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21 – 30 of over 25000
Book part
Publication date: 16 December 2003

Richard Florida and Gary Gates

The rules of the economic development game have changed. Companies were the force behind the old game. Cities and suburbs gauged their status by the number of corporate…

Abstract

The rules of the economic development game have changed. Companies were the force behind the old game. Cities and suburbs gauged their status by the number of corporate headquarters within their borders. Economic developers used financial and other incentives to lure companies to their communities. Now, however, people are the center of the action. High human capital individuals – or as we like to call them, talent – are the key to success in this new era of economic growth. Their ideas and creativity are the most important ingredients in the economic success of a firm or region.

Details

The City as an Entertainment Machine
Type: Book
ISBN: 978-0-76231-060-9

Article
Publication date: 6 August 2020

Qasim Ali Nisar, Nadia Nasir, Samia Jamshed, Shumaila Naz, Mubashar Ali and Shahzad Ali

This study is undertaken to examine the antecedents and role of big data decision-making capabilities toward decision-making quality and environmental performance among the…

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Abstract

Purpose

This study is undertaken to examine the antecedents and role of big data decision-making capabilities toward decision-making quality and environmental performance among the Chinese public and private hospitals. It also examined the moderating effect of big data governance that was almost ignored in previous studies.

Design/methodology/approach

The target population consisted of managerial employees (IT experts and executives) in hospitals. Data collected using a survey questionnaire from 752 respondents (374 respondents from public hospitals and 378 respondents from private hospitals) was subjected to PLS-SEM for analysis.

Findings

Findings revealed that data management challenges (leadership focus, talent management, technology and organizational culture for big data) are significant antecedents for big data decision-making capabilities in both public and private hospitals. Moreover, it was also found that big data decision-making capabilities played a key role to improve the decision-making quality (effectiveness and efficiency), which positively contribute toward environmental performance in public and private hospitals of China. Public hospitals are playing greater attention to big data management for the sake of quality decision-making and environmental performance than private hospitals.

Practical implications

This study provides guidelines required by hospitals to strengthen their big data capabilities to improve decision-making quality and environmental performance.

Originality/value

The proposed model provides an insight look at the dynamic capabilities theory in the domain of big data management to tackle the environmental issues in hospitals. The current study is the novel addition in the literature, and it identifies that big data capabilities are envisioned to be a game-changer player in effective decision-making and to improve the environmental performance in health sector.

Details

Journal of Enterprise Information Management, vol. 34 no. 4
Type: Research Article
ISSN: 1741-0398

Keywords

Article
Publication date: 26 June 2018

Samuel Fosso Wamba, Shahriar Akter and Marc de Bourmont

Big data analytics (BDA) gets all the attention these days, but as important—and perhaps even more important—is big data analytics quality (BDAQ). Although many companies realize…

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Abstract

Purpose

Big data analytics (BDA) gets all the attention these days, but as important—and perhaps even more important—is big data analytics quality (BDAQ). Although many companies realize a full return from BDA, others clearly struggle. It appears that quality dynamics and their holistic impact on firm performance are unresolved in data economy. The purpose of this paper is to draw on the resource-based view and information systems quality to develop a BDAQ model and measure its impact on firm performance.

Design/methodology/approach

The study uses an online survey to collect data from 150 panel members in France from a leading market research firm. The participants in the study were business analysts and IT managers with analytics experience.

Findings

The study confirms that perceived technology, talent and information quality are significant determinants of BDAQ. It also identifies that alignment between analytics quality and firm strategy moderates the relationship between BDAQ and firm performance.

Practical implications

The findings inform practitioners that BDAQ is a hierarchical, multi-dimensional and context-specific model.

Originality/value

The study advances theoretical understanding of the relationship between BDAQ and firm performance under the influence of firm strategy alignment.

Details

Business Process Management Journal, vol. 25 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Content available
627

Abstract

Details

Strategic HR Review, vol. 10 no. 5
Type: Research Article
ISSN: 1475-4398

Article
Publication date: 14 June 2021

Sergey Yablonsky

To be more effective, artificial intelligence (AI) requires a broad overall view of the design and transformation of enterprise architecture and capabilities. Maturity models…

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Abstract

Purpose

To be more effective, artificial intelligence (AI) requires a broad overall view of the design and transformation of enterprise architecture and capabilities. Maturity models (MMs) are the recognized tools to identify strengths and weaknesses of certain domains of an organization. They consist of multiple, archetypal levels of maturity of a certain domain and can be used for organizational assessment and development. In the case of AI, quite a few numbers of MMs have been proposed. Generally, the links between AI technology, AI usage and organizational performance stay unclear. To address these gaps, this paper aims to introduce the complete details of the AI maturity model (AIMM) for AI-driven platform companies. The associated AI-Driven Platform Enterprise Maturity framework proposed here can help to achieve most of the AI-driven platform companies' objectives.

