To see the other types of publications on this topic, follow the link: Strategic Management Consulting Industry.
Journal articles on the topic 'Strategic Management Consulting Industry'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Strategic Management Consulting Industry.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Schmuck, Roland. "Strategic management consulting in Hungary." Strategic Management 25, no. 3 (2020): 45–53. http://dx.doi.org/10.5937/straman2003045s.
Full textAbstract:
Several Hungarian SMEs are facing problems using management methodologies. The goal of the research is to analyze the Hungarian management consulting market based on two previous Hungarian surveys. Strategic management consulting is one of the most important management consulting topics. The purpose of this research is to understand the Hungarian strategic management consulting market better. Two surveys are compared with each other and the size of the Hungarian strategic consulting market is calculated based on these secondary data. Trends and problems in the industry are also described briefly. The results of this research contribute to better understanding of the developments happening in this industry.
2
Oosthuizen, H. "The management consulting industry in South Africa: A strategic assessment." South African Journal of Business Management 34, no. 4 (2003): 15–26. http://dx.doi.org/10.4102/sajbm.v34i4.688.
Full textAbstract:
The Management Consulting Industry (MCI) is considered to be one of the most powerful forces shaping organisational strategy. However, from its major growth phase during the late 1980s into the 1990s, and until the present time, it now appears that the industry is in a mature consolidation phase. Perhaps even an early decline. The scope and nature of the MCI is global and, consequently, the South African industry is inextricably linked to and integrated with global developments. The local industry is large in absolute terms and high in value-adding propensity. Vertical integration is limited and little advantage appears to be taken of economics of scale. The industry moves in tandem with well established international driving forces and no inflection point is expected. Nevertheless, it is considered to be under severe competitive pressures which impose a dampening effect on the overall level of industry profitability. The competitive positions and profile of rival business strategic approaches display a degree of comparability in strategic typologies. Thus, the challenge for the ‘winners’ in the MCI will be to differentiate themselves for both strategic and marketing positioning and even to consider redefining the business model in this turbulent and fragmented industry.
3
Kim, Andrea, and Choonwoo Lee. "How does HRM enhance strategic capabilities? Evidence from the Korean management consulting industry." International Journal of Human Resource Management 23, no. 1 (2012): 126–46. http://dx.doi.org/10.1080/09585192.2011.561247.
Full text
4
Lampel, Joseph, Ajay Bhalla, and Kaivalya Vishnu. "Wipro Consulting Services: Building an Effective Global Configuration in Business and IT Consulting Industry." Asian Case Research Journal 14, no. 01 (2010): 1–30. http://dx.doi.org/10.1142/s0218927510001349.
Full textAbstract:
The Wipro Consulting Services (WCS) case charts the evolution of the consulting initiative within Wipro Technologies; the strategic choices the management made during this evolution and the challenges facing the firm once it consolidated the various consulting initiatives to set up Wipro Consulting Services in 2008. The case deals with several questions facing the leadership team, such as the competencies to develop to move up the value chain in delivering consulting services and the extent to which WCS should rely on the parent firm (Wipro) for its next phase of growth. The case seeks to deal with the issues of new business creation and growth in large organizations. It invites students to explore the domain of technology consulting, the delivery model firms pursue in this industry, and the challenges a firm with corporate centre in an emerging market faces when it seeks to establish itself as a global player. In particular, it also aims to open up discussion on the advantages, disadvantages, and challenges a firm encounters when encouraging new business initiatives while retaining tight co-ordination when this initiative enters growth phase.
5
Chelliah, John, and Samantha Georges. "Consulting firm identity: the online effort to differentiate and compete." Journal of Business Strategy 36, no. 6 (2015): 47–53. http://dx.doi.org/10.1108/jbs-02-2015-0019.
Full textAbstract:
Purpose – The purpose of this paper is to examine how consulting organizations create identity online. Using a sample of 50 consulting organizations in Australia, the research discusses the strategic implications of broadcasting multiple organizational identities online and the subsequent impact this has on legitimacy. Design/methodology/approach – The research paper engages content analysis across a broad sample to highlight common practices of online identity construction. Findings – The analysis of the sample highlights the creation and perpetuation of multiple, and sometimes contradictory, identities for consulting firms in the online sphere. Originality/value – This research paper highlights how consulting firms try to differentiate themselves in an industry that is both highly competitive and frequently changing.
6
Carton, Guillaume, Charles McMillan, and Jeffrey Overall. "Strategic capacities in US universities – the role of business schools as institutional builders." Problems and Perspectives in Management 16, no. 1 (2018): 186–98. http://dx.doi.org/10.21511/ppm.16(1).2018.18.
Full textAbstract:
The global expansion of the higher education and professional faculties like business schools offers a case study in the strategic capabilities of universities and professional schools like business to build academic strength, reputation, and legitimacy. The expansion of business schools reflects novel strategies like ecosystems collaboration and network advantages, presenting new challenges for quality, relevance, and competitive threats from the consulting industry, corporate universities, MOOCs, and highly-specialized business schools. The paper concludes with recommendations for business education.
7
Li, Yun. "The Research of the Financial Strategy of SY Education Consulting Group." Business and Management Research 6, no. 3 (2017): 17. http://dx.doi.org/10.5430/bmr.v6n3p17.
Full textAbstract:
The consulting industry in our country began in the late 1970s. After 30 years of development, it has been already a matured industry. Then the international education consulting group start to emerge. With the development of our society and increasing national income, the demand for it also increases. However, due to various reasons, most international consulting groups still have some difficult problems remaining to be solved. SY Consulting Group is one of them. Since its establishment in the year 1992, it has met its bottleneck period for development. Analyzing its current industry environment and working out a development strategy benefiting its development has become an important matter. This paper can be divided into five parts, which relies on theoretical knowledge and tools about strategic management and combines document research method and empirical study. Also it was written after the author summarized and analyzed international and domestic development strategy papers, and studied SY Group’s current development. The author uses Michael Porter's Five Forces Model and SWOT Analysis to analyze the company’s competition environment and its advantages and disadvantages to analyze its current business and finally raised a strategic target, comprehensive strategy and competition strategy for its development. The author also provided specific strategies including the structure, marketing and human resources for the company.
8
Kosichenko, I. I. "The Strategic Priorities for Developing the Domestic Consulting Business in Modern Conditions." Business Inform 9, no. 512 (2020): 270–76. http://dx.doi.org/10.32983/2222-4459-2020-9-270-276.
