Search results

This paper aims to seek the optimal proportion of female executives in corporate management teams, and to analyze the threshold effect of the proportion of female executives on the enterprise market value and enterprise management performance by using a panel threshold regression model. The purpose of this paper is to obtain the optimal interval, during which female executives exert positive effects on enterprise market value and enterprise management performance.

Based on the data of listed companies in SSE from 2003 to 2012, this paper conducts theoretical and empirical analysis by using a panel threshold regression model.

This paper proves that the proportion of female executives has a threshold effect on the enterprise market value and enterprise management performance. The results show that the proportion of female executives has an optimal interval. In other words, during the 53.8-68.4 percent interval, the proportion of female executives exerts the least negative effect on the enterprise market value and the most positive effect on the enterprise management performance.

In this paper, the non-linear relationship between female executives, enterprise market value and enterprise management performance has been verified, and the optimization interval of the female executives’ proportion has been figured out as well.

This paper aims to present an applied research effort aimed at re‐engineering the utilization practices of operating rooms for a public Portuguese hospital. This re‐engineering effort is motivated by the desire to enhance the patient‐orientation of the hospital. The role of information systems in facilitating such organizational change is also to be examined.

Actual data are used to simulate outcomes of three different operational scenarios related to the utilization of operating rooms and surgical teams. As such, the critical constraint related to surgical capacity is relaxed under different utilization scenarios.

Based on the findings of the study, it appears that there is no conflict between operational efficiency and patient satisfaction. Well‐designed operational changes can lead to both efficiency and patient satisfaction benefits. This, in turn, can translate into competitive strategic advantage for the hospital.

The simulation results derived from this applied research are positive. In general, they tend to point to potential operational and strategic benefits to the hospital and its patients. Although the simulation model used in this study was validated using actual data, more research is needed to test its general applicability. Such research should shed more light on the interrelationships which exist within the hospital operating system.

The approach advocated in this research has operational and strategic relevance to healthcare policy makers and hospitals' administrators. In this context, the role of the information systems in providing information relevant to tracking and improving a hospital's performance is emphasized.

The paper presents a practical, applied, systematic approach toward enhancing operational effectiveness in healthcare organizations. It draws on bodies of knowledge pretending to system theory, simulation and operations management in order to improve the short‐term performance of hospitals.

This paper presents new evidence that the error in estimating the economic welfare of a transport scheme can be very large. This is for two reasons. Firstly when cost changes are large the income effect can be significant. This means the change in consumer surplus is no longer a good estimate of the compensating variation — the true measure of welfare benefit. Secondly, in the presence of large cost changes estimating the change in consumer surplus using the Rule of Half can lead to large errors. The paper uses a novel approach based on stated choice and contingent valuation data to estimate the size of this error for the situation of the provision of fixed links to islands in the Outer Hebrides of Scotland.

The ongoing urbanization and decarbonization require deployment of energy storage in the urban energy system to integrate large-scale variable renewable energy (VRE) into the power grids. The cost reductions of batteries enable private entities to invest energy storage for energy management whose operating strategy may differ from traditional storage facilities. This study aims to investigate the impacts of energy storage on the power system with different operation strategies. Two strategies are modeled through a simulation-based regional economic power dispatch model. The profit-oriented strategy denotes the storage system operated by private entities for price arbitrage, and the nonprofit-oriented strategy denotes the storage system dispatched by an independent system operator (ISO) for the whole power system optimization. A case study of Jiangsu, China is conducted. The results show that the profit-oriented strategy only has a very limited impact on the cost reductions of power system and may even increase the cost for consumers. While nonprofit-oriented energy storage performs a positive effect on the system cost reduction. CO₂ emission reduction can only be achieved under a high VRE scenario for energy storage. Integrating energy storage into the power system may increase CO₂ emissions in the near term. In addition, the peak-valley spread is crucial to trigger operations of profit-oriented energy storage, and the profitability of energy storage operator is observed to be decreasing with the total storage capacity. This study provides new insights for the energy management in the smart city, and the modeling framework can be applied to regions with different resource endowments.

The authors characterize two battery storage operating strategies of profit- and nonprofit-oriented by adopting a simulation-based economic dispatch model. A simulation from 36 years of hourly weather data of wind and solar output from case study of Jiangsu, China is conducted.

The results show that the profit-oriented strategy only has a very limited impact on the cost reductions of power system and may even increase the cost for consumers. While nonprofit-oriented energy storage performs a positive effect on the system cost reduction. CO₂ emission reduction can only be achieved under high VRE scenario for energy storage. Integrating energy storage into the power system may increase CO₂ emissions in the near term. In addition, the peak-valley spread is crucial to trigger operations of profit-oriented energy storage, and the profitability of energy storage operator is observed to be decreasing with the total storage capacity.

This study provides new insights for the energy management in the smart city, and the modeling framework can be applied to regions with different resource endowments.

In 2007, Best Buy was the leading electronics retailer in the United States with more than 941 stores, revenue totaling $31 billion, and a market cap of $21 billion. In 2005, Best Buy had adopted a new business model, culture, and customer-segmentation template called Customer Centricity. This move created volatility in the price of Best Buy stock because of the higher-than-expected employee costs that went with this new way of doing business and the difficulty of executing the old and the new business models simultaneously while the new model was rolled out. Best Buy responded to Wall Street's short-term focus in a myriad of ways. It first asked for investor patience, and stressed the strong operating results achieved in Best Buy stores operating under the new model. But in June 2007, after the stock dropped again, the CEO knew he had to decide whether to open more Best Buy stores, increase the company's dividend, or increase the stock-repurchase program.

