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This paper aims to propose a risk identification method which is a synthesis of existing tools and techniques.

Risks are viewed as a temporal hierarchy of major decisions or events at the highest level, projects at the middle level, and routine operations at the lowest level. Furthermore, risks emerge as organizational activities progress over time. The organizational activities, called movements in this paper, typically follow the phases of routine (operations) > major decision/event > project > adjustment > routine which correspond to the chosen temporal hierarchy. Risks are identified by examining the movements in all applicable phases of their development. The method was applied in a case study of an enterprise in the energy sector.

Focus on movements bridges company silos. Risk logs make sense only when supplied with visualization tools. The future state of the enterprise's routines should be modelled early in the decision‐making process. Attention should be paid to changes that major decisions, events, and projects impose on organizational routines.

The method belongs to the minority of approaches which explore risk evolution, relationships, and hierarchy rather than risk likelihood and impact. Risk evolution is explored by choosing movements as the basic units of risk identification. Risk relationships are detected on the level of routines where risk relationships are the least obvious but most important. The chosen hierarchy serves an enterprise‐deep view of risks and makes it possible to be alert for periods when the organization's risks change or new ones emerge.

The fresh food supply chain industry faces significant challenges in risk management because of the complexity, immature development and unpredictable external environment of imported fresh food supply chains (IFFSCs). This study aims to identify specific risk factors in IFFSCs, demonstrate how these risks are transmitted within the system and provide an analytical framework for managing these risks.

A total of 15 risk factors for IFFSCs through extensive literature review and expert consultation are identified and classified into seven levels using interpretive structural modeling (ISM) to demonstrate the risk transmission path. Fuzzy Matrice d’Impacts Croises-Multiplication Appliance Classement (MICMAC) analysis is then used to analyze the role of each factor.

The interactions of the 15 identified risk factors of IFFSCs, classified into seven levels, are visualized using ISM. The fuzzy MICMAC analysis classifies the factors into four groups, namely, dependent, independent, linkage and autonomous factors, and identifies the relatively critical risk factors in the system.

The findings of this research provide a clear framework for enterprises operating in IFFSCs to understand the specific risks they may face and how these risks interact within the system. The fuzzy MICMAC analysis also classifies and highlights critical risk factors in the system to facilitate the formulation of appropriate mitigation measures.

This study provides enterprises in IFFSCs with a comprehensive understanding of how the risks can be effectively managed and a basis for further exploration. The theoretical model constructed is also a new effort to address the issues of risk in IFFSCs. The ISM and the fuzzy MICMAC analysis offer clear insights for researchers and enterprises to grasp complex concepts.

The purpose of this paper is to attempts to provide further insight into IS adoption by investigating how 12 factors within the technology-organization-environment framework explain small- and medium-sized enterprises’ (SMEs) adoption of enterprise resource planning (ERP) software.

The approach for data collection was questionnaire survey involving executives of SMEs drawn from six fast service enterprises with strong operations in Port Harcourt. The mode of sampling was purposive and snow ball and analysis involves logistic regression test; the likelihood ratios, Hosmer and Lemeshow’s goodness of fit, and Nagelkerke’s R² provided the necessary lenses.

The 12 hypothesized relationships were supported with each factor differing in its statistical coefficient and some bearing negative values. ICT infrastructures, technical know-how, perceived compatibility, perceived values, security, and firm’s size were found statistically significant adoption determinants. Although, scope of business operations, trading partners’ readiness, demographic composition, subjective norms, external supports, and competitive pressures were equally critical but their negative coefficients suggest they pose less of an obstacle to adopters than to non-adopters. Thus, adoption of ERP by SMEs is more driven by technological factors than by organizational and environmental factors.

The study is limited by its scope of data collection and phases, therefore extended data are needed to apply the findings to other sectors/industries and to factor in the implementation and post-adoption phases in order to forge a more integrated and holistic adoption framework.

The model may be used by IS vendors to make investment decisions, to meet customers’ needs, and to craft informed marketing programs that would appeal to actual and potential adopters and cause them to progress in the customer loyalty ladder.

The paper contributes to the growing research on IS innovations’ adoption by using factors within the T-O-E framework to explains SMEs’ adoption of ERP.

As the manufacturing market is becoming more global and borderless with respect to national borders, a number of global manufacturing networks have been established, taking the advantage of fast‐growing networking and information technologies. Networked enterprises consist of a number of firms that are geographically dispersed and do not belong to the same head company, a system with central management capability, possessing the ability of central task decomposition/allocation, co‐ordination and monitoring. To ensure appropriate manufacturing operations are assigned to the appropriate firms, to the best interest of the “virtual” consortium, there is a need for the development of a collaborative platform which is capable of facilitating the efficient performance of resources and task allocations. In this paper, the development of a Web‐based enterprise collaborative platform is presented. The applications of the platform on business process management for networked enterprises are also discussed.

This paper aims to automate the supply chain operations reference (SCOR) model as an enabler for process‐oriented supply chain business intelligence.

The hypothesis is the following: SCOR model automation is possible using data that is directly extracted from integrated enterprise systems. To test the hypothesis, an alignment product that allows the SCOR model to be automated with information that is directly extracted from the Oracle E‐Business Suite was developed.