Full textAbstract:
The systematic integration of Ukraine into the European and global economic space significantly actualizes the issue of bringing to a qualitatively higher stage of development the current system of consulting support of both the business and the public sectors of the economy in the country. Achieving strategic goals involves the implementation of a number of institutional, organizational, economic, and informational measures that can collectively ensure the dynamic development of the domestic consulting business and the implementation of effective mechanisms of tax compliance control in Ukraine. As for the institutional environment of the consulting business activities, it should provide first of all a steady increase in the scale and quality of the conditions of domestic consulting, increase its economic effectiveness and increase the impact on the results. It is worth emphasizing that today the system of institutionalization of the domestic consulting industry is still at the initial stage of its formation. Thus, its institutional and regulatory «framework» is formed mainly by professional consulting associations, marketing unions, management consulting unions, professional general-type organizations, legal associations, etc., while at the national level consulting is not clearly defined. The main reason for this is the lack of consulting in the list of licensed types of economic activity. An evolvement of the developed and highly diversified consulting business in Ukraine is impossible without the implementation of a set of organizational-economic measures. They should be aimed primarily at creating conditions for a stable increase in market demand for consulting services on the part of business structures and government agencies in order to stimulate the spread of innovative technologies in the business activities of economic entities, despite the high risks of business processes implementation and multiplying of the national economic development.
9
Kim, Sung‐kwan, and Silvana Trimi. "IT for KM in the management consulting industry." Journal of Knowledge Management 11, no. 3 (2007): 145–55. http://dx.doi.org/10.1108/13673270710752162.
Full text
10
Payne, Adrian F. T. "NEW TRENDS IN THE STRATEGY CONSULTING INDUSTRY." Journal of Business Strategy 7, no. 1 (1986): 43–55. http://dx.doi.org/10.1108/eb039141.
Full text
11
Bernardino, Edgar B., Kryslen M. Serona, Jowell C. Cando, Imee C. Acosta, and Eduardo P. Malagapo. "Strengthening Success Factors and Overcoming Profitability Barriers towards Sustainable Project Management Consultant Companies." Business and Economic Research 8, no. 2 (2018): 230. http://dx.doi.org/10.5296/ber.v8i2.13003.
Full textAbstract:
Project success can be assured by identifying, reducing, and eliminating the impact of profitability barriers; and by understanding and exploring the success factors in order to achieve sustainable profitability of Project Management Consultant (PMC) companies. Currently, practices of project management consultants in the construction industry sector do not always ensure project success. Thus, this paper aims to assess and strengthen the success factors; and overcome profitability barriers to improve effectiveness of project delivery. Using Porter’s five forces model as profitability barriers, areas with the highest impact to sustainable profitability were investigated. Data were gathered through a survey questionnaire and purposive sampling technique was used to select 140 respondents who are working in a project management and consulting company in Doha, Qatar for the year 2016-2017. The findings revealed that profitability barriers such as: power of suppliers, industry competition, and impact of new entrants are correlated to some of the areas of success factors, such as: effective project management, efficient cost leadership, competitive differentiation, and strategic alliances and networking. Sustainable profitability is significantly affected by the power of suppliers, and strategic networking and alliance. Whereas, competitive differentiation significantly affects profitability barriers. Based on the findings of this study, recommendations were given on how to strengthen project success factors and reduce the impact of profitability barriers.
12
Klat-Smith, Alex. "Management consulting: emergence and dynamics of a knowledge industry." Scandinavian Journal of Management 20, no. 1-2 (2004): 197–200. http://dx.doi.org/10.1016/j.scaman.2004.01.001.
Full text
13
Grossman, Thomas A. "Student Consulting Projects Benefit Faculty and Industry." Interfaces 32, no. 2 (2002): 42–48. http://dx.doi.org/10.1287/inte.32.2.42.66.
Full text
14
Chillara, Lakshmi Hymavathi, Debajani Sahoo, and Abhilash Ponnam. "Determinants and outcomes of faculty consulting from management teachers’ perspective." Journal of Applied Research in Higher Education 9, no. 2 (2017): 211–25. http://dx.doi.org/10.1108/jarhe-01-2016-0002.
Full textAbstract:
Purpose The purpose of this paper is to explore the major determinants that influence the management teachers to practice management consulting. The second objective of this research is to understand how the experience in management consultancy leads to value addition in their class room teaching. Design/methodology/approach To address the first research objective, focus group discussions were conducted with management teachers practicing consultancy. These results were used to generate items for the questionnaire. Factor analysis performed on the data revealed six determinants influencing management teachers to engage in consulting activity. To address the second research objective, focus group discussions with MBA graduates were used to comprehend how teachers with management consulting experience enrich the pedagogy. Findings The major findings of the study suggest that the determinants influencing management teachers to practice consulting are: improving competencies, furthering professional advancement, accruing strategic and financial benefit, enabling holistic development. Through study 2, the authors found out that management teachers add value in pedagogy by forging corporate world connection through real-time examples, enable critical thinking by breaking established paradigms, effective classroom delivery through storytelling, etc., and lending student support by assuming a mentor’s role. Practical implications This study found that faculty consulting reduces the perceived gap between the industry and academia and it also leads to effective class room teaching. Originality/value The study is the first attempt to empirically test the determinants influencing management teachers to practice consultancy services and qualitatively assess how the consultancy experience enriches the in-class performance.
15
Jarosewich, Tania, Victoria L. Essenmacher, Christina Olenik Lynch, Jennifer E. Williams, and Jo Ann Doino-Ingersoll. "Independent consulting topical interest group: 2004 industry survey." New Directions for Evaluation 2006, no. 111 (2006): 9–21. http://dx.doi.org/10.1002/ev.192.
Full text
16
Bonnet, D. G. "Independent Evaluation Consulting TIG: 1992 Industry Survey." American Journal of Evaluation 13, no. 3 (1992): 225–31. http://dx.doi.org/10.1177/109821409201300315.
Full text
17
Sayed, Naqi, and Camillo Lento. "Developing a strategy map for environmental consulting firms." International Journal of Productivity and Performance Management 67, no. 5 (2018): 916–34. http://dx.doi.org/10.1108/ijppm-06-2017-0139.
Full textAbstract:
Purpose The purpose of this paper is to identify key performance indicators (KPIs) for environmental consulting firms, explore their causal linkages and develop a strategy map around the balanced scorecard (BSC) perspectives. Design/methodology/approach Relevant KPIs are identified through interviews and secondary data. Causal relationships between KPIs are explored by using the decision-making trial and evaluation laboratory (DEMATEL) method to analyze survey responses from senior partners and industry experts. Findings The results suggest that the learning and growth perspective plays a pivotal role for consulting firms. In addition, and contrary to views held by some, internal process perspective can play a significant cause factor role for service businesses. Among the KPIs which were identified as important, acquiring new skills/techniques, increased customer value proposition, personnel utilization, new product solutions and start to end solutions as KPIs exhibited both cause and effect characteristics. Practical implications The results isolate core KPIs which self-reinforce, complement each other and form a feedback loop. Active management and monitoring of these KPIs is likely to result aid a consulting firm in achieving strategic objectives. The strategy map developed in this study can also serve as a reference point for similar businesses. Originality/value This is the first known study to develop a strategy map for a consulting business by adopting a structured approach and identify causal link among BSC perspectives and their respective KPIs. The study provides further empirical evidence for usefulness of a structured approach such as the DEMATEL.
18
Piyadasa, WM Sarath C., and Bonaventura H. W. Hadikusumo. "RISK ASSESSMENT IN NON-STANDARD FORMS OF CIVIL ENGINEERING CONSULTING SERVICES." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 20, no. 5 (2014): 746–59. http://dx.doi.org/10.3846/13923730.2013.801912.
