Search results

1 – 10 of over 177000
To view the access options for this content please click here
Article
Publication date: 25 November 2020

Arvind Upadhyay, Julius Oluwasunkanmi Ayodele, Anil Kumar and Jose Arturo Garza-Reyes

This paper aims to explore the challenges and opportunities of blockchain technology adoption from the lens of the technological–organisational–environmental (TOE…

Abstract

Purpose

This paper aims to explore the challenges and opportunities of blockchain technology adoption from the lens of the technological–organisational–environmental (TOE) framework for operational excellence in the UK automotive industry context.

Design/methodology/approach

The research methodology of this study follows a systematic review approach, which analyses existing academic published research papers in the top 35 academic journals. There was no specific timeframe established for this study and shortlisting the articles through a set of used keywords. A sample of 71 articles was shortlisted and analysed to provide a discussion on technological and management challenges and opportunities of blockchain adoption from the lens of the TOE framework for operational excellence.

Findings

The findings of this study present significant theoretical and managerial implications and deep understanding for firms seeking to understand the challenges and opportunities of blockchain adoption for their operational excellence.

Research limitations/implications

The systematic literature approach was considered for the present study to explore existing academic papers on technological and management challenges and opportunities from the lens of TOE framework for operational excellence, whereas a more specified method meta-analysis can be considered for future research. The study has been explored in the UK automotive industry context, which has been considered as the limitation of generalisation across countries and industries.

Originality/value

This paper represents the most comprehensive literature study related to the technological and management challenges and opportunities of blockchain from the TOE framework angle for operational excellence.

Details

Journal of Global Operations and Strategic Sourcing, vol. 14 no. 1
Type: Research Article
ISSN: 2398-5364

Keywords

To view the access options for this content please click here
Article
Publication date: 10 July 2017

Anna-Maija Hietajärvi, Kirsi Aaltonen and Harri Haapasalo

This study aims to explore how to identify and manage opportunities successfully in a large multi-organizational infrastructure project. Large projects struggle with…

Abstract

Purpose

This study aims to explore how to identify and manage opportunities successfully in a large multi-organizational infrastructure project. Large projects struggle with exploiting and capturing opportunities because of the lack of practices that support active and continuous opportunity management over the project lifecycle in inter-organizational project networks.

Design/methodology/approach

This study provides empirical evidence of a successful opportunity management process based on an investigation of an infrastructure alliance project. The adopted research approach is an inductive case study.

Findings

By analyzing an infrastructure alliance project, this paper identifies key activities of opportunity management and furthermore, discusses the enablers of active and continuous opportunity management.

Practical implications

This study supports practitioners by providing knowledge about the possibilities and activities that could be deployed during the project lifecycle to improve opportunity management process and about the enablers – factors that facilitate alliance partners’ capabilities to manage opportunities.

Originality/value

There is limited empirical research on the practices of opportunity management that support continuous, active opportunity management in inter-organizational project contexts, although multidisciplinary project networks have possibilities for taking advantage of opportunities that emerge over the project lifecycle.

Details

Construction Innovation, vol. 17 no. 3
Type: Research Article
ISSN: 1471-4175

Keywords

To view the access options for this content please click here
Article
Publication date: 2 March 2015

Pekka Töytäri

The purpose of this paper is to investigate the managerial practices to assess value creation and value capture potential in longitudinal buyer-seller relationships, and…

Abstract

Purpose

The purpose of this paper is to investigate the managerial practices to assess value creation and value capture potential in longitudinal buyer-seller relationships, and proposes a framework for evaluating such potential for maximizing sales function efficiency.

Design/methodology/approach

The research is based on an exploratory multi-case study with seven internationally operating companies from a variety of industries, with the aim of building the framework for sales opportunity management. The framework is then refined in eight workshops with 21 companies.

Findings

The findings suggest that industrial companies need to develop new capabilities to efficiently manage value selling opportunities at different stages of the opportunity lifecycle.

Research limitations/implications

The underlying sales approach of the research is proactive value selling in a service business context. The findings may not be generalizable into other sales contexts.

Practical implications

The paper provides practicing managers with an actionable sales opportunity management framework for an effective management of sales quality.

Originality/value

The research contributes to a previously unexplored area of sales management, and suggests a managerial practice linking strategy to implementation at the customer interface.

Details

Benchmarking: An International Journal, vol. 22 no. 2
Type: Research Article
ISSN: 1463-5771

Keywords

To view the access options for this content please click here
Article
Publication date: 26 August 2021

Emanuela Rondi and Paola Rovelli

This paper aims to examine the influence that family firms’ top management team (TMT) behavior and characteristics exert on their innovation opportunity realization.

Abstract

Purpose

This paper aims to examine the influence that family firms’ top management team (TMT) behavior and characteristics exert on their innovation opportunity realization.

