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Digital firms tend to be both narrow in their vertical scope and large in their scale. We explain this phenomenon through a theory about how attributes of firms' resource bundles impact their scale and specialization. We posit that highly scalable resource bundles entail significant opportunity costs of integration (versus outsourcing), which simultaneously drive "hyperspecialization" and "hyperscaling" in digital firms. Using descriptive theory and a formal model, we develop several propositions that align with observed features of digital businesses. We offer a parsimonious modeling framework for resource-based theorizing about highly scalable digital firms, shed light on the phenomenon of digital scaling, and provide insights into the far-reaching ways that technology-enabled resources are reshaping firms in the digital economy.

The sudden switch to remote working has exposed the fatuous and even unproductive nature of many conventional management techniques in the modern workplace. Rather than micro-managing performance of individual contributors, this article argues that leaders and managers should focus on curating the fabric of the digital firm to enable more productive and engaged online-first working in the post-lockdown world of work. Having inherited organisational structures and processes that are largely not fit for purpose in the digital world, this is a once-in-a-generation challenge for emerging leaders today, and if they are able to succeed then they will not only enjoy greater short-term productivity, but also leave a legacy for the future in the form of organisations that are better adapted and more fit for the digital, networked future of business.

Cloud manufacturing (CM) is a new networked manufacturing model that delivers various on-demand manufacturing capabilities to the consumers from the providers. In this model, the provider and consumer never meet each other, thus "trust" is the major enabler for starting a collaboration. In another word, a user must be sure that the requested capability will not be provided with malicious results, and the provider should ensure that the payment will be made on time. In this paper, a novel Blockchain Technology (BCT)-based trust system called "Blocktrust" is proposed to address the trust problem of the CM. First, the CM framework that contains the digital firm, capability pool, and digital certificate issuing units is developed, and then, the private blocktrust peer-to-peer network is proposed and implemented based on Hyperledger fabric. Finlay, the feasibility of the blocktrust is examined under different testing scenarios. The reason for using a private network instead of the public is placing restrictions on who is allowed to participate in the network and also enjoying a network with fast transaction speed. Experiments show that the proposed blocktrust embedded CM is credible and practical.

Scholars and practitioners both acknowledge that agility is crucial in leading a digital transformation effort. However, empirical and theoretical research on agile capabilities in an international digital marketing setting is severely lacking. Drawing on qualitative research design methods, this exploratory single-case study involving the international digital firm Spotahome provides an empirical and theoretical investigation of a new marketing capability we define as anAgile Marketing Capability. We identify its key theoretical dimensions and provide empirical guidelines to facilitate its implementation. This study has important implications for international marketing managers, suggesting what strategic actions are needed to deploy agile practices in their marketing strategies and processes from a practical perspective, in the context of an Agile Marketing Capability.

Johanson and Vahlne (J Int Bus Stud 40(9):1411–1431, 2009) articulate various theoretical mechanisms underpinning the internationalization process; mechanisms they suggest are pertinent across firm type. Their argument builds on their earlier publications and, in this spirit, we consider Johanson and Vahlne (2009) in the contemporary context of digital firms. In particular, we revisit their theorizing as it relates to firms that had only begun to emerge when Johanson and Vahlne published their award-winning paper: born digitals. We address how technological affordances, especially direct engagement with stakeholders, automation, network effects, flexibility and scalability, affect the internationalization of born digitals. We also develop a future agenda for international business research on born digital firms.

In this paper, we investigate the ways in which new forms of organization enabled by digital technologies, such as crowdsourcing and digital marketplaces, are allowing firms to circumvent and defy traditional knowledge constraints. This is part of the broader question of when and why these forms of organization are more efficient relative to alternatives, given that some firms simultaneously utilize crowdsourcing, marketplaces, and traditional forms of organization. We observe that an important cluster of these new organizational forms are able to circumvent knowledge constraints, because they combine elements of market and hierarchical organization in firm-designed hybrid arrangements. We further categorize these firm-designed markets into one-sided market arrangements (crowds) and two-sided market arrangements (marketplaces). To explain their efficiency relative to hierarchies and relative to each other, we take a knowledge-based perspective and review ways in which firm-designed markets reduce or remove both first-order (known unknown) and second-order (unknown unknown) knowledge constraints compared with hierarchies. Our argument hinges on the notion that firm-designed markets provide semidirected and undirected search and generativity mechanisms that allow firms to go beyond what is possible with centrally directed search.

