Core Business Areas Research Articles

Evaluating potential quality of e-commerce order fulfillment service: A collective intelligence-driven approach

E-commerce order fulfillment service (E-COFS) plays a pivotal role in shaping consumer behavior in online marketplaces. The strategic outsourcing of the service allows e-commerce sellers to prioritize their core business areas, enhance customer satisfaction, and minimize fulfillment costs. However, a critical challenge lies in appraising the potential quality of E-COFS provided by third parties, especially when lacking historical information. To address this, this paper first designs a generalized framework for guiding the construction of the quantitative model for evaluating the potential quality of E-COFS. The proposed framework unfolds in three stages: (1) evaluating potential effectiveness of an E-COFS through quantifying stakeholders’ potential satisfaction from the E-COFS plan tailored by its provider, (2) evaluating its potential feasibility by quantifying the potential performance of the E-COFS quality management system (E-COFS-QMS) built by the provider on supporting the plan, and (3) integrating the above two parts to gauge the potential quality of the E-COFS. Building upon this framework, this paper then designs a novel quantitative model. Specifically, this model adopts the linguistic subjective judgment representation method and introduces basic uncertain linguistic information to achieve computing with words. Multiple stakeholders within e-commerce sellers are tasked with articulating their requirements, their preferences and expectations, and consensus reaching process is conducted to obtain the acceptable consensus among these stakeholders. Multiple experts from various domains are tasked with giving their subjective judgements on the performances of E-COFS and E-COFS-QMS, and a method of weighting individual judgments, which respects the reliabilities of individual judgements and the overall similarity in knowledge structures among the experts, is adopted to effectively tap into collective intelligence. Finally, a case study is conducted to validate the validity and feasibility of the proposed quantitative model.

AKHLAK CULTURE ORGANIZATION COMMUNICATION TOLL ROAD CONSTRUCTION COMPANY (STUDY AT PT JASA MARGA (PERSERO) TBK)

The cultural transformation of AKHLAK in the organization places a strong emphasis on the role of human capital as cultural actors to enhance competitiveness in the global market and position state-owned enterprises (BUMN) as talent factories. As a state-owned enterprise, PT Jasa Marga (Persero) Tbk must undergo transformation with AKHLAK Culture as outlined in the Circular Letter of the Ministry of State-Owned Enterprises Number: SE-7/MBU/07/2020 on Core Values. This includes the establishment of core values as the identity and adhesive for a work culture that supports sustainable performance improvement. This research aims to understand and explain the process of internalization and implementation of organizational culture values at PT Jasa Marga (Persero) Tbk, both at the central office and branches, encompassing construction services, traffic, and transactions as the company's core business with minimum service standards set by the government as the authority. The study adopts an interpretive paradigm with a qualitative approach and ethnographic methods characterized by extensive fieldwork involving data collection through interviews, observations, symbols, artifacts, and various other data sources. The analysis focuses on the central and branch organizations as customer service functions for toll road users. The findings indicate that the implementation of AKHLAK in various units, including the central office, operational work regions, and subsidiaries, has led to unique innovations and creativity, particularly noticeable in operational areas where there is a lack of specific AKHLAK guidance. However, the concentration of commitment reinforcement is limited to th e leadership level, creating a gap in implementation in the field units, the core business areas, where the services provided do not align with the core meanings and behaviors of the AKHLAK Cultural Values

