Littérature scientifique sur le sujet « Market-Driven Organisation »
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Articles de revues sur le sujet "Market-Driven Organisation"
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Guimarães, Alexandre Velloso. « When Knowledge Management Drives a Strategic Transformation Project ». International Journal of Sociotechnology and Knowledge Development 3, no 4 (octobre 2011) : 27–39. http://dx.doi.org/10.4018/jskd.2011100103.
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This article introduces and explores the case of a Brazilian Air Force Organisation, the Aeronautical Economy and Finance Secretariat, which based on different findings provided by knowledge management (KM) research, started a broad strategic transformation process to address KM specific issues while improving organisational performance. The case description is complemented by theory regarding strategic management applied to public organisations to underpin the perception that, for such organisations, not driven by market variables, KM may exert a positive influence as a trigger to strategic changes rather than other performance related aspects.
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Percy, William, et Kevin Dow. « The Coaching Black Box : Risk Mitigation during Change Management ». Journal of Risk and Financial Management 14, no 8 (27 juillet 2021) : 344. http://dx.doi.org/10.3390/jrfm14080344.
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A case study of strategic renewal in the Chinese education market, this paper explores a non-directive coaching model and its impact on risk mitigation, knowledge exchange and innovation in strategic renewal through the application of multi-tiered coaching and manager coaches. Through an ethnographic action research methodology, we ask “Can coaching mitigate organisational risk and increase the likelihood of positive outcomes in change management?” and “Can managers, acting as internal coaches, increase knowledge socialisation and mitigate risk in the change management process?” The paper finds that there is no inherent failure rate in the change management process and that a strategic management approach can mitigate risk liberating managers and organisations to seek to create the collaborative environments that support organisational learning and strategic renewal, thus moving beyond a narrative of failure to one of strategic empowerment and a strategic management approach to risk mitigation. We conclude that a data-driven approach to organisational learning and Professional Learning Communities helps teams to ask the right questions and to mitigate risk through better aligning the organisation to its strategic reality, exploiting organisational learning to achieve competitive advantage and ensuring that systems and processes continue to match the emerging strategic reality.
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Lehndorff, Steffen. « The governance of service work - changes in work organisation and new challenges for service-sector trade unions ». Transfer : European Review of Labour and Research 8, no 3 (août 2002) : 415–34. http://dx.doi.org/10.1177/102425890200800307.
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The paper describes the diversity and unity of work organisation in service activities. It distinguishes a trend to ‘service-sector Taylorism’ from a contrasting tendency of ‘professional autonomy', alongside the joint core described by the notion of ‘market-based governance’ of service work, which confronts the individual (service) worker with internalised markets. The new mode of governance has substantial impacts on working conditions. The concluding section discusses the need for a public debate on the shortcomings of service work organisation primarily driven by market forces. Market failures, such as labour shortages in social service activities, should be identified and confronted with a new basic assessment of the value of services and in particular social services. Trade unions may contribute to this debate by developing their own paradigms of good service work.
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Edwards, A. G. « OUTSOURCING—A GLOBAL PERSPECTIVE ». APPEA Journal 37, no 1 (1997) : 575. http://dx.doi.org/10.1071/aj96036.
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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.
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Starling, S. W. « CREATING COMPETITIVE ADVANTAGE FROM KNOWLEDGE MANAGEMENT AND INFORMATION SHARING ». APPEA Journal 40, no 1 (2000) : 587. http://dx.doi.org/10.1071/aj99038.
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Petroleum companies are being challenged to exploit complex reservoirs, operate in remote regions and employ advanced technology to meet stock market demands for increased shareholder value.However, many companies face these challenges with a diminished pool of experienced staff due to organisation downsizing, outsourcing of activities and the retirement of older employees.To combat this erosion of experience, knowledge management programs that aim to formalise the generation and leverage of expertise and skills are becoming an important means of creating and sustaining competitive advantage.To be effective, these knowledge management programs must be driven by the business needs and bring together people, processes, and technology to focus on how knowledge creates value for the organisation.An important consideration for many organisations is bringing about a cultural change which encourages knowledge management and promotes information sharing. Successful change requires leadership, resources, and appropriate rewards.The case studies presented describe how an Australian production company is planning systems to manage the capture, organisation, and sharing of knowledge, and how a multinational exploration company is implementing technology to facilitate information sharing initiatives to access, analyse, and apply knowledge around the world.
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Birt, M., T. Wallis et G. Winternitz. « Talent retention in a changing workplace : An investigation of variables considered important to South African talent ». South African Journal of Business Management 35, no 2 (30 juin 2004) : 25–32. http://dx.doi.org/10.4102/sajbm.v35i2.654.
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In a workplace characterised by market-driven turnover, organisations attempting to retain those employees considered core to their purpose and continued success (referred to as ‘talent’) face a huge challenge in determining the factors instrumental in minimising turnover amongst this group. This research aimed to identify the variables important to this group of valued employees, with a specific focus on the South African context. In addition, it was aimed to discover the relative importance of intrinsic and extrinsic variables to South African talent, particularly when these are considered as factors in their decisions to leave the organisation. It was found that South African talent placed great importance on intrinsic variables, although market opportunities were also considered highly significant in employees’ decisions to leave. The variable of ‘Concern with employment equity and affirmative action’ was revealed as a specifically South African variable, but it was not ranked as one of the participants’ top five most important variables influencing retention.