The information system (IS) change management and governance, according to the best practices, are defined and described in several international methodologies, standards, and frameworks (ITIL, COBIT, ValIT etc.). These methodologies describe IS change management aspects from the viewpoint of their particular enterprise resource management area. The areas are mainly viewed in a partly isolated environment, and the integration of the existing methodologies is insufficient for providing unified and controlled methodological support for holistic IS change management. In this paper, an integrated change management methodology is introduced. The methodology consists of guidelines for IS change control by integrating the following significant resource management areas – information technology (IT) governance, change management and enterprise architecture (EA) change management. In addition, the methodology includes lists of controls applicable at different phases. The approach is based on re-use and fusion of principles used by related methodologies as well as on empirical observations about typical IS change management mistakes in enterprises.

Purpose Although individual and business actors are often mentioned as an important part of clarifying the stages that firms and their networks go through from starting up to becoming established, most studies have emphasised activities and resources rather than actors. Therefore, more needs to be known about how actors shape and are shaped through and within firms’ networks. Design/methodology/approach To clarify the process of reshaping business in networks, the focus of this study is on the role of actors in firms’ networks during the main stages of development. The major events for each stage are described in terms of how these events affect the interaction, alignment and interfaces between individual actors and business actors with a focus on individual and collective interests. Findings The individual actor plays a key role in the start-up stage, whereas the business actor has a key role in the final stage when the firm has become an important player in the industry. In later stages, the individual actor plays a gradually decreasing role and the business actor an increasing role. However, it appears that an analysis of the interplay between the two levels of analysis provides deeper insight into the shaping. Originality/value This study provides new insights into the role of the actor and how the actor shapes and is shaped by a firm and its network in different stages. Further, the study contributes by clarifying actors’ roles on two levels of analysis and shows the roles of interests, conflicts, interfaces and alignment in shaping firms and their networks.

Despite fueling a once-in-a-century downturn of global business activity in spring 2020, the pandemic was more a tailwind than an impediment for the development of digital and platform Business Designs. This chapter introduces a scientific framework for such Business Designs by defining the four mission critical elements of platform firms, by describing five distinct platform patterns and by discussing the financial and strategic characteristics of platforms. Based on this framework, three novel scientific concepts to assess, design, and evaluate platform Business Designs are introduced: The 10C Business Design enables the strategic analysis of existing and innovation of new business models by defining the ten mission-critical architectural cornerstones of a digital firm. The eight platform value levers, as second strategic tool, assess a platform’s strength. The latter is defined by a platform’s scalability, its dominance within a defined ecosystem, and its value creation potential. The Reverse Discounted Cash Flow (DCF) pairs strategic diagnostics with financial valuation. It builds upon the well-known Discounted Cash Flow concept of corporate valuation but applies it upside down. The valuation’s origin is the steady-state description of a distinct Business Design embedded in a “picture-of-the-future” scenario. Open image in new window

Project management inherently involves high levels of risk, because projects by definition are being done for the first time. There are a number of classical project domain types, each with their own characteristics. Some are more predictable, such as those encountered in civil engineering. Highly unpredictable projects are encountered in software engineering, and projects involving massive undertakings or emergency response typically faced by government bureaucracies.