Design/methodology/approach

Qualitative research is performed in two stages. In the first stage, a review of the existing literature is performed to identify the types, barriers, drivers, challenges and opportunities of MMs in AI, Advanced Analytics and Big Data domains. In the second stage, a research framework is proposed to align company value chain with AI technologies and levels of the platform enterprise maturity.

Findings

The paper proposes a new five level AI-Driven Platform Enterprise Maturity framework by constructing a formal organizational value chain taxonomy model that explains a vast group of MM phenomena related with the AI-Driven Platform Enterprises. In addition, this study proposes a clear and precise description and structuring of the information in the multidimensional Platform, AI, Advanced Analytics and Big Data domains. The AI-Driven Platform Enterprise Maturity framework assists in identification, creation, assessment and disclosure research of AI-driven platform business organizations.

Research limitations/implications

This research is focused on the basic dimensions of AI value chain. The full reference model of AI consists of much more concepts. In the last few years, AI has achieved a notable drive that, if connected appropriately, may deliver the best of expectations over many application sectors across the field. For this to occur shortly in machine learning, especially in deep neural networks, the entire community stands in front of the barrier of explainability. Paradigms underlying this problem fall within the so-called eXplainable AI (XAI) field, which is widely acknowledged as a crucial feature for the practical deployment of AI models in industry. Our prospects lead toward the concept of a methodology for the large-scale implementation of AI methods in platform organizations with fairness, model explainability and accountability at its core.

Practical implications

AI-driven platform enterprise maturity framework can be used for better communicate to clients the value of AI capabilities through the lens of changing human-machine interactions and in the context of legal, ethical and societal norms.

Social implications

The authors discuss AI in the enterprise platform stack including talent platform, human capital management and recruiting.

Originality/value

The AI value chain and AI-Driven Platform Enterprise Maturity framework are original and represent an effective tools for assessing AI-driven platform enterprises.

Article
Publication date: 16 November 2021

Rajasshrie Pillai, Shilpi Yadav, Brijesh Sivathanu, Neeraj Kaushik and Pooja Goel

This paper aims to investigate the use of Industry 4.0 (I4.0) technology and its barriers in human resourcemanagement (HRM) for Smart HR 4.0 and its impact on HR performance.

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Abstract

Purpose

This paper aims to investigate the use of Industry 4.0 (I4.0) technology and its barriers in human resourcemanagement (HRM) for Smart HR 4.0 and its impact on HR performance.

Design/methodology/approach

The research has been conducted using the grounded theory approach. Semi-structured interviews were conducted with 122 senior HR officers of national and multi-national companies in India after the extensive literature review. NVivo 8.0 software was used for the analysis of the interview data.

Findings

I4.0 technology is used for HRM functions by HR professionals. It is revealed that Smart HR 4.0 that emerged from the I4.0 technology has leveraged the HR performance. It is also found that usage barriers, traditional barriers and risk barriers affect the use of I4.0 technology in HRM.

Originality/value

A model is developed using the grounded theory approach for HR managers to understand the impact of I4.0 on HRM. This study reveals the barriers affecting the use of I4.0 technology in HRM. It also provides the model for HR performance that emerged through the use of I4.0 technology in HR and Smart HR 4.0. The research delivered key insights for the HR professionals, marketers of HR technology and technology developers.

Details

foresight, vol. 24 no. 6
Type: Research Article
ISSN: 1463-6689

Keywords

Article
Publication date: 26 September 2008

Mingsheng Guo and Richard Li‐Hua

Based upon the review of theoretical frameworks and the author's practical experiences in intellectual property (IP) management, the purpose of this paper is to propose a…

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Abstract

Purpose

Based upon the review of theoretical frameworks and the author's practical experiences in intellectual property (IP) management, the purpose of this paper is to propose a theoretical framework which intends to accord the current development of IP management and strategy in China. It is constituted of two engines, namely innovation engine and intellectual property engine which are related closely to management of technology – a strategic instrument in creating wealth and prosperity. The latter is also stated “5‐IPs” management pattern, i.e. intellectual property advantages, intellectual property economy, intellectual property strategy, intellectual property talents, and intellectual property culture as essential factors.

Design/methodology/approach

Briefly, elaborating basic concepts and main characteristics of “5‐IPs”, this work discusses the theoretical framework and the application of these pattern in Henan Province of PRC.

