Pub Date : 2008-06-28DOI: 10.1109/IEMCE.2008.4617995
J. Zhao, Zhen Zhu, Fei Wang
The objective of this paper is to investigate and confirm the critical success factors for e-business implementation from the e-business process perspective. We develop a critical success factors (CSFs) framework which is composed of six constructs. It is applied to investigate and confirm the CSFs in three traditional e-business processes (e-procurement, e-ordering and CRM). From a survey of 34 enterprises practicing e-business processes, we use weighted factor analysis and fuzzy integrated judgment to study the impact of six constructs on three types of e-business processes and to identify the critical success factors in each process. This research provides a scientific basis for implementing e-business strategies to improve and enhance the efficiency and effectiveness of e-procuring and e-ordering, and strengthen customer relationship management.
{"title":"An empirical investigation of critical success factors for e-business strategy implementation","authors":"J. Zhao, Zhen Zhu, Fei Wang","doi":"10.1109/IEMCE.2008.4617995","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4617995","url":null,"abstract":"The objective of this paper is to investigate and confirm the critical success factors for e-business implementation from the e-business process perspective. We develop a critical success factors (CSFs) framework which is composed of six constructs. It is applied to investigate and confirm the CSFs in three traditional e-business processes (e-procurement, e-ordering and CRM). From a survey of 34 enterprises practicing e-business processes, we use weighted factor analysis and fuzzy integrated judgment to study the impact of six constructs on three types of e-business processes and to identify the critical success factors in each process. This research provides a scientific basis for implementing e-business strategies to improve and enhance the efficiency and effectiveness of e-procuring and e-ordering, and strengthen customer relationship management.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"116 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130092684","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 : 2008-06-28DOI: 10.1109/IEMCE.2008.4617967
A. Hajiha, Leila Hajihashemi
The objective of this study is to develop and test an integrated conceptual model of the electronic commerce adoption based on the two dominant theoretical paradigms - the Technology Acceptance Model (TAM) and the Theory of Planned Behavior (TPB) - to validate the research model we collected data from 226 top managers/owners of SMEs and data analysis is conducted by using a structural equation modeling with LISREL. The findings present a support to the existing theoretical links of integrated model except the effect of subjective norm on behavioral intention for adopting/using of electronic commerce.
{"title":"Understanding electronic commerce adoption decision in Iranian small and medium enterprises: Integrating current theories","authors":"A. Hajiha, Leila Hajihashemi","doi":"10.1109/IEMCE.2008.4617967","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4617967","url":null,"abstract":"The objective of this study is to develop and test an integrated conceptual model of the electronic commerce adoption based on the two dominant theoretical paradigms - the Technology Acceptance Model (TAM) and the Theory of Planned Behavior (TPB) - to validate the research model we collected data from 226 top managers/owners of SMEs and data analysis is conducted by using a structural equation modeling with LISREL. The findings present a support to the existing theoretical links of integrated model except the effect of subjective norm on behavioral intention for adopting/using of electronic commerce.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133409668","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 : 2008-06-28DOI: 10.1109/IEMCE.2008.4618017
M. Salema, A. Barbosa‐Póvoa, A. Novais
An European directive established that all EU countries must have, until the end of 2006, a recovery network for the electric and electronic equipment waste (WEEE). In Portugal, a group of producers formed a non-profit organization to design and manage this waste flow. In this work, a model developed previously by the authors to design and plan a generic WEEE network is presented and applied to the Portuguese case. The results obtained are discussed and compared with the network that is currently operating.
{"title":"Design of a recovery network in Portugal: the electric and electronic equipment case","authors":"M. Salema, A. Barbosa‐Póvoa, A. Novais","doi":"10.1109/IEMCE.2008.4618017","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4618017","url":null,"abstract":"An European directive established that all EU countries must have, until the end of 2006, a recovery network for the electric and electronic equipment waste (WEEE). In Portugal, a group of producers formed a non-profit organization to design and manage this waste flow. In this work, a model developed previously by the authors to design and plan a generic WEEE network is presented and applied to the Portuguese case. The results obtained are discussed and compared with the network that is currently operating.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131960251","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 : 2008-06-28DOI: 10.1109/IEMCE.2008.4618007
T. deVilliers, L. Pretorius
The almost uncontrollable increase of the costs of new projects forced mining- and project houses to outsource the detail engineering to low cost centrepsilas. However, these cost cutting exercises bring their own unique challenges because engineering and fabrication standards differ from country to country. Understanding the problems expected should enable the engineering manager to put the necessary strategies in place to manage the risk associated with outsourcing of detail engineering to low cost centers.
