Search results for "ENTERPRISE"
showing 10 items of 422 documents
Digital innovation & enterprise in the sharing economy : an action research agenda
2020
In this digital era, Digital Innovation & Enterprise have emerged as a possible prescription in the sharing economy. Scholars have noted that digital innovation is transforming the technological landscape, entrepreneurial practices, and the behaviours, attitudes, and beliefs of consumers across the globe. This research note serves three purposes. First, it introduces digital innovation and enterprise as a fruitful area of research in the sharing economy. Second, it extends the agenda set by Yoo, Henfridsson, and Lyytinen (2010) on “new organising logics of Digital Innovation” to propose contemporary research questions for scholarly collaboration. Third, it attempts to move forward research …
Influence of the Cultural Background at Small and Medium Sized-Enterprises Innovations in Regional Dimension
2017
Research background: SME’s play crucial role in economy’s development. In EU they make up 99% of all enterprises and are at the forefront of technological innovations (Kotler et al., 1999, pp. 139-140; EC 2013, p. 2; Jasińska-Biliczak, 2016, p. 30). Being the flywheel for economies (Soininen et. al., 2012, p. 614) are called “hidden champions” of 20th century. Over past few years Europe-wide anal-yses (Griffin, 2004, p. 424) have emphasised the importance of investing in SME’s. Taking into consideration that cultural environment is the background to decisions: social, managerial, development (Hofstede et al., 2011, p. 46), so inno-vations, knowledge, skills and competences as well as cultur…
Institutional logics and social enterprises: Entry mode choices of foreign hospitals in China
2020
When social enterprises, being defined by their social mission and profitability, internationalize, they need to\ud respond to institutional logics in the host country. By juxtaposing institutional logic and entry mode choice\ud literature, this paper shows how social enterprises accommodate different institutional logics when they enter\ud foreign markets. We collected data on Chinese healthcare reform, governmental policies and their changes, and\ud conducted 36 in-depth interviews and three expert group meetings. By analyzing five non-Chinese hospitals\ud entering China, we show how social enterprises, as hybrid organizations, respond to governmental, commercial,\ud and social institutio…
Intellectual Capital – The Key for Sustainable Competitive Advantage for the SME's Sector
2015
Abstract With the adoption of the Lisbon Agenda and its major objective, namely that the EU would become the most dynamic and competitive knowledge based economy in the world, it became clear the Small and Medium Enterprises (SME's) are the especially affected by these plans, because they represent the driving force for the European economy. In this context of creating and maintaining a competitive advantage for the SME's, it is crucial for them to make good use of the intellectual capital of their employees, in an efficient and proficient manner, in order to increase their potential for innovation. The aim of this article is to show, through an original argumentation, based on the analysis…
STRATEGIC ROLE OF ACTIVITY IN THE EFFECTIVE MANAGEMENT OF A COMPANY FROM THE SME SECTOR IN THE ERA OF GLOBAL CRISIS
2012
The year 2009 ended in Poland and other EU countries under the sign of the Great Depression, which began on the other side of the ocean but it covered almost the whole world. The most vulnerable to the crisis turned out to be companies from the SME sector which, in the European Union SMEs represent 99.8% companies operating within the Union, and their sales account for about 56.2% total revenues. EU small and medium-sized companies employ more than 66% workforce and they are the ones most heavily affected by the crisis. In Poland the company from the SME sector accounts for over 90% of all businesses operating in our country. And they were faced in front of the huge challenge which was how …
Panorama actual sobre la investigación en economía social y cooperativa en España desde la perspectiva estratégica
2001
Strategic Management can be applied to different sectors since each sector has different characteristics, as is the case with co-operative enterprises and the social economy. Strategic management in co-operative enterprise is necessary at the present time due to the importance of co-operatives in generating stable employment, with a view to improving management systems, preventing financial crises and adapting to changes. The present work is a study of the characterization of strategic management research in co-operative enterprises, with a definition of the conceptual framework and state of the art and an assessment of current status as a research field and main research lines. To this end…
Systemic Management of Architectural Decisions in Enterprise Architecture Planning. Four Dimensions and Three Abstraction Levels
2006
This paper presents a process model for the management of architectural decisions in enterprise architecture planning. First, decisions are made at the enterprise level, with strategic business considerations on the enterprise information, systems and technology strategy and governance issues. The next step is to define the domains, to then go on with domain architecture decisions. At the systems level, the enterprise and domain architecture decisions are collected and converted into architecture descriptions accurate in precision, form and detail to be given as input to the information systems development process, following the architectural planning. The model is derived from previous wor…
Elements of Sustainability for Public Sector Software : Mosaic Enterprise Architecture, Macroservices, and Low-Code
2021
Public sector is a large consumer for software. In countries such as Finland, many of the systems are made to order by consultancy companies that participate in public tenders. These tenders initiated by the state, cities, and other public sector organizations. Furthermore, as public sector tasks are often decomposed to various actors, each and every one of them makes their purchase based on their own needs. In this paper, we argue that to maintain software sustainability in this context, there is a need for three key elements. Firstly, there is a need for an enterprise architecture where independent services from various vendors are can be easily deployed and integrated. Secondly, these se…
State-Owned Enterprises
2019
State-owned enterprises (SOEs) are often considered to be relics of twentieth century history. The transformation in the basic concept of SOE is closely linked to two major recent developments in Western capitalism. This chapter examines the process of change in the concept of SOEs and their impact in the making of global business. The traditional SOE was established and developed in a variety of circumstances. Ownership is closely related to control, and, for traditional SOEs in particular, the means a close interconnection with the national government. SOEs have assumed various organizational forms: government agencies, intermediaries between the agency and the business enterprise, and st…
Towards the design of an agile enterprise architecture management method
2016
Enterprises engage in dynamic environments and do need capabilities that will enable them to (re)configure and integrate existing capabilities or create new capabilities in order to remain viable and competitive in such environments. Enterprise Architecture (EA) by definition has the propensity to contribute to the agility of the enterprise in turbulent environments provided it is managed and guided by a methodic approach in a way that strengthens the capabilities with which the enterprise senses and responds to changes in its environment. However, the agility of the Enterprise Architecture Management (EAM) func-tion and its relation with the agility of the enterprise as a whole has been sp…