Search results

The purpose of this paper is to integrate resilience, robustness, and resplendence (R 3) with sustainable enterprise excellence (SEE) and social-ecological innovation (SEI) that assist firms to progress toward continuously relevant performance proceeding from continuously responsible strategy, behavior, and other actions.

Sustainable enterprise excellence, resilience, robustness, and resplendence (SEER3) model and the associated means of SEER 3 maturity assessment are introduced to explain the organizational concept.

SEER3 balances the complementary and competing interests of key stakeholder segments, including society and the natural environment and increases the likelihood of superior and sustainable competitive positioning and hence long-term enterprise success that is defined by continuously relevant and responsible governance, strategy, actions, and performance consistent with high-level organizational R3.

This paper adapts the established principles from physics to characterize enterprise R3 to come up with SEE model.

The purpose of this paper is to understand the relationship between sustainable development (SD) and spirituality. Bhutan, a country believing deeply in Buddhist spiritual values has created a model of Gross National Happiness (GNH) where it is believed that the holistic evolution of human being can take place with a balance of material as well as non-material aspects of spiritual, cultural, societal and environmental. The paper critically analyzes GNH to establish the role of spirituality in SD.

The paper analyses the GNH concept using literature review. Further, personal meetings with authorities in Bhutan and interaction with citizens of Bhutan used to gather primary data. A critical approach has been applied to understand the practical implication of the concept.

Good governance, sustainable socioeconomic development, cultural preservation and environmental conservation formed the four basic pillars of the GNH index, further elaborated into 9 domains and 33 clustered indicators. The concept has been commendable in giving new direction to the understanding of SD. Nevertheless, certain discrepancies create ambiguity and limitations around the validity of adoption of the concept in other countries.

A balanced and holistic, yet practical model of SD is necessitated. Bhutan has been a pioneer to suggest the different dimensions that can be acted upon to produce a more honest and sustainable path of being in concord with nature, community and other-related surroundings.

The paper provides insights to researchers and practitioners in understanding the basic essentials required for the SD agenda. The paper derives the learnings from the GNH model which can help in understanding the areas where the western three-pillar model of development needs more refinement. At the same time, the paper also helps in creating the insights for Bhutanese practitioners and policymakers about the areas where the GNH model still needs to be worked upon to improve its efficacy.

The paper proposes that SD can only be achieved through spirituality.

Organizations and their members operate in increasingly complex, dynamic and even disruptive environments, with risk and uncertainty being major challenges. To that effect, data, information, knowledge, and respective competences are increasingly instrumental in enabling and sustaining organizational intelligence that translates into resilience in the shorter and sustainable excellence in the longer term. Therefore, the purpose of this paper is to explore the role of the artifacts and routines in a sustainable organizational excellence context.

An extensive literature review was used to develop the context of the paper, focusing on big data and organizational intelligence for enterprise excellence and resilience. In addition, a thematic literature review method was used to study the role and impacts of routines and artifacts in organizational change, policies, structure and performance.

Although many traditional management practices retain their validity, knowledge management must give a clearer view of the existing connection between firm-level competitive advantage in open economies flows and difficult-to-use knowledge assets. The proposed framework studies knowledge exploration and knowledge exploitation as organizational phenomena opposed and mutually incompatible.

The paper presents a first attempt to study the linkages of organizational routines and artifacts as a cycle wherein knowledge acquisition and learning competencies form and enhance a firm’s organizational intelligence, leading to robust competitiveness and sustainable entrepreneurship.