This thesis investigates how capacitated supply chains make decisions in face of high demand uncertainty. Delaying production or ordering decisions would provide demand responsiveness but incur additional costs and operational complexity. The tradeoffs between early and delayed decisions are investigated from the retailer’s, manufacturer’s and supply chain’s perspectives in three scenarios. In each scenario, optimal decisions are derived by mathematical analysis and be demonstrated to improve the performance. Meaningful managerial insights are provided by analytical and numerical results. Scenario 1 investigates an extension of the newsvendor with multiple ordering opportunities. To acquire more accurate demand forecast, a retailer prefers delaying order placement, which requires a shorter supply lead time. Due to limited capacity, the manufacturer would not only charge a higher cost for a shorter lead time but also set restrictions on the ordering times (or quantity) in supply mode A (or B). For supply mode A, it is proven under justifiable assumptions that the retailer should order either as early or as late as possible. For supply mode B, an algorithm is proposed to simplify the ordering policy by appropriately relaxing the ordering quantity restrictions. The value of demand forecast updating is illustrated by numerical analysis. Scenario 2 presents a two-stage newsvendor model, where an expensive emergency ordering opportunity with improved demand forecast and limited quantity is provided, besides the regular ordering opportunity. The optimal regular and emergency ordering quantities are derived by dynamic programming. The effects of the emergency order on the ordering decisions and expected profit are shown by numerical results. Scenario 3 studies how a supply chain utilizes a fast reactive production with improved demand information, whose quantity is limited by the preparation in advance. The condition under which adding the reactive production is valuable is derived. The condition is related to the demand forecast updating process, in addition to cost parameters. Furthermore, the benefit of this two-mode production system is illustrated by comparing it with two single production systems. In addition, an efficient pricing contract with a return policy is proposed and optimized to coordinate the supply chain. The coordination contract allows maximizing and arbitrarily allocating the supply chain profit, and remains the same when demand information is unknown to the manufacturer. The benefits of the two-mode production and values of coordination are demonstrated by numerical examples. DOCTOR OF PHILOSOPHY (MAE)

Purpose The purpose of this paper is to explain how ecosystems and platforms have evolved to manage customer information and to identify the management, research and teaching implications of this evolution. Design/methodology/approach This paper is based on research and industrial experience of two of the co-authors in customer relationship management, further developed with other co-authors in the field of business models, the research and teaching experience of the university authors and cross-functional literature reviews in the areas of strategy, marketing, economics, organizational behaviour and information management. Findings This paper shows that digitalization, cloud computing and new information-based platforms are beginning to change how customer information is being managed, creating new opportunities for improving marketing, customer relationship management and business strategy. Research limitations/implications The impact of platforms on the management of customer information needs to be confirmed by primary empirical research. Practical implications This paper identifies the need for senior marketing management to examine closely how internal and external/public customer information platforms may enhance their capability for managing customers and setting new strategic directions. Social implications The emergence of giant multi-sided platforms has clear implications for data protection and privacy, which need to be explored more in research. Originality/value This paper highlights the move to customer information platforms and identifies how senior managers should consider them as an option for better customer information management and as a basis for new business strategies.

The article is devoted to solving topical problems of theory, methodology and practice of technological and intelligent improvement of the informational enterprise management. Recommendations for conceptual development of accounting were given proceeding from the technological support of generating information for management. The mechanism of innovative development of accounting and analysis for a comprehensive modification of information environment of the subject of economic management was developed. Actualization and modification of the basic provisions of organization of information support of enterprise management were substantiated. A system of expressions (axioms) was obtained to ensure effectiveness of the innovative development of information management of the enterprise. Technologies for formation and updating the information management of enterprise were modified. Modeling of the enterprise accounting policy based on the approximation of theoretical and methodological principles of technological and intelligent management concepts was substantiated

Drawing on a comparative case study of enterprise risk management, and building on the literature on boundary objects, this study sheds light on the ‘dynamics of (dis)integrated risk management’. Our analysis of enterprise risk management in two large organisations reveals a set of pressures that undermine the ideals of enterprise risk management mobilised by practitioners and their promise for ‘integrated’ control practices. While the two cases show how enterprise risk management is shaped in different forms, in both cases the attempt to create a shared context for the identification and communication of enterprise-wide risks makes visible and active residual elements that contribute to generate dissatisfaction and calls for change to integrated risk management. The discussion of the dynamics of (dis)integrated risk management contributes to extending research that is critical of procedural forms of enterprise risk management, as well as recent work that draws attention to the role of ‘risk talk’ in enterprise risk management. We also suggest that our study of enterprise risk management sheds light on some key tensions of infrastructure formation, thus contributing to recent theory-building research that draws attention to the accretion of processes, roles, and governance structures into an infrastructure that enables the production of accounts of performance.

Purpose- In this paper, the methodology of definition a tailored Technology Management (TM) Framework for a large scale enterprise defense company (HAVELSAN) will be explained briefly, and selected subset of TMF components in the company will be further discussed. The method of managing technologies in enterprises depends primarily on the size of the company and its organizational structure. Methodology- The main purpose of this paper is the identification and analysis of the factors influencing the manner in which technologies are managed in big enterprise companies especially focused on defense industry. Findings- The concepts that are investigated and the methodologies that are developed in this study are primarily based on the case of technology management framework within a defence technology enterprise. Conclusion- The methods of defining a newly introduced Technology Management Framework (TMF) will help to enhance knowledge related to the development of methods used for technology management and the technology management tools in relation with each other.

