Pub Date : 2024-04-01DOI: 10.1109/EMR.2024.3397580
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Pub Date : 2024-04-01DOI: 10.1109/EMR.2024.3391868
Alexander Brem
Academics publish in academic outlets. So far, this is nothing new. However, publishing in such journals leaves a big gap. Traditional academic peer-reviewed journals have a limited readership. First, academic articles are usually written in a technical language, using specialized jargon that makes it difficult for a nonexpert to follow. Second, such journal articles are usually very narrow on a specific topic. So, if you want to get an understanding of a bigger topic, you must collect different articles from various journals. Third, papers focus on describing how the research contributes to theoretical advancement, not on how the research can be used by managers in companies or policymakers. Even though there is usually such a section, this is a rather minor focus. Fourth, peer-review processes can take a very long time, sometimes even years. So, whatever you read, especially in high-ranked outlets, is research that was mostly completed several years ago. Last, more easily accessible formats, such as books or printed magazines, are less and less available, in general. Earlier, it was a common practice to publish books that managers and policymakers purchased regularly. The same is true for openly accessible (conference) proceedings, with some notably exemptions, such as information systems or computer science. Reaching the nonacademic audience has become more and more detached from regular academic work.
{"title":"Editorial Publishing in a Practice-Oriented Journal: Why and How You Should Do It","authors":"Alexander Brem","doi":"10.1109/EMR.2024.3391868","DOIUrl":"https://doi.org/10.1109/EMR.2024.3391868","url":null,"abstract":"Academics publish in academic outlets. So far, this is nothing new. However, publishing in such journals leaves a big gap. Traditional academic peer-reviewed journals have a limited readership. First, academic articles are usually written in a technical language, using specialized jargon that makes it difficult for a nonexpert to follow. Second, such journal articles are usually very narrow on a specific topic. So, if you want to get an understanding of a bigger topic, you must collect different articles from various journals. Third, papers focus on describing how the research contributes to theoretical advancement, not on how the research can be used by managers in companies or policymakers. Even though there is usually such a section, this is a rather minor focus. Fourth, peer-review processes can take a very long time, sometimes even years. So, whatever you read, especially in high-ranked outlets, is research that was mostly completed several years ago. Last, more easily accessible formats, such as books or printed magazines, are less and less available, in general. Earlier, it was a common practice to publish books that managers and policymakers purchased regularly. The same is true for openly accessible (conference) proceedings, with some notably exemptions, such as information systems or computer science. Reaching the nonacademic audience has become more and more detached from regular academic work.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=10525237","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140895066","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-01DOI: 10.1109/EMR.2024.3393949
{"title":"TechRxiv: Share Your Preprint Research With the World!","authors":"","doi":"10.1109/EMR.2024.3393949","DOIUrl":"https://doi.org/10.1109/EMR.2024.3393949","url":null,"abstract":"","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=10525222","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140895114","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-18DOI: 10.1109/EMR.2024.3378536
Robert G. Cooper
When will the coming artificial intelligence (AI) wave crest? And what impact will AI have on engineering management in your company? Many leadership teams seem uncertain about the ultimate role of AI in their corporation, its potential impact, and its timing—whether they should move forward now at full speed, or watch and wait for a while. This article provides insights on the current status as well as recommendations on how to get started on implementing AI.
{"title":"The Coming AI Wave: The Impact on Product Development in Engineering Management","authors":"Robert G. Cooper","doi":"10.1109/EMR.2024.3378536","DOIUrl":"https://doi.org/10.1109/EMR.2024.3378536","url":null,"abstract":"When will the coming artificial intelligence (AI) wave crest? And what impact will AI have on engineering management in your company? Many leadership teams seem uncertain about the ultimate role of AI in their corporation, its potential impact, and its timing—whether they should move forward now at full speed, or watch and wait for a while. This article provides insights on the current status as well as recommendations on how to get started on implementing AI.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725670","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}
As cities have become more populated and urbanized, governments have faced several challenges in effectively managing cities. To overcome these challenges, transitioning to smart cities using advanced technologies has become a viable solution. This article primarily centers on the role and implementation of operational excellence (OPEX) and advanced technologies, such as the Internet of Things (IoT), blockchain, artificial intelligence, cybersecurity, 5G, and edge computing in managing smart cities, particularly in the context of the supply chain. A systematic literature review, conducted in Scopus and Web of Science databases, identified 33 articles related to the application and role of advanced technologies and OPEX in the supply chain of smart cities (SCSC). The article revealed that the IoT and blockchain are the most commonly used technologies to create a secure and transparent platform for data collection and storage in the SCSC. Advanced technologies enable process monitoring and control, increasing customer trust and satisfaction in SCSC. However, integrating advanced technologies with OPEX for SCSC management still needs to be explored. Despite the progress in developing and improving SCSC using advanced technologies and OPEX, much still needs to be done. The article highlighted several research gaps in this area that need to be addressed in future research.
