...Kim (2009), explains that internal integration and external integration have the ability to improve operational performance outcomes, such as cost, quality, delivery and flexibility however their impacts on product innovation are less understood due to their potential in facilitating exploration and exploitation. While studies have tried to show the positive impacts of internal integration and external integration on explorative innovations, due to the fact that internal integration and external integration together improve product innovations and exploitative innovations have a positive effect on explorative innovations, there are no comprehensive empirical evidence or theoretical explanation to show or support this argument (Lau et al., 2010). The research presented on this presentation will critically evaluate and explain how internal integration and external integration both individually and together affect product innovation. When separated, the individual effects of internal integration and external integration can be explained by information processing theory and relational view theory. However, for the combined effects of internal integration and external integration, we have to refer to the ambidexterity theory from the field of organizational studies as ambidextrous firms are found to benefit both the exploitation of existing resources as well as the exploration of new resources and they are additionally known to be more relatively innovative. This research will offer...
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... Strategic Alignment Model external internal Business Strategy Business Scope • Covers that affect the business environment e.g. markets, products, services, customers/clients etc. • Make business a success in market place i.e. core competencies like brand, research, manufacturing and product development • Covers relationships between the stockholder of the company and senior management Distinctive Competencies Business Governance Business Infrastructure Administrative Structure •Covers how organization runs its business e.g. questions regarding centralization, decentralization, matrix, geographic and functional organization type. Business Process •Covers all activities and how they operate e.g. value added activities and process improvement Human Skills •Hire/fire •Motivation •Train and education Information Technology Strategy Technology Scope • Covers all the essential information applications and the technologies that business uses • Capabilities that set IT services apart from the rest i.e. how much access business has to information that is important to business’s strategies. • Make up the authority and how resources, risks and responsibility, are distributed between business partners, IT Management and Service providers Systematic Competencies IT Governance Components Information Technology Infrastructure Architecture •Technologies priorities, policies and choices that drive the integration of applications, software...
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...Economic integration, process in which two or more states in a broadly defined geographic area reduce a range of trade barriers to advance or protect a set of economic goals. The level of integration involved in an economic regionalist project can vary enormously from loose association to a sophisticated, deeply integrated, transnationalized economic space. It is in its political dimension that economic integration differs from the broader idea of regionalism in general. Although economic decisions go directly to the intrinsically political question of resource allocation, an economic region can be deployed as a technocratic tool by the participating government to advance a clearly defined and limited economic agenda without requiring more than minimal political alignment or erosion of formal state sovereignty. The unifying factor in the different forms of economic regionalism is thus the desire by the participating states to use a wider, transnationalized sense of space to advance national economic interests. Forms of economic integration Although there are many different forms of economic integration, perhaps the most convenient way to order the concept is to think of a continuum that ranges from loose association at one end to an almost complete merging of national economies at the other end. Although it is far from a given that positive experiences in the simpler forms of economic integration will lead to a deepening of the process to increasingly integrated shared economic...
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...PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: • Discuss and compare internal and external process integration. • Discuss the requirements for achieving process integration. • Describe the barriers to internal and external process integration, and what can be done to overcome them. • Understand the importance of performance measurements in achieving internal and external process integration. • Understand why it is important to align supply chain strategies with internal process strategies. • List and describe the eight key supply chain processes, and how trading partners integrate these processes. • Discuss a number of the latest trends in the areas of process management and process integration. CHAPTER OUTLINE Introduction Achieving Internal Process Integration Extending Integration to Supply Chain Trading Partners A Look at Trends and Developments in Integration and Process Management PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for...
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...PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: • Discuss and compare internal and external process integration. • Discuss the requirements for achieving process integration. • Describe the barriers to internal and external process integration, and what can be done to overcome them. • Understand the importance of performance measurements in achieving internal and external process integration. • Understand why it is important to align supply chain strategies with internal process strategies. • List and describe the eight key supply chain processes, and how trading partners integrate these processes. • Discuss a number of the latest trends in the areas of process management and process integration. CHAPTER OUTLINE Introduction Achieving Internal Process Integration Extending Integration to Supply Chain Trading Partners A Look at Trends and Developments in Integration and Process Management PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for...
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...NT1110 Unit 4 Research Paper Student NT1110 Abstract Components and technology of today’s computer motherboards. This paper will give a brief description of chipsets, Motherboard bus’s, & Component Integration. NT1110 Unit 4 Research Paper The chipset on today’s computers is responsible for managing the flow of information between the CPU, Memory, & the Peripherals. Chipsets are usually deigned to work with a specific family of microprocessor such as Intel or AMD. Mother board Buses can be broken down into two different types, the first type is the internal bus. The internal bus is easily recognized by the gold lines of wire that run throughout the motherboard. The external buses are the slots filled with pins on the motherboard. Both types of bus are basically the lines of communication for the mother boar. There are six major types of external buses on a common motherboard, only a few of these are found on the mother board of a home PC, they are PCI, AGP, USB, & IDE. The external Buses connect to the Internal bus via the pins in there Appropriate slots, those pins transfer the information from the external buses to the internal bus and then to the final destination. The final topic of this paper is component Integration, component integration has eliminated the need for individual component hard ware and the heat they produce. The elimination of those two things has enabled the manufacturers to reduce the size of today’s computers enabling the development...
