The effects of business systems leveraging on supply chain performance: Process innovation and uncertainty as moderators

Chang, Hsin Hsin; Wong, Kit Hong; Chiu, Wei Sheng

doi:10.1016/j.im.2019.01.002

Cited by 46 publications

(34 citation statements)

References 76 publications

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“…The picture above is a use case diagram illustrating complex and integrated interactions in the sugar company environment (Bezuidenhout et al, 2012). on the supply chain process of sugar agroindustry between the leading actor and the ecosystem boundary in explaining the distributed primary and secondary Information (Kostin et al, 2011) (Kostin et al, 2012;Lamsal et al, 2013). Primary information consists of all available information, while secondary information is processed information generated from primary information.…”

Section: Resultsmentioning

confidence: 99%

“…Sharing information with stakeholders within the supply chain can increase the benefits of distributing data transactions. Improved process innovation with optimized supply chain performance based on information technology connectivity technology (Hsin Chang et al, 2019). Different decisions in each supply chain process are not considered independent because they will affect profitability (Lejars et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

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Business Analysis Based on Traceability Framework on Sugar Supply Chain

et al. 2021

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Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Business Analysis Based on Traceability Framework on Sugar Supply Chain

et al. 2021

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“…The underlying concept for this orientation is to be innovative in changing business functions and processes, and extending these innovations across partnering businesses to change the value chain. For instance, information exchange with organizations helps to provide just-in-time care effectively while extending care provisions across health systems [21]. Similarly, virtual and remote care models require that the diagnosis and treatment involving physician and patient interactions be redesigned and aligned to newer value-based models relative to the earlier fee-based models.…”

Section: Literature Review: Digital Orientationsmentioning

confidence: 99%

Digital Orientation of Health Systems in the Post–COVID-19 “New Normal” in the United States: Cross-sectional Survey (Preprint)

Khuntia¹,

Ning²,

Stacey³

2021

Preprint

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BACKGROUND How are health systems in the United States embracing digital technologies? Many health systems are overwhelmed. Others have tried to stay current with the dramatic changes of the past year by leapfrogging selected digital technologies during the COVID-19 pandemic. It appears that almost all health systems have developed some form of customer-facing digital technologies and worked to align those to their existing electronic health records to accommodate the surge in remote and virtual care deliveries. Still, others have developed analytics-driven decision-making capabilities. However, even with all these developments, there seems to yet a gap in health systems’ ability to integrate workflows with expanding technologies to spur innovation and futuristic growth. There is a lack of a reliable and reported estimate of the current digital orientation of health systems. Periodic assessments will provide imperatives to policy formulation and align efforts to yield the transformative power of emerging digital technologies. OBJECTIVE To explore and assess US health systems’ differences in digital orientations in the post-COVID-19 “new normal” in 2021. Differences were assessed in four dimensions: 1) Analytics and Intelligence Oriented Digital Technologies (AODT) 2) Customer Oriented Digital Technologies (CODT) 3) Growth and Innovation Oriented Digital Technologies (GODT), and 4) Futuristic and Experimental Digital Technologies (FEDT) The earlier two are foundational to health systems’ digital orientation, while the latter two will prepare for future disruptions. METHODS We surveyed a robust group of health system CEOs (total 625) across the United States during Feb-Mar 2021. Twenty-two percent of the CEOs (135) responded to our survey. We considered the above four broad digital technology orientations and ratified with experts’ consensus. Secondary data was collected from AHRQ Hospital Compendium, leading to the matched usable dataset for 124 health systems for analysis. We examined the relationship of adopting the four digital orientations to specific hospital characteristics and factors that were earlier reported widely as barriers or facilitators to technology adoption. RESULTS We found that health systems have a lower level of customer (CODT mean= 4.70) or growth (GODT mean= 4.54) orientations, compared to analytics and intelligence digital orientation (AODT mean= 5.03); while health systems have the least futuristic digital orientation (FEDT mean= 4.31). The ordered logistic estimation results provided nuanced insights. Medium (P<.001) and large-sized(P<.05), major teaching (P<.001), and systems with a high burden hospital (P<.001) are doing worse in AODT orientations, raising some concerns. Health systems with medium (P<.001) and large sizes (P<.05), major teaching (P<.1), high revenue (P<.05), and with a high burden hospital (P<.001) have less customer-oriented digital technology or CODT. Interestingly, we found that health systems in Midwest (P<.05) and South (P<.05) are more likely to adopt growth-orientated technologies, while high revenue (P<.01) and investor ownership (P<.05) deters from GODT. Health systems in with the medium size and are in Midwest (P<.001), South (P<.001), and West (P<.05) are more adept to FEDT; while medium (P<.001) and high revenue (P<.001), and those with a high discharge (P<.05) or high burden hospital (P<.01) have subdued FEDT orientations. CONCLUSIONS Not surprisingly, almost all health systems have some current foundational digital technological orientations to glean intelligence or service delivery to customers, with some notable exceptions of lower adoptions in some sets of health systems. Comparatively, fewer groups of health systems have growth or futuristic digital orientations. The transformative power of digital technologies can be leveraged ONLY by adopting futuristic digital technologies. Thus, the disparities across these orientations suggest that a holistic, consistent, and well-articulated digital orientation direction across the United States remains elusive. This lack of consistency exacerbates different outcomes across different health systems and regions in the United States. Accordingly, the authors suggest that a policy strategy and financial incentives are necessary to spur a well-visioned and articulated digital orientation for all health systems across the United States. In the absence of such a policy to collectively leverage digital transformations, differences in care across the country will continue to be a concern.