Full textAbstract:
Although a large body of research exists on risk assessment in civil engineering projects and of owners, contractors, concessionaires and financiers of such projects, there is a lacuna in such research on engineering consultants, particularly those associated with non-standard forms of consulting services. This paper seeks to explore the genesis of the underlying risks in non-standard forms of engineering consulting services, systematically classify the risks, and develop a Risk Breakdown Structure and a generic Framework for efficient assessment of these risks, which is a prerequisite for sound risk management in the engineering consulting industry. The research adopts a mixed method approach, synthesising exploratory type multiple-case studies and questionnaire surveys, carried out in 14 engineering consulting firms having extensive experience in the delivery of non-standard consulting services. This paper provides empirical insights of the genetic makeup of risks associated with non-standard forms of consulting services. Such risks are found to be predominantly linked to design office based activities that underline the importance of design function in engineering consulting practice. Loss of reputation and/or goodwill is rated as the most severe potential impact on consultants. Proposed Risk Assessment Framework provides the engineering consulting industry with a functional tool for efficient risk management.
19
Johansen, Winni. "Understanding and practicing crisis consulting." Journal of Communication Management 21, no. 2 (2017): 106–23. http://dx.doi.org/10.1108/jcom-12-2016-0104.
Full textAbstract:
Purpose The purpose of this paper is to contribute to the literature on management and communication consulting in general, and crisis consulting in particular, by investigating how public relations and communications firms understand crises, crisis management, and crisis communication; how they see themselves practicing crisis consulting; and how they envisage the future of this field of expertise. Design/methodology/approach The study is based on 12 semi-structured in-depth expert interviews with CEOs, board members, senior consultants, and/or partners representing national and international public relations and communications firms operating in Denmark who offer crisis consulting as one of their areas of expertise. Findings Findings demonstrate that crisis consulting is a field in transition, moving away from the traditional focus on image crises in the media handled by former journalists, toward a new focus on issue crises involving other types of stakeholders. Findings also demonstrate that crisis consultants generate important insights into aspects of crisis management and crisis communication hitherto neglected by academic scholars. Practical implications The insights into the professional “world view” of crisis consultants will contribute to the professionalization of the field. Originality/value This is the first major study of crisis consulting as a specific field of expertise within the growing industry of management and communication consulting.
20
Santos, José, Álvaro Dias, Leandro Pereira, Renato Lopes Da Costa, and Rui Gonçalves. "Knowledge and relationship of consultants as key in management consulting industry: the case of Portugal consulting sector." International Journal of Services, Economics and Management 1, no. 1 (2020): 1. http://dx.doi.org/10.1504/ijsem.2020.10034586.
Full text
21
Costa, Renato Lopes Da, Leandro Pereira, Álvaro Dias, José Santos, and Rui Gonçalves. "Knowledge and relationship of consultants as key in management consulting industry: the case of Portugal consulting sector." International Journal of Services, Economics and Management 12, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijsem.2021.113464.
Full text
22
Samson, Danny, and Rod Parker. "Service Quality: The Gap in the Australian Consulting Engineering Industry." International Journal of Quality & Reliability Management 11, no. 7 (1994): 60–76. http://dx.doi.org/10.1108/02656719410738993.
Full text
23
Menejljuk, O., and O. Nikiforov. "MEASURING OF CONSULTING ENGINEER EFFICIENCY WHEN USING CONSTRUCTIVE-TECHNOLOGICAL TEMPLATES." Municipal economy of cities 6, no. 159 (2020): 10–18. http://dx.doi.org/10.33042/2522-1809-2020-6-159-10-18.
Full textAbstract:
Modern innovations in public administration of construction provide significant modernization of the industry on the basis of engineering and project management - the introduction of the role of consulting engineer. This role involves a wide range of communications between all stakeholders in the investment and construction process. It may be relevant to use an information tool for modeling the product and construction processes - design and technological templates - to measure the effectiveness of these communications and, accordingly, to measure the effectiveness of the consulting engineer. The article contains the analysis of reserves of optimization of investment and construction process and the description of possibilities of these reserves realization by means of constructive-technological templates. The main provisions of the concept of " constructive technological template in construction" were described and presented as information tool for construction management. The scheme of software interaction within the concept of "constructive-technological template in construction" and the scheme of knowledge management by the consulting engineer were developed. Indicators and ways to increase the efficiency of interaction between the consulting engineer and stakeholders were shown. The indicators of efficiency of the consulting engineer under the condition of using constructive-technological templates were substantiated. The developed concept and schemes allowed to investigate the interactions of stakeholders in construction production. It is shown that when using the concept of "constructive-technological template in construction" the consulting engineer can perform a triple managerial role at a qualitatively new level. As a BIM manager, he must manage the knowledge of investment and construction activities. As a commercial specialist - must meet the requirements of participants during construction. As a construction project manager, he carries out strategic leadership and operational organization and control of construction production. On this basis, the indicators of economic and technical effect of the consulting engineer as a manager of the investment and construction process were substantiated.
24
Mullin, Rick. "Trends." Journal of Business Strategy 17, no. 3 (1996): 17–19. http://dx.doi.org/10.1108/eb039778.
Full textAbstract:
After shining the guiding light on virtually every major reengineering project undertaken in the last three years, the consulting industry finds itself managing some change and growth of its own. It's occurring on three fronts in particular—the consultant's need to integrate business consulting with information technology system (IT) design, the increasingly global nature of clients' businesses, and what many call the commoditization of basic reengineering.
25
Huang, Chung-Fah, and Sung-Lin Hsueh. "A STUDY ON THE RELATIONSHIP BETWEEN INTELLECTUAL CAPITAL AND BUSINESS PERFORMANCE IN THE ENGINEERING CONSULTING INDUSTRY: A PATH ANALYSIS." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 13, no. 4 (2007): 265–71. http://dx.doi.org/10.3846/13923730.2007.9636446.
Full textAbstract:
Engineering consulting firms, like other knowledge‐based enterprises, take intellectual capital as their most important asset embedded in the organisation. This research aims to analyse the correlation between intellectual capital and business performance. The questionnaire was sent to all Taiwan's engineering consulting firms, and 101 copies were collected. It was found that, among these engineering consulting firms, the structural capital and relational capital show better performance, while human capital has poorer performance. This is especially true for staff education and training. This indicates that there is still room for improving human resource management by engineering consulting firms. It is observed by path analysis that, among the three dimensions of engineering consulting firms’ intellectual capital, the human capital has a great influence on structural capital and relational capital. However, only relational capital has a direct influence on business performance. Human capital has an influence upon the business performance via the relational capital.
26
Costa, Renato Lopes da, Álvaro Lopes Dias, Leandro Pereira, José Santos, and Isabel Miguel. "THE BASIS FOR A CONSTRUCTIVE RELATIONSHIP BETWEEN MANAGEMENT CONSULTANTS AND CLIENTS (SMES)." Business: Theory and Practice 21, no. 2 (2020): 666–74. http://dx.doi.org/10.3846/btp.2020.11872.
