This article aims to examine considerations and strategies for improving team performance in decision‐making by teaching teams to use collaborative modeling based on team mental models.

Design/methodology/approach

The article describes the nature of shared mental models and collaborative modeling, the potential effects of collaborative modeling on team performance, and a perspective on communication imperatives that facilitate collaborative modeling. The articles builds upon this information to suggest five imperatives for teams to help them develop collaborative modeling skills

Findings

The article offers strategies in the form of five imperatives for teams to observe in order to build skills in collaborative modeling and improve team performance by improving team members’ ability to effect collaborative modeling to accomplish team tasks and goals.

Originality/value

Research over the years in mental modeling and communication has created a powerful argument that effective communication and shared mental models improves team performance. However there is little about application of this concept in the literature. The next step for researchers is to develop application models for collaborative modeling and test those models through empirical research. This paper offers an application model based on imperatives to be observed by decision‐making teams in order to facilitate the creation of shared mental models of team tasks and processes.

Details

Team Performance Management: An International Journal, vol. 11 no. 1/2
Type: Research Article
ISSN: 1352-7592

Keywords

Book part
Publication date: 12 November 2018

Margaret Stout, Koen P. R. Bartels and Jeannine M. Love

Governance network managers are charged with triggering and sustaining collaborative dynamics, but often struggle to do so because they come from and interact with hierarchical…

Abstract

Governance network managers are charged with triggering and sustaining collaborative dynamics, but often struggle to do so because they come from and interact with hierarchical and competitive organizations and systems. Thus, an important step toward effectively managing governance networks is to clarify collaborative dynamics. While the recently proposed collaborative governance regime (CGR) model provides a good start, it lacks both the conceptual clarity and parsimony needed in a useful analytical tool. This theoretical chapter uses the logic model framework to assess and reorganize the CGR model and then amends it using Follett’s theory of integrative process to provide a parsimonious understanding of collaborative dynamics, as opposed to authoritative coordination or negotiated cooperation. Uniquely, Follett draws from political and organizational theory practically grounded in the study of civic and business groups to frame the manner in which integrative process permeates collaboration. We argue that the disposition, style of relating, and mode of association in her integrative method foster collaborative dynamics while avoiding the counterproductive characteristics of hierarchy and competition. We develop an alternative logic model for studying collaborative dynamics that clarifies and defines these dynamics for future operationalization and empirical study.

Article
Publication date: 7 June 2011

Ross Brown, Jan Recker and Stephen West

Process modeling is a complex organizational task that requires many iterations and communication between the business analysts and the domain specialists. The challenge of…

3394

Abstract

Purpose

Process modeling is a complex organizational task that requires many iterations and communication between the business analysts and the domain specialists. The challenge of process modeling is exacerbated, when the process of modeling has to be performed in a cross‐organizational, distributed environment. This paper aims to suggest a three‐dimensional (3D) environment for collaborative process modeling, using virtual world technology.

Design/methodology/approach

The paper suggests a new collaborative process modeling approach based on virtual world technology. It describes the design of an innovative prototype collaborative process modeling approach, implemented as a 3D Business Process Modeling Notation (BPMN) modeling environment in Second Life. We use a case study to evaluate the suggested approach.

Findings

Based on a case study application, the paper shows that our approach increases user empowerment and adds significantly to the collaboration and consensual development of process models even when the relevant stakeholders are geographically dispersed.

Research limitations/implications

The paper presents design work and a case study. More research is needed to more thoroughly evaluate the presented approach in a variety of real‐life process modeling settings.

Practical implications

The research outcomes as design artifacts are directly available and applicable by business process management professionals and can be used by business, system and process analysts in real‐world practice.

Originality/value

This research is the first reported attempt to develop a process modeling approach on the basis of virtual world technology. It describes a novel and innovative 3D BPMN modeling environment in Second Life.

Details

Business Process Management Journal, vol. 17 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 30 September 2014

Wei Zhou, David Heesom, Panagiotis Georgakis and Joseph H.M. Tah

The purpose of this paper is to clarify the CSCW in collaborative 4D modelling and its user interface (UI)/interaction designs for prototyping. Four-dimensional (4D) modelling

Abstract

Purpose

The purpose of this paper is to clarify the CSCW in collaborative 4D modelling and its user interface (UI)/interaction designs for prototyping. Four-dimensional (4D) modelling technology has potentials to integrate geographically dispersed planners to achieve collaborative construction planning. However, applying this technology in teamwork remains a challenge in computer-supported collaborative work (CSCW).

