bluuebunny/crossref_metadata_2025_split huggingface dataset:
The link between non‐technological innovations and technological innovation
Authors: Mothe Caroline , Uyen Nguyen Thi Thuc 
Published: August 2010

PurposeThis paper aims to provide evidence of the major role of non‐technological activities in the innovation process. It seeks to highlight the effects of marketing and organizational innovation strategies on technological innovation performance.Design/methodology/approachThe paper tests theoretical hypotheses on a sample of 555 firms of the Fourth Community Innovation Survey (CIS 4) in 2006 in Luxembourg. Data are analyzed through a generalized Tobit model.FindingsEvidence is found to support the impact of innovation in the marketing and organization fields on a firm's capacity to innovate, but not on the innovative performance. The paper also statistically shows that the effects of non‐technological innovation differ depending on the phase of the innovation process.Research limitations/implicationsThe causal link and the question of time frame between the various innovations could be further investigated, especially through longitudinal studies. Further research should also focus on the differences between large versus small firms, and service versus industrial firms.Practical implicationsThe effects of non‐technological innovation are not the same according to whether the firm is in the first step of the innovation process (i.e. being innovative), or in a later step (i.e. innovative performance). Managers should be aware of these various effects in order to efficiently adopt non‐technological innovation strategies.Originality/valueFew works have taken into account the role of other innovative strategies such as marketing and organization. As far as is known, this is the first study based on recent CIS data that looks at the interrelations between different types of innovation.
Addressing R&D investment decisions: a cross analysis of R&D project selection methods
Authors: Verbano Chiara , Nosella Anna 
Published: August 2010

PurposeA large number of methodologies for R&D project selection have been developed and reported in the literature over the last few decades, and it has become a very popular research topic since the 1960s. The aim of this paper is to classify and characterize the determining aspects behind the research and development project selection process.Design/methodology/approachAfter carefully reviewing the literature and analysing the latest contributions the paper identifies the key issues for the comparison of the existing techniques used to evaluate alternative projects and portfolios of R&D projects. In the second phase the main selection methods (including the latest project portfolio optimisation approaches) are reviewed and critically compared.FindingsThe strengths, weaknesses, limitations and practicality of the methods analysed allow managers to choose the project selection model appropriate for their specific problems. Some integrated models (hybrid approach) and the latest solutions could fill the gaps in existing selection methods.Originality/valueAlthough previous literature has made valid points about this subject, for the most part it concentrates on describing the project selection methods and highlighting their strengths and weaknesses. What seems to be missing, however, is a comparison of these methods. This paper contributes to bridge this gap, offering analysis that can support decision makers in their choice of the most suitable tool useful for evaluating a range of R&D projects.
Challenges in enterprise resource planning implementation: state‐of‐the‐art
Authors: Momoh A. , Roy R. , Shehab E. 
Published: August 2010

PurposeThe purpose of this paper is to present an integrative and detailed review of the critical factors that cause enterprise resource planning (ERP) implementation failures, based on an in‐depth literature review (1997‐2009).Design/methodology/approachKeywords relating to the subject of this paper were defined, and used to search web engines and journal databases for papers on ERP implementation failures. These papers were further analysed and classified into various categories.FindingsNine factors are found to be critical in the failure of ERP implementations: excessive customisation, dilemma of internal integration, poor understanding of business implications and requirements, lack of change management, poor data quality, misalignment of IT with business, hidden costs, limited training and lack of top management support.Research limitations/implicationsThe paper proposes the development of a framework to address each ERP implementation failure factor in its entirety based on the frequency of its occurrence in industry, as a topic for future research.Originality/valueThe paper contributes to research in the ERP domain by highlighting ERP implementation challenges from a critical failure perspective and proportion of the failures, as opposed to presenting critical success factors. Failure factors with examples provides a clearer visibility of the costly damages that can be introduced into organisations in the event that these failures are ignored.
Business process research: a cross‐disciplinary review
Authors: Sidorova Anna , Isik Oyku 
Published: August 2010

