Pub Date : 2025-03-08DOI: 10.1109/EMR.2025.3563875
{"title":"Some people were born to lead","authors":"","doi":"10.1109/EMR.2025.3563875","DOIUrl":"https://doi.org/10.1109/EMR.2025.3563875","url":null,"abstract":"","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":"53 2","pages":"C2-C2"},"PeriodicalIF":0.0,"publicationDate":"2025-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=10994222","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143924994","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 : 2025-03-06DOI: 10.1109/EMR.2025.3547927
A. Ayda Gercek;Zeki C. Seskir
This article explores the potential divides from emerging quantum technologies (QTs) on society, covering impacts on science, technology, geopolitics, and societal structures. We aim to challenge the concept of a single “quantum divide” by offering a comprehensive view. We propose four divides: in science, technologies, between countries, and within societies. The “Quantum divide in science” highlights gaps among scientists and access inequalities in research communities. The second divide, “Quantum divide in technologies through path-dependence,” looks at technology adoption processes. The “Quantum divide between countries” examines adoption reasons and outcomes across countries with varying development levels. Finally, the “Quantum divide within societies” addresses societal implications, one of the most discussed in the literature. We propose directions to navigate these divides, noting their interconnectedness and impact on innovation ecosystems. This article guides those interested in the quantum divide, navigation strategies, and QT's influence on scientific, technological, international, and societal institutions.
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Pub Date : 2025-02-20DOI: 10.1109/EMR.2025.3531868
{"title":"Some people were born to lead","authors":"","doi":"10.1109/EMR.2025.3531868","DOIUrl":"https://doi.org/10.1109/EMR.2025.3531868","url":null,"abstract":"","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":"52 6","pages":"C2-C2"},"PeriodicalIF":0.0,"publicationDate":"2025-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=10897254","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143455235","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 : 2025-02-20DOI: 10.1109/EMR.2025.3539177
Alexander Brem
{"title":"Editorial: What Managers Can Learn From the Stoics","authors":"Alexander Brem","doi":"10.1109/EMR.2025.3539177","DOIUrl":"https://doi.org/10.1109/EMR.2025.3539177","url":null,"abstract":"","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":"52 6","pages":"6-7"},"PeriodicalIF":0.0,"publicationDate":"2025-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://ieeexplore.ieee.org/stamp/stamp.jsp?tp=&arnumber=10897260","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143455269","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}
Knowledge resource and information system/technology (IS/IT) capability have been considered to improve firm performance, however, there is still a gap regarding the sustainability of supply chain to face and recover from disruption (e.g., COVID-19). Questionnaire-based surveys were adopted and received feedback from 160 Indonesian companies or about 28.07% of response rate. We decided on Indonesia because it was significantly impacted by major disruptions caused by COVID-19, making it a relevant and critical context for our study. To empirically validate the integrative model, we used SmartPLS and SPSS statistics tools. We categorize industry's/firm's supply chain scope into several varieties such as agriculture, cement, oil, and plantation; manufactures and constructions; insurances and finance services; and IS/IT services. First, referring to soft/knowledge-resource view, customer knowledge transfer has successfully improved supply chain sustainability directly including IS/IT responding. On one side, supply chain knowledge transfer has efficiently assisted IS/IT responding but is not helpful enough for supply chain sustainability. Additionally, IS/IT responding has effectively mediated two relationships of supply chain schemas. The study recommends that the executive level of firm's supply chain ideally empowers the two schemes (i.e., supply chain and customer knowledge transfer) to attain extraordinary sustainability of the supply chain in crisis time such COVID-19. For instance, when firm's supply chain is willing to get advantages from knowledge transfer strategy, it is recommended to adopt customer knowledge transfer approach to obtain more benefits regarding the sustainability capability. This study deals and has a novelty with a combination of soft/knowledge-resource view (supply chain knowledge transfer and customer knowledge transfer) and hard/technological (IS/IT responding) model to the applicable within supply chain disruptions.
{"title":"Supply Chain Sustainability in Disruption: SC Intelligence, Customer Knowledge Transfer, and the Mediating Role of IS/IT","authors":"Silvia Ratna;Saide Saide;Salya Rater;Baizakova Saule Svyazhanovna;Herzavina Herzavina","doi":"10.1109/EMR.2025.3531236","DOIUrl":"https://doi.org/10.1109/EMR.2025.3531236","url":null,"abstract":"Knowledge resource and information system/technology (IS/IT) capability have been considered to improve firm performance, however, there is still a gap regarding the sustainability of supply chain to face and recover from disruption (e.g., COVID-19). Questionnaire-based surveys were adopted and received feedback from 160 Indonesian companies or about 28.07% of response rate. We decided on Indonesia because it was significantly impacted by major disruptions caused by COVID-19, making it a relevant and critical context for our study. To empirically validate the integrative model, we used SmartPLS and SPSS statistics tools. We categorize industry's/firm's supply chain scope into several varieties such as agriculture, cement, oil, and plantation; manufactures and constructions; insurances and finance services; and IS/IT services. First, referring to soft/knowledge-resource view, customer knowledge transfer has successfully improved supply chain sustainability directly including IS/IT responding. On one side, supply chain knowledge transfer has efficiently assisted IS/IT responding but is not helpful enough for supply chain sustainability. Additionally, IS/IT responding has effectively mediated two relationships of supply chain schemas. The study recommends that the executive level of firm's supply chain ideally empowers the two schemes (i.e., supply chain and customer knowledge transfer) to attain extraordinary sustainability of the supply chain in crisis time such COVID-19. For instance, when firm's supply chain is willing to get advantages from knowledge transfer strategy, it is recommended to adopt customer knowledge transfer approach to obtain more benefits regarding the sustainability capability. This study deals and has a novelty with a combination of soft/knowledge-resource view (supply chain knowledge transfer and customer knowledge transfer) and hard/technological (IS/IT responding) model to the applicable within supply chain disruptions.","PeriodicalId":35585,"journal":{"name":"IEEE Engineering Management Review","volume":"53 5","pages":"245-259"},"PeriodicalIF":0.0,"publicationDate":"2025-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"145335315","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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