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POTTER, STEPHEN, et ROBIN ROY. « USING SCENARIOS TO IDENTIFY INNOVATION PRIORITIES IN THE UK RAILWAY INDUSTRY ». International Journal of Innovation Management 04, no 02 (juin 2000) : 229–52. http://dx.doi.org/10.1142/s1363919600000081.
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In the face of increasing uncertainty in market, technology and political/social trends, scenarios have come to be used to explore how an organisation could plan for a range of possible futures. This paper outlines four scenarios for the future of UK rail transport up to 2010, developed in the run-up to the privatisation of British Rail in the late 1990s. The scenarios, cost-driven, quality-driven, technology-driven and environment-driven, were produced to identify areas of strategic R&D needed to improve rail's competitiveness in the transport market. Each scenario is illustrated by a typical passenger "journey" and leads to a different set of R&D needs and priorities. The paper concludes with an assessment of the scenarios five years since they were written, in the light of actual developments since UK rail privatisation. This indicates that the focus to date has been on the cost and quality-driven approaches although there may be a shift towards technological and environmental priorities in the next decade.
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Batko, Roman, et Jan Kreft. « The superfluousness of CSR in media organisations ». Journal of Organizational Change Management 30, no 1 (13 février 2017) : 91–105. http://dx.doi.org/10.1108/jocm-09-2015-0172.
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Purpose However, the scale of corporate social responsibility (CSR) implementation in Polish media organisations is diversified. The survey, which was conducted among the CEOs of some regional radio broadcast partnerships in Poland, indicates that only one of them has in fact accepted the CSR solutions. The majority of this group think there is no need to implement CSR because they consider it to be a duplication of the public media mission. Considering commercial media, all the biggest TV and radio stations apply CSR. The pressure is manifested by the fact that numerous media organisations – commercial and public ones – have accepted solutions of CSR. The paper aims to discuss these issues. Design/methodology/approach To verify the hypotheses, a survey was conducted from January to June 2015, in 12 (out of 17) Polish regional radio stations (independent partnerships). The research was of quality character – each media organisation selected for the survey was a separate case study. To collect the required data, two research methods were applied: in-depth interviews with the radio station CEOs (N1-N12); analysis of organisation documents concerning the mission of public organisations. We assumed that an in-depth analysis of a fragment of the empirical material in the form of a case study comes as an element of universal experience, and it reflects the universe (Denzin and Lincoln, 2009). Findings The survey suggests that only one organisation implements CSR standards. Its CEO, however is mainly driven by business reasoning. He considers that “it is an excellent tool to improve the image of the organisation in the advertisement market” and “a good way to present a radio company as a reliable business partner”. Research limitations/implications A critical attitude to CSR in media organisations has a double source: generally, CSR is not adequate to all organisations; CSR multiplies social functions of a media organisation, and a role which it plays in the society. It comes as an immanent feature of the way how a media organisation functions in its basic dimension. As presented above, the attempt to define specific elements, which allow us to analyse the level of “advance” characteristic for a media organisation, drives us to a following conclusion: communication and implementation of the CSR standards seems natural in the context of such activities of media companies as placing orders (relations with business partners, internal policy of employment, etc.), however, it only comes as a confirmation of such expectations from media organisations which are connected with maintenance of journalist standards. Practical implications As the survey of the CEOs of Polish public radio companies suggests, the problem of multiplying social responsibility of media refers, first of all, to public media. Majority of the executives considers CSR as duplication of fulfilling the public mission, and as some superfluous practice in public media. Social implications Considering this situation, it is possible to state that the concept of CSR, first of all, results from the presence of media entities in the market, where they compete mainly for the attention of listeners and advertisers. The consumer-investor dimension of media operations also contributes to the perception of CSR as the operation which is apparently pro-social, however which truly aims at increasing the company value by the improvement of its image as goods and service provider. Originality/value The source of acceptance for public media is a strong belief in social value of honest and competent information reporting and its contextualisation. At the same time, however, a basic deteriorating factor of media legitimisation is their transformation into market-oriented economy. Commodification of media means constant pressure to increase the role of “business” rhetoric and “business” solutions. The pressure is manifested by the fact that numerous media organisations – commercial and public ones – have accepted solutions of CSR.
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Silva, Minelle E., Gustavo Picanço Dias et Stefan Gold. « Exploring the roles of lead organisations in spreading sustainability standards throughout food supply chains in an emerging economy ». International Journal of Logistics Management 32, no 3 (14 janvier 2021) : 1030–49. http://dx.doi.org/10.1108/ijlm-05-2020-0201.