The case is particularly relevant for students studying elements of business strategy with an interest in strategic decision-making, competitive strategy, and growth strategy. The case leverages several strategic frameworks taught throughout business courses and illustrates a real-world application of these frameworks to support sound strategic decision-making. Furthermore, the case examines the relevance of sustainable competitive advantage and the linkages to the appropriate growth strategy for a business. It is recommended that this case be taught once students have covered the applicable theory and frameworks in class.

This case is designed for business administration students, in particular MBA, EMBA, speciality Masters, or executive education students.

MWEB is a leading first-tier South African internet services provider, with an operating history spanning over 22 years. The MWEB brand is a household name across South Africa, seen as one of the pioneers of the internet industry and accredited with bringing the internet to ordinary consumers across the country. The state of competition in the market, however, has intensified and MWEB's traditional operating model has not evolved fast enough to meet the changing landscape. The market is in the midst of a price war, to which MWEB has responded by reducing market pricing and offering attractive deals, undercutting all its competitors. The results have been positive; sales have increased and churn has reduced, but competitors have already started to follow. The dilemma facing CEO Sean Nourse and his management team is how to accelerate growth in a highly commoditised market with intense competition while ensuring the long-term profitability of the business. The case encourages the consideration of the strategic decision-making process by analysing the competitive landscape, evaluating the options, and reaching a decision on the most viable growth strategy for the business.

To analyse the competitive landscape and the forces at play

To conduct a competitor analysis, appraise long-term profitability in the industry, identify profitable strategic positions, and determine how MWEB may achieve and protect its competitive advantage

To identify and analyse the key parameters that, in combination, represent a company's business model

To critically analyse the contextual factors that are presented as business challenges, evaluating and understanding the impact and scale of these challenges

To critically assess relevant growth strategy alternatives for MWEB and analyse the viability of the alternatives presented

To conduct an informal valuation to determine a purchase price for an acquisition target for the business

Twenty-five years ago IJPDLM published “Integrating the Supply Chain” (Stevens, 1989). The purpose of that original work was to examine the state-of-the-art in supply chain management (SCM). There have been substantial changes to the landscape within which supply chains function and changes to supply chains themselves. Given these changes it is appropriate to re-visit what is the new state-of-the art and determine whether the 1989 conceptualization requires extending. The authors also attempt to assess whether the evolution of SCM is associated with improved financial performance. The paper aims to discuss these issues.

The authors take a conceptual approach to suggest that SCM is undergoing a transition to devolved, collaborative supply chain clusters. In addition, the authors consider imperatives and models for supply chain change and development. In line with the 1989 work, many of the observations in this invited paper are based on the primary author’s experience. The authors use a selection of financial data from leading firms to assess whether benefits attributed to SCM and changes in supply chain operating models have affected financial performance.

The authors formalize a model for the dynamics of SCM change. The authors also synthesize a number of models of SCM that extend the original, highly cited work. These include goal-oriented networks and devolved, collaborative supply chain clusters. The authors also find the associations between the evolution of SCM and measures of firm financial performance over time to be equivocal.

This work proposes two additional operating models that firms can implement in order to improve the efficacy of their supply chains.

The authors extend Stevens (1989) original work by synthesizing a number of additional models for SCI.

We contribute to the growing literature examining how social enterprises might best accommodate their hybrid structure when pursuing dual goals of social improvement and economic sustainability. Drawing on extant literature, the case is made for why synergy between the social and commercial business models that hybrid social enterprises employ should positively impact effectiveness in delivering organization outcomes. We then develop a method for comparing the synergy between the social and commercial business models employed within and across organizations, and test the method using a sample of seven social enterprises operating in different social fields. Results demonstrate that our method can be applied consistently across a range of social enterprise types and that variation in degree of synergy is considerable with overlap rates ranging from 9% to 77%. Using learning from this exploratory study, we develop propositions describing how and why social entrepreneurs develop business model synergy, the relationship between business model synergy and organizational performance, and suggest future research to test these propositions. Implications for theory development and practice are discussed.

Many established trading companies have had considerable capital value locked into their operational properties. These properties have been identified as producing lower returns on invested capital than core business activities. Consequently, there has been a growing trend for the splitting of operational property from core business activity. This paper seeks to identify trends in sale‐and‐leaseback, which is the most common model in the UK.

This paper reviews, the existing literature and some past transactions in order to identify the motivations of both operational businesses and property investors in adopting the model. Some transaction case studies are also highlighted.

Identification of the motives behind this approach. Accounting, taxation and capital release are identified as the main drivers when the model first became widespread in the UK two decades ago. It is now driven by taxation and capital release. Originally adopted by leading companies, sale‐and‐leaseback has more recently been used by weaker covenants. The model has remained popular with investors, but there have been some recent failures.

This paper examines recent trends and seeks to identify how the sale‐and‐leaseback model may develop in the UK. Furthermore, the application of the model in the UK may give some insight into its application in other parts of the world, where it is either gaining further acceptance or may have greater potential application.