Cloud Management Tools for Sustainable SMEs

Rocha, Luís A.; Gómez, Andrés Hernández; Araújo, Nuno; Otero, C.; Rodrigues, David

doi:10.1016/j.procir.2016.01.106

Cited by 11 publications

(7 citation statements)

References 11 publications

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“…On the other hand, both, SME's and large companies share some mutual goals, for instance, stability and long-term profit, etc., all these goals encourage the companies to adapt new methodologies or efficient approaches for enhancing the business process. According to Taylor and Murphy [21] SME's have been trying to succeed on achieving this by less number of resources, and by the strong impact from the owners or the decision makers [22]. Furthermore, in developing countries, the awareness and adoption of e_business in SME's have been motivated by markets more than the western countries [23].…”

Section: E_business Practices In Smesmentioning

confidence: 99%

It Offshoring And E_Business Adoption In Iraq: Study From Smes Perspective

Hamzah¹

2021

TURCOMAT

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The aims of this research were to investigate the factors that influence the IT offshoring approach among the Iraqian SMEs and whether this approach can be considered for the SMEs e_business implementation. SMEs face many issues such as technological, business, economic and cultural nature, while trying to be in an advantage edge or survive at least. Business offshoring is one of the approaches common especially in IT development to assist the enterprises to automate and streamline the business processes. This research applied the quantitative and qualitative approaches when collecting data from the Iraqiann SMEs. SPSS software was used to analyse the collected data.

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Section: E_business Practices In Smesmentioning

confidence: 99%

It Offshoring And E_Business Adoption In Iraq: Study From Smes Perspective

Hamzah¹

2021

TURCOMAT

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“…The world is experiencing revolutionary advances in science and technology [16]. In a progressively digital world, organisations have invested significantly in technologies to keep ahead of competitors and potential disruptors [17]. First-order disruption includes localised change within a market, where a particular technology is disruptive.…”

Section: Overview Of I40mentioning

confidence: 99%

A Strategic Organisational Perspective of Industry 4.0: A Conceptual Model

Smuts

Merwe

Smuts

2020

Lecture Notes in Computer Science

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The so-called fourth industrial revolution or Industry 4.0 (I4.0), with its potentially disruptive technologies, is changing the way we socialise, live and work and provides opportunities for organisations to innovate and disrupt. Although organisations are acknowledging the emergence of I4.0 and realise the importance of being ready for its impact, better understanding is required of the potential of I4.0 and its holistic impact on organisations. In this paper, we conducted a systematic literature review to identify all I4.0-related organisational aspects, such as an I4.0-relevant strategy, digital business model innovation, technology investment optimisation, workforce management complexity, digital eco-systems, technology-centric convergence, virtual model and physical environment linkage, value chain digitalisation and product portfolio innovation. Furthermore, we presented these I4.0 organisational aspects identified in a conceptual model based on the components of organisational strategic alignment. By using such a conceptual model, organisations can ensure that both optimisation and new opportunities enabled by I4.0 are leveraged and that a relevant, strategically aligned approach to I4.0 may be considered.

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“…The world is seeing revolutionary advances in science and technology, labelled the 4th Industrial Revolution or Industry 4.0 [1]. With the evolution of digital technologies, many opportunities are realised through the application of the digital technologies [2,3]. Some of these include cyber-physical systems where control and monitoring are done by computer-based algorithms e.g.…”

Section: Introductionmentioning

confidence: 99%

A Conceptual Knowledge Visualisation Framework for Transfer of Knowledge: An Organisational Context

Smuts

Scholtz

2020

Lecture Notes in Computer Science

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Revolutionary advances in science and technology enables organisations to apply and optimise a world of visual and experiential learning in order to enhance the skills and knowledge of their employees. Furthermore, the volume and complexity of knowledge and information are such that unless a reporting structure is overlaid upon it, it may remain meaningless. Knowledge visualisation uses graphical representations to convey organisational knowledge, enabling employees to share and recall relevant knowledge. However, in order to assist organisations to create and transfer knowledge more effectively through knowledge visualisation, the aim of this study is to provide a conceptual knowledge visualisation framework for the transfer of knowledge for organisations. A conceptual knowledge visualisation framework was designed through a systematic literature review process where 15 organisational knowledge visualisation elements were identified. The 15 elements were grouped and presented in a 4-layered, embedded conceptual framework that organisations may apply to their knowledge visualisation efforts. By using such a framework, organisations may optimise learning and improve knowledge and skills of its employees.

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Cloud Management Tools for Sustainable SMEs

Cited by 11 publications

References 11 publications

It Offshoring And E_Business Adoption In Iraq: Study From Smes Perspective

It Offshoring And E_Business Adoption In Iraq: Study From Smes Perspective

A Strategic Organisational Perspective of Industry 4.0: A Conceptual Model

A Conceptual Knowledge Visualisation Framework for Transfer of Knowledge: An Organisational Context

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