Search results

The so‐called strategic information systems define systems that represent instruments able to provide a competitive advantage. In this case, the purpose of this paper is to go further and broaden the perspective to examine business sectors. Namely, information systems are conceived also as factors that reconfigure entire business systems.

The research strategy followed can be considered in the circle of the case study. Specifically the case is Yoox, a virtual boutique. The theoretical approach for answering to the questions how and why information systems are determinant in Yoox's development is based on Normann's work (Reframing Business). In fact, it outlines modalities through which information systems reconfigure value space and give details to forces enacted consequently.

The Yoox case study throws light on the fact that, actually, information systems can be a useful instrument not only for reformulating business models but also dynamics that characterize entire business sectors.

The perspective proposed is limited to marginal aspects of the fashion business, i.e. global brands such as Armani have been involved in pursuing new online distribution channels outsourcing these services to a Dot.com company like Yoox.

A business such as a virtual boutique for a multi‐brand fashion and design is imitable due to the worldwide competition. The fact that Yoox became a provider of e‐commerce platform, forming the logistical side to the marketing strategies on the net, changes the scenario significantly. Yoox's mission is not only to sell fashion online but to provide a technological platform for e‐commerce. In this way, Armani, at first, was a Yoox provider but now it is also a customer. In some sense, the rules of the game of the fashion sector, have been, albeit marginally, modified.

The purpose of this methodology is to categorise the challenges into cause and effect group. The modern scenario of customization, personalization and multi-restrictive working because of pandemics has affected the operations of manufacturing small and medium enterprises (SMEs). In the new normal, the digitalization of manufacturing SMEs can be the path breaker. Modern digitalization includes a mix of technologies such as the industrial internet of things (IIoT), the internet of things, cyber-physical system and big data analytics. This digitalization can help in achieving new design changes, efficient production scheduling, smart manufacturing and unrestricted on-time delivery of quality products. This research paper aims to recognize and analyze the challenges faced while implementing IIoT technologies in manufacturing SMEs and tries to find the possibility of mitigating challenges by blockchain technology.

There were ten challenges of IIoT implementation identified from the literature review and experts’ opinions. To collect information from Indian manufacturing SMEs, a survey tool was formed in the form of a questionnaire. On the fundament of responses received from industrial experts, the Decision-Making Trial and Evaluation Laboratory (DEMATEL) technique has been used for categorizing these challenges into cause and effect groups. Further, the authors tried to mitigate observed challenges with the help of blockchain technology.

With the implementation of IIoT technologies, the manufacturing processes become conciliatory, effective and traceable in real time. Observation of the current study states that the top effect group challenges such as the security of data and reliability of technologies can be mitigated by enabling blockchain technologies. The authors conclude that blockchain-enabled IIoT technologies will be highly beneficial for the Indian SMEs strategically and practically in the current scenario.

Methodology of DEMATEL focuses on responses received from experts. The broader approach of survey from manufacturing organizations is compromised due to small sample size in this methodology. Experts approached for survey were from manufacturing SMEs of Delhi National Capital Region only. Broader survey-based techniques may be applied covering different sectors of SMEs in future work.

Technologies such as blockchain can facilitate advanced security in the application of IIoT and other such practices. While dealing with significant issues and challenges of new technologies, blockchain gives an edge of balance in the current scenario. Its properties of fixity, temper evident and circumvent fraud make this technology ideal for the digitalization of the manufacturing systems in SMEs.

Digitalization of manufacturing facilities is the need of the hour. Pandemic challenges have highlighted the urgency of it. This research will motivate and guide the manufacturing SMEs in planning strategies and long-term policies in implementing modern technologies and coping up with the pandemic challenges.

The evolution of new technologies like cloud computing, artificial intelligence and block chain has led to phenomenal growth of the FinTech Industry. The digital-only banking also known as neo, virtual or challenger banks leverage these technologies with the ultimate aim of enhancing the reach of the formal banking sector to the hinterlands of our country which are currently plagued with the problem of inadequate infrastructure. It is evident that convergence of the neo-bank with the traditional banking system would be a path-breaker as it caters to the gamut of services which can be offered to the end customer. Recent trends indicate that regulators are concentrating on consolidating different enactments in the form of codes instead of separate and piecemeal laws to control regulatory cholesterol and promoting digital technologies, thereby nurturing competitiveness in the market. Through this chapter we aim to do a comparative analysis of the technological advancements and its implementation in India with other jurisdictions. We will be relying on secondary data sourced from various governmental websites, surveys and journals. With the FinTech industry gaining traction and decentralization of this sector, it becomes imperative to have proper regulations to curb unwarranted risks, the absence of which might just halt the potential growth and can turn out to be a nightmare for the economy if not dealt with caution. There exists unexploited potential in the digital sector which can also be used across the borders to realize its true worth. However, it should be based on responsible innovation which attends to the interoperability issues while preserving the functioning and stability of the financial system.