Sustainable supply chain management is one vital element in achieving competitive advantage in business management and knowledge management is seen to be one key enabler. However, in previous studies the interrelationships between knowledge management and sustainable supply chain management are still under-explored. This study proposes a set of measures and interpretive structural modelling methods to identify the driving and dependence powers in sustainable supply chain management within the context of knowledge management, so as to improve the performance of firms from the textile industry in Vietnam. The research result indicated that learning organisation, information/knowledge sharing, joint knowledge creation, information technology and knowledge storage are amongst the highest driving and dependence powers. These attributes are deemed to be most-effective to enhance the performance of firms. To further enhance the value of this research, theoretical and managerial implications are also discussed in this study.

This study investigates how the implementation of Enterprise Risk Management program affects the performance of firms using an Enterprise Risk Management model for the banking sector and an integrated model for measuring Enterprise Risk Management index used in the study by Mukhtar and Soliman (2016). Ten listed commercial banks were selected with the Enterprise Risk Management index as the main independent variable, with Return on Average Equity (ROAE), Share Price Return (SPR) and Firm Value (FV) used as three separate dependent variables. The study provides strong evidence of a positive relationship between Enterprise Risk Management implementation and performance in the Nigerian banking sector. The findings and conclusions of this study are consistent with those of other studies that used data from different industries, providing a basis from which to generalize the findings from this study to firms in other industries.

Network externality plays a major role in the digital products market. The strength or the degree of the network externality has serious implications on the overall value or quality of the digital product. We focus on a situation where the degree of network externality of the product is a strategic choice of a digital firm that faces a commercial pirate that produces a lower quality of that product. We characterize the strategic response of the original firm to the pirate. We find the profit-maximizing degree of network externality chosen by the original firm under any cost environment and relative quality difference between the original and pirated good. Market structure and market coverage are endogenously determined in the model, which has implications with respect to piracy. We show that the relationship between profit-maximizing degree of network externality and the relative quality difference between the products can be monotonic or non-monotonic. The pirate’s response to the network effect is analyzed. Nash equilibria of the game in which both the network externality and the low quality are chosen simultaneously are also derived.

A better understanding of tourism small and medium enterprise (TSME) management practices could improve firm performance. Extending the resource-based view theory, this study empirically investigated the causal relationships between management practices and TSME firm performance using a structural equation model and survey data of 346 tourism entrepreneurs. Six of the nine hypotheses were confirmed. It was found that business planning, entrepreneurial motivation, and government assistance do have a direct and positive effect on TSME firm performance. Additionally, entrepreneurial motivation was positively associated with business planning, business alliance, and firm performance; however, business alliance and Internet adoption did not affect firm performance. The findings highlight the importance of management practices that have previously been overlooked in policy decision making within the tourism industry.

In this study, it is shown the attitudes and approaches behind the two important function-specific management system standards developed by International Organization for Standardization, namely quality management system (QMS) based on ISO 9001:2008 and risk management system (RMS) based on ISO 31000:2009, are largely similar and complementary. Also, both these management systems (MSs) are essential elements of organisational performance management system. Thus, as the key result, integration of the above MSs is suggested and a conceptual model to support this integration is introduced. The integration model is called risk-based quality management system. The main driver for such integration are: to reduce the number of MSs in an organisation and hence to decrease the number of resources employed and to enhance the organisation performance as both RMS and QMS are two sides of the same coin. The proposed risk-based conceptual model is built upon a review and analysis of authoritative journal papers in the ...

Knowledge management is a crucial task for successful collaboration in business networks. Distributed work of various partners in product design, manufacturing, and supply management projects require decision support for the involved partners, which is tailored to the actual organizational context of these partners. The paper describes a scenario tailored to the needs of knowledge management in business socio-cyber-physical networks.

This paper aims to discuss the concepts and methodological issues of enterprise risk management (ERM). The case study of company A shows that ERM has been implemented and integrated with management control as a means of monitoring its subsidiaries. First, ERM system was implemented through comprehensive review of corporate risk policies, risk management processes, roles and responsibilities, and risk culture. Second, company A integrated ERM with the existing management control system in order to evaluate the risk underlying the current management activities. Finally, ERM implementation was expanded to all subsidiaries so that each business unit would be delegated for its own risk management. This paper provides insight on the process how group-level internal auditors can use ERM as a tool to manage risk of subsidiaries, thereby filling the gap between academic research and practice. This successful ERM adoption case can be used as a guideline for other organizations, which plan to adopt ERM with reduced costs and improved processes.