{"title":"The Impact of Cutting-Edge Technologies on Smart City Supply Chain: A Systematic Literature Review of the Evidence and Implications","authors":"Behzad Najafi;Amir Najafi;Faraz Madanchi;Hamidreza Maghroor;Hamed Taherdoost","doi":"10.1109/EMR.2024.3373502","DOIUrl":"https://doi.org/10.1109/EMR.2024.3373502","url":null,"abstract":"As cities have become more populated and urbanized, governments have faced several challenges in effectively managing cities. To overcome these challenges, transitioning to smart cities using advanced technologies has become a viable solution. This article primarily centers on the role and implementation of operational excellence (OPEX) and advanced technologies, such as the Internet of Things (IoT), blockchain, artificial intelligence, cybersecurity, 5G, and edge computing in managing smart cities, particularly in the context of the supply chain. A systematic literature review, conducted in Scopus and Web of Science databases, identified 33 articles related to the application and role of advanced technologies and OPEX in the supply chain of smart cities (SCSC). The article revealed that the IoT and blockchain are the most commonly used technologies to create a secure and transparent platform for data collection and storage in the SCSC. Advanced technologies enable process monitoring and control, increasing customer trust and satisfaction in SCSC. However, integrating advanced technologies with OPEX for SCSC management still needs to be explored. Despite the progress in developing and improving SCSC using advanced technologies and OPEX, much still needs to be done. The article highlighted several research gaps in this area that need to be addressed in future research.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725642","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}
Pub Date : 2024-03-14DOI: 10.1109/EMR.2024.3376390
Adenekan Dedeke
Executives expect their digital transformation initiatives to improve their competitive advantages. Sadly, too few digital transformation projects live up to this expectation. This is because many digital projects fail. Much has been written about why digital transformations fail. For example, some digitalization ventures fail because leaders possess vague aspirations that are primarily operational rather than strategic. Other projects fail because the organizations lack the competencies to implement a complex project successfully. Finally, some projects fail because of the culture and resistance of the organization's members. However, the articles exploring why innovative companies succeed at digital transformations are still sparse. This is the focus of this article. This article argues that innovative companies successfully deploy digital transformations by strategically selecting, deploying, and orchestrating digital technologies to recapture value. In other words, these companies deploy the business value recapture strategy. This article will contrast the blue ocean strategy with the business recapture strategy to highlight how the latter differs from the former. The article will describe the business value recapture strategy with examples of how innovative companies have deployed it.
{"title":"Business Value Recapture Strategy: Why Innovative Companies Succeed at Digital Business Model Transformation","authors":"Adenekan Dedeke","doi":"10.1109/EMR.2024.3376390","DOIUrl":"https://doi.org/10.1109/EMR.2024.3376390","url":null,"abstract":"Executives expect their digital transformation initiatives to improve their competitive advantages. Sadly, too few digital transformation projects live up to this expectation. This is because many digital projects fail. Much has been written about why digital transformations fail. For example, some digitalization ventures fail because leaders possess vague aspirations that are primarily operational rather than strategic. Other projects fail because the organizations lack the competencies to implement a complex project successfully. Finally, some projects fail because of the culture and resistance of the organization's members. However, the articles exploring why innovative companies succeed at digital transformations are still sparse. This is the focus of this article. This article argues that innovative companies successfully deploy digital transformations by strategically selecting, deploying, and orchestrating digital technologies to recapture value. In other words, these companies deploy the business value recapture strategy. This article will contrast the blue ocean strategy with the business recapture strategy to highlight how the latter differs from the former. The article will describe the business value recapture strategy with examples of how innovative companies have deployed it.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725530","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}
Pub Date : 2024-03-12DOI: 10.1109/EMR.2024.3374432
Rianti Budi Setiyowati;Dian Agustia
In today's society, electricity is a necessity that cannot be ignored. To ensure its availability and reliability, regular maintenance and efficient material management in power plants are essential. Material costs significantly impact operational costs, making expenditure control strategies extremely crucial. In supplier selection, organizations often overlook important factors beyond cost and risk. Rezaei proposes to combine the purchasing portfolio matrix with the supplier potential matrix, a method that has been tested in various sectors but has not been widely explored in operation and maintenance (O&M) services. To address this gap, this article presents a comprehensive framework that integrates resource-based view and transaction cost economics theories. Conducted through a case study of an O&M services company in Indonesia, the main objective is to improve the understanding of supplier selection in power plant O&M, enrich the method, and make a significant contribution to the field empirically. The application of the method improved efficiency by reducing warehouse inventory balances by an average of 10% per year, reducing workplace accidents, lowering the carbon footprint, and increasing customer satisfaction scores by 5% in terms of spare parts/material availability.
{"title":"Supplier Selection Optimization to Enhance Procurement Strategies in Power Generation Operation and Maintenance Service","authors":"Rianti Budi Setiyowati;Dian Agustia","doi":"10.1109/EMR.2024.3374432","DOIUrl":"https://doi.org/10.1109/EMR.2024.3374432","url":null,"abstract":"In today's society, electricity is a necessity that cannot be ignored. To ensure its availability and reliability, regular maintenance and efficient material management in power plants are essential. Material costs significantly impact operational costs, making expenditure control strategies extremely crucial. In supplier selection, organizations often overlook important factors beyond cost and risk. Rezaei proposes to combine the purchasing portfolio matrix with the supplier potential matrix, a method that has been tested in various sectors but has not been widely explored in operation and maintenance (O&M) services. To address this gap, this article presents a comprehensive framework that integrates resource-based view and transaction cost economics theories. Conducted through a case study of an O&M services company in Indonesia, the main objective is to improve the understanding of supplier selection in power plant O&M, enrich the method, and make a significant contribution to the field empirically. The application of the method improved efficiency by reducing warehouse inventory balances by an average of 10% per year, reducing workplace accidents, lowering the carbon footprint, and increasing customer satisfaction scores by 5% in terms of spare parts/material availability.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2024-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141725630","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}
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