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PurposeThis paper investigates how food supply chains (SCs) introduce sustainability standards (i.e. organic and/or Fair Trade labels). The authors combined the concepts of power and dependence with types of governance mechanisms to analyse for-profit and cooperative organisations. The authors explored nuances of how lead organisations are spreading sustainability standards.Design/methodology/approachFour cashew nut and honey SCs were investigated as case studies in Brazil, with data gathered through 15 interviews, secondary data and field visits. Data were examined through a content analysis process following a combined deductive and inductive approach.FindingsSustainability is spread driven by market pressure, mainly through the diffusion of technical information, either by lead organisations enablers or inter-organisational relations. The authors found that the type and structure of organisations impact the source of power (mediated or non-mediated) and level of mutual dependence between buyer and supplier. For instance, suppliers that hold a strategic position use direct governance mechanisms, which, in turn, lessens the power imbalance in regard to the lead organisation. The authors found in the analysis, a close relation between governance mechanisms and the spread of sustainability, which is ultimately based on strong SC relationships.Practical implicationsBy recognising their role and the contingencies in spreading sustainability standards along the SC, managers of lead organisations can better design their relationships as well as create strategies to increase their supply chain sustainability (SCS) performance.Originality/valueThis paper contributes to the underexplored issue of how sustainability standards are spread throughout SCs in Latin America. Also, it shows how different types of SC rely on governance mechanisms that foster SCS.
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Boscheck, Ralf. « Health-Care Cost Containment through Evidence-Based Competition : On the Rebirth of an Old Idea and the Chances for Implementing It Today ». World Competition 34, Issue 4 (1 décembre 2011) : 661–74. http://dx.doi.org/10.54648/woco2011052.
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The Organisation for Economic Co-operation and Development (OECD) expects market-driven reforms to increase the efficiency of health-care systems particularly if policymakers succeed in aligning incentives for multiple product and service suppliers to guarantee treatment outcome. The health-care reform of the Obama Administration reflects this approach. However, similar to the previous reform initiatives, it will be unable to ensure an efficient supply of necessary care unless performance is clearly defined in terms of treatment outcome. US regulatory initiatives, complementing the health-care bill, could put an end to the recent history of ill-defined market-driven reforms. The challenge is to navigate rather different views on the accessibility and marketability of different levels of outcome data and to coordinate seemingly conflicting regulatory agendas to promote properly constituted health-care markets.
Thèses sur le sujet "Market-Driven Organisation"
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MASCHERPA, SERENA. « Born global companies as Market- Driven organisations : an empirical analysis ». Doctoral thesis, Università degli Studi di Milano-Bicocca, 2012. http://hdl.handle.net/10281/27829.
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In today’s highly competitive global markets, companies compete in conditions of extreme economic, technological and socio-political instability. In many countries, because of the globalisation of markets, advances in transportation and communications technologies and the convergence of technologies of digital communication, more and more small and medium sized companies are pursuing opportunities in global markets. Globalisation has increased the level of competition, weakening barriers to entry in several markets; technology has accelerated the speed of structural changes in demand, reducing product and sector life cycles. These radical changes can neither be ignored nor avoided. In addition, they confirm that nowadays a global growth is necessary for every company. Especially in rapid changing and unpredictable global environments, where small and medium companies often operate, organisational capabilities contribute most to the expansion and performance in markets.
Drawing on the Resource Based View and dynamic capability view, this PhD thesis explores the expansion into global markets of a sample of Italian manufacturing small and medium sized companies. In particular, given the growing importance of intangible assets as sources of competitive advantage, this work examines how some organisational capabilities affect the probability of a company being classified as a born global (that is, a company that has experienced early and rapid expansion into global markets) or as a traditional exporter (that is, a company that has experienced a more slow and gradual expansion into global markets). The logistic regression analysis confirms that entrepreneurial orientation and networking capability are significant determinants of born global. Furthermore, linear regressions analyses confirm firstly that born globals perform much better than their counterparts do and secondly that entrepreneurial orientation affects their performance on global markets.
Finally, as an “emerging issue”, based on Market Driven Management Theory, this PhD thesis suggests that born global companies are similar to Market Driven Organisations because of their outside-in perspective, outward orientation towards opportunities, global proactive attitude and networking capability, which permit them to expand and outperform in global markets faster and better than competitors.
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Kader, Salim Abdul. « Developing an effective people management strategy to support and enable a manufacturing-based organisation in its transformation into a demand-driven market leader ». Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53357.
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Thesis (MBA)--Stellenbosch University, 2003.ENGLISH ABSTRACT: The aim of this study is to develop an effective people management strategy that will enable manufacturing-based organisations to transform into demand-driven leaders. An effective people management strategy enables transforming organisations to position intellectual capital at the heart of organisational strategy in order to create a competitive advantage and long-term sustain ability. This study provides a step-by-step design blueprint for developing a generic people management strategy, while illustrating the contextual application thereof within the transformational journey of an organisation called Tiger Food Brands. This step-by-step approach involves an examination of the case for change within organisations in order to develop a people strategy that drives the desired future state of the organisation around key people factors. A well-designed people strategy then creates the strategic framework for repositioning the role of the Human Resources (HR) function, as well as for developing a comprehensive HR workplan that maps the appropriate HR outputs, drivers, measures and structures required to deliver the people strategy. The design of the people management strategy culminates in the development of HR interventions to support the strategic HR workplan of Tiger Food Brands. The design of an effective people management strategy is a holistic, integrated and sequential process that establishes the strategic role of people in an organisation while enabling the HR function to deliver as a strategic business partner.