{"title":"Outsourcing detail design work to Low cost Centers for engineering and construction projects","authors":"T. deVilliers, L. Pretorius","doi":"10.1109/IEMCE.2008.4618007","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4618007","url":null,"abstract":"The almost uncontrollable increase of the costs of new projects forced mining- and project houses to outsource the detail engineering to low cost centrepsilas. However, these cost cutting exercises bring their own unique challenges because engineering and fabrication standards differ from country to country. Understanding the problems expected should enable the engineering manager to put the necessary strategies in place to manage the risk associated with outsourcing of detail engineering to low cost centers.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"213 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132284544","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 : 2008-06-28DOI: 10.1109/IEMCE.2008.4617992
O. Tomisawa, M. Hashimoto
Despite the fact that small to medium sized enterprises play an important role in the Japanese economy, these companies have severe problems with respect to corporate sustainability. We have investigated a small company called ldquoHaneronrdquo in detail. This company was founded as a technology oriented manufacturing company and it has survived more than 30 years. The company developed strength in the area of mixed technology of analog, digital and mechatronics in the early stage of start-up. The case study shows that so-called diversification in product/market expansion grid is effective if existing technology is applied to new products. Also, the case study shows that the strategy to keep corporate size relatively small and to change business model in response to environmental and market changes is a key factor for the organization to survive. An engineering management approach for corporate sustainability was discussed and a hypothetical model to describe organization survival was proposed.
{"title":"Sustainable management for small R&D-oriented manufacturing firms","authors":"O. Tomisawa, M. Hashimoto","doi":"10.1109/IEMCE.2008.4617992","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4617992","url":null,"abstract":"Despite the fact that small to medium sized enterprises play an important role in the Japanese economy, these companies have severe problems with respect to corporate sustainability. We have investigated a small company called ldquoHaneronrdquo in detail. This company was founded as a technology oriented manufacturing company and it has survived more than 30 years. The company developed strength in the area of mixed technology of analog, digital and mechatronics in the early stage of start-up. The case study shows that so-called diversification in product/market expansion grid is effective if existing technology is applied to new products. Also, the case study shows that the strategy to keep corporate size relatively small and to change business model in response to environmental and market changes is a key factor for the organization to survive. An engineering management approach for corporate sustainability was discussed and a hypothetical model to describe organization survival was proposed.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133422861","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 : 2008-06-28DOI: 10.1109/IEMCE.2008.4618011
T. Frisanco, N. Anglberger
Current project management practices provide incomplete answers to todaypsilas challenges in operations services management. Project management has its roots in research and development projects, ramping-up and optimization of production processes, and the delivery of turnkey infrastructure projects. These traditional roles have been sufficiently investigated by academia and practitioners, and methodological frameworks are available. However, the arena of long-term and ongoing operations services poses new challenges. From empirical studies involving many ldquomanaged servicesrdquo, or outsourcing, operations projects in the telecommunications industry, this paper deducts fundamental differences between the definition of a project and classical project management requirements, and an operation with its new operation management needs. We then discuss the critical success factors for operations management, and propose several measures to translate these findings into organizational changes. We finally conclude that operations services projects require a different kind of management than traditional project management, and propose a framework for a more efficient operations management.
{"title":"Operations management or project management? The call for new project managers for operations services","authors":"T. Frisanco, N. Anglberger","doi":"10.1109/IEMCE.2008.4618011","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4618011","url":null,"abstract":"Current project management practices provide incomplete answers to todaypsilas challenges in operations services management. Project management has its roots in research and development projects, ramping-up and optimization of production processes, and the delivery of turnkey infrastructure projects. These traditional roles have been sufficiently investigated by academia and practitioners, and methodological frameworks are available. However, the arena of long-term and ongoing operations services poses new challenges. From empirical studies involving many ldquomanaged servicesrdquo, or outsourcing, operations projects in the telecommunications industry, this paper deducts fundamental differences between the definition of a project and classical project management requirements, and an operation with its new operation management needs. We then discuss the critical success factors for operations management, and propose several measures to translate these findings into organizational changes. We finally conclude that operations services projects require a different kind of management than traditional project management, and propose a framework for a more efficient operations management.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134407543","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 : 2008-06-28DOI: 10.1109/IEMCE.2008.4618003
A. Melvin, D. Baglee
The purpose of this paper is to present a study on how Value Stream Mapping (VSM) can be applied to the food and drink industry, in particular a company who manufacture yoghurt based products. The aim is to identify areas of waste and how these can be reduced and/or eliminated from the value stream.
{"title":"Value stream mapping: A dairy industry prospective","authors":"A. Melvin, D. Baglee","doi":"10.1109/IEMCE.2008.4618003","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4618003","url":null,"abstract":"The purpose of this paper is to present a study on how Value Stream Mapping (VSM) can be applied to the food and drink industry, in particular a company who manufacture yoghurt based products. The aim is to identify areas of waste and how these can be reduced and/or eliminated from the value stream.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134303862","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 : 2008-06-28DOI: 10.1109/IEMCE.2008.4617972
D. Chiaroni, V. Chiesa
The relevance and incidence of strategic alliances in business practice significantly increased since the past decade thus renewing the interest of management scholars on the topic. In a globalised economy, where technological innovation and industry dynamics are becoming faster and faster, strategic alliances of a firm are expected to change in number and nature (exploration vs. exploitation) not only in relation to the strategic intent of the firm but also as an outcome of the co-evolution of the environment in which it operates. The paper investigates, through an in depth case study of Hp, the evolution of strategic alliances in the ICT industry during the period 1998-2007 and relates it, in a co-evolutionary perspective, to the major industry dynamics (product/market modularity and digital convergence). The paper provides an example of and supports the application of the co- evolutionary perspective in the fast moving ICT industry. Finally, it identifies and initially discusses an evolutionary virtuous cycle for strategic alliances.