Design/methodology/approach

Data were collected through a survey addressed to a representative sample of Italian firms. The analyzed sample consists of 237 firms, 120 of which are family firms. A series of ordinary least squares models were used to test the four hypotheses.

Findings

Family firms realize fewer innovation opportunities than non-family firms. This result is fully mediated by the knowledge exchange in the TMT as follows: in family firms, the TMT exchanges less knowledge than in non-family firms, which drives their lower realization of innovation opportunities. In family firms TMT, the increase in the non-family members positively influences the TMT knowledge exchange, but only when the time the Chief Executive Officer (CEO) spends in searching for innovation opportunities outside the firm is low. The more the CEO search increases, the more this positive influence decreases, up to the point it becomes negative.

Research limitations/implications

The study contributes to the literature on innovation, knowledge management and organizational design in family firms. Nevertheless, data were collected at a single point in time and in a single country.

Practical implications

The study suggests family firms on how to foster the realization of innovation opportunities. A greater TMT knowledge exchange allows to realize more innovation opportunities and the TMT characteristics emerged as the drivers of this TMT knowledge exchange. As such, family firms should examine the interaction of their TMT composition in terms of non-family and family members with the effort that the CEO deploys to search for innovation opportunities outside the firm.

Originality/value

Empirical investigation of the link between family ownership, absorptive capacity and innovation performance by considering TMT behavior and characteristics.

To view the access options for this content please click here
Article
Publication date: 1 September 2000

Jonathan C. Morris

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within…

Abstract

Looks at the 2000 Employment Research Unit Annual Conference held at the University of Cardiff in Wales on 6/7 September 2000. Spotlights the 76 or so presentations within and shows that these are in many, differing, areas across management research from: retail finance; precarious jobs and decisions; methodological lessons from feminism; call centre experience and disability discrimination. These and all points east and west are covered and laid out in a simple, abstract style, including, where applicable, references, endnotes and bibliography in an easy‐to‐follow manner. Summarizes each paper and also gives conclusions where needed, in a comfortable modern format.

Details

Management Research News, vol. 23 no. 9/10/11
Type: Research Article
ISSN: 0140-9174

Keywords

To view the access options for this content please click here
Book part
Publication date: 30 June 2016

Reginald L. Tucker, Graham H. Lowman and Louis D. Marino

Machiavellian, narcissistic, and psychopathic traits are often viewed as negative or undesirable personality traits. However, recent research demonstrates that individuals…

Abstract

Machiavellian, narcissistic, and psychopathic traits are often viewed as negative or undesirable personality traits. However, recent research demonstrates that individuals with these traits possess qualities that may be personally beneficial within the business contexts. In this chapter, we conceptualize a balanced perspective of these traits throughout the entrepreneurial process (opportunity recognition, opportunity evaluation, and opportunity exploitation) and discuss human resources management strategies that can be employed to enhance the benefits, or minimize the challenges, associated with Machiavellian, narcissistic, and psychopathic traits. Specifically, we propose that Machiavellian qualities are most beneficial in the evaluation stage of entrepreneurship, and Machiavellian, narcissistic, and psychopathic qualities are beneficial in the exploitation stage of entrepreneurship.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78635-263-7

Keywords

To view the access options for this content please click here
Article
Publication date: 2 January 2009

Norman T. Sheehan

The purpose of this article is to propose a process which ensures boards make risk pay off by identifying and selecting opportunities which more than compensate for the

Abstract

Purpose

The purpose of this article is to propose a process which ensures boards make risk pay off by identifying and selecting opportunities which more than compensate for the risks assumed. Organizations are increasingly under threat from factors such as globalization, regulations, and technology. Given this, the biggest challenge boards' face is to competently manage these opportunities and risks. Although boards can benefit from fully integrating risk management into the strategy formulation process, survey evidence shows most have not done so.

Design/methodology/approach

This article draws from the confluence of the risk management, strategy formulation and board governance streams to illustrate how boards can enhance performance by integrating strategy formulation and risk management into a single process.

Findings

Given that many boards formulate strategy and manage risk separately, organizations can gain a competitive advantage by managing them in an integrative fashion. Boards that integrate strategy formulation and risk management should achieve higher stakeholder returns and be more adaptive than rivals.

Practical implications

Boards need to adopt strategies for their organizations which create the desired amount of stakeholder value within acceptable risk levels. Boards can only ensure this occurs if the opportunities and risks are discussed as part of the same process. Only with full knowledge of the opportunities and risks, as well as the risk management responses, can boards ensure management are recommending optimal strategies for their organizations.

Originality/value

This article outlines a process which ensures boards are adequately addressing risk when selecting strategies for their organizations.