The article deals with the scientific concepts about an organization as the entity of management concerning management development. The author studies the principal theoretical regulations about an organization within the most spread schools of management and context of development of other managerial concepts in particular, strategic management. It is found out that an organization and its development had not considered as the factor of an effective activity before. Researches paid their attention to single aspects of organization activity where the aspects allowed to increase economic efficiency. However, the objective complication of conditions of enterprises’ activities caused the necessity of scientific research of adequate models of functioning and development of organizations, which currently cannot be provided by traditional management concepts. Thus, theoretical and practical prerequisites arise for a separate scientific set of researches within the science of management such as the theory of an organization. The article describes the main classified approaches to the models of an organization. The paper researches the challenges in present management, and those ones, which have caused the crisis in modern management. It is singled out the following actual aspects of modern organizational processes as the all-round use of modern information and computer systems, the development of integration and in cooperation in management, the appearance of new management technologies, the use of new assessment criteria for organization activity, striving for organizational shifts and innovations. Due to the generalization of the study results, the authors single out such key aspects in the development of the science of management, as the crisis of traditional management influences upon practical activity of modern organizations; the achievements of traditional management schools are becoming necessary, but not determinant factors of organization success; modern theoretical development offers a wide range of business concepts that don’t make a single system; traditional business concepts undergo considerable transformation; the modern science of management doesn’t offer a unified approach for learning and explanation of organizational processes. The results of the current study allow to come to the conclusion about the necessity to learn organizational processes as the entity of organization theory. The current research direction can be considered as the next stage in the development of the science of management after the potential of the previous stages is over. Organizations are becoming significant independent entities in outdoor environment but not one of the factors of economic efficiency.

Family-owned enterprises dominate global business, generating 70–90% of the world's gross domestic product. Existing management research has validated that family businesses often behave differently than non-family businesses, primarily by focusing on idiosyncratic non-economic goals that are not typically assessed in traditional business research. Extant supply management literature has yet to investigate the influences of family business, thus overlooking a potential significant source of variation in our research as well as limiting our managerial relevance. The objective of this paper is to introduce supply management scholars to family business, including its prominence and unique characteristics. Applying socioemotional wealth as a theoretical lens, we develop a research agenda from existing supply management and family business literature by offering propositions for future research where family business influences may permeate contemporary supply management topics including strategic supply management, sourcing strategy, supplier relationships, sustainability, risk, and e-procurement. In doing so, we provide an initial foundation for supply management scholars to both incorporate family business effects into research and launch new research streams. This is one of the first papers to our knowledge that introduces the field of family business to supply management scholars.

Growth of data is exponential and as the organization's information needs for internal decision making expands from data in traditional systems to a variety of new sources both within the organizational boundaries and extended to external sources, the need for governance of these new digital assets is imperative. This paper proposes the Enterprise Content Risk Management (ECRM) framework. ECRM is a synthesis of COSO-ERM and Enterprise Content Management (ECM) frameworks. The ECRM leverages the strengths of the COSO-ERM overarching framework while focusing on the data lifecycle perspective of the Enterprise Content Management for organizational governance and compliance of digital assets. The proposed ECRM approach provides a framework for organizations to mitigate the risk associated with the rapid growth and inappropriate use of both structured and unstructured data.

The key points of «quality management» concept (as management function, management process and a system of evaluation of management activities) are identified on the basis of critical analysis of invariant interpretations of its essence These characteristics indicate the complexity of «quality control» concept and the ambiguity of its contents. Based on a synthesis of existing approaches to the interpretation of the essence of «quality management» concept including industry features of restaurant business entity, its basic essential features are defined (aim of management, objectives, object, subject, methods and means of management, functional orientation, time lag, value priorities) and the author's vision of the contents of «business model quality management of restaurant business entity» is formulated as a coordinated activity that is controlling the value propositions (range, food sales concept, service level), key partners, consumer segments, key resources, cost structure, relationships with customers, revenue streams. Trends of development of explored «quality control» concept and general management are investigated to determine the preferred approach to building a quality management system of enterprise business model. It is proved that quality improvement of enterprise business model is based on an innovative approach to management at all stages of production, distribution, exchange and consumption.

