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This study proposes targeted modernization of the Department of Defense (DoD's) Joint Forces Ammunition Logistics information system by implementing the optimized innovative information technology open architecture design and integrating Radio Frequency Identification Device data technologies and real-time optimization and control mechanisms as the critical technology components of the solution. The innovative information technology, which pursues the focused logistics, will be deployed in 36 months at the estimated cost of $568 million in constant dollars. We estimate that the Systems, Applications, Products (SAP)-based enterprise integration solution that the Army currently pursues will cost another $1.5 billion through the year 2014; however, it is unlikely to deliver the intended technical capabilities.

Purpose – This research pinpoints the limitations of conventional models for evaluating the performance of hedge funds and attempts to provide a new framework for modeling the dynamics of risk structures of hedge funds.

Methodology/approach – This chapter aims to explore how the systematic risk exposures of hedge funds vary over time and depend on exogenous variables that managers are supposed to use in their dynamic investment strategies. To achieve this, we used a Bayesian time-varying CAPM-based beta model within a state space technology.

Findings – The results showed that the volatility, term spread rate, and shocks in liquidity influence significantly on the time variation of hedge funds. Besides, the dynamics of beta indicates that the transmission channels of systematic risk are mainly the leverage levels of hedge funds and liquidity shocks.

Originality/value of chapter – These results are original because they help to explain how expected and unexpected hedge fund returns are correlated with the systematic risk factors via the beta dynamics.

Today's business leaders must navigate through challenging turmoil, such as pandemics or black swans. Preparing enterprises for survival and superior rivalry requires capabilities for securing profitability, adaptability, and corporate renewal on an ongoing basis. In this chapter, we introduce a model that enables event-driven navigation through turbulent times – in helping companies move beyond the traditional strategic management and elevate their enterprise onto a higher playing field.

This paper examines the emergent and deliberate views in strategy making through, what we develop as, a sequence of thinking and acting. Combining the features of thinking and acting may enhance the organization's ability to achieve change, an ability that remains untapped unless it is accompanied by a change in mental models. Both action thinking emergent issues as well as thinking–acting deliberate issues may constitute triggering events, when contrasted with a previously agreed frame of reference. We develop a framework to show how thinking co-evolves with action in a succession of strategic activities, and within an agreed upon frame of reference. Our aim is to shed light on the circumstances under which deliberate or emergent modes take place throughout the strategy-making process. We claim that changes in strategic activities are determined by attention-triggering events, driven by both thinking and acting.

A paradigm shift is observed in the last decade where transactional marketing is taken over by relationship marketing. Customer relationship management (CRM) has been an integral part of a business strategy in the current era. CRM integrates product sales, product marketing and, most importantly, customer service in a seamless manner to generate value for the organization as well as for its customers in short a win-win situation. Profoundly, CRM needs to be a part of the top management agenda and driven top-down instead of an IT initiative. Industrial revolution 4.0 is characterized by cyber-physical systems. Internet of Things (IoT) is the digital technology for the present and future. IoT primarily aids in gathering real-time data and transmitting the same over the internet to a central repository for consuming the same in business models. Real-time customer data analytics can be performed by customer-centric organizations to enhance CRM.

This chapter deals with the specific principles and issues of the modelling and simulation of hospitality processes. The methodology of hospitality processes modelling is described, and the set of modelled business processes is presented. This chapter shows the selected opportunities and threats of Business Processes Management approach in the hospitality industry. The second part of this chapter is focussed on the business processes simulation as the method of hospitality managers training. The basic proposal of the hotel business processes simulator is presented. The simulated processes structure–monitored KPIs and the simulator functionality are shown as the part of the hotel simulator design to be discussed before the implementation phase of the project.

Entrepreneurship research has grown in both quality and quantity over the past decade, as many theoretical innovations and important empirical research findings have been introduced to the field. However, theoretical approaches to understanding entrepreneurship remain fragmented, and empirical findings are unstable across different contexts. This chapter describes features of a multi-level process view of new venture emergence that adds coherence to the entrepreneurship theory jungle and brings order to idiosyncratic empirical results, by explaining how ideas become organized into new ventures. The centerpiece of this effort is enactment theory, a general process approach specifically developed to explain organizing processes. Enactment theory – and Campbellian evolutionary theorizing more generally – has a long history of use within and across multiple levels of analysis. Consequently, the description here illustrates how organizing unfolds across multiple levels of analysis and multiple phases of development. After describing the theorizing assumptions and multi-level process view of new venture organizing, the chapter explores implications of applying this perspective by suggesting new research directions and interpretations of prior work. The aim is to advocate process theorizing as a more productive approach to understanding new venture emergence.