Carbon Intensity During Oil and Gas Production Process

This report focuses on reviewing the types of carbon intensity metrics, and the use of such metrics across the oil and gas sector, to monitor progress towards transitioning away from fossil fuel production. Producers are under pressure to respond to challenging conditions resulting from increasing climate policy, tightening markets and a move away by investors. A number of commentators are suggesting that production may have peaked, given these emerging trends, and the post Covid-19 pandemic. From a combination of review and modeling, this report provides some key insights on carbon intensity metrics and the impact of different carbon intensities on future production, which are pertinent to the future strategies of the oil and gas sector – Narrow-scoped metrics that only include upstream emissions are insufficient for producers reporting on progress towards climate goals. The carbon intensity of the final product also needs to be considered, given that it is increasingly subject to increased demand-side policy e.g. in relation to carbon pricing, bans on the sale of internal combustion engines (ICEs) etc. Given that climate targets are expressed in absolute terms, the relative measure of progress provided by carbon intensity metrics is insufficient to guide progress towards net-zero emissions. As shown by the modelling, there is a significant decline in the levels of production permitted under climate targets by 2050. Given the need for diversification, metrics that account for scope 3 emissions will be important, to help monitor the transformation away from oil and gas. As discussed in this report, a number of IOCs appear to be making small steps in this direction, although their key business focus very much remains on oil & gas. As the IEA (2020a) has reported, less than 1% of capital expenditure is being spent outside of core business areas. However, cleaner operations are also important. Therefore, scope 1&2 metrics are still useful for minimising upstream emissions. The modelling highlights the impact for example of high carbon intensity gas resources (due to methane emissions) on their production levels. Unconventional resources, which tend to require more energy input per unit of extraction, and are more costly, appear unlikely to be exploited in our Paris-aligned case. Any assertion that higher carbon intensity production upstream can be offset by lower emissions downstream (e.g. via higher vehicle efficiency standards) is not supported by the modelling. This is particularly the case where these oil products areexported abroad to regions with low efficiency forms of transportation/limited environmental regulation. National oil companies (NOCs) have more potential to achieve emission reduction from operational emissions, although the incentives to do so might be lower (with far less scrutiny and reporting). Diversification is also likely to be more of a challenge for NOCs, due to the reliance of public budgets on revenues gained. However, a number of high-producing countries are vigorously exploring diversification strategies. Such strategies could include massively increasing support for renewable industries, and focusing on areas such as hydrogen production and CCS applications. For the large NOC producers, with the lowest-cost conventional reserves, it is likely that they may be able to continue producing for the longest time, as climate policy stringency increases. However, given that NOCs hold the largest reserves, risks of stranding will be greater in absolute terms.

Research on the Decision Method of R&D Investment in State Owned Enterprises Considering Multiple Factors

Research and development investment is a necessary resource guarantee for technological innovation and progress. Increasing research and development investment to promote production efficiency and gain competitive advantages is a strategic choice for many state-owned enterprises in China. The R&D investment of state-owned enterprises is the decision result of balancing external market demand and internal resource environment. Research suggests that state-owned enterprises should increase R&D investment in core business areas and strategic emerging areas, strengthen cooperation with external advantageous technological resources, form a virtuous cycle of “R&D - technological progress - dividend generation - R&D”, and achieve long-term sustainable development.

Activating Radical Innovation in Small and Medium Enterprises

The COVID-19 pandemic made organizations around the globe aware of the urgent need for Digitalization and Digital Transformation. Small and medium enterprises (SMEs) are no exception. Business Model Innovation (BMI) might be a solution to successfully adapt to the new circumstances and cope with the effects of the pandemic, and radical innovation can give organizations a long-term competitive advantage with the potential of making them resilient to future market disruptions. This study describes the design and execution of an intervention program - part of a government funded innovation support program in Austria - to activate SMEs so they can pursue radical innovations by experimenting with reinventing their business models. The purpose of the paper is to evaluate the acceptance and effectiveness of the program. As a research strategy we followed action research to plan interventions and reflect on the observations gained from each of 3 cases in order to optimize the actions for practice. The findings show that the SMEs have difficulties thinking far away from their core business areas. With the help of external stakeholders for idea generation, prototyping and experiment design and execution, SMEs can be activated to pursue radical business model innovations and adopt an open mindset embracing risk, uncertainty and ambidexterity. This study offers important practical insights and contributes to SME strategy development.

