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This paper aims to present the application of a tailored systematic engineering design procedure to the concept design of a small production plant for compostable packaging made by straw fibres and bioplastic. In particular, the obtained boxes are intended to be used for wine bottles.

A systematic procedure has been adopted, which underpins on a comprehensive analysis of the design requirements and the function modelling of the process. By considering well-known models of the engineering design process, the work focuses on the early design stages that precede the embodiment design of the whole components of the plant.

The followed design approach allowed to preliminarily evaluate different alternatives of the process from a functional point of view, thus allowing to identify the preferred conceptual process solution. Based on the identified functional sequence, a first evaluation of the potential productivity and the required human resources has been performed.

The procedure shown in this work has been applied only for the considered case of compostable packaging, and other applications are needed to optimize it. Nevertheless, the adopted systematic approach can be adapted for any context where it is necessary to conceive a new production plant for artefacts made by innovative materials.

The work presented in this paper represents one of the few practical examples available in the literature where systematic conceptual design procedures are presented. More specifically, to the best of the authors’ knowledge, this is the very first application of systematic design methods to compostable packaging production.

The aim of this study was to identify interventions for and mechanisms of the digital transformation of purchasing and supply management (PSM) processes. The digital transformation of tactical and operational PSM processes has often progressed slowly despite the solid knowledge of advanced technologies.

This study used a qualitative exploratory approach based on 14 interviews with PSM executives from firms that are continuously working toward using advanced technologies in their PSM processes but have not yet gained full strategic benefits from digital transformation.

This study formulates five propositions regarding interventions and mechanisms that can positively influence the digital transformation of PSM processes. The main intervention in this regard is the renewal of data infrastructure, including platforms. PSM-related data should meet needs from both tactical and operational viewpoints. When applications serve as a source of data, they support digital transformation. Mechanisms such as supplier measurement and process improvement are outcomes of the digital transformation of PSM processes.

This study highlights the importance of common data sets for tactical and operational purchasing. These purchasing data should be owned and served by a cross-functional team. To create this interoperability, a firm needs global governance of open standards.

This study makes a theoretical contribution to the discussion of what kind of interventions positively influence on the digital transformation of PSM processes. Specifically, this study explains the integration needs of data and applications.

Cognitive computing is part of AI and cognitive applications consists of cognitive services, which are building blocks of the cognitive systems. These applications mimic the human brain functions, for example, recognize the speaker, sense the tone of the text. On this paper, we present the similarities of these with human cognitive functions. We establish a framework which gathers cognitive functions into nine intentional processes from the substructures of the human brain. The framework, underpins human cognitive functions, and categorizes cognitive computing functions into the functional hierarchy, through which we present the functional similarities between cognitive service and human cognitive functions to illustrate what kind of functions are cognitive in the computing. The results from the comparison of the functional hierarchy of cognitive functions are consistent with cognitive computing literature. Thus, the functional hierarchy allows us to find the type of cognition and reach the comparability between the applications.

Technological change drives transformation in most sectors of the economy. Industry 4.0 technologies have been applied at different stages of a building’s lifecycle. However, limited studies exist on their application in real estate facilities management (REFM). This study aims to assess the existing knowledge on the topic to suggest further research directions.

Scopus-indexed literature from 2013 to 2023 was examined and visualised using VOSviewer software to output quantitative (descriptive) results. Content analysis was used to complement the quantitative findings.

Findings indicated a concentration of research in China, Norway and Italy. The knowledge areas included three clusters: lifecycle integration and management, data curation and management and organisational and management capabilities. The benefits, challenges and support strategies were highlighted.

More collaboration is needed across countries and territories on technology integration in REFM. Future research using alternative methodologies is recommended, with a focus on adopting and non-adopting REFM organisations. Further, implications for facility managers, employees, technology suppliers or vendors, training, organisations and management exist.

Further, implications for facility managers, employees, technology suppliers or vendors, training, organisations and management exist.

The study reveals the knowledge base on technology use in REFM. It adds to the evidence base on innovation and technology adoption in REFM.

The purpose is to understand how the role of quality functions might evolve amidst digitalisation and an increased focus on services. This study focuses on customer feedback and how it can function as activation triggers for developing absorptive capacity, as well as how it relates to the value creation processes.

Following a qualitative research design, the authors gathered primary data from interviews with quality managers at 17 UK and Swedish firms and triangulated it with secondary information from the firms' web pages.

The findings show that customer feedback-based activation triggers can support development of absorptive capacity in the quality function if there are established processes for acting on customer feedback. This is often the case for codified feedback, which normally concerns products. However, digitalisation offers new opportunities of engaging in value co-creation, and firms need to develop digital capabilities to manage new technologies and data analytic tools. For personalised feedback (the main category of service-related feedback), established processes are missing.

This study work contributes to knowledge about how quality functions respond to customer feedback on both products and services. It clarifies why the quality function sometimes struggles to contribute to service quality as much as to product quality. From a theory development perspective, the authors contribute to understanding customer feedback-based activation triggers, how they lead to development of absorptive capacity and their relation to value co-creation on a functional level.

