Search results

The purpose of this paper is to investigate how the business model and the strategic intent to adopt an open collaboration initiative influence the perceived quality of collaboration outcomes.

This paper presents a framework to analyze the role of the strategic dimension and the operational dimension in open collaboration initiatives through multiple case studies in three companies to understand how the open collaboration initiative was deployed and how was the level of the alignment between these two dimensions.

The studied cases revealed that when an open collaboration initiative starts in the strategic dimension and there is an alignment between the organizational dimension and operational dimension, the collaboration outcomes are clearer and more traceable.

The study highlights the need to consider the involvement and the internal alignment between strategic and operational dimensions when deploying an open collaboration activity if they want to achieve all the benefits.

The presented framework can help managers to evaluate and understand how open collaboration activities are deployed within the company.

The study shows that when an open collaboration initiative is planned, its results and benefits can be extended to local communities by developing them.

This study aims to analyze the open collaboration initiative’s contribution to the overall organizational performance through the alignment between the organizational dimension and operational dimension perspective.

Aims to discuss the linking of enhanced performance of the new product development process with the increasing use of IT applications, resulting in a competitive advantage.

Utilises a case study methodology in a manufacturing company in the Brazilian building materials industry.

Some evidence of enhancement of new product development could be found, such as a reduction in both development cycle time and development costs. As regards customer satisfaction, the executive perception of improvement in final product quality could be identified, and finally no relationship could be observed between the effects and the number of new products launched.

IT applications are more successful when links with business strategy are stronger. The benefits of IT strategic alignment occurred after the critical success factor method was adopted in both IT and new product development processes.

This paper presents the concerns in agri-food supply chain. Further the research investigates the role of information and communication technology (ICT) in agri-food supply chain and determines the impact of supply chain management (SCM) practices on firm performance.

The theoretical framework was proposed for the study on the basis of existing literature. Data for the study was collected with the help of structured questionnaire from 121 executives and officers of the public food distribution agency. Partial least square (PLS)–structured equation modeling was employed to test the framework and hypotheses.

The results indicate that ICT and SCM practices (logistics integration and supplier relationships) have a significant relationship. Furthermore, SCM practices (information sharing, supplier relationship and logistics integration) have a significant and positive impact on performance of the organization.

Further research could be carried out to test the moderation effect of SCM practices between ICT and organizational performance (OP). Extending the research study to the companies operating in other sectors can enhance the external validity of the study and improve the accuracy of parameters examined.

This study can be of interest to the agri-food industry as well as other industry practitioners interested in improving the performance of the organization from the view of supply chain.

The outcomes of this study have important implications that translate into a series of recommendations for the management of public food distribution as well as other agri-food-based supply chains.