Full textAbstract:
In a historical retrospective, although the existing literature calls the management consulting industry an extraordinary sector and a unique phenomenon in the business context, in fact these statements are not accompanied by a number of academic studies that emphasize the importance of the effective management consultant’s work. To battle the lack of studies in this emerging area, this article aims to understand the most important factors from the perspective of consultants and managers to build successful relationships in management consulting projects. Semi-structured interviews and questionnaires were conducted to management consultants and SME managers. Our findings suggests competence and experience of consultants, their ability to understand clients, their professionalism and credibility, the transparency of the processes, values and goals they can put in the performance of their work are the five key factors for building successful relationships.
27
Meyer, Nicky, Sam Lubbe, and Theuns Pelser. "The role of strategic information systems planning a typical Small or Medium-sized Enterprise." Southern African Journal of Entrepreneurship and Small Business Management 6, no. 1 (2013): 192. http://dx.doi.org/10.4102/sajesbm.v6i1.40.
Full textAbstract:
<p>Little is known about how Strategic Information Systems Planning (SISP) and small and medium-sized enterprises (SMEs) are linked in a developing country. SISP has also been a concern for many in the Information Technology (IT) industry and IT based businesses as a whole. This research seeks to address this shortcoming by exploring what constitutes a typical SME, what role Information Systems (ISs) play in SMEs and what role SISP plays in SMEs. Consequently, a Delphi panel comprising a questionnaire in the first phase and an interview in the second phase was employed. Some correlation was found to exist with the literature, with the exception of the role of IS in SMEs, whether SISP is an on-going activity, and the fact that SISP can be outsourced. Some new facts were discovered, especially on the topic of outsourcing.</p><p><strong>Keywords:</strong> company strategy; strategic information systems planning; small and mediumsized enterprises; SME sustainability; stakeholders and management; Viewpoint Training and Consulting</p>
28
Shagieva, Al'bina, Gul'naz Vagazova, and Aleksandra Pavlova. "DEVELOPMENT OF AN OPTIMIZATION ANTI-CRISIS MANAGEMENT MODEL IN INDUSTRIAL POULTRY USING MARKETING TECHNOLOGIES." Vestnik of Kazan State Agrarian University 15, no. 1 (2020): 130–36. http://dx.doi.org/10.12737/2073-0462-2020-130-136.
Full textAbstract:
The studies were carried out with the aim of developing a model for optimizing anti-crisis management of business entities in the poultry industry using marketing technologies. The article discusses current issues related to the development of a model for optimizing crisis management in the poultry industry using marketing technologies. The key problems requiring improvement of anti-crisis management of enterprises in the poultry industry are recognition of pre-crisis situations, ensuring the company’s activity in a crisis, motivating the workforce and stimulating the poultry products market, highlighting the constituent elements of the marketing model. From an organizational point of view, the components of the model for optimizing the crisis management of poultry enterprises in a crisis using marketing technologies were clarified, including: developing a plan to minimize enterprise costs, forming an anti-crisis team, ensuring the effective functioning of the strategic planning system, establishing cooperation with a consulting company, which will take over the functions of the crisis center. Using the formalized algorithm for compiling an anti-crisis marketing strategy for poultry enterprises developed in the course of research in practice will allow us to measure and improve the results of Internet marketing campaigns; personalize them to optimize crisis management; develop communication in social networks; develop marketing messages whose content is relevant to users; improve customer service; increase customer satisfaction and loyalty; provide for certain events (intellectual analytics) that will help to make more accurate and timely decisions. It is advisable to build crisis management at poultry enterprises using the innovative data marketing concept
29
Roshani, Alireza, Mohsen Gerami, and Omid Rezaeifar. "New Rethinking on Managers’ Competency Criteria and Success Factors in Airport Construction Projects." Civil Engineering Journal 4, no. 11 (2018): 2692. http://dx.doi.org/10.28991/cej-03091192.
Full textAbstract:
The present research was conducted with the aim of rethinking the criteria competency of airport construction project managers. The research methodology was applied in terms of purpose, and a combination of descriptive survey methods and content analysis in terms of implementation. The statistical population consisted of 550 experienced managers of construction industry in public and private sectors, including contractors, consulting engineers and their employers in Iran in the late decade to 2017. The sample size was 230 according to Morgan sampling table. The subjects were collected by stratified purposeful sampling method. The data gathering tools were the managers' desirability questionnaire with a reliability coefficient of 0.916, a project success rate with a reliability coefficient of 0.863 and an interview with the managers with an agreement coefficient of 0.899. The data were analyzed by SPSS and TOPSIS software using descriptive statistics of frequency, percentage, mean, standard deviation, and inferential statistics of exploitation, Factor analysis, Kolmogorov-Smirnov Test, and one-way ANOVA. The results of the research indicated that the airport construction is of great importance due to the necessity of developing the infrastructure and the territorial location. The criteria of competencies for managers in the airport construction industry are different from the past and attention to local and environmental criteria is among the recognized management criteria. The priority of localized thirteen competencies of the project managers was leadership, project financing, project cost management, problem solving, project governance, time management, strategic management, quality management, controlling and integrated management, managing legislation and regulations, networking and professional ethics. Moreover, the local factors of the project success in priority order were timely allocation of funds, appropriate financial support, integration, upstream project management, appropriate financing of financial needs, management integration, strategic stability, stakeholder commitment and accountability, review cost mismatch, completion of the project in due time, increase of knowledge level in the organization.
30
Wynn, Alison T., and Aliya Hamid Rao. "Failures of Flexibility: How Perceived Control Motivates the Individualization of Work–Life Conflict." ILR Review 73, no. 1 (2019): 61–90. http://dx.doi.org/10.1177/0019793919848426.
Full textAbstract:
Firms have increasingly used flexibility policies to facilitate work–life balance, yet existing research shows that employees are stigmatized for using these seemingly beneficial policies. In this article, the authors identify perceived control, that is, the sense of control employees feel they have over managing their work–life conflicts, as a key factor in their avoidance of flexibility policies. Through 50 in-depth interviews with management consultants from five firms, the authors find that employees frame managing their work–life conflicts as a test of their professional skills, emphasize their “natural” suitability for the consulting industry, use choice rhetoric to reframe oppressive work demands as personal choices, and accentuate their ability to exit the consulting industry if they are unable to manage their work–life balance independently. Empirically, this study provides a fuller explanation for the pervasive avoidance of flexibility policies and expands on prior explanations that focus on flexibility stigma.
31
Sharma, Tripti, and Tapabrata Ghosh. "Cognizant India: reinventing the value proposition." Emerald Emerging Markets Case Studies 5, no. 8 (2015): 1–18. http://dx.doi.org/10.1108/eemcs-11-2014-0271.