Design/methodology/approach

The research adopted user-centred design (UCD) methodology to investigate a usable 4D collaboration prototype through analysis, design and usability testing. By applying CSCW theories, it first clarified the meaning of 4D CSCW to formulate design propositions as design target. By leveraging UCD theories, subsequently, the first-stage research sought an optimal standalone 4D modelling prototype following a parallel design approach. At the second stage, it further investigated into a collaborative 4D modelling prototype using an iterative design. It adopted collaborative task analysis into the UI/interaction design extension for a collaborative prototype based on results obtained from the first stage. The final usability testing was performed on the collaborative prototype to evaluate the designed CSCW and UI in a controlled geographically dispersed teamwork situation.

Findings

The test results and user feedback verified their usability. It also disclosed design weaknesses in collaborators’ awareness and smooth tasks’ transitions for further enhancement.

Originality/value

The combination of CSCW and UCD theories is practical for designing collaborative 4D modelling. It can also benefit designs for collaborative modelling in other dimensions like cost analysis, sustainable design, facility management, etc. in building information modelling.

Details

Construction Innovation, vol. 14 no. 4
Type: Research Article
ISSN: 1471-4175

Keywords

Open Access
Article
Publication date: 2 August 2022

Sina Moradi and Kalle Kähkönen

The emergence of collaborative delivery models and working practices in construction industry has created a potential area for project success research. Previous studies have…

1851

Abstract

Purpose

The emergence of collaborative delivery models and working practices in construction industry has created a potential area for project success research. Previous studies have addressed success factors of various collaborative delivery models (e.g. alliance and partnering). However, there is currently very limited research-based knowledge concerning core success factors for different collaborative delivery models, exploring the commonalities. Thus, this study aims to conceptualize a success model for collaborative construction projects by identifying and structuring their core success factors through the lens of project delivery elements.

Design/methodology/approach

A systematic literature review was conducted, and thematic as well as content analysis of the relevant studies led to the identification of mentioned success factors in the literature for different collaborative delivery models. Then, those common success factors were structured in a model based on factors' relation to project delivery elements.

Findings

The obtained results present eight core success factors (e.g. equality, mutual trust and commitment to win–win philosophy) for collaborative construction projects, structured in a model based on their contribution toward project organization, contractual relationships, and operational system in construction project delivery. Moreover, the differences between success factors for traditional and collaborative construction projects are discussed.

Originality/value

This study's findings provide insightful theoretical contributions on collaborative construction project success and providing a departure point for future studies based on the discussed differences between success factors of collaborative and traditional construction projects. The findings can be also practically insightful for the project professionals in collaborative construction projects to succeed in managing project organization, contractual relationships, and operational system.

Details

Built Environment Project and Asset Management, vol. 12 no. 6
Type: Research Article
ISSN: 2044-124X

Keywords

Article
Publication date: 1 August 2006

Hsin‐Pin Fu, Tien‐Hsiang Chang, Pei Chao and Chyou‐Huey Chiou

This study proposes an integrated collaborative web site among government agencies to enhance customer satisfaction with the service quality of government agencies.

1326

Abstract

Purpose

This study proposes an integrated collaborative web site among government agencies to enhance customer satisfaction with the service quality of government agencies.

Design/methodology/approach

The present authors invited all involved public‐sector agencies to integrate their service processes into a model of one‐stop shopping and established collaborative mechanism for providing customized service.

Findings

The present study has identified five factors that were critical for success in such an undertaking. These factors included: establishing appropriate regulations for the implementation process; designing a viable collaborative‐service system; establishing a closely connected virtual organization; ensuring the participation of senior managers from all agencies; and obtaining the cooperation of the facilitators from various agencies (including appropriate merit and bonus incentives).

Practical implications

The real challenge for establishing the collaborative‐service web site was managerial – in combining the service processes of a dozen or more agencies to make the model work. Managerial issues that need to be addressed were the design of service processes, the overall organizational structure, the establishment of audit and supervision procedures, and the establishment an operational model for the web site.

Originality/value

This web site serves as a successful “one‐stop‐shopping” model that increases customer satisfaction with the service quality of government agencies. This study provides information for other government agencies that might wish to establish similar collaborative models to enhance service in the public sector.

