Home  About us  Contact
 

Larger Organizations (larger + organization)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting50%
Humanities and Social Sciences33%

Selected Abstracts

Major Innovation as a Dynamic Capability: A Systems Approach,

THE JOURNAL OF PRODUCT INNOVATION MANAGEMENT, Issue 4 2008
Gina Colarelli O'Connor
Major innovation (MI), composed of both radical and really new innovation, is an important mechanism for enabling the growth and renewal of an enterprise. Yet it is poorly managed in most established firms, and success stories are rare. This conceptual article draws on systems theory, recent advances in dynamic capabilities theory, and the management of innovation literature to offer a framework for building an MI dynamic capability. The framework is composed of seven elements that together form a management system rather than a process-based approach to nurturing radical innovation. These system elements are (1) an identifiable organization structure; (2) interface mechanisms with the mainstream organization, some of which are tightly coupled and others of which are loose; (3) exploratory processes; (4) requisite skills and talent development, given that entrepreneurial talent is not present in most organizations; (5) governance and decision-making mechanisms at the project, MI portfolio, and MI system levels; (6) appropriate performance metrics; and (7) an appropriate culture and leadership context. It is argued that dynamic capabilities for phenomena as complex as MI must be considered in a systems fashion rather than as operating routines and repeatable processes as the literature currently suggests. A set of propositions is offered regarding how each element should play out in this parallel management system. Finally, each element's role in the major innovation system is justified in terms of four criteria required by systems theory: (1) The system is identifiable, and its elements are interdependent; (2) the effect of the whole is greater than the sum of the parts; (3) homeostasis is achieved through interaction and networking with the larger organization; and (4) there is a clear purpose in the larger system in which the MI management system is embedded. Examples are given to demonstrate these criteria. Systems theory offers a new way of thinking about dynamic capability development and management. [source]

The ,pros' and ,cons' of joint EMS and group certification: a Swedish case study

CORPORATE SOCIAL RESPONSIBILITY AND ENVIRONMENTAL MANAGEMENT, Issue 3 2007
Thomas Zobel
Abstract Small and medium-sized enterprises (SMEs) are collectively responsible for a significant portion of the total environmental burden worldwide. A common tool used by SMEs to improve their environmental performance is the environmental management system (EMS), which has the disadvantage that it has been developed with larger organizations in mind. A common approach used by Swedish SMEs to facilitate the implementation of an EMS is joint EMS and group certification. This paper evaluates this approach by means of a case study. It is found that the approach is effective for small and micro-sized companies in achieving ISO 14001 certification as fast and cost effectively as possible. A few short cuts including joint environmental policy and objectives and insufficient environmental organization are however threatening to undermine the trustworthiness of the approach. Notwithstanding these flaws, however, it must be concluded that the joint EMS approach is a good alternative for small and micro-sized companies. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source]

It's Not What Design Is, It's What Design Does

DESIGN MANAGEMENT REVIEW, Issue 4 2009
Pradeep Sharma
Sometimes, it's easier for small and medium-size enterprises to make greater use of design in their operations than it is for larger organizations,they may be nimbler than their large competitors and often hope to find a better way to grow and transform their businesses. As evidence, these authors point to several New Zealand companies that are making a "designful" end run around the competition. [source]

Brand Management in Small to Medium-Sized Enterprises,

JOURNAL OF SMALL BUSINESS MANAGEMENT, Issue 1 2008
Pierre Berthon
Although an impressive body of literature has emerged focusing on the critical activities involved in brand management for larger organizations with well-established brands and substantial marketing budgets, no research has been undertaken to examine branding within small to medium-sized enterprises (SMEs). The present study therefore seeks to assess the nature and scope of brand management within an SME context. Findings show significant differences between small and large organizations along 9 of the 10 brand management dimensions reported in Keller's brand report card. Moreover, different brand management practices are associated with business performance in SMEs. Implications of the study are highlighted, limitations noted, and directions for future research outlined. [source]

Test processes in software product evolution,a qualitative survey on the state of practice

JOURNAL OF SOFTWARE MAINTENANCE AND EVOLUTION: RESEARCH AND PRACTICE, Issue 1 2003
Per Runeson
Abstract In order to understand the state of test process practices in the software industry, we have conducted a qualitative survey, covering software development departments at 11 companies in Sweden of different sizes and application domains. The companies develop products in an evolutionary manner, which means either new versions are released regularly, or new product variants under new names are released. The survey was conducted through workshop and interview sessions, loosely guided by a questionnaire scheme. The main conclusions of the survey are that the documented development process is emphasized by larger organizations as a key asset, while smaller organizations tend to lean more on experienced people. Further, product volution is performed primarily as new product variants for embedded systems, and as new versions for packaged software. The development is structured using incremental development or a daily build approach; increments are used among more process-focused organizations, and daily build is more frequently utilized in less process-focused organizations. Test automation is performed using scripts for products with focus on functionality, and recorded data for products with focus on non-functional properties. Test automation is an issue which most organizations want to improve; handling the legacy parts of the product and related documentation presents a common problem in improvement efforts for product evolution. Copyright © 2003 John Wiley & Sons, Ltd. [source]

Environmental behaviour in Chicago automotive repair micro-enterprises (MEPs)

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 3 2008
Debby F. Mir
Abstract This study analyzes the relationship between internal and external factors that influence environmental behaviour in traditional service micro-enterprises, focusing on Chicago motor vehicle repair (MVR) firms five years after the Clean Break amnesty program and subsequent inspections of MVR firms. The survey explored the influence of firm and manager characteristics, government intervention, and market and social pressures and opportunities on environmental awareness and action. Environmental action was significantly higher in older firms (more experienced owners) and in auto-refinishing firms practicing spray painting. While awareness levels were mixed for dealerships and franchises (contracted to larger organizations), environmental action was good for six out of the seven firms, which may reflect expectations for higher professional rather than environmental standards. However, environmental awareness and behaviour levels were mixed for trade association members. Owners obtain most environmental information from suppliers and government agencies, but confuse government responsibilities and attribute greater authority to non-environmental agencies. Finally, micro-enterprises avoid voluntary environmental compliance programs and prefer targeted enforcement and insurance requirements that promote a level playing field. Copyright © 2006 John Wiley & Sons, Ltd and ERP Environment. [source]