Full textAbstract:
Subject area Strategic management, IT strategy, Business & IT Consulting, International Business. Study level/applicability PGDM and Executive programmes. Case overview Cognizant Technology Solutions, one of the giants in the Indian information technology (IT) industry, has been continually evolving new strategies and business models to cater to the global IT demand. Starting as an in-house technology unit of Duns & Bradstreet, the case highlights the various pioneering and transformative decisions taken by Cognizant to become one among the Fortune 500 companies of the world. However, despite its supremacy in the global market, they are facing tremendous competition from the other IT giants – TCS, Infosys and Wipro, to name a few. Also, the expansion of global IT players like Accenture and International Business Machines (IBM) in India is making matters worse. This intense competition, when juxtaposed with commoditization and price sensitivity on behalf of the IT demand, makes sustainability a big question mark. The million-dollar question remains “How should Cognizant strategize to ensure inorganic growth in the price-sensitive industry?” Expected learning – outcomes The case highlights the market dynamics of the Indian IT industry – from its humble beginning as an attraction for low-cost labour to being one of the strategic outsourcing geographies of the IT sector – and thereby categorically points out the significance of continuous evolution on behalf of the IT firms to stay alive in this client-driven industry. The students are expected to analyze the IT industry of India, keeping in mind its vulnerabilities – price sensitivity, dependence on developed economies and intense competition – and relate the same to different strategies incorporated by Cognizant to remain one of the powerhouses of the Indian IT industry. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
32
Goyal, Sandeep, and Amit Kapoor. "Halonix Limited – the product portfolio dilemma." Emerald Emerging Markets Case Studies 1, no. 1 (2011): 1–14. http://dx.doi.org/10.1108/20450621111131020.
Full textAbstract:
Subject area Strategy, strategic management, market and product analysis. Study level/applicability The case is intended for a business strategy course in management. The target participants are MBA students specializing in strategy area as well as middle level and senior level managers from the industry, who come for an executive programme in management science. Case overview Year 2009, Mr Pawan Kumar (General Manager, Halonix Limited) was facing a decision-making situation in the organization. Being one of the most experienced and oldest employees of Halonix (incorporated as Phoenix Lamps Ltd in 1991), he had witnessed the tremendous growth of the company since its inception in 1991. The company was having a global brand image in automotive halogen lamps and became a dominant player in compact fluorescent lamp (CFL) market in India by 2007. With the increasing competition and change in market dynamics, the company needed to decide upon the future product portfolio mix and strategy to be adopted to gain the maximum benefit and win over the competition in both the product segments. The automotive halogen product segment was generating higher margins but having relatively slow growth. The CFL product segment was a growing market but was generating low margins due to increasing competition from entry of large number of players. Expected learning outcomes The theoretical concepts, which will be explored in this case, involve the following: the importance of industry structure analysis in understanding the basis of competition. The importance of value-chain analysis in strategic planning. The importance of Boston Consulting Group growth-share matrix in evaluating the product portfolio mix having different growth drivers and target segments? Supplementary materials Teaching notes.
33
Perkmann, Markus, and Kathryn Walsh. "Engaging the scholar: Three types of academic consulting and their impact on universities and industry." Research Policy 37, no. 10 (2008): 1884–91. http://dx.doi.org/10.1016/j.respol.2008.07.009.
Full text
34
Kaye, G. Roland. "Information Systems Successes and Failures: Research Findings from the Compounding Industry." Journal of Information Technology 5, no. 2 (1990): 73–83. http://dx.doi.org/10.1177/026839629000500203.
Full textAbstract:
This study examines the perceived success or failure of information systems in the compounding industry. The study is balanced between a research enquiry and the consulting process with the client being the trade association. Following initial case study investigations, a postal questionnaire survey was undertaken of member organizations and individuals within them. Hard and soft data were collected about organizational structure, information systems and their characteristics, and users’ perceptions. The findings emphasise the importance of user attitudes pre- and post-implementation, and their involvement during the systems analysis and design phases.
35
VELAMURI, VIVEK K., BASTIAN BANSEMIR, ANNE-KATRIN NEYER, and KATHRIN M. MÖSLEIN. "PRODUCT SERVICE SYSTEMS AS A DRIVER FOR BUSINESS MODEL INNOVATION: LESSONS LEARNED FROM THE MANUFACTURING INDUSTRY." International Journal of Innovation Management 17, no. 01 (2013): 1340004. http://dx.doi.org/10.1142/s1363919613400045.
Full textAbstract:
Firms increasingly rely on business model innovation as a means to face challenges of a world in transition. We identify the conscious integration of products and services, i.e., product service systems, as a valuable strategy to radically innovate product-focused business models. Applying an exploratory multiple case study approach, we uncover five distinct kinds of services that specifically help firms to innovate their business model. These are (1) business consulting, (2) comprehensive services, (3) educational services, (4) financing services, and (5) information management services. The influence of these services on three components of business model innovation (value propositions, value chain architectures, and revenue streams) is discussed. In total, our study emphasizes that integrating specific services with products is an important driver for business model innovations.
36
Kumar, Arun, and Meenakshi Nagarajan. "Infosys Limited: is it still the Indian IT bellwether?" Emerald Emerging Markets Case Studies 3, no. 7 (2013): 1–29. http://dx.doi.org/10.1108/eemcs-06-2013-0071.
Full textAbstract:
Subject area Strategy. Study level/applicability MBA level. The case can be used primarily for the following courses: strategic management, competitive strategy. It can also be used for courses on: international business, international business environment, business marketing. Case overview Intense competition and a turbulent economic environment posed problems for Infosys, a leading information technology (IT) company in India. Infosys lost market share and its second position in the IT industry to Cognizant. An adverse economic environment affected its clients' IT spending and introduced severe price-based competition in the market. Infosys' business model operated on charging price premium from clients, and the company never compromised on its margins. The company was forced to revaluate, as outsourcing, the main revenue earner for Infosys was experiencing commoditization, and other players were willing to compromise on margins. The Indian IT industry had moved up the value chain and competitors were offering consulting services, where there was huge scope for differentiation. Infosys did not have the requisite resources to compete in this domain. Decline in share prices, negative investor sentiments, downward revision of revenue guidance targets, loss of large clients, higher attrition rates, and visa problems in the US market (Infosys earned more than 60 percent revenues from this market) added worries for the company. In response to these challenges, Infosys initiated Strategy 3.0, wherein the company planned to move up the value chain and offer consulting services and other high-end solutions to clients. This was a shift from its predominantly outsourcing-based revenue model. The company acquired Lodestone to hasten implementation of Strategy 3.0. Initial analysis, however, suggested that Infosys was merely aping Cognizant's well-established strategy. Infosys also needed to tackle perceptual issues regarding its competencies. Expected learning outcomes The instructor can use this case to facilitate the understanding of: the impact of an intensely competitive environment on a company's strategy, how changes in the competitive landscape and business environment can erode sources of competitive advantage for an incumbent, the impact of a client's business environment on the vendor's business, the concept of value chain and analyze how companies in an industry move up in the value chain, the concept of business model, and how environmental changes can impact a hitherto robust business model of a company, evolution of business model over a period of time with changes in the business environment, the internal conflict between ideals and values versus revenues and market share for a company, key resources and capabilities that shape the differential advantage for an IT company, designing and implementing strategic solutions, the evolution of the Indian IT industry. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.