AFRIKAANSE OPSOMMING: Die studie projek poog om 'n effektiewe menslike hulpbronne strategie te ontwikkel wat vervaardigings gebasseerde organisasies in staat stelom hulself te herposisioneer as mark gedrewe leiers. Die daarstel van 'n effektiewe menslike hulpbronne strategie posisioneer intelektuele kapitaal midde die organisasie strategie en skep sodoende 'n kompeterende voordeel wat langtermyn volhoubaarheid bevorder. Die studie projek verskaf 'n metodologie vir die ontwikkelling van 'n generiese menslike hulpbronne strategie. Die praktiese toepassing daarvan word geillustreer binne die grootskaalse veranderingsproses wat plaasvind in Tiger Food Brands. Die metodologie ondersoek die rede vir verandering binne organisasies en poog om die kritiese menslike hulpbron faktore te identifiseer wat die organisasie in staat sal te stelom sy toekomstige veranderde staat te bereik. Die menslike hulpbronne strategie skep die strategiese raamwerk om die rol van die menslike hulpbron funksie te herposisioneer. Dit stel die menslike hulpbronne funksie in staat om 'n omvattende werkplan op te stel wat die relevante prestasie uitsette, metings en strukture identifiseer wat benodig word om die gekose strategie uit te voer. Verder word die relevante intervensies geidentifiseer en ontwikkel om die Tiger Food Brands strategiese menslike hulbronne werkplan tot uitvoer te bring. Die ontwikkeling van 'n effektiewe menslike hulpbronne strategie is 'n holistiese en geintegeerde proses wat die strategiese rol van menslike kapitaal in die organisasie beklemtoon. Dit stel die menslike hulpbronne funksie in staat om sy rol as strategiese besigheidsvernoot te vervul.
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Wemby, Annika. « Crafting a Dual-Market Strategy : A case study of Burberry ». Thesis, Kristianstad University, School of Health and Society, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-6889.
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In today’s competitive environment, companies compete for the same customers. Therefore, it is important to be able to satisfy the ever changing needs of customers. Companies can satisfy customer demand by learning about the customer and by alternating offerings in accordance to changing needs. These are actions undertaken by market driven companies. Alternatively, market driving companies satisfy customer demand by being creative and by focusing on customers’ future needs, an action which implies educating customers. However, there are also companies which pursue both of these strategies simultaneously. The purpose of this dissertation is to examine how companies implement a dual-market strategy, and how the strategy is incorporated into the business. Based on literature on closely related research fields, a framework is developed. This framework suggests that certain components influence a dual-market strategy. A study is conducted on the luxury fashion company Burberry. Through semi-structured interviews with employees at Burberry, this study investigates how the company’s use of a dual-market strategy affects the organisational culture and vision. The results indicate that the phenomenon of duality is noticeable in the company’s culture and vision. Due to the lack of research on a dual-market strategy, this study attempts to provide a deeper understanding of the phenomenon of duality. Companies can use the conclusions drawn from this study, as guidelines for how to pursue a dual-market strategy. However, more research is necessary before any generalisations can be made.
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Schulz, Jörn. « Insights, Ideen und Innovationen : Ethnografische Nutzerforschung als Methode der Innovationsentwicklung ». Doctoral thesis, Humboldt-Universität zu Berlin, 2017. http://dx.doi.org/10.18452/18466.
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Ein Blick in die Innovationsabteilungen international agierender Konzerne wie z.B. Intel, Google, Nokia, IBM oder die Deutsche Telekom verrät: große Unternehmen setzen auf ethnografische Forschung bei der Innovationsentwicklung. Unter Fachbezeichnungen wie Business Anthropology, Corporate Ethnography, Commercial Ethnography und anderen ist dabei ein Wissenschaftszweig der Ethnologie und Kulturanthropologie entstanden, der sich mit dem Einsatz von Ethnografie im privatwirtschaftlichen Bereich auseinandersetzt. In diesem Diskurs über Ethnografie im Dienste der Privatwirtschaft ist diese Dissertation zu verorten. Dabei geht es um Ethnografie, die eingesetzt wird, um latente Bedürfnisse und Wünsche sowie Alltagsprobleme von Nutzern zu identifizieren und daraus Ideen für innovative Produkte und Services entwickeln zu können, die in die Lebenswirklichkeiten der Nutzer passen. Anhand der Fallstudienbeschreibung einer ethnografischen Nutzerforschung für das Projekt FLEX 2.0 beim Team User Driven Innovation (UDI) in den Telekom Innovation Laboratories (T-Labs) soll exemplarisch illustriert werden, wie Ethnografie in der Privatwirtschaft verstanden wird und wie sie durchgeführt werden kann. Einer der zentralen Aspekte dieser Dissertation ist es zu erörtern, ob der Einsatzkontext Auswirkungen auf die Ethnografie hat und welche das gegebenenfalls sind.