PurposeThe paper aims to provide a comprehensive overview of business processes (BPs) literature by identifying and discussing key BP‐related research themes and suggesting directions for future research.Design/methodology/approachLatent semantic analysis was used to analyze the abstracts of academic articles related to BP. Over 2,700 articles that use the term “business process (BP)” in their title, abstract or keywords were identified through electronic journals database EBSCOHost and examined.FindingsThe results clearly indicate growing interest in BP research during the past 20 years. The key research themes can be classified into core and associated BP research. Core BP research deals with four cornerstones of BP change: BP design, information technology, BP implementation, and ongoing BP management. The associated BP research lies on the intersection of BP and other research areas such as total quality management, supply chain management, e‐commerce, etc.Research limitations/implicationsThere is a need to focus future research efforts on understanding the inter‐relationships among the four identified cornerstones of BP change. There is also a need for more inter‐disciplinary BP research and integration of BP‐related organizational practices.Originality/valueThe review offers a cross‐disciplinary perspective on BP research. The proposed framework can be used to identify directions for future research and practice.
Auditing improvements in a product delivery process (AIPDP)
Authors: Childerhouse Paul , Thomas Andrew , Phillips Gareth , Towill Denis R. 
Published: August 2010

PurposeThe purpose of this paper is to assess the appropriateness of using the 12 previously published material flow simplicity rules (SRs) to shape the successful design and implementation of improvements in a casting company product delivery process (PDP).Design/methodology/approachThe business process improvement (BPI) project described in this case study was actively supported by the UK knowledge transfer partnership initiative. Hence, the outcome in terms of gain in the key performance indicators has been subjected to close and independent scrutiny. The dynamics of process change observed (and displayed on the factory floor) can thereby be exploited as signatures showing actual rates of improvement. It is then straightforward to highlight the qualitative impact of SR relevance to the likely outcomes.FindingsThe 12 SRs were originally posited based on published research (particularly by Jay Forrester and Jack Burbidge) and many others. This case study independently tests their detailed application in one specific environment.Research limitations/implicationsNone emerged during this case study. Other investigations may subsequently lead to prioritisation of the rules.Practical implicationsOn this evidence the 12 material flow SRs are directly relevant and highly effective in the planning and execution of industrial PDP improvement programmes. They provide structure and build confidence during execution of this important task.Originality/valueThe paper has originality and values primarily due to new proven application of a recent published technique for BPI auditing.
A structured language for manipulating process models
Authors: Bi Henry H. 
Published: August 2010

PurposeAlthough software systems used to automate business processes have been becoming rather advanced, the existing practice of developing and modifying graphical process models in those software systems is still primitive: users have to manually add, change, or delete each node and arc piece by piece. Since such manual operations are typically tedious, time‐consuming, and prone to errors, it is desirable to develop an alternative approach. This paper aims to address this issue.Design/methodology/approachIn this paper, a novel, human‐understandable process manipulation language (PML) for specifying operations (e.g. insertion, deletion, merging, and split) on process models is developed. A prototype system to demonstrate PML is also developed.FindingsThe paper finds that manipulation operations on process models can be standardized and, thus, can be facilitated and automated through using a structured language like PML.Originality/valuePML can improve manipulation operations on process models over the existing manual approach in two aspects: first, using PML, users only need to specify what operations are to be performed on process models, and then a computer carries out specified operations as well as performs other routine operations (e.g. generating nodes and arcs). This feature minimizes user effort to deal with low‐level details on nodes and arcs. Second, using PML, users can systematically specify operations on process models, thus reducing arbitrary operations and problems in process models.
Delineating the ERP institutionalization process: go‐live to effectiveness
Authors: Maheshwari Bharat , Kumar Vinod , Kumar Uma 
Published: August 2010

PurposeThe institutionalization of an organizational innovation, such as an enterprise resource planning (ERP) system, takes place as a continuous adaptation process that includes the development of a support organization, infrastructure, regulations, and norms, as well as the acquired knowledge of the organizational members. This paper aims to provide a structured road map for understanding this complex process and to explain some of the critical issues in institutionalizing ERP in the organization.Design/methodology/approachMultiple case studies were employed as the research approach. A multiphase design was used to introduce structure to the methodology.FindingsThe paper, using a reasonably representative sample, provides valuable insights into the ERP institutionalization process within organizations. It identifies and documents a number of key challenges that organizations face in the three phases of the institutionalization process.Practical implicationsA number of findings from the paper may help managers in successfully institutionalizing ERP systems. The paper identifies 15 key activities and several challenges in executing those activities along with coping strategies that firms employed to face these challenges.Originality/valueERP systems mark a major shift in the organizational approach to information systems. The paper uses empirical data from case studies to explore and delineate the ERP institutionalization process in the adopting organizations.
Applying the VAIC™ model to Australian hotels
Authors: Laing Gregory , Dunn Jillian , Hughes‐Lucas Susan 
Published: August 2010