This chapter focuses on the impact of the COVID-19 pandemic on academic leadership. Interview data from 13 academic leaders (department chairs, deans, vice-rectors) at two Turkish universities are used to voice their experiences. Two main themes emerged from the analysis: the challenges encountered in an era or uncertainty, and the experience of being in between balance and resilience. While all of the leaders interviewed got through the uncertainty produced by the pandemic, and some thrived, it is clear that universities need to do more to prepare themselves and their leaders for future crises.

Decision-making has long been recognized as being at the core of organizational life. Yet, the cognitive mechanisms by which managers make decisions represent a critical field of exploration. In this context, business models (BMs) are cognitive representations of organizational architectures that managers use to orient their firms in the business environment. While BMs – as managerial schemas – have been extensively studied for their beneficial applications at the strategic level, scholarly attention has rarely focused on their dark side. In this chapter, we point out that BM thinking – that focuses excessively on established schemas – might narrow managerial cognition in the process of fine-tuning the current BM; in the process, opportunities for more radical BM innovation can be overlooked. We systematize March and Simon’s contribution on managerial cognition into a more comprehensive conceptual framework by integrating the perspectives of Kahneman, Baron, and Gollwitzer. The result is an epistemologically coherent framework for managerial cognition and decision-making that focuses on how managers can overcome cognitive biases that derive from a reliance on established BMs as schemas. We close this chapter with directions for further research.

The purpose of this paper is to examine the current provision of high-speed data networks in the African continent, in particular taking into account both licences and launches related to long-term evolution (LTE).

An up-to-date underlying database of licences and launches relating to LTE in Africa has been compiled. There is also a review of the international operators that are playing a significant role in LTE provision. A number of individual country case studies are considered. Issues of corruption are addressed.

Africa is interesting because it has been a laggard in the development of high-speed data networks, but now finds itself in a position to leapfrog 3G technologies, and hence close the gap that had opened up compared to, for example, Europe and Asia. This process is effectively assisted by the lack of fixed-wire connectivity but has to take account of the difficulty of attracting the requisite investment.

Databases relating to Africa are always difficult to compile.

Published work relating to mobile networks in Africa is not plentiful, and it is difficult to find relevant data in the public domain. A key aspect of the paper is that the database is entirely up-to-date.

Green Lean Six Sigma (GLSS) is a comprehensive approach that aims to reduce waste, emissions and non-value added activities, thus mark an effective impact on sustainability of firms. Despite the numerous benefits of GLSS implementation, it is evident that Micro Small and Medium Enterprises (MSMEs) are still struggling to understand, integrate and implement this strategy. This research work provides a comprehensive analysis of GLSS within MSMEs and proposes a conceptual integration framework of GLSS for improving economic and environmental dimensions of sustainability MSMEs.

A systematic literature review (SLR) methodology was planned to assess and analyse the research articles from 2007 to 2022. Different key elements of GLSS such as barriers, enablers and tool sets have been thoroughly reviewed and analysed for MSME organisations to understand their behaviour and effectively adopt the GLSS approach in their operations.

This study provides the analysis of different perspectives of GLSS and this will contribute to improve different metrics related to emissions and quality in MSMEs. It provides MSMEs industrial managers with a comprehensive knowledge base of GLSS elements, enabling effective deployment.

The present study provides a significant knowledge base and know-how of GLSS to researchers that will assist in deploying this sustainable approach in different industrial domains. The study also assists industrial managers by providing a systematic framework of GLSS for MSMEs. Further, the study also supports society by proving pathway to improve the environmental dynamics through the execution GLSS.

The study is of the first kind that review different facets of GLSS related to MSME. The study not only enhances theoretical know how of GLSS but also guides practitioners how to implement comprehensive GLSS program for improved environmental sustainability.

The article presents an overview of discussions, particularly concerning developing countries in the Common‐wealth, of the role of small enterprises as a viable means of promoting self‐reliance in economic development and diversity. Encouragement of the entrepreneurial spirit and skills is vital in this context. These are examined in detail and Commonwealth experiences are summarised with special emphasis on attitudes to entrepreneurs, women as entrepreneurs and the importance of training by experienced professionals.

Organizations face formidable obstacles to the institutionalization of environmental management programmes. Longitudinal studies show that companies face two major types of barriers to change: industry‐specific barriers, which affect all organizations in a line of business; and organizational barriers, which are not specific to environmental problems, but may impede a company′s capacity to deal with any form of change. Evidence shows that these barriers can be overcome through effective environmental management programmes. Argues that by overcoming these barriers, organizations can move along an environmental performance curve, consisting of phases involving adjustment to regulatory and market realities; adaptation and anticipation of emerging issues; and innovation in achieving economically and environmentally sustainable performance through change programmes involving internal and external elements.