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Article
Publication date: 1 June 2001

D. Jane Bower, John Hinks, Howard Wright, Cliff Hardcastle and Heather Cuckow

The paper discusses the potential impact of videoconferencing on practices and processes within the construction industry, based on analyses carried out on its use and…

Abstract

The paper discusses the potential impact of videoconferencing on practices and processes within the construction industry, based on analyses carried out on its use and impact in the healthcare sector – which like construction involves technology‐intensive processes which are dependent upon cross‐professional and cross‐disciplinary relationships and communications, operate within an increasingly regulatory and litigious climate, and involve organizationally fluid, virtual, teams spanning several subindustries. Recently published research evidence from the healthcare sector suggests that whilst videoconferencing and other advanced information and communication technologies (ICTs) have pervasive capabilities, successes in their application may be shortlived and modest in achievement. In use, their actual uptake and application have been found to be fundamentally affected by a range of social and operational issues, such as fears over a new formalization and trackability of previously informal conversations; a rebalancing of power relationships (between professionals using the ICTs as well as between doctor and patient); pressures on social/cultural and procedural alignment between participants; and personal and corporate attitudes to the technologies (including simply disliking the ICT). There is also evidence from the healthcare sector to suggest that ICTs increase the complexity of the delivering healthcare, and that the limitations of the technologies emphasise an existing dependency of communications and processes on tacit knowledge which is not readily formalized for communication via ICTs. However, the paper also notes an increasing pressure on the construction industry to respond to the globalizing potential that ICTs offer for the supply and delivery of knowledge‐based services, and discusses the implications of the issues found in the healthcare sector for the use and potential abuse of ICTs in the construction industry that will have to be successfully addressed in order to avoid ICTs being perceived as threatening and to allow their use to help organizations address the globalising marketplace.

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Book part
Publication date: 24 January 2011

Didier Gonin, Uwe Napiersky and Jorgen Thorsell

In the light of the financial crisis and the radically changed conditions in the market place, international leadership development is facing new demands. The Danish-based…

Abstract

In the light of the financial crisis and the radically changed conditions in the market place, international leadership development is facing new demands. The Danish-based International Leadership Institute Mannaz has researched the new conditions in collaboration with the Institute of Executive Development in the United States.

The research, conducted in 2008 and 2009, combines, in an innovative way, quantitative and qualitative inputs, from both current and future perspectives, from some 111 senior Corporate Executives, Heads of Human Resources and of Learning and Organisational Development in large international corporations headquartered in Europe and the United States; together with the thoughts of some 50 experienced practitioners involved in executive coaching as well as in designing, developing and facilitating leadership development programmes. Also we include a section summarising the key findings from recently published research from other leadership development surveys. Conclusions reveal that the crisis has propelled a long-awaited decline of the traditional classroom-based educational approach to leadership development. Instead, effective leadership development is suggested to build on experiential learning approaches rooted in real life, real time and allowing for more immediate impact and providing for considerably higher relevance and motivation. Coaching, leaders teaching leaders, stretch assignments, action learning, peer networking, customer insights and selective use of technology are seen as important contributors to the leadership development process going forward.

Details

Advances in Global Leadership
Type: Book
ISBN: 978-0-85724-468-0

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Article
Publication date: 1 December 2004

Catherine L. Wang and Pervaiz K. Ahmed

The role of organisational innovativeness, or innovative capability, in attaining competitive advantage has been widely discussed. Most research examines innovation

Abstract

The role of organisational innovativeness, or innovative capability, in attaining competitive advantage has been widely discussed. Most research examines innovation activities and their associations with organisational characteristics, or investigates certain perspectives of innovative capability, such as product innovation. Much less attention, however, has been paid to develop and validate measurement constructs of organisational innovativeness. Through an extensive literature review, five dimensions of an organisation's overall innovativeness are identified. These five dimensions form the component factors of the organisational innovativeness construct. Following a three‐step approach, a final 20‐item measurement construct is validated. Theoretical and methodological issues in relation to application of the organisational innovativeness construct are discussed in light of these findings.

