Information technology, operational, and management competencies for supply chain agility: Findings from case studies

Ngai, Eric W.T.; Chau, Dorothy C. K.; Chan, Ting-Yan

doi:10.1016/j.jsis.2010.11.002

Cited by 289 publications

(269 citation statements)

References 52 publications

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“…Of these, the human resource (management) competencies are critical for effectively leveraging IT resources (Bassellier, Benbasat, & Reich, 2003;Bassellier et al, 2001;Bharadwaj, Bharadwaj, & Konsynski, 2000;Ngai, Chau, & Chan, 2011). Top managers determine the critical issues of timing and intensity of adopting IT resources (Powell & Dent-Micallef, 1997;Ray, Barney, & Muhanna, 2004;Ray, Muhamma, & Barney, 2005).…”

Section: Microfoundations For Cos It Competenciesmentioning

confidence: 99%

On Information Technology Competencies for Collaborative Organizational Structures

Prasad¹,

Green²

2016

CAIS

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Abstract:There is an uptake of organizations' involvement in collaborative organizational structures (COS). Consistent with the resource-centric views of the firm, we suggest that the COS members need to contribute their managed IT competencies to their COS, whose synergies would create COS IT competencies. We suggest three key IT competencies for COS: proactive top management decision synergy, collaborative and agile IT infrastructure, and cross-functional tactical management synergy. Using survey data, we found evidence of a positive association between these COS IT competencies and the collaborative rent-generating potential of the COS. We also found a positive association between the collaborative rent-generating potential of the COS and the business value of the COS members. The results suggest that developing COS IT competencies add value to a COS and its members. This study provides guidance for organizations looking to leverage their involvement in a COS.

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Section: Microfoundations For Cos It Competenciesmentioning

confidence: 99%

On Information Technology Competencies for Collaborative Organizational Structures

Prasad¹,

Green²

2016

CAIS

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“…Sambamurthy et al 2003;Overby et al 2006;Ngai et al 2011;Kim and Suh 2012) although stakeholders 1 and their communities play a crucial role for succeeding in those projects. Korpelainen and Kira (2013) revealed "that most of the problems were identified in the social context and only one fifth of the problems were related to the employees' experiences of a lack of skills and competencies in using the IT-systems".…”

Section: S-bpm's Organizational Development Capabilitiesmentioning

confidence: 99%

S-BPM’s Industrial Capabilities

Neubauer

Stary

Kannengiesser³

et al. 2016

S-BPM in the Production Industry

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S-BPM targets Business Process Management and has been applied in various business domains to model business processes and implement workflow support. This chapter investigates S-BPM's capabilities to support workplace and process design as well as process execution in production companies. Thereby, industrial capabilities of S-BPM are structured along the three dimensions of socio-technical systems which need to be considered for Industry 4.0 developments. Technological capabilities address the ability to integrate processes on different automation levels (planning, monitoring, real-time execution, etc.). Organizational capabilities discuss the potential of subject orientation for organizational development, and human capability development investigates how humans in production companies could be supported when involving them in workplace (re)design.

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“…Vendor Managed Inventory), by supporting and enhancing decision-making processes, agility and resilience. Enhanced visibility promises huge benefits [5], but requires some form of seamless data interoperability and a supporting information infrastructure, for example in the form of an ecosystem (as in e.g. CORE) or a data pipeline (as in e.g.…”

Section: Technology Innovationsmentioning

confidence: 99%

IT-Enabled Resilient, Seamless and Secure Global Supply Chains: Introduction, Overview and Research Topics

Klievink

Zomer

2015

Open and Big Data Management and Innovation

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Abstract. This paper is the introduction to the fourth Workshop on IT-enabled Resilient, Seamless and Secure Global Supply Chains (WITNESS 2015). In the paper, we present a synthesis of the innovation agendas of a series of international research, development and demonstration projects that seek to make supply chains more efficient and more secure. From this agenda, we highlight three main innovation areas that are central to the current transition in the domain of logistics and international trade. Against this background, we introduce the five papers that are part of the WITNESS 2015 workshop. The papers primarily cover IT related innovations and include topics such as data quality and data governance, the development and interoperability of platforms that together present an IT innovation in international trade, and serious gaming for making key players aware of the potential of the innovations. We finalise with the suggestion to put more emphasis on the non-technical parts of the innovations, as that is what is ultimately needed to ensure wide uptake of the innovations, in order to make them really count.

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Information technology, operational, and management competencies for supply chain agility: Findings from case studies

Cited by 289 publications

References 52 publications

On Information Technology Competencies for Collaborative Organizational Structures

On Information Technology Competencies for Collaborative Organizational Structures

S-BPM’s Industrial Capabilities

IT-Enabled Resilient, Seamless and Secure Global Supply Chains: Introduction, Overview and Research Topics

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