Details

Journal of Business Strategy, vol. 30 no. 1
Type: Research Article
ISSN: 0275-6668

Keywords

To view the access options for this content please click here
Book part
Publication date: 20 October 2015

Michael Preece

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge…

Abstract

This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This research seeks to examine absorptive capacity and its four capabilities of acquisition, assimilation, transformation and exploitation and their impact on effective knowledge management. All of these capabilities are strategies that enable external knowledge to be recognized, imported and integrated into, and further developed within the organization effectively. The research tests the relationships between absorptive capacity and effective knowledge management through analysis of quantitative data (n = 549) drawn from managers and employees in 35 residential aged care organizations in Western Australia. Responses were analysed using Partial Least Square-based Structural Equation Modelling. Additional analysis was conducted to assess if the job role (of manager or employee) and three industry context variables of profit motive, size of business and length of time the organization has been in business, impacted on the hypothesized relationships.

Structural model analysis examines the relationships between variables as hypothesized in the research framework. Analysis found that absorptive capacity and the four capabilities correlated significantly with effective knowledge management, with absorptive capacity explaining 56% of the total variability for effective knowledge management. Findings from this research also show that absorptive capacity and the four capabilities provide a useful framework for examining knowledge management in the service industry. Additionally, there were no significant differences in the perceptions held between managers and employees, nor between respondents in for-profit and not-for-profit organizations. Furthermore, the size of the organization and length of time the organization has been in business did not impact on absorptive capacity, the four capabilities and effective knowledge management.

The research considers implications for business in light of these findings. The role of managers in providing leadership across the knowledge management process was confirmed, as well as the importance of guiding routines and knowledge sharing throughout the organization. Further, the results indicate that within the participating organizations there are discernible differences in the way that some organizations manage their knowledge, compared to others. To achieve effective knowledge management, managers need to provide a supportive workplace culture, facilitate strong employee relationships, encourage employees to seek out new knowledge, continually engage in two-way communication with employees and provide up-to-date policies and procedures that guide employees in doing their work. The implementation of knowledge management strategies has also been shown in this research to enhance the delivery and quality of residential aged care.

Details

Sustaining Competitive Advantage Via Business Intelligence, Knowledge Management, and System Dynamics
Type: Book
ISBN: 978-1-78560-707-3

Keywords

To view the access options for this content please click here
Article
Publication date: 1 January 2006

Asma Bajawa and Jean Woodall

The purpose of this paper is to report on case study research of employment downsizing and the implications for equal opportunity and diversity management conducted in the…

Abstract

Purpose

The purpose of this paper is to report on case study research of employment downsizing and the implications for equal opportunity and diversity management conducted in the UK airline industry during 2002/2003.

Design/methodology/approach

Review of literature on downsizing and equal opportunity and diversity management followed by identification of a number of research questions which are answered with reference to secondary analysis of labour market data and interviews with key informants from senior management and line management.

Findings

A planned approach to downsizing had been adopted that was strongly influenced by the human resources function in terms of equal opportunity and diversity management. An adverse impact on different employee groups had been avoided in order to sustain the diversity of the workforce.

Research limitations/implications

The research focuses on the management of downsizing and equal opportunity and diversity management. It addresses the perceptions of managers involved in developing and implementing policy, but does not examine the perceptions of other employees.

Practical implications

There are some reflections on ways in which equal opportunity and diversity management policy might adapt to organisational change and downsizing.

Originality/value

This paper brings together two scholarly debates on downsizing and equal opportunity and diversity management, and provides case study evidence of how an equal opportunity and diversity management agenda is implemented during organisational restructuring and downsizing.

Details

Employee Relations, vol. 28 no. 1
Type: Research Article
ISSN: 0142-5455

Keywords

To view the access options for this content please click here
Article
Publication date: 10 January 2020

Dora Abidi and Nakagawa Koichi

This paper aims to examine the management approaches that play a key role for innovation success in a stable and unstable environment.

Abstract

Purpose

This paper aims to examine the management approaches that play a key role for innovation success in a stable and unstable environment.

Design/methodology/approach

Tunisia and Japan were chosen as a research sites to assess the accuracy of management approach adopted in each environment. Japan, as a developed, stable and predictable market, involves a traditional/conventional management mode known as administrative control approach (ACA) for successful innovation. However, we argue that a developing country is characterized by its unstable environment and requires an opportunity-based approach (OBA) that lies in the firm’s openness to search and benefit from environmental opportunities.

Findings

The paper confirms that OBA improves product innovation success in an unstable environment, for innovation in a stable one.

Originality/value

The paper provides a comprehensive comparison between innovation driven management approaches towards stable and unstable environments through multi-group structural equation modeling.

Details

Competitiveness Review: An International Business Journal , vol. 30 no. 1
Type: Research Article
ISSN: 1059-5422

Keywords

1 – 10 of over 177000