Data Science in Decision-Making Processes: A Scientometric Analysis

Purpose: The article concludes on the importance of scientometric analysis to present research areas and directions in data science in order to support decision-making process. Design/Methodology/Approach: Scientometric analysis. Findings: Article is part of scientometric research performed by authors that results in series of two separate papers. The first one described leading researchers and their area of interest who provide significant input into data science development. The current article quantitatively characterizes the literature thematically related to data science issues, particularly in decision-making processes. The scientometric method was used for data content analysis. The Scopus database was chosen as a source database to perform scientometric analysis. The authors identified core business areas where data science tools have been used in decision-making processes. It is also worth noting the correlation between domain areas and funding sources. Practical Implications: Executing scientific analysis can help to identify research directions in data science area. Originality/value: In our study, we showed that a significant increase in the number of scientific articles in the medical field is directly dependent on research funding institutions. The quantitative characteristics and evolution of keywords, which were the subject of the publications, are also presented. Research directions and their evolution over the years are as well indicated.

BIM adoption and implementation: focusing on SMEs

Purpose To reach its full potential, Building Information Modelling (BIM) should be implemented throughout the supply chain. The purpose of this study is to explore BIM implementation and adoption among Small and Medium Enterprises (SMEs) in the UK Architecture, Engineering and Construction (AEC) sector. The paper addresses two key issues: the slow rate and lack of homogeneity of BIM adoption in the SME sector. Design/methodology/approach The study uses qualitative and quantitative methods to investigate BIM uptake and test for correlations between organisational features and BIM aspects. The sample includes data from SMEs based in the South East of England, which are then analysed using descriptive and inferential statistics. Findings The results show that, although SMEs have some understanding of BIM-related concepts, their familiarity with existing BIM software support systems is particularly low. Limited financial capacity is identified as the primary barrier to BIM adoption while knowledge exchange initiatives are the most useful measure in facilitating further implementation. The variations of SMEs in the adoption and implementation of BIM are mostly affected by company size, professional discipline and offered services. The paper also demonstrates that a one-size-fits-all approach to BIM implementation in the AEC sector has limited potential. Originality/value The heterogeneity of SMEs in the AEC sector has been considered to a very limited extent. This paper considers the nature, characteristics and core business areas of SMEs as factors affecting BIM adoption and implementation.

Reviewing the progress of information and communication technology in the restaurant industry

Purpose The purpose of this study is to identify the progress of research of information and communication technologies (ICT) in the restaurant industry. More specifically, this paper reviews the main academic contributions from the area of hospitality and tourism over the past 18 years by addressing the adoption and implementation of ICT in restaurant activities. Design/methodology/approach This study analyses 68 full-length ICT research articles that were published in the period 2000-2018 in 29 journals (with Science Journal Citation Reports or Scimago Journal Rankings impact) and eight subject areas. Findings The review reveals a number of significant findings. It highlights the scarcity of contributions within academic research related to the area of hospitality and tourism focused on addressing the issue of ICT in restaurants. Moreover, and predictably, several dimensions clearly emerge from the consumer and supply perspectives as being the most prominent. On the one hand, the adoption of ICT has changed the behaviour of consumers in at least three dimensions: information search and evaluation of alternatives purchase decision and post-purchase behaviour. On the other hand, ICT has revolutionised the core business areas of restaurants by dramatically transforming the following areas: operational and strategic management, marketing and Web design, customer services, security, food and nutrition and human resources. Originality/value Given the fact that ICT in the restaurant industry remains a largely unexplored subject, this paper can offer a useful tool for researchers who pursue advances in this field, by providing an overview that outlines the main aspects that need further research.

Scientific and technological achievements of the oil and gas industry of Vietnam and strategies to address future challenges

Over more than 40 years of the Vietnam National Oil and Gas Group (PVN) development, Science and Technology has been played a very important role and significantly contribute to the success of PVN in all core business areas. This paper reviews the achievements of Science and Technology activities of PVN so far as well as point outs key strategies to address future challenges of oil and gas industry in Vietnam in order to improve productivity, quality, production, business efficiency, and to achieve sustainable development.