{"title":"The co-evolution of strategic alliances in the ICT industry: the case of HP","authors":"D. Chiaroni, V. Chiesa","doi":"10.1109/IEMCE.2008.4617972","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4617972","url":null,"abstract":"The relevance and incidence of strategic alliances in business practice significantly increased since the past decade thus renewing the interest of management scholars on the topic. In a globalised economy, where technological innovation and industry dynamics are becoming faster and faster, strategic alliances of a firm are expected to change in number and nature (exploration vs. exploitation) not only in relation to the strategic intent of the firm but also as an outcome of the co-evolution of the environment in which it operates. The paper investigates, through an in depth case study of Hp, the evolution of strategic alliances in the ICT industry during the period 1998-2007 and relates it, in a co-evolutionary perspective, to the major industry dynamics (product/market modularity and digital convergence). The paper provides an example of and supports the application of the co- evolutionary perspective in the fast moving ICT industry. Finally, it identifies and initially discusses an evolutionary virtuous cycle for strategic alliances.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"73 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121333451","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 : 2008-06-28DOI: 10.1109/IEMCE.2008.4617978
P. Faria, W. Sofka
International knowledge spillovers, especially through multinational companies (MNC), have been a major theme of recent academic and practitioner discussion. However, relatively little is known about their capabilities for protecting valuable knowledge from spilling over to host country competitors. We extend this stream of research by investigating MNC appropriability strategies that are not limited to formal methods (patents, copyrights, trademarks) but include also strategic ones (secrecy, lead time, complex design). Hence, we conceptualize a firmpsilas breadth and depth of knowledge protection strategies and relate them to the particular situation of MNC subsidiaries. Moreover, we argue that their approaches differ with regards to host country challenges and opportunities. We test these hypotheses empirically based on a harmonized survey of more than 1,800 firms and their innovation activities in both Portugal and Germany. We find that MNCs prefer broader sets of appropriability strategies in host countries with fewer opportunities for knowledge sourcing. However, munificent environments require targeted sets of appropriability strategies instead. We suspect that this is due to a need for reciprocity in promising host country knowledge flows.
{"title":"Appropriability mechanisms of multinational firms — A cross country comparison","authors":"P. Faria, W. Sofka","doi":"10.1109/IEMCE.2008.4617978","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4617978","url":null,"abstract":"International knowledge spillovers, especially through multinational companies (MNC), have been a major theme of recent academic and practitioner discussion. However, relatively little is known about their capabilities for protecting valuable knowledge from spilling over to host country competitors. We extend this stream of research by investigating MNC appropriability strategies that are not limited to formal methods (patents, copyrights, trademarks) but include also strategic ones (secrecy, lead time, complex design). Hence, we conceptualize a firmpsilas breadth and depth of knowledge protection strategies and relate them to the particular situation of MNC subsidiaries. Moreover, we argue that their approaches differ with regards to host country challenges and opportunities. We test these hypotheses empirically based on a harmonized survey of more than 1,800 firms and their innovation activities in both Portugal and Germany. We find that MNCs prefer broader sets of appropriability strategies in host countries with fewer opportunities for knowledge sourcing. However, munificent environments require targeted sets of appropriability strategies instead. We suspect that this is due to a need for reciprocity in promising host country knowledge flows.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"128 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122339147","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 : 2008-06-28DOI: 10.1109/IEMCE.2008.4618005
P. Newman, H. Rowlands, J. Williams
The rationale for this paper is to show how identifying the everyday business process activities of an organization using process mapping techniques and combining these with value chain analysis can identify and provide a means for organizations to ldquoscorerdquo their current business activities on a score grid. This allows the implementation of successive organizational changes to each of the process that have been identified, in order for the organization to become more efficient and therefore more competitive in todaypsilas aggressively competitive market place. The scoring method is a generic framework which can be applied to any organization in order to provide quantifiable data to prove or disprove organizational changes made to the business.
{"title":"A UK company case study in the use of Value Chain analysis and process mapping for organisational change","authors":"P. Newman, H. Rowlands, J. Williams","doi":"10.1109/IEMCE.2008.4618005","DOIUrl":"https://doi.org/10.1109/IEMCE.2008.4618005","url":null,"abstract":"The rationale for this paper is to show how identifying the everyday business process activities of an organization using process mapping techniques and combining these with value chain analysis can identify and provide a means for organizations to ldquoscorerdquo their current business activities on a score grid. This allows the implementation of successive organizational changes to each of the process that have been identified, in order for the organization to become more efficient and therefore more competitive in todaypsilas aggressively competitive market place. The scoring method is a generic framework which can be applied to any organization in order to provide quantifiable data to prove or disprove organizational changes made to the business.","PeriodicalId":408691,"journal":{"name":"2008 IEEE International Engineering Management Conference","volume":"44 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-06-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123565792","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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