International Journal of Operations & Production Management Does ICT influence supply chain management and performance?: A review of surveybased research Xuan Zhang Dirk Pieter van Donk Taco van der Vaart Article information: To cite this document: Xuan Zhang Dirk Pieter van Donk Taco van der Vaart, (2011),"Does ICT influence supply chain management and performance?", International Journal of Operations & Production Management, Vol. 31 Iss 11 pp. 1215 - 1247 Permanent link to this document:
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Concept Paper Submitted to Northcentral University Graduate Faculty of the School of XXXXXXXXXXX In Partial Fulfillment of the Requirements for the Degree of DOCTOR OF XXXXXXXXX by NAME Prescott Valley, Arizona Month Year Table of Contents Concept Paper 1 Introduction 3 Statement of the Problem 4 Purpose of the Study 4 Research Questions 4 .Hypotheses 5 Brief Review of the Literature 5 Research Method 6 Data collection 7 The Sponsor Pay Case Study. 9 Measurements
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Strategic Planning for eServices1 A Short Tutorial for the Beginners2 Amjad Umar, Ph.D. Senior Technical Advisor, United Nations-GAID Executive Summary Strategic planning of ICT (Information and Communication Technologies)-based services, abbreviated as eServices, is a crucial task for the public as well as private sectors. Given a strategic project (or an initiative), a strategic planning process identifies the main alternatives, the key business/technical issues involved in each alternative
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10 Strategic decision making (A-level only) 3.1 What is business? 3.2 Managers, leadership and decision making 3.3 Decision making to improve marketing performance 3.4 Decision making to improve operational performance 3.5 Decision making to improve financial performance 3.6 Decision making to improve human resource performance 3.7 Analysing the strategic position of a business (A-level only) 3.8 Choosing strategic direction (A-level only) 3.9 Strategic methods:
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The International Conference on micro, small and medium enterprises (MSMECON 10) Title of Paper: “Social Responsibility & MSMEs: A study of Corporate Social Responsibility Trends and Practices in India”. Author: Prof. (Mrs.) Mrinal Sanjay Rao Associated with Sinhgad Institute of Business Administration & Research, Pune, as Assistant Professor. Educational Qualifications: LL.M, M.P.M., D.L.L. & L.W. (Pune University) Work Experience Details:- Industry: 3 years. Academics:
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we need to develop public trust and confidence to promote diffusion and participation. The article relates this to the recently announced UAE eGovernment Strategic Framework 2011-2013. The framework attempts to promote the electronic transformation of all government services within a period of three years. An important component of the strategic framework in question is the use of the existing national identity management infrastructure and the development of a government-owned federated identity
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this route to market. The challenge is to understand better the inherent weaknesses in KAM strategy to balance these against the potential benefits, and to develop more robust strategic alternatives to managing relationships with major customers. Ó 2006 Elsevier Ltd. All rights reserved. Keywords: Key account management, Strategic account management, Buyer–seller relations, Buyer– seller interactions, Business-to-business customers ing managerial books about KAM, countless consultants eager to offer
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CSR as purported by a broad spectrum of scholars, this paper will argue that companies initially implement CSR initiatives in an effort to increase sales and obtain other incremental benefits. Then, this paper will examine the role CSR plays within a company’s business system over an extended period of time, arguing that CSR initiatives can ultimately provide a company with insurance in the face of potentially damaging events. Finally, this paper will attempt to determine whether the
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are equally effective in producing expected outcomes. Moreover, the usefulness of BSC as a practical theory has been questioned by referring to some of its assumptions, especially the cause-and-effect relationship (Norreklit, 2000, 2003). In this paper we re-examine the cause-and-effect principle, which can be seen as one of the corner-stones of the BSC. Further, we outline alternative ways to apply cause-and-effect in practice, both analytically and organizationally. To facilitate research on BSC
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Staff surveys are usually very helpful in establishing whether staff in your company are motivated and therefore performing to best effect. Aside from the information that questionnaires reveal, the process of involving and consulting with staff is hugely beneficial and motivational in its own right, (see the 'Hawthorne Effect'). Whilst your survey will be unique to your company, your staff issues, your industry and culture, some useful generic guidelines apply to most situations. Although not exhaustive
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