In order to achieve the full benefits from the SCOR model, effective business process management and the SCOR key performance indicators (KPIs) must be implemented and used. Unless data collection to support KPI construction is automated, it is difficult to institutionalize the SCOR model as a measurement and benchmarking framework. We have demonstrated that automated support for KPIs is feasible and achievable.

The E‐Business Suite is a single enterprise solution, but we assert that the same procedures could be followed with other enterprise solutions or even applied in a legacy system environment.

The developed solution described in the paper can immediately be applied to the design, development, and deployment of corporate performance management systems.

The purpose of this paper is to provide a case study of a successful corporate group, Yue Yuen Industrial Holdings Limited (abbreviated “Yue Yuen” below), which acquired its competitive advantage through supply chain management (SCM) and supply chain integration (SCI). Focusing on this as a representative example, the paper discusses the features, operations model and performance of SCM and SCI as a useful reference for business, enterprise and academia.

Based on classical works on supply chain management, a detailed eight part questionnaire, on supplier and customer relationship management, was designed. This was completed by Yue Yuen managers.

Through nearly two years of research work, it was found that Yue Yuen's success in supply chain management lies in its large investment in information technology. It was found that a global supply chain strategy should target timeline improvements in product development and procurement to produce optimal effects in terms of cost and quality. Rather than optimizing a single process or segment of the supply chain, a firm should target improvements throughout the entire supply chain.

The framework in the case discussed in this paper provides guidance for future research in the field of supply chain management and supply chain integration by focusing on the case of a specific company and industry.

This paper provides some theoretical support and policy implications for the reform and development of China's manufacturing, especially in the footwear industry.

This paper highlights the importance of shifting from a “vertical solution” model to a “horizontal solution” model, and stresses that under this new management model, companies can use cooperation to provide customers with a full service supply chain model.

On November 1, 2010, the Geneva‐based International Organization for Standardization (ISO) launched ISO 26000:2010, Guidance on Social Responsibility (hereafter ISO SR international standard), a document that integrates international expertise on the concept of the social responsibility of organizations in society. The purpose of this paper is to identify and critically analyze the reasons for and against business enterprises implementing the ISO 26000 SR international standard.

This analysis identifies the following reasons for business enterprises to implement the ISO SR international standard: first, the positive image of ISO as a globally reputable and credible organization for establishing international technical standards; second, the development of an international consensus among stakeholders regarding the definition and objectives of social responsibility as it pertains to the economic, environmental, and social impacts of business enterprises on society and the natural environment; and third, as a holistic reference for a management team interested in integrating social responsibility principles into enterprise operations.

From a general business governance perspective, the ISO 26000 SR international standard is handicapped by it being too broad in scope to be useful in the context of specific industries and sectors, too costly and time‐consuming for many small and medium‐sized enterprises to implement, and, unlike most other ISO international standards, it is not a certifiable management system – therefore leading to weaknesses in assessing its efficacy.

This article provides a comprehensive and thorough analysis of the “strengths and weaknesses” of the recently published ISO 26000 SR international standard as a viable business governance document.

This research probes into the execution of small and medium‐sized enterprises’ value creativities by a difference analysis with different classifications, different capital, different turnover, different employees, and different established years. This study develop a questionnaire about value creativity with five dimensions and thirty‐five items according to “Valuation” by McKinsey and Company, Inc. and Copeland et al., such as: “Aspiration and target,” “Portfolio management,” “Organization design,” “Process management,” and “Business and individual performance management.” The results are as follows: (1) Most small and medium‐ sized enterprises (SMEs) have executed value creativities; (2) There is a difference in the execution of value creativities between the livelihood industry and the chemical industry; the execution of value creativities by livelihood industry is better than the chemical industry; (3) For value creativities of the execution of different capital and turnover for SMEs, bigger entities are better than smaller ones; (4) For the value creativities of the execution of different numbers of staff in SMEs, those with more staff are better than those with fewer staff; (5) For the value creativities of the execution of different established years for SMEs, those established longer are better than those established shorter.

Seeks to carry out an empirical study to reveal the business characteristics of the printing industry and to accomplish a quantitative analysis of costs and benefits for RFID applications in different logistics activities.

The business operation requirements and RFID acceptance of distinct roles in the printing supply chain are explored via interviews and questionnaires. The printing supply chain is classified into six fundamental models and RFID application scenarios for the six models are also provided.

The ideal approach for RFID application in the printing supply chain is the item‐tagging mechanism.

The decision maker can refer to the cost and efficiency look‐up tables to quickly evaluate the feasibility for RFID implementation.

This paper provides useful reference information for enterprises to evaluate the RFID implementation in the supply chain.

The purpose of this paper is to clarify both regulatory processes in enterprises and the role of information and communication technologies (ICTs) in their improvement.

The approach of the paper is conceptual development and case study.

It appears that ICTs will permit increasingly to measure the complexity of organisational processes.

The paper illustrates the nature of complexity based accounting systems for enterprises.

This paper offers an original approach to relate organisational processes, ICTs and performance.