Innovation and Entrepreneurship in Japan: Why Japan (Still) Matters for Global Competition

Through the 1980s, Japan was significant in global competition largely by shaping global technological trajectories, transforming major global industries, and contributing to fundamental innovations in industrial production processes, creating enough wealth along the way to propel Japan to the world’s second largest economy. After the economic bubble burst in the early 1990s, however, other places such as Silicon Valley in the United States, moved to the forefront of transforming technology, industries, and production, creating vast wealth along the way. While Japan’s role in global competition seemingly became largely irrelevant from the 1990s onward, careful analyses reveal that Japan was in fact transforming quietly and gradually, but significantly. In a pattern of “syncretism,” Japan’s economic transformation was characterized by the coexistence of new, traditional, and hybrid forms of strategy and organization. This paper examines core areas of the “new” and emerging “hybrid” areas — the startup ecosystem and the efforts of select large firms to harness new forms of innovation from outside their corporate borders. Japan’s startup ecosystem, though still small compared to Silicon Valley, as is everywhere else, has dramatically transformed over the past twenty years through a combination of regulatory shifts, corporate transformations, and technological breakthroughs that have opened up vast new opportunities. Some large corporations such as Komatsu, Honda, Toyota, and Yamaha are undertaking innovative efforts of sorts unseen in Japan’s recent history to harness Silicon Valley and other startup ecosystems into their core business areas.

Thomson Consumer Electronics (a): Global Sourcing

After the acquisition of the former GE/RCA consumer-electronics company, Thomson Consumer Electronics is dealing with issues about global-sourcing activities. At heart is the consolidation/centralization of purchasing/sourcing activities conducted by 10 separate organizational subunits in Europe, Asia, and North America. The case was developed for a second-year MBA course on operations strategy but is also suitable for a global-operations management or a sourcing/purchasing course. Excerpt UVA-OM-0775 THOMSON CONSUMER ELECTRONICS (A): GLOBAL SOURCING As Joe Fogliano, executive vice president, Television Group, for Thomson Consumer Electronics (TCE), drove home in November 1990, he reflected on the two-hour presentation a prominent consulting firm had just made to him. The firm had been commissioned to provide an objective, in-depth analysis of the TV Group's worldwide purchasing/sourcing operations. The consultants had identified a number of opportunities for improvement. Foremost among Fogliano's concerns was whether and how to merge his European and North American sourcing operations. The consultants had confirmed Fogliano's belief that TCE had significant sourcing strengths, but he was, nonetheless, surprised at the consultant's suggestion that he needed to take a much more active role in meeting the long-term sourcing needs of the company. He was in the final phase of preparing the TV Group's budget, which he would present the following week in Paris, France, at the annual budget meeting of the Thomson Group's (TGP) top management. Management had been concerned with the severe reduction in consumer TV purchases in the United States and Europe during the last half of 1990 and the predictions of a worldwide recession in 1991. Background In 1990, Thomson S.A., a French company, was one of the world's leading electronics firms. Made up of some 150 different companies (82 French companies and 70 foreign companies were consolidated in 1989), it was active in two core business areas: professional electronics, represented by Thomson-CSF, the world's second-largest defense electronics corporation; and consumer electronics, represented by Thomson Consumer Electronics, the fourth-largest consumer electronics company in the world. Thomson Electromenager, which was managed separately from TCE, was France's top producer of home appliances and ranked high among the European market leaders. In 1990, the Thomson Group had facilities in 50 countries, and international markets accounted for 72% of its sales. Exhibit 1 provides selected information about Thomson Group. Thomson Consumer Electronics, a French-based company, was created in January 1989 to accommodate the merger of the U.S.-based Thomson Consumer Electronics, Inc., (TCE, Inc.) with the French-based Thomson Grand Public. TCE, Inc., had previously been established in 1987, in conjunction with Thomson's purchase of General Electric's consumer electronics business. TCE was organized into five major product/business groups as shown in Exhibit 2. The company's products, marketed under a wide variety of brand names around the world, included television sets, television tubes, video products (including videocassette recorders and camcorders), and audio products such as compact-disc players, radios, and stereo equipment. . . .