Findings

This work presents a whole picture of how the policy makers in Henan Province developed and implemented its IP management strategy. Theoretically, this work presents a strategic framework, which intends to create an innovation model and enables the decision‐makers and IP practitioners to make more appropriate arrangement when addressing IP related issues.

Originality/value

This study presents the crucial tenets of the strategic framework, which underpins the identification of the appropriateness and effectiveness of China's intellectual property right (IPR) strategy. The distinctiveness of the study lies in: advancing the current literature on the establishment of IPR system in China; presenting a case study of Henan Province in terms of how the province has developed its IP management strategy; and assessing the leading changes, impact and the policy implication after the implementation of the project.

Details

Journal of Technology Management in China, vol. 3 no. 3
Type: Research Article
ISSN: 1746-8779

Keywords

Article
Publication date: 9 October 2017

Lisa Sterling

The purpose of this case study is to outline the internal communication strategies, tools, techniques and messages that can help organizations to foster transparent, deliberate…

903

Abstract

Purpose

The purpose of this case study is to outline the internal communication strategies, tools, techniques and messages that can help organizations to foster transparent, deliberate communication with employees.

Design/methodology/approach

The author synthesizes three years of learnings and internal research, including regular focus groups and surveys with employees at all levels, to identify the specific steps organizations can take to achieve open and regular communication – and engage employees across the organization.

Findings

The case study explains key areas to connect and communicate with employees.

Practical implications

The author believes that the lessons and tactics described in this case study can be applied in all organizations.

Originality/value

The case study provides a unique set of lessons and best practices the author has uncovered firsthand which organizations can use to shape their own internal communications strategies and boost employee engagement.

Details

Strategic HR Review, vol. 16 no. 5
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 3 October 2019

Samuel Fosso Wamba and Shahriar Akter

Big data-driven supply chain analytics capability (SCAC) is now emerging as the next frontier of supply chain transformation. Yet, very few studies have been directed to identify…

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Abstract

Purpose

Big data-driven supply chain analytics capability (SCAC) is now emerging as the next frontier of supply chain transformation. Yet, very few studies have been directed to identify its dimensions, subdimensions and model their holistic impact on supply chain agility (SCAG) and firm performance (FPER). Therefore, to fill this gap, the purpose of this paper is to develop and validate a dynamic SCAC model and assess both its direct and indirect impact on FPER using analytics-driven SCAG as a mediator.

Design/methodology/approach

The study draws on the emerging literature on big data, the resource-based view and the dynamic capability theory to develop a multi-dimensional, hierarchical SCAC model. Then, the model is tested using data collected from supply chain analytics professionals, managers and mid-level manager in the USA. The study uses the partial least squares-based structural equation modeling to prove the research model.

Findings

The findings of the study identify supply chain management (i.e. planning, investment, coordination and control), supply chain technology (i.e. connectivity, compatibility and modularity) and supply chain talent (i.e. technology management knowledge, technical knowledge, relational knowledge and business knowledge) as the significant antecedents of a dynamic SCAC model. The study also identifies analytics-driven SCAG as the significant mediator between overall SCAC and FPER. Based on these key findings, the paper discusses their implications for theory, methods and practice. Finally, limitations and future research directions are presented.

Originality/value

The study fills an important gap in supply chain management research by estimating the significance of various dimensions and subdimensions of a dynamic SCAC model and their overall effects on SCAG and FPER.

Details

International Journal of Operations & Production Management, vol. 39 no. 6/7/8
Type: Research Article
ISSN: 0144-3577

Keywords

Article
Publication date: 11 September 2018

Jacob McNulty

With HR now at the center of efforts to address the talent crisis, how can HR strategists best deploy their resources to help their organizations to rise to the challenge?

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Abstract

Purpose

With HR now at the center of efforts to address the talent crisis, how can HR strategists best deploy their resources to help their organizations to rise to the challenge?

Design/methodology/approach

Data-driven digital solutions can be a good starting point for discovering what’s working with existing employees. A new breed of high-tech tools are giving HR departments the means to more thoroughly and actionably understand the factors that attract, retain and drive away quality employees.

Findings

Based on data from these tools, HR teams can design inviting, engaging and productive work environments.

Originality/value

The struggle to attract and retain quality talent in the workplace is real, it is escalating and it has landed right at the doorstep of HR departments. It is perhaps the most pressing priority they – and their entire organizations – must confront to keep pace in the ongoing US economic expansion.

Details

Strategic HR Review, vol. 17 no. 4
Type: Research Article
ISSN: 1475-4398

Keywords

21 – 30 of over 25000