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CLASSIFICATION OF COMPANY LIFE CYCLE STAGES: AN AUTOMOTIVE INDUSTRY IN THE CZECH REPUBLIC

Jana Slavíčková, Ondřej Slavíček

The life cycle of companies is a popular topic among researchers and managers, as it provides guidance for strategic decisions according to the current life stage of the organization. Each stage of a company’s life cycle imposes its own set of features and needs, including employees, leadership styles, structure, decision making, information processing, and approach to innovation (Miller & Friesen, 1984). The popularity of this topic brings with it a large number of approaches to determine a life cycle stage and, at the same time, different numbers of stages (from three to ten) in the presented models. A model with three phases is represented by Smith et al. (1985); four phases by Quinn and Cameron (1983), Pashley and Philippatos (1990); five phases by Miller and Friesen (1984), Lester et al. (2003); eight phases by Torbert (1974); and ten phases by Adizes (1979). Authors from the last decade are listed in the chapter Theoretical Background.
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MODERATING ROLES OF INFORMATION TECHNOLOGY LINK AND INFORMATION SHARING IN DRIVING SUPPLY CHAIN PERFORMANCE THROUGH SUPPLIER DEVELOPMENT AND KNOWLEDGE ABSORPTION: EMPIRICAL EVIDENCE FROM MANUFACTURING FIRMS ACROSS COUNTRIES

Anh Chi Phan, Ha Thu Nguyen, Hao Anh Nguyen, Yoshiki Matsui

The COVID-19 pandemic has caused turbulence that significantly shocks supply chain management. Regardless of the industry, we have seen the supply chain disruption due to factories shutdown, social distancing, restrictions in transportation, raw materials shipping, and border closure (Sarkis, 2020; van Hoek, 2020). Consequently, a research trend emerged to improve supply chain sustainability, resilience, and performance (e.g., Ivanov & Das, 2020; Shen & Sun, 2021), which raised the importance of close communication and collaboration among supply chain partners. For example, manufacturing firms can improve supply chain learning through supplier development activities and customer knowledge absorption (Huo et al., 2020). Supplier development refers to upstream supply chain coordination, which is the effort of focal firms to improve suppliers’ performance and capabilities to ensure long- and short-term supply needs (Krause et al., 2007).
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KEY PERFORMANCE INDICATORS FOR ADOPTING SUSTAINABILITY PRACTICES IN FOOTWEAR SUPPLY CHAINS

Md. Abdul Moktadir, Yead Mahmud, Audrius Banaitis, Tusher Sarder, Mahabubur Rahman Khan

A supply chain is the integrated part of an organization in which the suppliers, manufacturers, distributors, and consumers are involved and the information flow is linked through networks (Towill et al., 1992). Sustainability requires having sustainable business practices (Lai et al., 2020). From a practical point of view, sustainability focuses on minimizing the harmful impact of a firm on the environment, on enhancing good social relations, and on increasing the economic benefits of the firm, at the same time (Hendiani et al., 2020). The sustainability of the supply chain is therefore an important issue for the business organizations that are looking to attain a sustainable level in the global market (Kumar et al., 2019). To make the supply chain sustainable and resilient, it is essential to identify the basic performance indicators. By investigating the existing performance of an organization, a firm can take action against the problems that exist.
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ANALYSIS OF FACTORS AFFECTING THE BENEFITS OF DEMAND INFORMATION SHARING

Hyun-Woong Jin

Globalization increases the complexity of supply chain and companies are faced with competitive pressure and environmental uncertainties as well as increasing customer demand (Thomas & Esper, 2010). To satisfy the fluctuating customer demand and to make various players in a supply chain align with customer requirement, collaboration between the players based on the timely communication is required. Moreover, sharing important information such as customer demand and on-hand inventory level with other players is required to coordinate the players’ activities. With respect to the inventory management, various collaborative policies such as QR (Quick Response), ECR (Efficient Customer Response), VMI (Vendor Managed Inventory) and CPFR (Collaborative Planning, Forecasting and Replenishment) have been developed so as to overcome the limitation of standalone inventory management policies. These collaborative inventory management policies are based on the sharing of customer demand information between players in the supply chain.
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THE INTEGRATIVE MANAGEMENT MODEL FOR RESTRUCTURING SMALL AND MEDIUM-SIZED ENTERPRISES (SME)

Andrius Tamošiūnas

Restructuring processes are continuous in market economies. Technological progress, diffusion of innovations results in market disruptions and convergences. The latter create new markets and value networks, impact the scope and scale of consumption and related businesses changing the nature of competition and market dynamics. Such evolution affects all sectors of economic systems including processes of integration and globalization, causing enterprises to restructure in order to maintain or strengthen their market position.
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SUCCESS EVALUATION MODEL FOR PROJECT MANAGEMENT

Radek Doskočil, Stanislav Škapa, Petra Olšová

The need for effective planning and management is on the increase along with the increasing complexity and laboriousness of making changes or creating new value. Project management is an ideal tool in this respect (Schwable,2011; Bočková et al., 2005). The risks associated with deadlines or budgets are extremely serious. Problems of project modelling and simulation are highly topical at the present time, because the application of project management principles is expanding into further areas – change management (Cummings et al., 2016; Yin-xiang, 2013), crisis management (Wimelius & Engberg, 2015), innovation management (Balkienė, 2013; Dudzevičiūtė & Tvaronavičienė, 2011; Grossmann, 2009), etc. – which have only very basic features of projects.
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SUPPLIER INVOLVEMENT IN NEW PRODUCT DEVELOPMENT: A CASE STUDY FROM THE SEMICONDUCTOR INDUSTRY

Özalp Vayvay, Maria Manuela Cruz-Cunha

For the last years, global competition has strengthened the significance of a company’s ability to introduce new products, while responding to increasingly dynamic markets with customers rapidly changing needs, and thus claiming for shortening the time required to design, develop and manufacture, as well as for cost reduction, increased reliability, quality improvement and sustainability. In this context, firms are implementing a wide variety of different techniques, management processes and development strategies in their quest for shorter development cycles and permanent business alignment with the market requirements (Cunha & Putnik, 2006).
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THE INFLUENCE OF TRUST ON COLLABORATIVE RELATIONSHIPS IN SUPPLY CHAINS

Sonja Mlaker Kac, Irena Gorenak, Vojko Potocan

Collaborative business relationships have been considered as very important in business and academic world. Supply chains are defined as a set of three or more organizations directly involved in (the upstream and downstream) flows of products, services, finances and/or information from a source to a customer and where all companies strive to achieve the same goal (Mintzberg et al., 1996). So, collaborative behavior is very important for supply chain management.
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A GREY MULTI-OBJECTIVE LINEAR MODEL TO FIND CRITICAL PATH OF A PROJECT BY USING TIME, COST, QUALITY AND RISK PARAMETERS

Hannan Amoozad Mahdiraji, Seyed Hossein Razavi Hajiagha, Shide Sadat Hashemi, Edmundas Kazimieras Zavadskas

In today’s highly competitive business environment, project management’s ability to schedule activities and monitor progress within strict cost, time and performance guidelines is becoming increasingly significant to attain competitive priorities such as on time delivery and customization (Chen, 2007).
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MULTICRITERIA DECISION-MAKING WEIGHTS AND A COMPETITIVE PRODUCT DESIGN

Filip Tošenovský

Competitive environments exist or can be created for a majority of human activities. This is true because human activity can usually be performed by more than one subject, and to incite subjects to being competitive, it suffices to compare results of their activity on the basis of selected criteria or features which characterize these results.
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