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This paper introduces an empirical application of an experimental model for knowledge management within an organization, namely a case‐based reasoning model for…
This paper introduces an empirical application of an experimental model for knowledge management within an organization, namely a case‐based reasoning model for manufacturing vision development (CBRM). The model integrates the development process of manufacturing vision with the methodology of case‐based reasoning. This paper briefly describes the model's theoretical fundamentals and its conceptual structure; conducts a detailed introduction of the critical elements within the model; exhibits a real world application of the model; and summarizes the review of the model through academia and practice. Finds that the CBRM is supportive to the decision‐making process of applying and augmenting organizational knowledge. It provides a new angle to tackle strategic management issues within the manufacturing system of a business operation. Explores a new proposition within strategic manufacturing management by enriching and extending the concept of MV while trying to lead the CBR methodology into a new domain by applying it in strategic management.
The role that effective maintenance management plays in contributing to overall organizational productivity has received increased attention. Presents the development of a…
The role that effective maintenance management plays in contributing to overall organizational productivity has received increased attention. Presents the development of a situational maintenance model that may be used to analyse and design the elements of a maintenance system. The situational approach to maintenance builds on contingency theory and considers both internal and external corporate dynamics. Using ideas from total productive maintenance (TPM), discusses how this model may be used to link corporate goals with maintenance policies. Defines design variables for maintenance systems that include the perspectives of individual behaviour, decision support systems, management systems and organizational structure, and corporate culture.
The purpose of this paper is to introduce a research exploring the important strategic elements and their prioritisation for e-retailers’ home delivery logistics process…
The purpose of this paper is to introduce a research exploring the important strategic elements and their prioritisation for e-retailers’ home delivery logistics process efficacy improvement.
The research was completed through focus group, survey and importance-performance analysis.
The research identified, confirmed and prioritised a set of explicitly important strategic elements currently deemed important by e-retailers for ensuring the efficacy of their home delivery logistics process in Chinese marketplace, and also referential to the other similar emerging marketplaces.
The research contributes positively to the enrichment of the theoretical knowledge pool of e-retailers’ logistics performance improvement.
The research findings guide/inform the strategy development and implementation for e-retailers entering and/or operating in Chinese marketplace. And the findings can also be referential to the e-retail strategy development for entering and operating in other emerging markets similar to China’s. This point is particularly meaningful for those e-retailers that want to expand the outreaching and increase the popularity of their businesses in the global marketplace.
Corresponding to the much needed further research on e-retailing home delivery performance improvement, the research provides findings that add substantial new insights into the field, with a particular focus on China, as one of the emerging developing marketplaces.
A successful supply chain should ensure that all participating members benefit from the marketplace. To achieve this goal, the supply chain members need to improve their…
A successful supply chain should ensure that all participating members benefit from the marketplace. To achieve this goal, the supply chain members need to improve their competences all the time, which requires a continuous learning process. Thus, mutual learning, through knowledge sharing between the different members, is a necessary approach to increase the competence of supply chain partners. To realise efficient and effective knowledge sharing in a supply chain, this paper aims to explore and formulate a model that supports an enterprise with its management of the supply chain members' knowledge resource sharing (herein referred to as “advanced practice” and includes two levels of knowledge – strategic and operational). The model is based on the theories of supply chain management (SCM) and case‐based reasoning (CBR).
This research follows a conductive and inductive cycle. Firstly, based on the learning expounded through an extensive literature survey regarding SCM and CBR, as well as available empirical applications, the conceptual model is designed. Then the primary stage evaluation will be discussed regarding the feasibility and refinement of the model towards its maturity.
To share knowledge along the supply chain is theoretically sound, but a difficult task to realise in practice, due to the complexity of knowledge sharing between the different organizations.
This research explores one of the important topics in SCM – knowledge sharing within a supply chain, and the model also extends and explores a new tool for this knowledge‐sharing process by applying CBR methodology.
The designed model in this research will provide a practice‐oriented vehicle allowing the supply chain members to share and apply their knowledge.
This research applies CBR in the domain of SCM, it both enriches the available approaches to supply chain performance enhancement and enlarges the application domains of CBR methodology.