Entstanden ist dabei eine Dissertation, die dreierlei Punkte erfüllen soll: 1. Der Text möchte eine bei UDI durchgeführte ethnografische Nutzerforschung möglichst transparent und nachvollziehbar machen und durch eine szenische Darstellung Schritt für Schritt zeigen, wie ethnografische Forschung in der Privatwirtschaft aussehen kann. 2. Diese Arbeit ist auch als eine Anleitung für das Durchführen einer eigenen ethnografischen Nutzerforschung zu lesen. Praxistipps, Kontextinformationen und einige Dokumentenvorlagen sollen helfen, die Organisation einer ethnografischen Nutzerforschung zu vereinfachen. 3. Auf methodologischer Ebene erörtert der Text, was der Einsatz von Ethnografie in der Privatwirtschaft für die Methodologie bedeutet und welche Implikationen dies hat.A look at the innovation divisions of internationally active corporations such as Intel, Google, Nokia, IBM or Deutsche Telekom reveals that large companies rely on ethnographic research for their innovation development. Under names such as Business Anthropology, Corporate Ethnography, Commercial Ethnography, and others, a branch of ethnology and cultural anthropology has emerged, dealing with the use of ethnography in the private sector. This dissertation is situated in the discourse on ethnography in the service of the private economy. It is about ethnography that is used to identify latent needs and desires as well as everyday problems of users and to develop ideas for innovative products and services that fit into the life experiences of the users. With the help of the case study of an ethnographic user research for the project FLEX 2.0 at the team User Driven Innovation (UDI) in the Telekom Innovation Laboratories (T-Labs), an example is presented of how ethnography is understood in the private sector and how it can be carried out. One of the central aspects of this dissertation is to discuss whether the use in this context has an impact on ethnography. The dissertation covers three major points: 1. The text aims to make the ethnographic user research carried out at UDI as transparent and comprehensible as possible and to show step by step how ethnographic research can look in the private economy. 2. The text can also be read as a how to guide for carrying out ethnographic user research. Practical advices, contextual information, and some document templates will help to simplify the conduction of ethnographic user research. 3. At the methodological level, the text discusses what the use of ethnography in the private economy means for the methodology and what implications this has.
Livres sur le sujet "Market-Driven Organisation"
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Third Party Access in European Gas Industries : Regulation-Driven or Market-Led ? Brookings Institution Press, 1991.
Trouver le texte intégralChapitres de livres sur le sujet "Market-Driven Organisation"
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« Rustom Kanga ». Dans Exploring the Economic Opportunities and Impacts of Migrant Entrepreneurship, 24–38. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-4986-8.ch003.
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Taking risks and having patience – this was the ethos that would propel Rustom Kanga into unparalleled success as the CEO and Founder of iOmniscient, a global technology leader in automated intelligent video solutions. Rustom established iOmniscient in 2001 after seeing a gap in the market for artificial intelligence-driven security analytic technology. In his journey to grow the company and develop commercially viable products, Rustom faced many obstacles, namely in getting venture capitalists to fund his business selling a completely new innovation that was first on the market. Through hard work and discipline, however, Rustom grew iOmniscient, and now it is the longest standing AI security systems organisation in the world, operating across 12 countries. This chapter explores how Rustom persevered to grow his start-up into a multiple-award-winning organisation and the valuable lessons he learnt along the way.
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Soonthodu, Sachin, et Susheela Shetty. « Innovative Technology and Human Resource Management ». Dans Research Anthology on Human Resource Practices for the Modern Workforce, 606–18. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3873-2.ch032.
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Technology plays a crucial role in inclusive growth of modern human management systems. Recruitment, hiring, training, retaining, workplace administration, and optimizing workforce environment are the major functions of human resources management. Adopting innovative technology within the organisation enables the managers to accumulate and deliver the information as well as communicate with employees more effectively. India, as one of the developed countries, is successfully integrating technology in human resource management systems to ensure market-driven product and service development. Technology makes jobs easy; at the same time, it threatens the job market by reducing the human resource requirement to perform particular tasks. An effective human resource management should have the ability to integrate technology and the human resource for the better development of an organisation. This theoretical study focuses on various technologies adopted by the human resource management to make the workplace effective and highly productive.
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Soonthodu, Sachin, et Susheela Shetty. « Innovative Technology and Human Resource Management ». Dans Global Challenges and Strategic Disruptors in Asian Businesses and Economies, 257–69. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4787-8.ch016.