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...PART 5—LOOKING TO THE FUTURE Chapter 16—SUPPLY CHAIN PROCESS INTEGRATION AND A LOOK TOWARDS THE FUTURE For those for whom integration is not happening, the future is bleak and getting darker.[i] There is a lot of value that is “trapped” between the processes trading partners use to transact business, and when companies work together, they can unlock that value and share its benefits.[ii] LEARNING OBJECTIVES After completing this chapter, you should be able to: • Discuss and compare internal and external process integration. • Discuss the requirements for achieving process integration. • Describe the barriers to internal and external process integration, and what can be done to overcome them. • Understand the importance of performance measurements in achieving internal and external process integration. • Understand why it is important to align supply chain strategies with internal process strategies. • List and describe the eight key supply chain processes, and how trading partners integrate these processes. • Discuss a number of the latest trends in the areas of process management and process integration. CHAPTER OUTLINE Introduction Achieving Internal Process Integration Extending Integration to Supply Chain Trading Partners A Look at Trends and Developments in Integration and Process Management PROCESS MANAGEMENT IN ACTION—An Interview with Zack Noshirwani, Vice President of Integrated Supply Chain for...
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...projects M ARY SUM NER School of Business, Southern Illinois University, Campus Box 1106, Edwardsville, IL 62026, USA The purpose of this study was to identify the risk factors in implementing traditional management information systems projects, describe the risk factors associated with enterprise-wide/ERP (enterprise resource planning) projects and identify the risk factors in ERP projects which are unique to these projects. Some of the unique challenges in managing enterprise-wide projects which were highlighted through the ndings included the challenge of re-engineering business processes to ‘ t’ the process which the ERP software supports, investment in recruiting and reskilling technology professionals, the challenge of using external consultants and integrating their application-speci c knowledge and technical expertise with existing teams, the risk of technological bottlenecks through client-server implementation and the challenge of recruiting and retaining business analysts who combine technology and business skills. Introduction In the past few years many organizations have initiated enterprise-wide/ERP (enterprise resource planning) projects using such packages as SAP, Peoplesoft and Oracle. These projects often represent the single largest investment in an information systems (IS) project in the histories of these companies and, in many cases, the largest single investment in any corporatewide project. These enterprise-wide/ERP projects bring about a host...
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...Case: Chipping Away at Intel 1. What were the different changes at Intel over the first three years of Barrett’s tenure? By analyzing the changes at Intel, key factors that can be identify such as: * They expanded into the production of information and communication appliances as well as services related to the internet * September 11 resulted in a slowing economy which caused problems with internal systems that needed to be changed. * Internal systems were redesigned to reduce duplications and improve coordination within the organization. * New business units were created and decision making was decentralized. 2. Of the environmental pressures for change discussed in this chapter—fashion, mandates, geopolitical, declining markets, hypercompetition, and corporate reputation—which ones were experienced by Intel? By analyzing each of the pressures for change, all can be originate from the environment. Below, all pressures are discussed in relation to their applicability to the case. * Fashion: It can be said that Intel followed in the “fashion” of many other organizations by entering into markets that were the “boom” sectors of the technology industry. They were not necessarily ready or committed to enter these markets. * Mandates: From this case study, there is no evidence of mandates put in place that forced Intel to change. * Geopolitical: During this period of change, the events of September 11 occurred. This event affected...
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...scope of an organization over the long term, which ideally matches its resources to its changing environment and in particular to its markets, customers and clients to meet stakeholder expectations”. Snell & Bohlander (2007:48) define it as “a set of procedures for making decisions about the organization’s long term goals and strategies”. The company’s long-term plan for how it will balance its internal strengths and weaknesses with its external opportunities and threats to maintain a competitive advantage. Strategic Management Pearce & Robinson (2003:3) define Strategic Management as the set of decisions and actions that result in the formulation and implementation of plans designed to achieve a company’s objectives. Phases of Strategic Management In today's highly competitive business environment, budget-oriented planning or forecast-based planning methods are insufficient for a large corporation to survive and prosper. The firm must engage in strategic planning that clearly defines objectives and assesses both the internal and external situation to formulate strategy, implement the strategy, evaluate the progress, and make adjustments as necessary to stay on track. In this module, three aspects of Strategic Management will be covered. These are: • Strategic Formulation or Planning • Strategic Implementation • Evaluation A simplified view of the strategic management process is shown by the following...