The purpose of this study is to understand and evaluate the roles and functions of the Sharīʿah committee (SC) of Islamic banks (IBs) in Malaysia and to recommend a resetting of the scope of responsibilities to enable the SC to effectively respond to current market needs.

A Likert-type survey questionnaire was developed and distributed to all available SC members through e-mails and online surveys as well as self-administered questionnaires. At the end of the survey, 87 useable questionnaires were collected from 161 SC members, representing a 54% response rate.

This study finds that most SC members have the necessary Sharīʿah qualification, and they are mostly academics with doctoral degrees. However, there is a noticeable lack of diversity in the composition of experts in the committees. Respondents indicate that their main functions are to ensure Sharīʿah compliance of bank operations and product offerings. This is of course consistent with their stated functions as outlined in the Bank Negara Malaysia's Sharīʿah Governance Policy Document (BNM, 2019). The study finds that SCs are not involved in product development, nor responsible for financial performance. Respondents indicate three ways to enhance the role of SCs: improving banking knowledge of the members, more engagement with the board of directors (BoDs) and broadening the functions of SCs.

This study highlights two policy implications. First, there is a strategic need for IBs to consider having a diversity of expertise in the SCs while maintaining the Sharīʿah experts as core members. Second, this study recommends a reset of the scope of duties of the SC to include three new areas: risk management, product development and financial performance.

This study evaluates the current functions of the SC of IBs in Malaysia and provides suggestions for improvement in the composition of the committee and in the scope of duties of SCs based on contemporary needs.

The purpose of this study is to elaborate on how analytics capability develops within the PSM function. This study is an in-depth exploration of how analytics capability develops within the purchasing and supply management (PSM) function.

A multiple case study was conducted of the PSM function of six case firms, in which primary data were collected through semi-structured interviews with PSM analytics stakeholders. The data were analyzed based on an analytics capability framework derived from the literature. Cases were chosen based on them having advanced PSM practices and ongoing analytics projects in the PSM area.

The findings shed light on how the firms develop their analytics capability in the PSM functional area. While we identify several commonalities in this respect, the authors also observe differences in how firms organize for analytics, bringing analytics and PSM decision-makers together. Building on the knowledge-based view of the firm, The authors offer a theoretical explanation of our observations, highlighting the user-driven side of analytics development, which has largely been unrecognized by prior literature. The authors also offer an explanation of the observed dual role that analytics takes in cross-functional initiatives.

The exploratory nature of our study limits the generalizability of our results. Further, our limited number of cases and interviewees indicate that there is still much to explore in the phenomenon of developing analytics capability.

Our findings can help firms gain a better understanding of how they could develop their analytics capability and what issues they need to consider when seeking leveraging data through analytics for PSM decisions.

This paper is, to the best knowledge of the authors, the first empirical study of analytics capability in PSM.

The questions of when and what types of human resource (HR) support are needed tend to be unanswerable for small and medium-sized enterprises (SMEs). This article addresses this gap in the strategic HR literature. Hiring, training, employee retention/satisfaction, wages and benefits programs, and worker's compensation insurance are important to SMEs seeking to build strong capabilities and resources and to increase their competitive advantage.This article presents an analysis of the existing HR literature for SMEs. It introduces a decision model to help SMEs choose a cost-effective HR strategy, listing a range of options from hiring the HR function to electronic HR (eHR) and outsourcing

The purpose of this paper is to critically study the implementation and contextualization of the human resource transformation (HRT) management model within the human resources (HR) function of a global industrial company group.

A qualitative case study that includes two data collections.

Implementation of the HRT model led to tensions and conflicting interpretations of the mission of the HR function, and a “tug of war” about the distribution of work both within HR and between HR and line management. Splitting the HR function into three legs made the HR function's learning cycles more difficult. The corporate group had a decentralized and diverse business culture, and contextualization of the HRT model to this setting highlighted the model's embeddedness in the American business culture of centralization and standardization. Implementation of the model also entailed a transition from an employee to an employer perspective within HR.

For an assessment of HR's total work other parts of the HRT model (Ulrich and Brockbank, 2005) need to be involved since HR professionals in the insourced or outsourced shared service center (SSC) and Center of Expertise (CoE) and the e-HR tools are equally important for executing the total HR's mission. Further studies of the problematic human resource business partner (HRBP) role are needed and also what the development of e-HR solutions means for the HR profession.

The authors argue for a continuous development of HR work, along with closer professional contact both with line managers (LMs) and within the HR function, for improved learning cycles and a need for contextualization when implementing management models.

The paper discusses the HRT model's impact on HR practitioners’ and LMs’ work practice.

This article shows the need for contextualization when implementing management models. The lack of such contextualization led to severe tensions, and the intentions of an efficient and respected HR function were not achieved. The study contributes an evaluation of the tensions between HRT as a normative and standardized model in business settings accustomed to variety and decentralized decision-making.