CONSUMER SAFETY IN THE POLICY OF THE EUROPEAN UNION

The aim of the article is to present the issue of consumer safety in the Policy of the European Union and is based on the analysis of the legal acts of the Union law and the subject based literature. A great variety of methods and techniques have been used for this research. The institutional-legal method has been applied for the analysis of the selected regulations of the Union law, while the comparative method has been used to exemplify the possible consumer threats. The use of particular elements of the systems’ analysis was possible as the consumer policy has been recognized as part of the European Community’s Policy subsystem. The first part of the article reveals that consumer safety is the one of the core business areas of The European Union. Modern consumer policy guarantees the buyers a high level of protection in the three basic social areas: health safety, economic safety and efficient judicial dispute resolution. Health protection guarantees that any goods purchased on the territory of the European Union are consumer safe. Economical safety is to prevent any illegal and unfair market practices. The alternative dispute resolution provides the consumers with a higher sense of security. Mediation or arbitration procedures are cheaper, faster and more convenient than the ordinary lawsuit. The safety standards are mostly created within the programme and strategies of consumer policy. The final part of the article includes conclusions and considerations relating to consumer safety in the European Union. Moreover, it indicates that there is a need to monitor certain areas of the Union trade market and detect any risk posing products. Key words : consumer policy; consumer safety; consumer product safety; consumer protection; alternative dispute resolution.

Use and acceptance of social software in corporate environments

Purpose – This paper aims at contributing to the knowledge regarding the use of social software in corporate environments. It analyses, in an exploratory way, the perceptions of social software managers (specifically blogs and wikis) regarding the implementation processes and actual usage of this type of applications within their companies. Design/methodology/approach – The paper follows a qualitative approach, with exploratory nature. Semi-structured interviews were conducted to collect social software manager's perceptions, and the resulting data were subjected to qualitative content analysis, from which several issues emerged and were analyzed. Findings – According to managers' perceptions, social software applications are helping companies regarding, in particular, knowledge management, project management, and internal communication issues. On the other hand, it seems clear that companies (and managers) need to adopt participation incentives, establish usage rules, implement monitoring and evaluation instruments, and broaden the scope of usage beyond core business areas. Research limitations/implications – The analysis reflects the managers' perceptions expressed in semi-structured interviews made on a limited number of companies where most application users have technological academic formation or experience. Further research efforts should overcome these limitations by including a wide variety of companies (from other activity sectors), with a wider diversity of application user profiles. Also, input from application users should be taken into account in the analysis, as well as some quantitative indicators (regarding actual usage, for instance). Originality/value – The paper contributes to the knowledge regarding the use of social software, namely blogs and wikis, in corporate environments, an area where further research is needed. The analysis and reported findings can be of value to managers responsible for social software implementation processes within corporations, helping them to reflect upon the issues that emerged.

National representation in supranational institutions: The case of the European Central Bank

Supranational institutions face an important trade-off when hiring personnel. On the one hand, hiring decisions are based, as in most organizations, on a candidate’s professional qualifications. On the other hand, supranational institutions often aim for broad national representation. Reviewing evidence from the European Central Bank, we show that nationality is indeed relevant for both hiring and decision-making. Specifically, we find a disproportionately narrow spread of national representation in the top management of the ECB. Further, there is evidence for the existence of national networks between adjacent management layers. Finally, monetary policy decisions seem to be linked to national representation in the core business areas of the ECB. Examining a sample of 27 European countries over the period from 1999 to 2008, we estimate Taylor rules for alternative sets of euro area aggregates derived from different weighting schemes of national macroeconomic data. Our results indicate that weights based on national representation in the mid-level management of the ECB’s core business areas best describe the central bank’s interest-rate setting behavior.

Agilent synthesizes partnerships

Agilent is using academic partnerships to get in on the ground floor of synthetic biology, an area the company deems strategically important because it encompasses all three of Agilent's core business areas: electronic measurements, chemical analysis and life sciences.

National Representation in Multinational Institutions: The Case of the European Central Bank

Multinational institutions face an important trade-off when hiring personnel. On the one hand, hiring decisions are based, as in most organizations, on a candidate’s professional qualifications. On the other hand, multinational institutions often aim for broad national representation. Reviewing evidence from the European Central Bank, we show that nationality is indeed relevant for both hiring and decision-making. Specifically, we identify various country-specific features that determine national representation in the top management of the ECB. Further, there is evidence for the existence of national networks between adjacent management layers. Finally, monetary policy decisions seem to be linked to national representation in the core business areas of the ECB. Examining a sample of 14 European countries over the period from 1999 to 2008, we estimate Taylor rules for alternative sets of euro area aggregates derived from different weighting schemes of national macroeconomic data. Our results indicate that weights based on national representation in the mid-level management of the ECB's core business areas best describe the central bank's interest-rate setting behavior.