PurposeThis paper aims to examine the extent to which intellectual capital (IC) adds value to a service provider and presents an approach for interpreting the results.Design/methodology/approachThe value added intellectual coefficient (VAIC™) model is used to determine the relevant elements of intellectual capital because it employs existing financial data. The number of subjects was restricted to two companies operating in the Australian hotel industry over a four‐year period (2004‐2007).FindingsThe VAIC™ model provides a robust tool for assessing the efficient use of intellectual capital. The model can be used by management to assess their own organisation's performance without having to rely upon industry standards.Research limitations/implicationsThe data derived from published financial statements and the limitations associated with accounting standards may be questionable. However, the financial statements were subject to external audit verification. The restricted number of companies is a limitation to generalisability. However, the two companies are the major players in the Australian hotel industry.Practical implicationsThe application of the VAIC™ model presented in this paper provides a basis for practical application for management.Originality/valueThe study provides management with a guide to employing the VAIC™ model and, more importantly, a method for interpreting the results.
Intellectual capital in service‐ and product‐oriented companies
Authors: Kianto Aino , Hurmelinna‐Laukkanen Pia , Ritala Paavo 
Published: August 2010

PurposeAs service companies are occupying an increasingly significant place as drivers of economic growth, there is a pressing need to understand their peculiarities in order to facilitate their effective management and governance. One important area in which this kind of understanding is lacking is intellectual capital (IC) and knowledge management. Although intellectual capital has become the key value driver for all types of organizations, there is a lack of systematic research on whether there are fundamental differences in the IC of service‐oriented versus product‐oriented companies. In an attempt to bridge this gap the paper aims to examine the main differences in IC stocks, creation, management and protection mechanisms between service‐oriented and product‐oriented companies.Design/methodology/approachThe analysis is based on empirical evidence collected from 418 respondents representing HR and R&D functions in 335 Finnish companies.FindingsThe results demonstrate that service‐oriented companies possess more human capital and renewal capital, and focus more on IC creation than product‐oriented companies. In addition, IC protection is stronger in product‐oriented companies. As companies move towards a service orientation they need to change their approach to IC stocks and management, and in this acknowledging the differences between a service and a product orientation is the first step.Originality/valueThe results presented in this study shed new light on the differences between service‐oriented and product‐oriented companies in terms of the possession, management, creation and protection of intellectual capital.
Interorganizational IT investments and the value upstream relational capital
Authors: Léger Pierre‐Majorique 
Published: August 2010

PurposeThe focus of this article is upstream relational capital, the intangible value of a firm's business relations with its suppliers. The paper aims to propose and test a valuation model of an organization's upstream relational capital that incorporates the leveraging impact of IT investments.Design/methodology/approachA survey was carried out of 159 CEOs in the wireless telecommunication industry.FindingsEvidence suggests that IT and non‐IT factors contribute to explain abnormal return on relational investments.Research limitations/implicationsThis exploratory study is based on a single industry and relational capital is valued by CEO using psychometric scales.Practical implicationsThis study shows how IT‐related information helps external investors to value a firm's upstream relationship capital and hence assess the impact of interorganizational IT investments on the firm's valuation.Originality/valueThese results militate for more transparency in regard to relational investments and the relational context of the firm in the management discussion section of the annual report.
Managing talent across a global workforce
Authors: Woollard Stuart 
Published: August 2010

PurposeThe purpose of this paper is to identify issues around the use of the concept “talent management” and its implementation in an international context. It also highlights techniques/solutions for better international talent management, which can be utilized by those who are responsible for managing a global workforce.Design/methodology/approachThis paper draws on past and current research in the area of talent management, particularly around its various definitions and the reasons for organizations failing to adequately manage and develop their key talent in a global context. It also uses a current case study on one of the leading US multinationals, which faces significant strategic and financial costs due to its inability to manage key globally mobile talent. It includes the steps taken by the organization to try and improve its international workforce management techniques.FindingsThis paper is not an exhaustive list of research and case studies applicable within the subject matter. The main case study does not include outcome data.Originality/valueThe paper is useful for HR practitioners, particularly those who are part of a global business, as it will enable them to consider some of the challenges of managing a global workforce. Through the issues and examples highlighted practitioners can evaluate solutions for their organization.
Arkadin develops employee talent through e‐learning
Authors: Mulin Christophe , Reen Hilary 
Published: August 2010

