Search results

This paper aims to select and rank the solutions of knowledge management and apply them to the supply chain for boosting its performance. Therefore, organizations can focus on the high-priority solutions and assign the resources to the strategies related to these solutions.

A decision making trial and evaluation laboratory-based analytic network process method is first used to rank the barriers of implementing the knowledge solutions and preference ranking organization method for enrichment evaluations technique is then used to rank the knowledge-based solutions which improve the overall performance of the supply chain. Then, a mathematical model is proposed to select the best solutions where the effectiveness and fairness are maximized while the cost and risk are minimized. The proposed model is implemented over a dairy supply chain in Iran. The solutions are obtained using the literature and the experts’ panel of the supply chain.

Lack of trust and commitment of supply chain members, besides different interests, values and cultures of the supply chain members, is the most challenging barrier to knowledge management solution. Strengthening the cooperation culture in the chain, setting up a transparent workflow or open-door policy, setting up enough incentives and reward and punishment and setting up positive leadership toward knowledge management are the most important strategies for removing the existing barriers or decreasing their impact on the supply chain.

Solutions with the highest priority are not necessarily the best solutions for implementation; the requirements of organizations must also be considered. Mathematical model in this study helped to select solutions based on their cost and risk, as well as their priority level.

This research proposes a framework by which universities can define and implement projects that transform them into entrepreneurial universities. The framework helps decision-makers identify suitable goals and strategies, gather a list of projects to fulfill the goals and strategies and prioritize the projects and form a portfolio.

In the proposed framework, importance–performance matrix, hierarchical strategic planning, Delphi technique, DEMATEL-based ANP and a multi-objective model are used. The mathematical model consists of four objective functions including efficiency, quality and balance maximization and also cost and risk minimization. The proposed framework is applied to Amirkabir University of Technology, Tehran, Iran, and the results are brought in this paper.

The output of the proposed framework is a portfolio of projects that aims to transform a traditional university into a third-generation one. Although the final portfolio must be customized for different universities, the proposed steps of the framework can be helpful for almost all cases.

The suggested framework is unique and uses both qualitative and quantitative techniques for project portfolio selection.

This paper aims to evaluate commercial bank branches' performance in dynamic and competitive conditions where decision-making units (DMUs) seek a greater proportion of shared resources as it happens in the real world. By introducing the concepts of cross-shared and serial-shared resources, the authors have emphasized the role of evaluation results of past periods on branches' total efficiency.

In this study, a new mixed-integer data envelopment analysis (MI-DEA) model has been proposed to evaluate the performance of a dynamic network in the presence of cross-shared and serial-shared resources.

The proposed model helps bank managers to find the source of inefficiencies and establish a connection between the results of the periodic performance of the DMUs and the distribution of serial and cross-shared resources. The results show that the weighting coefficients of the periods do not significantly affect the overall efficiency of commercial bank branches, unlike desirable and undesirable intermediates.

This paper presents the following factors: (1) A new mixed-integer network data envelopment analysis model is developed under dynamic competitive conditions. (2) For the first time in DEA models, the concept of cross-shared resources is proposed to consider shared resources between DMUs. (3) All controllable, uncontrollable, desirable and undesirable outputs in the model are considered with the possibility to transfer to the next periods. (4) A case study is given for the performance evaluation of 38 branches of an Iranian commercial bank from 2016 to 2020.

The purpose of this paper is to develop an Internet of Things (IoT)-based framework for supply chain (SC) performance measurement and real-time decision alignment. The aims of the proposed model are to optimize the performance indicator based on integrated supply chain operations reference metrics.

The SC multi-dimensional structure is modeled by multi-objective optimization methods. The operational presented model considers important SC features thoroughly such as multi-echelons, several suppliers, several manufacturers and several products during multiple periods. A multi-objective mathematical programming model is then developed to yield the operational decisions with Pareto efficient performance values and solved using a well-known meta-heuristic algorithm, i.e., non-dominated sorting genetic algorithm II. Afterward, Technique for Order of Preference by Similarity to Ideal Solution method is used to determine the best operational solution based on the strategic decision maker’s idea.

This paper proposes a dynamic integrated solution for three main problems: strategic decisions in high level, operational decisions in low level and alignment of these two decision levels.

The authors propose a human intelligence-based process for high level decision and machine intelligence-based decision support systems for low level decision using a novel approach. High level and low level decisions are aligned by a machine intelligence model as well. The presented framework is based on change detection, event driven planning and real-time decision alignment.

The purpose of this paper is to identify the intra-organizational factors effective in a successful strategy implementation, measure the interaction intensity, analyze relation patterns among those factors, and lastly, prioritize the factors according to the level of importance and effect in the success of a strategy implementation.

A review of the literature produced 13 key intra-organizational factors involved in successful strategy implementation. The factors were then prioritized and the interaction among them was identified using interpretive structural modelling (ISM). DEMATEL was employed to quantitatively calculate the importance, intensity and effect in the interaction among the factors. Finally, combining both the aforementioned methods an integrated ISM-DEMATEL model was devised through which the factors were prioritized while the importance, intensity and effect of each factor were quantitatively calculated.

Prioritization and establishing relations and interactions among the identified factors by ISM; determining the priority of each factor and their intensity of effect and interaction on a quantitative basis through DEMATEL method and developing the integrated model of ISM-DEMATEL for intra-organizational factors effective in successful strategy implementation.

Due to time limitation, the hybrid model could not be practically applied to any organizations or businesses and in this research, only 12 experts were consulted to construct the model. If the experts involved were increased both quantitatively and qualitatively no doubt the final model would be upheld.

Managers who are involved in strategy implementation or who intend to enter this phase are advised to apply the integrated ISM-DEMATEL model that presented in this paper in order to obtain good perspective about interaction and prioritization among the intra-organizational factors effective in strategy implementation success.

Identification of 13 key intra-organizational factors effective in successful strategy execution, by studying through the literature; prioritization and establishing relations and interactions among the identified factors by ISM; determining the priority of each factor and their intensity of effect and interaction on a quantitative basis through DEMATEL method; developing the integrated model of ISM-DEMATEL for intra-organizational factors effective in successful strategy execution; improving the integrated model through ISM by applying the findings obtained through DEMATEL.