37
HOAG, THOMAS MICHAEL, and CELSO FUNCIA LEMME. "ANIMAL-DERIVED FOOD INDUSTRY: RISKS AND OPPORTUNITIES DUE TO FARM ANIMAL WELFARE." Revista de Administração de Empresas 58, no. 3 (2018): 244–53. http://dx.doi.org/10.1590/s0034-759020180305.
Full textAbstract:
ABSTRACT Farm animal welfare (FAW) has emerged in recent years as a potential material issue for the animal-derived food products industry. The issue is global in scope, given the large trade flows and multinational structure of many companies in the agribusiness industry, a critical sector of the Brazilian and international economy. This exploratory study is an attempt to map the agendas of companies in the industry and compare them with the agendas of the principal stakeholders for a better understanding of the risks and opportunities facing the intangible assets of companies with regard to FAW. The mapping was carried out by consulting websites and corporate sustainability reports. The overarching result of the study is to show that the industry as a whole is neglecting FAW as a material issue.
38
Heydebrand, Wolf. "Experimentality: The friendly face of power? The interactive new media as tools of discretionary governance and risk management." Risk Governance and Control: Financial Markets and Institutions 3, no. 3 (2013): 92–118. http://dx.doi.org/10.22495/rgcv3i3c1art3.
Full textAbstract:
The interactive new media (INM) are a powerful information technology (IT) with contradictory consequences for the nature of work, creativity, and innovation. Digital interactivity shortens both time and distance within and across global networks. It reduces labor time and transaction costs, eases the shift from manual to mental labor, and raises efficiency, productivity, and profits. It facilitates quick responses to changing conditions and new opportunities, and it encourages experimentation, risk taking, discovery, and innovation. IT and INM constitute the technical infrastructure of advanced business and consulting services like advertising, management consulting, and accounting. They are popular components of the globalizing culture industry. But INM are also instruments of discretionary governance and neoliberal governmentality. They have an unaccountable influence on financial, actuarial, cybernetic and ideological forms of power, and they serve to extend the mechanisms of indirect and anonymous social control into everyday life. The INM are widely adopted for purposes of discretionary governance and risk management, but tend to escape autonomous social and democratic regulation. The paper examines the effects of INM on small project teams as well as on aspects of neoliberal experimentality such as informalism and flexibility at work, the hacker work ethic, social networking, and techno-libertarianism. The conclusion reconsiders the intrinsic tension between neoliberal experimentality and governmentality.
39
Connell, Carol M. "Women CEOs on making strategy happen." Strategic Direction 35, no. 7 (2019): 1–4. http://dx.doi.org/10.1108/sd-09-2018-0184.
Full textAbstract:
Purpose As a professor of strategic management and as a consultant to organizations on strategy and change, the author focused on the activities that are necessary for leaders to create effective strategy and to execute successfully. The author has also been responsible for equipping the larger teams of strategy professionals (and future strategy professionals) who support these leaders with the approaches, the methods, and the tools necessary to plan effectively, to assess effectiveness, and to correct problems in strategy and execution. Whether long-term company leaders, entrepreneurs, or turnaround companies, chief executive officers (CEOs) understand that strategy and execution are requirements for growth and, ultimately, their unique responsibility. The paper aims to offer a view of strategy and execution from women CEOs of top companies, including those who weathered the financial crisis and others changing their business model as the climate changes. The paper offers a set of questions to help company leadership execute their strategy. Design/methodology/approach The paper represents a viewpoint supported by secondary sources and financial data. Findings CEOs whose companies have prospered during the Great Recession and beyond have a lot to teach us about strategic execution in an uncertain world. There is always a crisis or a change in industry structure that threatens strategic execution. This paper focuses on women and how they face this challenge as CEOs of top companies. Research limitations/implications Strategic execution must align with strategy or growth will not happen as planned. Practical implications There are things CEOs and general managers can do to ensure their strategic execution leads to the results they plan. Those things have been identified in this paper. Social implications The most powerful asset companies have is their talent base, their employees. Originality/value The corporate examples, the understanding of industry structure change, and the importance of talent and risk are seen through the lens of women CEOs.
40
Szkudlarek, Betina. "Through Western Eyes: Insights into the Intercultural Training Field." Organization Studies 30, no. 9 (2009): 975–86. http://dx.doi.org/10.1177/0170840609338987.
Full textAbstract:
Intercultural corporate training is a growing branch of the coaching and consulting industries and it appears to be both theory and practice driven. The growth of the relevant academic literature reveals a focus on the successful adaptation to host cultures and organizations, but little attention to the ethical dimensions of newly learned rules and newly accepted values. This article introduces a number of concerns related to ethical principles within this growing industry. The issues of profit-maximization, knowledge-access inequalities, the authenticity dilemma and the in-built Western bias of cross-cultural research are presented. Triggered by the author’s experiences in the intercultural corporate training industry and inspired by participation in a number of field-specific training-for-trainers events, this essai is an opening statement in a long-overdue discussion on ethics in intercultural training.
41
Tojib, Dewi Rooslani, Ly Fie Sugianto, Liesl Martin, and Eric Cloete. "Validation of the B2E Portal User Satisfaction (B2EPUS) Scale." Journal of Electronic Commerce in Organizations 8, no. 1 (2010): 83–97. http://dx.doi.org/10.4018/jeco.2010103005.
Full textAbstract:
This article discusses the validation of the Business-to-Employee (B2E) Portal User Satisfaction (B2EPUS) scale in the South African context. The results indicate that the scale remains reliable and valid outside its country of origin and is applicable to other industries, particularly mining, petrochemical, consulting, and retailing. Industry practitioners can confidently employ the scale when measuring the success of their B2E portal implementations.
42
Abolhassani, Amir, and Majid Jaridi. "Productivity enhancement in North American automotive industry." International Journal of Productivity and Performance Management 65, no. 8 (2016): 1112–36. http://dx.doi.org/10.1108/ijppm-08-2015-0117.
Full textAbstract:
Purpose The purpose of this paper is to identify effective factors, their impact, and find estimation models of the most well-known productivity measurement, hours-per-vehicle (HPV), in the automotive industry in North American manufacturing plants. Design/methodology/approach Data used in this study were from North American plants that participated in the Harbour’s survey from 2002 to 2006. Data are synthesized using a uniform methodology from information supplied by the plants and supplemented with plant visits by Harbour Consulting auditors. Overall, there are 355 manufacturing plants in the statistical sample from ten different automakers’ brands including DCX, Ford, GM, Honda, Cami, Nummi, Auto Alliance, Mitsubishi, Nissan, and Toyota. The multiple linear regression was used to analyze the data and derive the HPV regression equations. Findings HPV is a widely recognized production performance indicator that is used by a significant percentage of worldwide automakers. During the study period, the HPV was reduced 54.75 minutes on average in each year. Annual production volume, platform sharing (PS), and flexible manufacturing (FM) factors improve HPV. However, vehicle variety, salaried employees’ percentage of the workforce, available annual working days, and launching a new model penalize HPV. Launching a new model and adding a new variety in body styles or chassis configurations raise the HPV about 2.189 and 0.642 hours, respectively, depending on the car class; however, manufacturing plants compensate for this issue by using PS and FM strategies. Research limitations/implications The plants which stopped production of a specific product also are included in this study and were treated similar to the regular plants. The medium duty segment was excluded from the data set due to the fact that the number of observations available was too low. The study can be repeated with additional new factors such as the level of plants’ automation and lean manufacturing either for North American or European companies. Originality/value The research investigates current strategies that help automakers to enhance their production performance and reduce their productivity gap. HPV regression equations that are provided in this research may be used effectively to help car makers to set guidelines to improve their productivity with respect to internal and external constraints, strength, weakness, opportunities, and threats.