An industry adage held that “there are two types of rental car companies: those that lose money and Enterprise.” The company that would become Enterprise Rent-A-Car was started in 1957 in St. Louis, Missouri, by Jack Taylor. Taylor set up Enterprise offices in neighborhoods rather than at airports because he believed that Americans would welcome a local option for renting cars when their own vehicles were being repaired. In 2010 Enterprise had more than 6,000 rental locations in the United States and a fleet of 850,000 cars in service. Its parent, Enterprise Holdings (comprising Enterprise, National, and Alamo brands) accounted for nearly half of the car rental market and was more than twice the size of Hertz, the number two competitor. Enterprise's competitive advantage was the result of the combination of its practices in hiring, training, compensation, organization, customer service, IT, and fleet management, among others.

This investigation is focused on the Integration of Management Systems and the proposed approach is supported on available literature regarding Management Systems and Integrated Management Systems, as well as, one questionnaire conducted by the authors and sent to 843 Portuguese Organizations with two or more certified Management Systems. The 55 valid answers were considered towards this work. Attained results show that the future of the Integrated Management Systems encompasses total integration of Management Systems, and the main reasons provided are that Organizations Integrate their Management Systems mainly for internal reasons such as standardization/ simplification/ organization, resources reduction, documented information integration and reduction. Major difficulties for the integration of Management Systems concern the lack of specialized human resources. This is a pioneer investigation in Portugal since there are no similar studies in the country regarding trends pertaining to Integrated Management Systems., Artigo sobre Os Sistemas Integrados de Gestão

The paper examines how knowledge management may be used to achieve business process improvement by embedding knowledge management within problem processes. The paper presents knowledge as skilful knowing, and this occurs at the individual, group, and organizational levels. How the organization manages skilful knowing at these three levels is determined by its knowledge management. The paper applies lean thinking principles to identify inefficiencies in workflow and knowledge flow, which we call waste points. It then applies a knowledge management conceptual framework to identify why these waste points exist and to surface solutions. Knowledge management is then embedded into the problem processes to remove the waste points, allow knowledge to flow, and improve the efficiency of workflow. The results are based on a case study of three Saudi Arabia universities. The results have implications for researchers and practitioners. Copyright © 2017 John Wiley & Sons, Ltd.

In the paper the innovation management of an industrial enterprise is considered. The cooperation problem of colleges and industrial enterprises is touched upon. The regularities in scientific-engineering development of production under conditions of the formation of market economy and its crisis state are revealed. New principles ensuring the purposefulness of development are elaborated, the peculiarities in re-search work are considered. The authors have formulated the factors affect-ing the innovation development of an industrial enterprise both in the view of acceleration and from the point of view of innovation process deceleration. On the basis of the analysis carried out there is formed a program of innovation project realization at the “UK”BMP” Co. with the indication of terms and costs. The stages of program realization with measures shown increasing innovation activity efficiency are formulated.

The key role in process management is played by the systematic analysis, measurement and improvement of processes. The imperative of continuous introduction of changes in processes is the answer to the changing conditions of competition and the great dynamics in the expectations and preferences of customers. Information related to business process should be collected and formalized in order to improve the execution of processes. In connection with the above, it may be stated that the improvement of processes should be supported by the concept of knowledge management in the institutional sense where we refer to the structure of communication and information which enables the interaction between members of the organization. The purpose of the study is to present relations between process management and the concept of knowledge management, with particular attention being paid to the improvement of processes seen through the prism of knowledge resources. The execution of the objective formulated above made use of such research methods as research on the literature on the subject related to process management and knowledge management as well as the findings from the author’s own surveys conducted in 2015 among medium and lower management personnel in organizations improving processes.

The articleinvestigates and systematizes the factors affecting the occurrence of the crisisat the enterprise; consideredthe management models of production, logistics, marketing and investment activity of the enterprise, models of financial and ofpersonnel management, which altogether provide the process of anti-crisis management and create conditions for the companywithdrawal from the crisis and refine the efficiency of its activities.

