Justus Wolff, Christopher Kocher, Julia Menacher, A. Keck
{"title":"TOO BIG TO IGNORE HOW TO DEFINE THE ENTERPRISE VALUE OF AI AND BIG DATA FIRMS","authors":"Justus Wolff, Christopher Kocher, Julia Menacher, A. Keck","doi":"10.18374/IJSM-18-1.2","DOIUrl":"https://doi.org/10.18374/IJSM-18-1.2","url":null,"abstract":"","PeriodicalId":119936,"journal":{"name":"International Journal of Shape Modeling","volume":"130 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116546509","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"BIBLIOMETRIC ANALYSIS OF ENTERPRISE RESOURCE PLANNING SYSTEMS AND MANAGEMENT ACCOUNTING","authors":"Bernhard Grtner, Thomas Rockenschaub","doi":"10.18374/ijsm-18-1.9","DOIUrl":"https://doi.org/10.18374/ijsm-18-1.9","url":null,"abstract":"","PeriodicalId":119936,"journal":{"name":"International Journal of Shape Modeling","volume":"188 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121084277","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
If strategy is the mean to achieve growth, strategic agility policy is the tool for this growth continuity. To be agile as an organization you have to make sure that the adjustments of change are not disruptive to the entire system. Change has to be introduced in a consequence of closely controlled patterns that move with the organization in a smooth transition, but parallel to the sense of urgency requiring change. Strategic agility policy jumps as a development of the New Public Management paradigm of thinking, not just as a tool of reorganizing the company or the country on a macro level but as a challenge of restructuring and transformation in the way it thinks, acts, responds, predicts and leads. If an organization is two or more people coming together to achieve a certain goal, so achieving an agile environment requires using the people in a customer-focused culture to be the core of this change. The new wave of thinking would not employ a systematic plan of SWOT tools to analyze the environment for change and plan the transition, but it will require an Exponential leader’s vision of flexibility to orient activity and introduce the policy in a pattern of systematic reform towards unpredictable obstacles and resistance to ensure a smooth transition in a changing environment. In other words it requires the type of leader that hunts the prey ahead of its time. Agility policy will look to the environment of change in the organization as a constant, ongoing matter and requires an application of the problem solving methods that fit the situation of turbulence by using critical thinking methods and looking to the bottom of the iceberg before the tip. It is moreover the key to any crisis management plan that occurs in the organization through the renewal of the reform model that leaders follow. This implies that an organisation has to shift from a rigid pattern to a more flexible one employing a more responsive, flat structure, sensitive strategic plan, a dedicated Exponential leadership supporting the path of change and a less resistant workforce that can accept the vision of change. The case under study in this research is the New Suez Canal and the findings supported that the agile policy of transformation here is the key success towards the implementation of change and the exponential leader is the Maestro behind the final positive outcome.
{"title":"THE MANAGEMENT OF STRATEGIC AGILITY POLICY: REFLECTIONS ON THE EXPONENTIAL STYLE OF LEADERSHIP IN TURBULENT TIMES.","authors":"Z. Younis","doi":"10.18374/ijsm-18-1.6","DOIUrl":"https://doi.org/10.18374/ijsm-18-1.6","url":null,"abstract":"If strategy is the mean to achieve growth, strategic agility policy is the tool for this growth continuity. To be agile as an organization you have to make sure that the adjustments of change are not disruptive to the entire system. Change has to be introduced in a consequence of closely controlled patterns that move with the organization in a smooth transition, but parallel to the sense of urgency requiring change. Strategic agility policy jumps as a development of the New Public Management paradigm of thinking, not just as a tool of reorganizing the company or the country on a macro level but as a challenge of restructuring and transformation in the way it thinks, acts, responds, predicts and leads. If an organization is two or more people coming together to achieve a certain goal, so achieving an agile environment requires using the people in a customer-focused culture to be the core of this change. The new wave of thinking would not employ a systematic plan of SWOT tools to analyze the environment for change and plan the transition, but it will require an Exponential leader’s vision of flexibility to orient activity and introduce the policy in a pattern of systematic reform towards unpredictable obstacles and resistance to ensure a smooth transition in a changing environment. In other words it requires the type of leader that hunts the prey ahead of its time. Agility policy will look to the environment of change in the organization as a constant, ongoing matter and requires an application of the problem solving methods that fit the situation of turbulence by using critical thinking methods and looking to the bottom of the iceberg before the tip. It is moreover the key to any crisis management plan that occurs in the organization through the renewal of the reform model that leaders follow. This implies that an organisation has to shift from a rigid pattern to a more flexible one employing a more responsive, flat structure, sensitive strategic plan, a dedicated Exponential leadership supporting the path of change and a less resistant workforce that can accept the vision of change. The case under study in this research is the New Suez Canal and the findings supported that the agile policy of transformation here is the key success towards the implementation of change and the exponential leader is the Maestro behind the final positive outcome.","PeriodicalId":119936,"journal":{"name":"International Journal of Shape Modeling","volume":"10 8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123834081","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"ORGANIZATIONAL LEADERSHIP DEVELOPMENT