43
Chen, S. C., C. C. Yang, W. T. Lin, T. M. Yeh, and Y. S. Lin. "Construction of key model for knowledge management system using AHP‐QFD for semiconductor industry in Taiwan." Journal of Manufacturing Technology Management 18, no. 5 (2007): 576–97. http://dx.doi.org/10.1108/17410380710752671.
Full textAbstract:
PurposeThe purpose of this paper is to describe the construction of a key model for knowledge management (KM) systems using AHP‐QFD for the semiconductor industry in Taiwan.Design/methodology/approachThe performance evaluation matrix was modified to set up a standard performance matrix for system introduction. The importance weights of models related to KM via the analytic hierarchy process (AHP) and after consulting experts' opinions. The method of quality function deployment (QFD) was integrated for the system models of a KM system and correlation weights of key objectives to be improved.FindingsSeven key objectives need to be improved. Correlations between the key objectives to be improved and the KM system models are located via QFD for eight critically important models to be improved.Research limitations/implicationsIn this study, the questionnaires were e‐mailed to respondents sampled from the list of the Taiwan Semiconductor Industry Association (TSIA).Practical implicationsActual cases are investigated and a KM system prototype is established in this research to provide reference for the semiconductor industry when introducing a KM system.Originality/valueCompanies can evaluate the performance of system introduction rapidly and regulate their investments in resources efficiently using the measurement, analysis and improvement methods provided here so that the performance of introducing the KM system will be increased effectively at the lowest cost.
44
Edwards, A. G. "OUTSOURCING—A GLOBAL PERSPECTIVE." APPEA Journal 37, no. 1 (1997): 575. http://dx.doi.org/10.1071/aj96036.
Full textAbstract:
The global business community is experiencing a massive shift towards adoption of outsourced 'back office' transaction services.Called 'strategic outsourcing', it is driven by the desire of global companies to focus on core activities, and to outsource non-core business processes to specialist global service organisations. It is a significant new market for these organisations, expected to be worth US$40 billion globally, by the year 2000.While cost reduction is a major benefit, the outsource service provider offers value-added service by its ability to re-engineer business processes to world best practice, its ability to rapidly transition the client organisation to new technology, and by extracting the efficiencies of shared services processing.The global service organisations see strategic outsourcing as a natural evolution of their service offering.Outsourcing extends beyond the cost reduction strategies of their consulting service projects: downsizing organisation structure, re-engineering to introduce world class business processes, and transition management for introduction of new technology.By evolving from these project based assignments, into provision of on-going outsourced transaction services, the service organisations have the opportunity to establish a different strategic relationship with their clients, and add value that a client organisation cannot achieve by itself.Cost savings come from the operational efficiencies of shared services processing, and the lower operational cost achieved by specialising the processing of non-core, 'back-office' transactions, and sharing overheads between several clients.Additional business benefits result from the partnering relationship, which can produce new industry specialist services3 valuable to other clients within the same industry.It is likely that the role of the service organisation will further develop, from the position of strategic outsource business partner, to that of general contractor, where a client selects one major supplier as the single point of contact for all outsourced services. The general contractor becomes responsible for all outsourced outputs, subcontracts the services of all other outsourcing organisations, and remains solely responsible for their service provision.
45
Geramian, Arash, Mohammad Reza Mehregan, Nima Garousi Mokhtarzadeh, and Mohammadreza Hemmati. "Fuzzy inference system application for failure analyzing in automobile industry." International Journal of Quality & Reliability Management 34, no. 9 (2017): 1493–507. http://dx.doi.org/10.1108/ijqrm-03-2016-0026.
Full textAbstract:
Purpose Nowadays, quality is one of the most important key success factors in the automobile industry. Improving the quality is based on optimizing the most important quality characteristics and usually launched by highly applied techniques such as failure mode and effect analysis (FMEA). According to the literature, however, traditional FMEA suffers from some limitations. Reviewing the literature, on one hand, shows that the fuzzy rule-base system, under the artificial intelligence category, is the most frequently applied method for solving the FMEA problems. On the other hand, the automobile industry, which highly takes advantages of traditional FMEA, has been deprived of benefits of fuzzy rule-based FMEA (fuzzy FMEA). Thus, the purpose of this paper is to apply fuzzy FMEA for quality improvement in the automobile industry. Design/methodology/approach Firstly, traditional FMEA has been implemented. Then by consulting with a six-member quality assurance team, fuzzy membership functions have been obtained for risk factors, i.e., occurrence (O), severity (S), and detection (D). The experts have also been consulted about constructing the fuzzy rule base. These evaluations have been performed to prioritize the most critical failure modes occurring during production of doors of a compact car, manufactured by a part-producing company in Iran. Findings Findings indicate that fuzzy FMEA not only solves problems of traditional FMEA, but also is highly in accordance with it, in terms of some priorities. According to results of fuzzy FMEA, failure modes E, pertaining to the sash of the rear right door, and H, related to the sash of the front the left door, have been ranked as the most and the least critical situations, respectively. The prioritized failures could be considered to facilitate future quality optimization. Practical implications This research provides quality engineers of the studied company with the chance of ranking their failure modes based on a fuzzy expert system. Originality/value This study utilizes the fuzzy logic approach to solve some major limitations of FMEA, an extensively applied method in the automobile industry.
46
Qin, Xuan, Ye Shi, Kuncan Lyu, and Yiyi Mo. "USING A TAM-TOE MODEL TO EXPLORE FACTORS OF BUILDING INFORMATION MODELLING (BIM) ADOPTION IN THE CONSTRUCTION INDUSTRY." JOURNAL OF CIVIL ENGINEERING AND MANAGEMENT 26, no. 3 (2020): 259–77. http://dx.doi.org/10.3846/jcem.2020.12176.
Full textAbstract:
Building Information Modelling (BIM) has been adopted as the main technology in the construction industry in many developed countries due to its notable advantages. However, its applications in developing countries are limited. This paper aims to investigate factors which impact on BIM adoption in the construction industry. Twelve external variables were identified by an integrated TAM (Technology Acceptance Model) and TOE (Technology Organization Environment) framework and a systematic review of past studies. A survey was conducted in development, construction, design and consulting companies to investigate the impacts of these 12 external variables on BIM adoption. Using the interval Decision Making Trial and Evaluation Laboratory (DEMATEL) method, retrieved 120 completed questionnaires were analysed. The “Requirements from national policies” was found to be the most significant driving variable of BIM adoption by investigated companies. A further simulation analysis revealed that the “Intention to Use” BIM varied significantly with the change of “Requirements from national policies”, “Standardization of BIM”, and “Popularity of BIM in the industry”. The results lead to the conclusion that government incentives play critical roles in BIM adoption in China. Policy makers could put more efforts into motivation strategies, standardization measures, and BIM culture cultivation to promote BIM applications in the construction industry.