Texte intégralRésumé :
Technology plays a crucial role in inclusive growth of modern human management systems. Recruitment, hiring, training, retaining, workplace administration, and optimizing workforce environment are the major functions of human resources management. Adopting innovative technology within the organisation enables the managers to accumulate and deliver the information as well as communicate with employees more effectively. India, as one of the developed countries, is successfully integrating technology in human resource management systems to ensure market-driven product and service development. Technology makes jobs easy; at the same time, it threatens the job market by reducing the human resource requirement to perform particular tasks. An effective human resource management should have the ability to integrate technology and the human resource for the better development of an organisation. This theoretical study focuses on various technologies adopted by the human resource management to make the workplace effective and highly productive.
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Whig, Pawan, Arun Velu et Pavika Sharma. « Demystifying Federated Learning for Blockchain ». Dans Demystifying Federated Learning for Blockchain and Industrial Internet of Things, 143–65. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3733-9.ch008.
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Blockchain genuinely has the power to revolutionise the energy market mechanism by introducing smart PPAs (purchase power agreements), smart micro grids, and REC certificates. By converting energy resources into digital commodities that can be exchanged on a blockchain, new investment and trading possibilities that allow new players to join easily and encourage innovations will be enabled. It may also contribute to a shift driven by the organisation to address the issue of last mile connectivity. While recent grid developments have broadened the use of advanced control techniques, the next-generation grid requires technology that makes it simpler to connect distributed energy services (DERs) for users who both acquire and sell power seamlessly. This chapter will present a case study of a blockchain-based optimization paradigm and framework for crowd-sourced operations.
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Lyon, David, Lynette Steele et Cath Fraser. « Smaller by Design ». Dans Open Learning and Formal Credentialing in Higher Education, 98–120. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-8856-8.ch006.
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Much of today's higher education landscape, particularly for vocational training providers, is market driven and highly reflexive to consumer needs. Industry and employers who require specific professional credentials have a strong influence on programme design and curriculum development. In this chapter, we will explore New Zealand's first and only qualification for offshore and onshore professionals working with future immigrants. This qualification draws on features of open learning courses, and illustrates a pathway for education delivery that moves beyond traditional models into a 21st Century modality. The student demographic comprises a large number of mature learners, who have enrolled to gain formal credentials in their field, are moving to a new career, or may be seeking additional expertise to complement a suite of skills to offer their organisation, or as self-employed contractors/consultants. This population is a good example of lifelong learning applied to personal and professional lifestyle choices.
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Rouillard, Josselin, et Jean-Daniel Rinaudo. « Managing a common resource in agriculture : an overview of the French nested water allocation system ». Dans Water Resources Allocation and Agriculture, 105–16. IWA Publishing, 2022. http://dx.doi.org/10.2166/9781789062786_0105.
Texte intégralRésumé :
Abstract Water resources in France are the focus of much social and political attention with recurring conflicts between agriculture and environmental organisations. The last 30 years have seen a major transition from open to regulated access to water resources, which has required a deep transformation of the regulatory framework, the development of new planning procedures at different nested levels, the establishment of new organisations, the development of hydrological, hydrogeological and environmental knowledge and significant social change. Nowadays, the French allocation regime has distinct characteristics, giving priority in allocation to the environment and relying on permits that can be modified or cancelled by the State without compensation. A move towards co-management has nevertheless occurred where authorities, users and stakeholders jointly define allocation rules. Co-management is deployed at different nested levels, from river basin district to catchment level and agricultural user communities. In particular, the establishment of agricultural users' organisations (OUGCs) is an innovative attempt to organise reallocation without relying on market mechanisms. The French model still faces major challenges in the future, due to imperfect allocation institutions and increased scarcity and droughts driven by climate change which will further question allocations between water uses and the environment.
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Osanna, P. H., N. M. Durakbasa, M. E. Yurci et J. M. Bauer. « Enterprise Information Systems for Business Integration in Global International Cooperations of Collaborating Small and Medium Sized Organisations ». Dans Advances in Business Information Systems and Analytics, 175–86. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-892-5.ch010.
Texte intégralRésumé :
The importance of small and medium sized enterprises (SMEs) is today far beyond any discussion in countries all over the world - in European countries as well as in Asia and in USA, in Africa as well as in Latin America. To meet market demands in the present and future global industrial world, manufacturing enterprises of any kind and any size must be flexible and agile enough to respond quickly to product demand changes. With the support of artificial intelligence and modern information technology, it is possible to realise modern cost-effective customer-driven design and manufacturing taking into account the importance and basic role of quality management and metrology. This will be especially possible on the basis of the innovative concept and model for modern enterprises the so-called “Multi-Functions Integrated Factory – MFIF” that makes possible an agile and optimal industrial production in any kind of industry and especially in up-to-date SMEs.
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Osanna, P. H., N. M. Durakbasa, M. E. Yurci et J. M. Bauer. « Enterprise Information Systems for Business Integration in Global International Cooperations of Collaborating Small and Medium Sized Organisations ». Dans Information Resources Management, 816–30. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch320.