This paper investigates the factors behind silo-based risk management practices in organizations. Based on interviews with different actors working with the supply management processes within and across different organizational levels in a major multinational manufacturing corporation, it reveals how silos of risk management activities are formed. The findings show that there are profound differences in risk visibility between different actors due to differences in their hierarchical levels, organizational positions, and business contexts. Drawing on the theoretical lenses of bounded rationality and contingency theory, the paper reveals how these differences in visibility create silo-based risk management processes and discusses the pros and cons of such configurations. It concludes that silo-based behaviors are inherent features of any complex organization and that the implications of managing risks in silos are strongly influenced by the types of dependences (positive or negative) among risks. Therefore, it is elemental for organizations to be aware of this phenomenon and configure their risk management processes accordingly based on the dependences among the various risks to which the organizations are exposed.

Small-medium scale enterprises enterprises (SME) found in developing and developed countries is still facing classical handicap such as technology, finance, managerial and market accessibility, in spite of its high flexibiliry, responsiveness, dynamic and resistance. Therefore, designing and management of SME in context of technology dissemination needs to understand business dimension as enterprise description, product/service, market, enterprise location, competition, management, personnel, budget, research and development. Beside general technology, both SME in general and specific are closely related to: (1) Technology choice covering technology complexities, capital intensity, and human resource (HR) quality; (2) Technology learning strategy based on learned technology position combination, both process and products with faced competition, through existing learned technology, technology integration, technology development and basic research; (3) Enterprise unit covering enterprise scale, HR, organization,location, product type, enterprise unit, experiences, competition level and business network; (4) Performance indication of business unit and business man, and technology diffusion institutions; (5) Linkages of business with characteristics of authority, functional, normative and diffusion. Dissemination pattern of integrated and sustainable technology is expected to establish network among development subjects intensively and dynamically, to compile agenda of transfer technology, implement technology that is appropriate and develop learning organization for technology dissemination activities.

In the context of business process management, the resources required by business processes, such as workshop staff, manufacturing machines, etc., tend to follow certain availability patterns, due to maintenance cycles, work shifts and other factors. Such availability patterns heavily influence the efficiency and effectiveness of enterprise resource management. Most existing process scheduling and resource management approaches tend to tune the process structure to seek better resource utilisation, yet neglect the constraints on resource availability. In this article, we investigate the scheduling of business process instances in accordance with resource availability patterns, to find out how enterprise resources can be rationally and sufficiently used. Three heuristic-based planning strategies are proposed to maximise the process instance throughput together with another strategy based on a genetic algorithm. The performance of these strategies has been evaluated by conducting experiments of different settings and analysing the strategy characteristics.

We analyse the expected impact of Brexit on private equity and its implications for management research. Specifically, we explore the implications for PE funds and funding, and at the portfolio firm level with respect to employment and performance.

Paul Sweeting has written a very comprehensive guide on enterprise risk management. It has some very nice features, and some disappointing ones. Since the book tries to cover an immense amount of m...

International audience; The impact of globalization and worldwide competition has forced firms to modify their strategies towards a real time operation with respect to customer's requirements. This behaviour, together with the communication possibilities offered by the actual Information and Communication Technologies, allows the top management to move towards the concept of extended enterprise in which a collaborative link is established among suppliers, commercial partners and customers. When the information flows involve each actor of the chain, from suppliers to the final distribution centers, the extended enterprise becomes a virtual firm, that can be defined as a set of stand-alone operational units that acts to reconfigure themselves as a value chain in order to adapt to the business opportunities given by the market. The present work is intended to verify through a simulation approach the quantitative advantages that can be obtained by the introduction of the Value Chain concept into the Supply Chain Management (SCM). The paper, after a description of the two most known (SCM) methods - SCOR and VCOR - makes a comparison between them by the customer's point of view. In the second part of the work a simulation model has been developed to verify the advantage that the VCOR is able to obtain, validating it on an industrial case study.

The purpose of this paper is to present a case study summarizing some of the issues associated with KPMG's knowledge management system and their recent adoption of social media for collaboration and knowledge management. In particular, this case examines KPMG's knowledge management initiative starting roughly when Robert Armacost was hired to lead the global firm's efforts in knowledge management, from 2007 through 2014, with KPMG's adoption of social media as part of their knowledge management system. This case study shows a fundamental and strategic shift in knowledge management at KPMG from focusing on content to including collaboration. In addition, this paper illustrates some of the advantages of including enterprise social media as part of the knowledge management system.