Details

European Journal of Innovation Management, vol. 7 no. 4
Type: Research Article
ISSN: 1460-1060

Keywords

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Article
Publication date: 11 August 2020

David Gligor, Siddik Bozkurt, Ismail Gölgeci and Michael J. Maloni

Despite the recent wealth of supply chain agility literature, scholars have yet to thoroughly examine its impacts on the customer experience. To address this gap, we…

Abstract

Purpose

Despite the recent wealth of supply chain agility literature, scholars have yet to thoroughly examine its impacts on the customer experience. To address this gap, we assess the effects of supply chain agility on customer value and customer satisfaction, including the moderating role of customer loyalty, from the perspectives of both business customers (B2B) and end-customers (B2C).

Design/methodology/approach

We used multivariate regression analysis to evaluate direct, indirect and conditional effects across survey responses from 148 senior-level supply chain managers (buyers) (Study 1) and 170 end-customers (i.e. consumers) (Study 2).

Findings

The results reveal that supply chain agility retains a direct link to both B2B and B2C’ value and satisfaction. However, a higher level of customer loyalty reduces the strength of these relationships, signifying that agility is less important with established customers. In this respect, agility is important to attract new customers, but more agility is not always beneficial once the customer relationship is established.

Originality/value

The current study is among the first to examine end-customer response to supply chain agility. The findings complement existing literature by providing novel insights into the impact of supply chain agility on both business customers (B2B) and end-customers (B2C).

Details

International Journal of Physical Distribution & Logistics Management, vol. 50 no. 7/8
Type: Research Article
ISSN: 0960-0035

Keywords

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Abstract

Details

Police Occupational Culture
Type: Book
ISBN: 978-0-85724-055-2

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Article
Publication date: 1 May 2002

Palitha R. Kuruppuarachchi, Purnendu Mandal and Ross Smith

Information technology (IT) project implementation is still a grey area. There are differences of opinion among educators and practitioners on strategic emphasis and…

Abstract

Information technology (IT) project implementation is still a grey area. There are differences of opinion among educators and practitioners on strategic emphasis and implementation methods. Implementation of IT projects, especially large IT projects, is synonymous to management of changes in an organisation, be it for altering the work culture or gaining competitive advantages. When formulating effective change management strategies to support the introduction of IT, it may be useful to integrate and use concepts and practices drawn from disciplines such as traditional project management, organisational/product innovation, and change management theory and practices. This paper examines project management and product innovation literature to identify change management concepts and practices.

Details

Logistics Information Management, vol. 15 no. 2
Type: Research Article
ISSN: 0957-6053

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Article
Publication date: 13 March 2017

Rudrajeet Pal and Arun Pal Aneja

This paper aims to investigate how different trajectories can be detected and classified in business models (BMs) at the level of their underlying product development…

Abstract

Purpose

This paper aims to investigate how different trajectories can be detected and classified in business models (BMs) at the level of their underlying product development value-structure (value-creation and appropriation), and what are the drivers. Such BMs are run by multinational firms to accommodate various technologies and innovations; however, this is stressful because of inherent incompatibilities and conflicts.

Design/methodology/approach

An explorative study of six product cases from Du Pont’s Textiles Fiber Division (DTFD), namely, nylon yarns, knits and wovens, DTFD blockbusters, Coolmax®, MicroMattique™, filling materials and Supriva™, is conducted.

Findings

In value-creation, technology push or market pull yields resultant technology-forward or market-back trajectories. For value appropriation, new growth opportunities or continuous market expectations lead to breakthrough or continuous innovations. Consistent and inconsistent combinations of these trajectories yield four differential drivers: technological breakthrough, market-back technology, continuous technology and continuous market-back. This is supported by relevant supply chain strategies, either focused through joint ventures and licensees for commodities or vertically integrated for specialty products.

Research limitations/implications

The paper adds to the analysis of ambidexterity in the value structure of BMs along constituent value-creation and appropriation, thus providing a logical lens to understand various complementarities that exist in terms of opposing technology trajectories and product innovation repertoire.

Practical implications

This study contributes to the knowledge of product innovation management in the textile industry, where both large-scale innovation and operational excellence are challenged over the past few decades.

Originality/value

The lessons learnt address the fundamental issue of higher value generation through configuration of multiple contrasting value-structure elements.

Details

Research Journal of Textile and Apparel, vol. 21 no. 1
Type: Research Article
ISSN: 1560-6074

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Article
Publication date: 1 October 2018

Jagdeep Singh, Harwinder Singh and Inderdeep Singh

The purpose of this paper is to uncover the significance of SMED in manufacturing environments.