IN HEALTHCARE: PERCEPTIONS OF FEMALE EXECUTIVES","authors":"J. Hunt, N. Malhotra","doi":"10.18374/IJSM-18-1.1","DOIUrl":"https://doi.org/10.18374/IJSM-18-1.1","url":null,"abstract":"","PeriodicalId":119936,"journal":{"name":"International Journal of Shape Modeling","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125179447","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Strategility : agility in strategic decisions","authors":"K. Pichel, A. Mueller","doi":"10.18374/IJSM-18-1.8","DOIUrl":"https://doi.org/10.18374/IJSM-18-1.8","url":null,"abstract":"","PeriodicalId":119936,"journal":{"name":"International Journal of Shape Modeling","volume":"47 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116643369","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Managing organization agility when there is no time to manage: the impact of temporal-scarcity on managerial decision-making","authors":"Michael A. Mayo, S. D. Masi, Andrea Paci","doi":"10.18374/IJSM-18-1.5","DOIUrl":"https://doi.org/10.18374/IJSM-18-1.5","url":null,"abstract":"","PeriodicalId":119936,"journal":{"name":"International Journal of Shape Modeling","volume":"46 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130840375","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"IS IT A CASE OF SHARED VALUE VERSUS CORPORATE SOCIAL RESPONSIBILITY OR DOES CORPORATE SOCIAL RESPONSIBILITY IMPLY SHARED VALUE","authors":"Harald Brock, Dirk Braun","doi":"10.18374/IJSM-18-1.7","DOIUrl":"https://doi.org/10.18374/IJSM-18-1.7","url":null,"abstract":"","PeriodicalId":119936,"journal":{"name":"International Journal of Shape Modeling","volume":"15 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116849008","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The research gap arises from the fluctuation of raw material inventory, the absence of safety stock and reorder point, and research gap from previous research that support EOQ (Economic Order Quantity) method and comparison with conventional method. The study aims to determine: (1) Whether the raw material inventory control method applied by CV. Delapan-Delapan is optimal, (2) Whether the method of EOQ (Economic Order Quantity) minimize s the production cost in CV. Delapan-Delapan, (3) how many optimal order of raw material at CV. Delapan-Delapan, (4) the amount of safety stock at CV. Delapan-Delapan, and (5) The time the CV. Delapan-Delapan do the Re Order Point if the company applies EOQ policy. The analytical method used in this research is descriptive analysis by comparing the total inventory (TIC) of EOQ calculation with total inventory cost (TIC) of conventional method. Data analysis techniques in this study uses Economic Order Quantity. The results shows that: (1) CV. Delapan-Delapan has not conducted optimal inventory control method to minimize the cost of economical inventory; (2) By applying EOQ method, the company can save total cost of raw materials of tapioca flour and wheat flour of Rp.17.553.366, - and Rp.11.109.966,- respectively ; (3) Optimum raw material quantities for tapioca flour and wheat flour at CV. Delapan-Delapan are 1.441 kg and 1.177 kg, the amount of safety stock of tapioca flour and wheat flour is 1.026 kg and 703 kg, and (5) the company must do the re-order point when the quantity of raw material of raw tapioca flour and wheat flour in the warehouse has reached the amount of 1.199 kg and 811 kg respectively. Keywords : Total Cost Inventory, Re Order Point, Safety Stock, Economic Order Quantity
{"title":"ANALISIS PENGENDALIAN PERSEDIAAN BAHAN BAKU DENGAN MENGGUNAKAN METODE ECONOMIC ORDER QUANTITY (EOQ) DALAM UPAYA MEMINIMUMKAN BIAYA PRODUKSI PADA CV. DELAPAN-DELAPAN KUNINGAN","authors":"Yopan Maulana, Tatang Rois","doi":"10.25134/ijsm.v1i1.845","DOIUrl":"https://doi.org/10.25134/ijsm.v1i1.845","url":null,"abstract":"The research gap arises from the fluctuation of raw material inventory, the absence of safety stock and reorder point, and research gap from previous research that support EOQ (Economic Order Quantity) method and comparison with conventional method. The study aims to determine: (1) Whether the raw material inventory control method applied by CV. Delapan-Delapan is optimal, (2) Whether the method of EOQ (Economic Order Quantity) minimize s the production cost in CV. Delapan-Delapan, (3) how many optimal order of raw material at CV. Delapan-Delapan, (4) the amount of safety stock at CV. Delapan-Delapan, and (5) The time the CV. Delapan-Delapan do the Re Order Point if the company applies EOQ policy. The analytical method used in this research is descriptive analysis by comparing the total inventory (TIC) of EOQ calculation with total inventory cost (TIC) of conventional method. Data analysis techniques in this study uses Economic Order Quantity. The results shows that: (1) CV. Delapan-Delapan has not conducted optimal inventory control method to minimize the cost of economical inventory; (2) By applying EOQ method, the company can save total cost of raw materials of tapioca flour and wheat flour of Rp.17.553.366, - and Rp.11.109.966,- respectively ; (3) Optimum raw material quantities for tapioca flour and wheat flour at CV. Delapan-Delapan are 1.441 kg and 1.177 kg, the amount of safety stock of tapioca flour and wheat flour is 1.026 kg and 703 kg, and (5) the company must do the re-order point when the quantity of raw material of raw tapioca flour and wheat flour in the warehouse has reached the amount of 1.199 kg and 811 kg respectively. Keywords : Total Cost Inventory, Re Order Point, Safety Stock, Economic Order Quantity","PeriodicalId":119936,"journal":{"name":"International Journal of Shape Modeling","volume":"187 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126031634","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"STUDENTS' PERCEPTIONS AND EXPERIENCES: ONLINE CLASSES IN AN URBAN UNIVERSITY","authors":"Muhammed A. Badamas, Samuel A. Ejiaku","doi":"10.18374/IJSM-17-3.5","DOIUrl":"https://doi.org/10.18374/IJSM-17-3.5","url":null,"abstract":"","PeriodicalId":119936,"journal":{"name":"International Journal of Shape Modeling","volume":" 48","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"113950762","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：