Details

Internet Research, vol. 16 no. 4
Type: Research Article
ISSN: 1066-2243

Keywords

Article
Publication date: 2 November 2012

Khoutir Bouchbout, Jacky Akoka and Zaia Alimazighi

This paper aims to present a new approach for developing a framework based on a model driven architecture (MDA) for the modelling of technology‐independent collaborative processes.

1367

Abstract

Purpose

This paper aims to present a new approach for developing a framework based on a model driven architecture (MDA) for the modelling of technology‐independent collaborative processes.

Design/methodology/approach

The paper suggests a new collaborative process modelling approach based on an MDA and a metamodelling technique. The research method, based on the design science approach, was started by identifying the characteristics of the collaborative processes, which distinguish them from the classical intraorganizational ones. Then, the generic collaborative business process (CBP) modelling framework is developed based on MDA approach and definition of a set of transformation rules through three layers: business, process, and technical. After that, the core component of the framework was the proposition of a generic CBP metamodel at PIM/MDA level. The specific collaboration participant's business processes (expressed as BPMN model) are generated from the generic CBP model represented as an UML2 Profile activity diagram, which is compliant to CBP metamodel. Finally, as proof‐of‐concept, the architecture of an Eclipse‐based open development platform is developed implementing an e‐Procurement collaborative process.

Findings

The proposed framework for CBP modelling and the generic CBP metamodel contribute towards a more efficient methodology and have consequences for BPM‐related collaboration, facilitating the B2B processes modelling and implementation. In order to demonstrate and evaluate the practical applicability of the framework, the architecture of an Eclipse‐based open development platform is developed implementing a collaborative business application on the basis of an e‐Procurement use case.

Research limitations/implications

There is a need to focus future research efforts on the improvement of the semi‐automatic transformation phase from public to private processes which needs human intervention by adding a suitable interfaces at both sides of the B2B interaction. In addition, the problem of semantic heterogeneities regarding the partner's business process elements (business documents, activity/task names) should be tackled by developing an approach that uses ontology.

Practical implications

Business processes developers find a B2B technology‐independent solution for implementing and using interorganizational information systems.

Originality/value

The paper provides a framework that enables the CBP modelling and integrates a generic CBP metamodel. Currently, to the best of the authors' knowledge, such a generic metamodel and his instantiation have not so far been developed.

Article
Publication date: 1 June 2005

Jian Cai, Stephen C‐Y. Lu, François Grobler, Michael Case and Nan Jing

Collaborative processes are relatively complex and are therefore difficult to handle. Representing the joint processes and capturing the interactions among stakeholders in a…

2048

Abstract

Purpose

Collaborative processes are relatively complex and are therefore difficult to handle. Representing the joint processes and capturing the interactions among stakeholders in a structured way are critical to improve the collaboration productivity. This paper aims to present a generic collaborative process model that improves on current approaches by explicitly representing the perspectives of stakeholders and their evolution traversing a work process.

Design/methodology/approach

This approach provides a mechanism to identify the interdependencies among tasks and stakeholders, and realizes collaboration through process management. A web‐based information system using the model to support collaborative process management is also described.

Findings

The research work provides collaboration management systems with the ability to analyze and control the processes through sharing perspectives.

Originality/value

The models and methods described in this paper are an important part of a pervasive, resilient and predictable means for business process management over the internet.

Details

Business Process Management Journal, vol. 11 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 2 May 2008

Raul Poler, Jorge E. Hernandez, Josefa Mula and Francisco C. Lario

This paper seeks to propose an overall model of collaborative forecasting for networked manufacturing enterprises.

3001

Abstract

Purpose

This paper seeks to propose an overall model of collaborative forecasting for networked manufacturing enterprises.

Design/methodology/approach

Contributions by several authors to collaborative forecasting have been analysed from different viewpoints. A collaborative‐forecasting model for networked manufacturing enterprises has been proposed and validated by means of a simulation study.

Findings

This model significantly reduces the inventory levels of the whole network and improves customer service.

Research limitations/implications

Simulation experiments were done with the enterprise network herein described. Future research will include the simulation of more complex enterprise network scenarios with different characteristics.

Practical implications

The model can be implemented node‐to‐node, since not all the companies in the network have to participate, thus facilitating implementation and propagation throughout the network.

Originality/value

The paper proposes a new structured planning and forecasting collaboration model for networked manufacturing enterprises.

Details

Journal of Manufacturing Technology Management, vol. 19 no. 4
Type: Research Article
ISSN: 1741-038X

Keywords

1 – 10 of over 58000