Dynamic capabilities: top executive audits andhoshin kanriat Nissan South Africa

PurposeThe purpose of this paper is to examine the use of top executive audits (TEAs) as part ofhoshin kanri(policy management) at Nissan South Africa (NSA). It relates these to the emerging importance of core competencies in the resource‐based view of strategy to discuss “nested” sets of dynamic capabilities and superior performance.Design/methodology/approachThe case study of NSA is considered in terms of how the firm defines its core areas, evaluates its business methodologies and management philosophies, and conducts its diagnosis of management. This was through real time internal company observation during an intensive phase of organizational change and documentation supplied by a senior manager.FindingsThe style of TEAs at Nissan is related to the concepts of “core competency” and “dynamic capability.” The core business areas of NSA are organization‐wide competencies necessary for competitive success, and the management of these is shown to be most effective in the form of a TEA, which in thehoshin kanriform, is arguably a nested set of dynamic capabilities.Originality/valueThe paper concludes thathoshin kanriand TEAs are used at Nissan as a higher order dynamic capability to develo0p both core competences in key areas of the business, and core capabilities in terms of its corporate methodologies and business philosophies. The recovery of Nissan during the East Asian Crisis of the late‐1990s was the result of improved productivity practices, such as the uses ofhoshin kanriand TEAs, and not just of economic recovery.

Technology foresight using roadmaps

A novel approach to Technology Foresight has been developed by BP and used to devise an R&D strategy embracing the core business areas of the company. It is based on the use of Roadmaps which are visual descriptions summarizing the outcomes of numerous discussions involving all the personnel responsible for procuring, planning, funding, monitoring, and implementing R&D. This emphasis on visual, easy-to-comprehend descriptions of customer needs, technology responses, and R&D programmes offers several benefits. It facilitates the structured dialogue essential to the Foresight process; it also greatly aids communication, both at the operational commercial and technical level, and with senior management too, as well as providing a practical means for ensuring R&D programmes are apposite, correctly prioritized, and adequately resourced. The essential differences from more conventional methods of developing strategies and plans are that 1. it places greater emphasis on, and provides practical assistance to facilitate the construction of the plan by enabling all the participants, whether technically expert or otherwise, to play a full part in the process, 2. it enables the overall impact and relevance of individual technology components of a business strategy to be assimileted repidly and reliably, and 3. it greatly facilitates identification of gaps and/or duplications of effort These advantages stem primarily from the combination of logical analysis, widespread construction and discussion, and use of graphical techniques, all of which are key features of this approach.

Why managers divest—Evidence from New Zealand's largest companies

AbstractChief Executives from New Zealand's largest companies were surveyed to distinguish divesting and nondivesting companies, and to identify the relative importance of the factors and motives which led to the divestment of 208 business units in the period 1985 through 1990. The divesting companies were considerably larger and faster growing than nondivestors. The typical divestment was motivated by the need to convert unattractive assets into liquid form which could then be held to strengthen the balance sheet, or reinvested in either the core business or new areas.

When Speeding Concepts to Market Can Be a Mistake

The speed with which to move concepts to market is a fundamental issue facing new ventures and their parent corporate sponsors. Is rapid development from concept to market vital? What pressures are induced by the urgency of product introduction, and can they lead to poor decisions? Can a more deliberate pace be recommended? Widely diverse new business ventures outside a company's core business areas can prove problematic. While faster may be better, speed brings with it pressures that, for certain types of technological ventures, can lead to failure if they are not clearly understood and managed. Speed is relative to the capability of the venturing company and to the nature of the venture it is attempting. The studied company's experience shows that successful ventures, particularly the more risky and potentially rewarding, require commitment and persistence.