Abstract

Purpose

The purpose of this paper is to uncover the significance of SMED in manufacturing environments.

Design/methodology/approach

The paper gives setup instructions and guidelines to prepare the standardized setup procedure without ignoring actual constraints in production environment. It uses a case study in a small-scale manufacturing unit of northern India to generate an integrated setup reduction approach, utilizing Single Minute Exchange of Die (SMED)-based industrial engineering tools to achieve faster setups. It describes the feasibility of quick changeovers in small enterprises based on an “SMED” approach. Finally, the paper carries out empirical analysis of the financial/non-financial benefits incurred from setup reductions.

Findings

Setup activities are a vital part of the production lead time of any product and so affect overall product cost. Industrial engineering techniques have been used to analyze the existing procedure of setups. A SMED approach can help eliminate unwanted activities, externalize the internal activities, if possible, and reduce them by simplification or standardization.

Originality/value

The paper demonstrates the practical application of SMED showing how it can bring real breakthroughs in reducing setup time in small-scale manufacturing.

Details

Benchmarking: An International Journal, vol. 25 no. 7
Type: Research Article
ISSN: 1463-5771

Keywords

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Article
Publication date: 4 February 2019

Kaushik Mukerjee and Ateeque Shaikh

The purpose of this paper is to examine the direct impact of proactive customer orientation (PCO) and responsive customer orientation (RCO) on word-of-mouth (WoM) and…

Abstract

Purpose

The purpose of this paper is to examine the direct impact of proactive customer orientation (PCO) and responsive customer orientation (RCO) on word-of-mouth (WoM) and cross-buying (CB). Further, this study tests the mediating role of perceived value (PV) in the relationship between customer orientation (CO) (PCO and RCO) and WoM as well as CB in the context of retail banking in an emerging market, India.

Design/methodology/approach

The authors used cross sectional survey research design to collect data from 443 customers of retail banks in India. The authors analyzed the data using IBM AMOS 23.0 taking structural equation modeling approach to test the hypothesized relationships.

Findings

The findings of the study suggest that PCO positively influences CB but there is no significant relationship between PCO and WoM. RCO positively influences WoM and CB. PV partially mediates the relationship between RCO and WoM as well as CB. PV does not mediate the relationship between PCO and WoM or the relationship between PCO and CB.

Practical implications

This study shows that managers need to focus on proactive as well as RCO. Further, managers need to adopt RCO in order to ensure cross-buying and promote WoM recommendations by customers. By practicing PCO managers can promote CB. Also, managers will be able to enhance CB and promote WoM recommendations if the value delivered by the bank is perceived to be adequate by customers.

Originality/value

This study contributes to current knowledge in retail banking by testing the relationship between CO and CB as well as WoM through data obtained from customers in an emerging economy. This study also tests the mediating role of PV for the above-mentioned relationships.

Details

Marketing Intelligence & Planning, vol. 37 no. 1
Type: Research Article
ISSN: 0263-4503

Keywords

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Article
Publication date: 3 September 2018

Lorenzo Ardito, Ekaterina Besson, Antonio Messeni Petruzzelli and Gian Luca Gregori

The purpose of this paper is to elucidate the relationship between three types of process innovations (i.e. innovation in production, IT, and logistics processes) and…

Abstract

Purpose

The purpose of this paper is to elucidate the relationship between three types of process innovations (i.e. innovation in production, IT, and logistics processes) and ambidexterity performance. Specifically, the paper attempts to examine whether changes in business processes help companies to reconcile exploration and exploitation learning activities within the firm domain.

Design/methodology/approach

This research is based on data of 2,843 manufacturing firms, whose data are available from the Italian Innovation Survey (period 2010-2012). Hypotheses are developed and tested by using a Tobit regression approach.

Findings

Innovation in production and IT processes favors ambidexterity performance, whereas changes in logistics activities, despite being positive, are less relevant.

Originality/value

This is one of the first attempts to offer empirical evidence about the relationship between process innovations and ambidexterity performance (without engaging in domain separation), hence providing additional insights into the ambidexterity literature and the literature on process innovation.

Details

Business Process Management Journal, vol. 24 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

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