47
Singhania, Monica. "Bharat Heavy Electricals Ltd.: growth strategies for the future." Emerald Emerging Markets Case Studies 4, no. 3 (2014): 1–12. http://dx.doi.org/10.1108/eemcs-11-2013-0217.
Full textAbstract:
Subject area The case provides valuable insights on challenges faced by otherwise-protected organisations which are made to face the global onslaught. What happens to an organisation when its own collaborators become competitors overnight? What happens when market leaders refuse to share their technology or dictate their own terms? In addition, this case study looks at the strategy of diversification desired in the business portfolio and the cost of non-diversifications. The case evaluates the environment in which a capital-intensive industry has to operate. It evaluates the combination of all the variables required for undertaking a comprehensive analysis and aims at identifying the best possible level to which the business can be expanded to maximise profits under the known constraints in which the business has to operate. Study level/applicability Target audience is corporate executives, students of MBA/postgraduate programme in management in strategic management and/or workshops for understanding the concept of SWOT (strengths, weaknesses, opportunities and threats) analysis, competitor analysis, Porter's Five Forces Model, Boston Consulting Group (BCG) Matrix, business environment analysis and growth strategies for future. Case overview A combination of global competition and open access in the domestic market is putting pressure on the margins, as new players are likely to move towards gaining market share by bidding aggressively. This is threatening the competitive intensity for Bharat Heavy Electricals Limited (BHEL) in the long-term. Raw materials, such as steel products, that are critical to production process are subject to substantial pricing cyclicality and periodic shortages of supply in India. The margins are thus continuously being impacted by movement in raw material prices, especially steel and copper. How BHEL hopes to sustain its growth story? Whether Chinese competition will kill BHEL? These are some of the pertinent questions the authors will try to answer in this case study. Expected learning outcomes Use of SWOT analysis to identify the strengths, weaknesses, opportunities and threats to a company and use it as a tool to strategic decision-making. Highlighting the importance of strategic tools such as Porter Model and BCG Matrix within an emerging economy backdrop; to illustrate the alternatives and difficulties/complexities involved in a strategic planning process of growth and cost cutting; and to analyse the financial statements of BHEL. Social implications Analysing public sector undertakings (PSUs)/government companies involved in infrastructure build up/projects of strategic nature in the country, their performance, challenges and efficiency in pre-liberalisation era and post-liberalisation era, and identifying how many are visible today, including the reasons for their growth/decline in generating revenues and profits, has multiple social implications especially for an emerging economy like India. A look at the performance trends of such companies over the past years too would help them in their quest by assisting them to get an idea of business and the industry profile in which BHEL is operating. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email: support@emeraldinsight.com to request teaching notes.
48
Opoku, Alex, Vian Ahmed, and Heather Cruickshank. "Leadership style of sustainability professionals in the UK construction industry." Built Environment Project and Asset Management 5, no. 2 (2015): 184–201. http://dx.doi.org/10.1108/bepam-12-2013-0075.
Full textAbstract:
Purpose – Leadership is a significant success factor in promoting sustainability practices in the construction industry. Sustainability is an integral part of the construction industry and affects all aspects of construction business operations. The purpose of this paper is to investigate if there is any particular leadership style associated with intra-organizational leaders within UK construction organizations charged with the promotion of sustainability practices. The paper therefore examines the effective leadership style of sustainability professionals responsible for developing sustainable construction strategies. Design/methodology/approach – Qualitative data were collected through semi-structured interview with 15 leaders, followed by an industry-wide survey of 200 intra-organizational leaders in contractor and consultant organizations in the UK construction industry. Findings – The results showed that while there is no one best leadership style for all situation, most leaders charged with the role of promoting sustainable construction are strategic in their style or behaviour. Originality/value – Although leadership and sustainability has been widely covered as separate issues, little rigorous research has been done on the link between leadership and sustainability in construction management research. The findings could guide organizational leaders with the responsibility of promoting sustainability practices.
49
Chen, Yunqi, Yusen Xu, and Qingguo Zhai. "The knowledge management functions of corporate university and their evolution: case studies of two Chinese corporate universities." Journal of Knowledge Management 23, no. 10 (2019): 2086–112. http://dx.doi.org/10.1108/jkm-04-2018-0228.
Full textAbstract:
Purpose The purpose of this paper is to investigate the knowledge management functions of corporate universities and their evolution. Design/methodology/approach Two Chinese corporate universities in the ICT industry were selected for the case studies. Data were collected by interviews and consulting the documents of the two corporate universities. Grounded theory was used for data analysis. Findings The research found that the knowledge management functions of the corporate universities encompass knowledge transfer, knowledge creation and knowledge services for intrapreneurship. The knowledge management functions of the corporate universities are enhancing with the development of the corporate universities. The knowledge management functions mutually reinforce each other. The knowledge network of the corporate universities is expanding and the scope of knowledge managed is broadening. Practical implications Companies should make full use of corporate universities in facilitating knowledge transfer, knowledge creation and knowledge services for intrapreneurship. Originality/value Analyzing the knowledge management functions of corporate universities and their evolution from the perspective of knowledge network enriches research on knowledge management of corporate universities.
50
George, D. A., C. J. Birch, J. F. Clewett, A. Wright, W. Allen, and D. U. Keogh. "Needs for applied climate education in agriculture." Australian Journal of Experimental Agriculture 47, no. 1 (2007): 1. http://dx.doi.org/10.1071/ea05244.
Full textAbstract:
This paper reports on a purposive survey study which aimed to identify needs for the development, delivery and evaluation of applied climate education for targeted groups, to improve knowledge and skills to better manage under variable climatic conditions. The survey sample consisted of 80 producers and other industry stakeholders in Australia (including representatives from consulting, agricultural extension and agricultural education sectors), with a 58% response rate to the survey. The survey included an assessment of (i) knowledge levels of the Southern Oscillation Index and sea surface temperatures, and (ii) skill and ability in interpreting weather and climate parameters. Results showed that despite many of the respondents having more than 20 years experience in their industry, the only formal climate education or training undertaken by most was a 1-day workshop. Over 80% of the applied climate skills listed in the survey were regarded by respondents as essential or important, but only 42% of educators, 30% of consultants and 28% of producers rated themselves as competent in applying such skills. Essential skills were deemed as those that would enable respondents or their clients to be better prepared for the next extended wet or dry meteorological event, and improved capability in identifying and capitalising on key decision points from climate information and a seasonal climate outlook. The complex issue of forecast accuracy is a confounding obstacle for many in the application of climate information and forecasts in management. Addressing this problem by describing forecast ‘limitations and skill’ can help to overcome this problem. The survey also highlighted specific climatic tactical and strategic information collated from grazing, cropping and agribusiness enterprises, and showed the value of such information from a users perspective.