PurposeThe aim of this paper is to explore e‐learning within the context of global talent management. The number of companies using remote learning solutions to develop talent and skills has witnessed an upsurge in recent years. Thanks to Web 2.0 and other types of technology, legacy learning or “traditional distance learning” offers have undergone a major transformation. E‐learning has become an indispensable tool, especially for globally dispersed companies wishing to respond to modern day recruitment and leadership challenges.Design/methodology/approachThis paper uses the experiences of Arkadin, a global provider of integrated audio and web conferencing services, as a case study.FindingsArkadin's initial experience with e‐learning solutions from provider CrossKnowledge has proved to be so efficient and effective that after the successful launch of the first two learning academies, Arkadin plans to launch another five this year. The academies are distance training solutions that combine e‐learning with other offerings such as mentoring and face‐to‐face training. Each academy is designed to ensure training responds to specific corporate requirements and is delivered just‐in‐time.Originality/valueThis ambitious venture has enabled Arkadin to create an equal skills base and ensure that the people responsible for running the operation abroad understand corporate strategy and requirements in order to develop staff locally. This is a useful case study for learning and HR professionals operating within a global operation.
Retaining a high quality workforce – keeping hold of the family silver
Authors: Curson Judy , Skidmore Tom 
Published: August 2010

PurposeThe purpose of this paper is to explore the challenges faced by a small, specialized NHS organization in recruiting and retaining a high quality workforce in a highly competitive market.Design/methodology/approachThe paper focuses on four main areas: recruitment, employee development, office environment, and management style.FindingsThe conclusion is that against the odds a public sector organization can attract and retain a high quality workforce in a highly competitive market.Originality/valueAn innovative and flexible approach to recruiting and managing your staff can achieve remarkable results.
Is inadequate response to whistleblowing perpetuating a culture of silence in hospitals?
Authors: Moore Linda , McAuliffe Eilish 
Published: August 2010

PurposeThe reporting of incidents or “whistleblowing” occurs when a member of staff within an organisation discloses that an employee has acted in a way that is a cause for concern, and the person it is reported to has the ability to do something about it. Surveys in the UK and the USA have shown that errors in healthcare are unacceptably high. It is also known that under‐reporting of errors is the norm. There is a need to understand why people fail to report so that systems and more open cultures which support staff in reporting poor practice can be introduced. Research that captures the experiences of those who have observed poor care and what they experience if they report an incident is critical to developing such an understanding. This paper aims to address this issue.Design/methodology/approachAn exploratory quantitative research design, based on a similar study in the NHS UK, was utilised to answer the research questions of this study. Data were collected in eight acute hospitals in the Health Services Executive (HSE) regions in Ireland. Two hospitals were selected from each of the four regions and nursing staff on three wards within each hospital provided the sample. A total of 575 anonymous questionnaires were sent to all grades of nurses working on these 24 wards.FindingsA total of 152 responses were received, a response rate of 26 per cent. This study found that 88 per cent of respondents, i.e. nurses working in acute hospitals, have observed an incident of poor care in the past six months. The findings indicate that 70 per cent of those that observed an incident of poor care reported it. Nurse managers are more likely to report than staff nurses (reporting rates of 88 per cent and 65 per cent respectively). The study findings indicate that only one in four nurses who reported poor care were satisfied with the way the organisation handled their concerns.Originality/valueHealth professionals have a responsibility to maintain standards of care and this responsibility includes taking action to report poor care. The paper shows that reporting of poor care is hampered by a fear of retribution and lack of faith in the organisation's ability to take corrective action.
Implementation of a prolonged neonatal jaundice protocol supported by electronic software
Authors: Ogundele Michael O. , Halliday Jane , Weir Patricia 
Published: August 2010

PurposeSeveral audits of clinical practice have confirmed that there is insignificant yield from screening of prolonged jaundice babies with a wide range of tests including thyroid function test (TFT) and full blood count (FBC). This paper aims to audit local practice based on a newly adopted rationalised protocol of selective screening with split bilirubin supplemented with other investigations based on clinical risk assessment.Design/methodology/approachThe paper uses a retrospective audit of 50 babies referred for prolonged jaundice to a large district hospital in South West England. The authors also designed an easy‐to‐use, user‐friendly software application as a quick aid for implementation of the prolonged jaundice protocol.FindingsThe overall annual incidence of prolonged jaundice was 2.2 per cent of all live births. 32 patients (64 per cent) had only split biliburin test according to the protocol. In total 16 patients (32 per cent) had 18 tests requested unnecessarily including seven liver function test (LFT), eight FBC, one each of glucose, TFT and serum electrolytes. No patient with any serious liver disease was missed.Practical implicationsAppropriate recommendations for optimising the implementation of the current protocol based on the available scientific evidence were introduced.Originality/valueAfter two years of implementation of the protocol, it has been found to be cost‐effective and safe. The electronic software provides a useful prompt in guiding the investigation of prolonged jaundice.