Texte intégralRésumé :
The importance of small and medium sized enterprises (SMEs) is today far beyond any discussion in countries all over the world - in European countries as well as in Asia and in USA, in Africa as well as in Latin America. To meet market demands in the present and future global industrial world, manufacturing enterprises of any kind and any size must be flexible and agile enough to respond quickly to product demand changes. With the support of artificial intelligence and modern information technology, it is possible to realise modern cost-effective customer-driven design and manufacturing taking into account the importance and basic role of quality management and metrology. This will be especially possible on the basis of the innovative concept and model for modern enterprises the so-called “Multi-Functions Integrated Factory – MFIF” that makes possible an agile and optimal industrial production in any kind of industry and especially in up-to-date SMEs.
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Osanna, P. H., N. M. Durakbasa, M. E. Yurci et J. M. Bauer. « Enterprise Information Systems for Business Integration in Global International Cooperations of Collaborating Small and Medium Sized Organisations ». Dans Business Information Systems, 1560–70. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-969-9.ch096.
Texte intégralRésumé :
The importance of small and medium sized enterprises (SMEs) is today far beyond any discussion in countries all over the world - in European countries as well as in Asia and in USA, in Africa as well as in Latin America. To meet market demands in the present and future global industrial world, manufacturing enterprises of any kind and any size must be flexible and agile enough to respond quickly to product demand changes. With the support of artificial intelligence and modern information technology, it is possible to realise modern cost-effective customer-driven design and manufacturing taking into account the importance and basic role of quality management and metrology. This will be especially possible on the basis of the innovative concept and model for modern enterprises the so-called “Multi-Functions Integrated Factory – MFIF” that makes possible an agile and optimal industrial production in any kind of industry and especially in up-to-date SMEs.
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Jane K, Winn. « Part II Trade Finance Technology, 12 Will Blockchain Transform Trade Finance ? » Dans Trade Finance. Oxford University Press, 2021. http://dx.doi.org/10.1093/law/9780198854470.003.0012.
Texte intégralRésumé :
The administration of cross-border trade remains dominated by complex, old-fashioned, hybrid human-computer-paper systems long after disruptive innovations have transformed commerce in many other domains. Interest in blockchain is driven by the desire to cut through the ‘Gordian knot’ of complex, fragmented, anachronistic legacy trade-finance systems now in use. Blockchain advocates believe it is superior to the legacy database technologies currently in use in all important transaction-processing systems and designed to work within hierarchically networked computer systems controlled by large organisations. These advocates appear unaware, however, of the wide range of practical functions performed by different elements of existing trade finance systems, and are thus proposing alternatives that cannot perform all the functions of the systems they propose to replace. This kind of mismatch between real-world business requirements and the theoretical advantages of blockchain alternatives goes a long way to explain the failure of any blockchain projects to achieve widespread success in the market. Incremental efforts to transform trade finance in light of actual stakeholder requirements are both less vulnerable to speculative bubbles and more likely to meet the actual requirements of the many, diverse participants in global trade-finance systems today.
Actes de conférences sur le sujet "Market-Driven Organisation"
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Ruggeri, Gaetano, et Luigi Brusa. « Management of Radioactive Waste and Materials Arising From the Decommissioning of Italian Nuclear Power Plants ». Dans ASME 2001 8th International Conference on Radioactive Waste Management and Environmental Remediation. American Society of Mechanical Engineers, 2001. http://dx.doi.org/10.1115/icem2001-1183.
Texte intégralRésumé :
Abstract Scope of the paper is to summarise the experience about management of materials arising from decommissioning of Italian NPPs, and to illustrate criteria, procedures and systems, which Sogin is defining to manage the problem of the clearance of sites and materials, considering the international experience and boundary conditions existing in the Country. Since 1962 Enel (the largest Italian utility for electric power) has operated the four Italian nuclear power plants: Garigliano (160 MWe BWR), Latina (210 MWe GCR), Trino (270 MWe PWR) and Caorso (882 MWe BWR). These NPPs were shutdown in the 80’s: Garigliano NPP was shutdown in 1982 following a decision made by Enel, based on technical and economical reasons, Latina, Trino and Caorso NPPs following decisions made by the Italian Government after the Chernobyl accident. The “deferred decommissioning (SAFSTOR)” was the decommissioning strategy selected by Enel and approved by the competent Authorities, due to the lack of a repository for the disposal of radioactive materials and of release limits for clearance of materials. Activities have been started aimed at reaching the “Safe Enclosure” condition, which would have lasted for some decades, before final dismantling of plants. In 1999 the liberalisation of the Italian electricity market led Enel to separate its nuclear activities, forming a new Company, named Sogin, to which decommissioning Italian NPPs was committed. At the same time, considering pressures, both at national and local level, to adopt the “prompt decommissioning (DECON)” strategy, in December 1999 the Italian Minister of Industry, with the intent to accelerate the dismantling of Italian NPPs, presented the plans to create a national repository for nuclear waste, and asked Sogin to revise the decommissioning plans, according to the new global strategy, taking into account all the relevant technical, organisational, financial and legislative aspects of the problem. As the DECON strategy enhances the importance of “clean-up” both of sites and materials, the related aspects are held in due consideration in developing the decommissioning plans, which deal with the following: • characterisation of plant systems, components and structures; • decontamination and dismantling techniques; • monitoring of dismantled materials for clearance; • treatment of dismantled, radioactive materials (which cannot be cleared), prior to disposal; • treatment and conditioning of radioactive waste, prior to disposal; • final clearance of sites. Authorisation requirement related to the release, recycle and reuse of materials produced during plant decommissioning, together with the acceptance criteria for disposal of radioactive materials, are of key importance, considering that the change in decommissioning strategy increases the quantity of radioactive waste to be disposed of, the costs for waste treatment, transportation and disposal, and the capacity of the national repository. In this connection, Sogin is discussing with competent Authorities and Bodies in order to define clearance criteria and disposal acceptance criteria, which neither impair nor complicate the future dismantling operations. In (1) details are given about Italian decommissioning Regulation, decommissioning strategy and Organisation, in order to show the boundary conditions, which exist in Italy for planning and development of NPPs Decommissioning Projects. In the following paragraphs the decommissioning strategy is summarised first together with some critical items of decommissioning; then the Italian regulation about the management of radioactive waste is reported. The management of waste and materials, which will arise from the decommissioning of Italian nuclear power plants, is driven by the requirements imposed by the competent Authorities basing on this regulation.