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...planned and executed carefully to maximize shareholder value. Generating Synergy When an organization aligns the activities of its various business and support units, it creates additional sources of value in various ways. Corporate financial synergy revolves around issues such as where to invest, where to harvest, how to balance risk and how to create an investor brand. Customer synergy means enhancing customer relationships by offering a range of complementary products and services from different business units. Internal process synergies can be created by generating economies of scale in activities such as procurement, logistics and infrastructure. Learning and growth synergies can be generated by developing and sharing critical intangible assets including people, technology, culture and leadership. Despite various innovations in organization design, there is nothing like the best structure to balance the tension between specialization and integration. Instead of looking for the best structure, companies must choose an optimal structure and put in place the necessary systems to align the structure with the corporate strategy. Financial Synergies Enterprises can generate financial synergies by using centralized resource allocation and financial management. The...
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...1 INTRODUCTION PROTON BEHARD is a Malaysian car manufacturing company that was established by the government in 1983. The objective behind the creation of the car company was to aid the attainment of the country’s goal of becoming an industrialized nation through a fortified car manufacturing industries. The country also had the intention of acquiring improved technology and industrial skills through the new manufacturing field which in turn is believed will fortify the status of Malaysia as an industrial Nation Vision The vision of proton is stated thus “to become Asia’s premier automotive brand; a brand that connects with people and provides products which become life companions”. This will be achieved through; • Ensure quality as the Number One work ethics in all operations • Establish an effective and efficient Quality System based on the requirements of ISO9001:2008 standards • Provide adequate skills and knowledge to all levels of personnel through systematic and structured training programmes • Provide a culture and environment of continuous learning, improvement and innovation towards total quality excellence • Provide a conducive, safe and healthy working environment in which people like to work and prosper. 1.1 Performance and challenges For twenty five years Proton has provided Malaysians with a number of award winning models and presently they have the largest factory in the South East Asia region with respectable statute. The company which has grown...
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...is vertical integration between an organisation’s business strategy and its HRM policies and practices. This is where an understanding of the strategic management process and context can enhance our understanding of the development of SHRM, both as an academic field of study and in its application in organisations. The notion of a link between business strategy and the performance of every individual in the organisation is central to ‘fit’ or vertical integration. Vertical integration can be explicitly demonstrated through the linking of a business goal to individual objective setting, to the measurement and rewarding of that business goal. Vertical integration between business strategy or the objectives of the business and individual behaviour and ultimately individual, team and organisational performance is at the core of many models of SHRM. Inherent in most treatments of fit is the premise that organisations are more efficient and /or effective when they achieve fit relative to when a lack of fit exists (Wright & Snell 1991:757) . This vertical integration or ‘fit’ where ‘leverage’ is gained through procedures, policies and processes is widely acknowledged to be a crucial part of any strategic approach to the management of people (Dyer, 1984; Mahoney & Deckop, 1986; Schuler & Jackson, 1987; Fombrun, Tichy & Devanna, 1984, Gratton, Hope-Hailey,Stiles and Truss, 1999). Vertical integration therefore ensures an explicit link or relationship between internal people processes...
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...information integrators; responsive situation providers, and new capability enablers. A new review of Accenture IT Governance Model reveals that Alcan falls under the efficient, predictable operator’s quadrant. This quadrant suits companies that have low rates of change and focus on attaining operational efficiency, which entails meeting business requirements while closely controlling operating costs. Alcan’s IT management is characterized by centralization with the business units operating under a single IT plan and strategy. Alcan focuses on cutting costs of production and makes use of its IT department to ensure that costs are low. This is facilitated by standardization and consolidation of its IT infrastructure, resulting in vertical integration of its IT governance structure. The Weill and Ross IT Governance model emphasizes on the specification...
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...Table of Contents Introduction 3 Answer 1: Supply Network Prospective 4 Failure to integrate the facilities 5 Vertical integration 5 Horizontal Integration: Single Company Strategy 6 Benefits: 7 Product range 7 Lack of customer consciousness and commitment to service 7 Poor internal and external communications 8 Answer 2: Customer service 9 The components of customer service 9 Answer 3: Inventory Management 11 The poor solution – the economic order quantity (EOQ) ‘fix’ 12 ABC analysis 13 Material Requirement Planning (MRP) 13 Enterprise resource planning (ERP) 14 Just-in-time management 14 Kanban 15 The effect of JIT on operations 16 Answer 4: Operations Performance Objectives 17 Quality 17 Speed 18 Dependability 19 Flexibility 20 Cost 21 References: 22 Introduction United Biscuits is a leading European manufacturer of biscuits and bagged snacks. It has 14 geographical locations in the UK with revenue of £1.1 billion in 2007. No of employees: 7,200 people in the UK Business Sector: Food manufacturing IT was founded in 1948 following the merger of two Scottish family businesses — McVitie & Price and MacFarlane Lang. In 1960, United Biscuits added to its portfolio with the acquisition of Crawford's Biscuits and MacDonald's Biscuits. In 2000 UB was bought by Finalrealm, a consortium of investors, and reverted to private limited company status. United Biscuits (UB) is one of the world’s pre-eminent branded snacks...
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