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Coutinho, Carlos, Ricardo Jardim-Goncalves et Adina Cretan. « Sustainable Interoperability of Negotiation of Manufacturing Robotic Machining Processes ». Dans ASME 2013 International Mechanical Engineering Congress and Exposition. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/imece2013-64891.
Texte intégralRésumé :
The rise of new service-oriented technologies drives new ways to perform interoperability between manufacturing companies, even in areas not directly connected to the manufacturing enterprise core business. The aerospace segment is a highly competitive area, supported by numerous partners and applications which need to collaborate and be interoperable. Particularly, the subcontracted small and medium enterprises (SMEs) need to be flexible towards the changes that are imposed by the major contractors, doing so at the lowest cost. This paper proposes a framework based on Model Driven Interoperability (MDI) and service orientation principles, which advocates negotiations as a pillar mechanism towards the achievement of sustainable interoperability in manufacturing organisations acting in the same industrial market, using a service-oriented platform. The framework encompasses a set of tools that implement the business modelling and negotiation rules, including a reference ontology, and supported by a set of cloud-based services deployed in a cloud infrastructure. The underlying complexity is to model the dynamic environment where multi-attribute and multi-participant negotiations are racing over a set of heterogeneous resources. The evolution of the negotiations is performed through the use of the metaphor Interaction Abstract Machines (IAMs). This framework is then illustrated by the case study of the European Space Agency – Concurrent Design Facility (ESA-CDF) department, which performs feasibility studies for space missions.
Rapports d'organisations sur le sujet "Market-Driven Organisation"
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Motel-Klingebiel, Andreas, et Gerhard Naegele. Exclusion and inequality in late working life in the political context of the EU. Linköping University Electronic Press, novembre 2022. http://dx.doi.org/10.3384/9789179293215.
Texte intégralRésumé :
European societies need to increase the participation in work over the life course to support the provision of qualified labour and to meet the challenges for social security systems under the condition of their ageing populations. One of the key ambitions is to extend people’s working lives and to postpone labour market exit and retirement where possible. This requires informed policies, and the research programme EIWO – ‘Exclusion and Inequality in Late Working Life: Evidence for Policy Innovation towards Inclusive Extended Work and Sustainable Working Conditions in Sweden and Europe’ – aims to push the boundaries of knowledge about late working life and the potential of its inclusive and equal prolongation via a theoretically driven, gender-sensitive combination of multi-level perspectives. EIWO takes a life course approach on exclusion and inequality by security of tenure, quality of work, workplaces, and their consequences. It identifies life course policies, promoting lifelong learning processes and flexible adaptation to prolong working lives and to avoid increased exclusion and inequality. Moreover, it provides evidence for policies to ensure both individual, company and societal benefits from longer lives. To do so, EIWO orientates its analyses systematically to the macro-political contexts at the European Union level and to the policy goals expressed in the respective official statements, reports and plans. This report systematizes this ambitious approach. Relevant documents such as reports, green books and other publications of the European Commission (EC), the European Parliament (EP), the Organisation for Economic Co-operation and Development (OECD), as well as those of social partners and research institutions, have been systematically scanned and evaluated. In addition, relevant decisions of European summits have been considered. The selection of documents claims completeness regarding relevant and generally available publication, while relevance is defined from the point of view of EIWO’s interests. It is the aim of this report to provide a sound knowledge base for EIWO’s analyses and impact strategies and to contribute to the emerging research on the connection between population ageing and the European policies towards productivity, inclusiveness, equity, resilience and sustainability. This report aims to answer the following questions: How are EIWO’s conceptual classification and programme objectives reflected in the European Union’s policy programming? How can EIWO’s analyses and impact benefit from a reference to current EU policy considerations, and how does this focus support the outline of policy options and the formulating of possible proposals to Swedish and European stakeholders? The present report was written during early 2022; analyses were finalized in February 2022 and represent the status until this date.