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“…Por otra parte, formalizar una red de cooperación empresarial se basa en elementos como objetivos comunes, ingresos competitivos, interacción entre los participantes y gestión (Cardoso et al, 2020), además, Chang et al (2019) indican que una relación interempresarial de alta calidad se forma a base de intercambio, que produce un mejor grado de eficacia y eficiencia de la participación, de igual forma, estudios aconsejan que un excelente sistema de comunicación interna, da la posibilidad de que los departamentos de la empresa puedan interactuar fácilmente y convenientemente dentro de la red interna, que fomenta la intelección mutua, desarrolla la coherencia organizacional y establece un ambiente de respeto entre los colaboradores y las organizaciones, lo que conlleva a iniciar las relaciones, la confianza y la comprensión mutua.…”

Section: Cooperación Empresarialunclassified

“…En efecto, Chang et al (2019) mencionan que administrar de forma proactiva las relaciones puede favorecer y tienen un impacto directo en el éxito y en el progreso del proyecto, en otras palabras, cuando una empresa ha prosperado en una buena relación con sus asociados comerciales, dejando ver confianza y honestidad de ambas partes, su cooperación comercial perduraba y no tendrá limites, lo que en un largo tiempo mejorará el rendimiento general. De acuerdo con Buckley et al, (2015) especifican que los beneficios reunidos por medio de los vínculos sociales, como el acceso a información pertinente, llegan a facilitar la creación de alguna alianza, en general si cooperan en el proceso de originar y reforzar la confianza, frenando a su vez el oportunismo.…”

Section: Cooperación Empresarialunclassified

Cooperación Empresarial: Un análisis en el sector manufacturero

Bayona-Pico

García-Méndez

2021

I+D

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El artículo tiene como propósito ahondar en la cooperación empresarial, analizando las redes de cooperación entre empresas y organizaciones, así como la importancia y el cumplimiento de objetivos en los acuerdos de cooperación empresarial. Para ello, se realiza una revisión de fuentes bibliográficas y se analizan 59 empresas del sector manufacturero ubicadas en Bucaramanga, por medio de la aplicación de la encuesta de Acuerdos de Cooperación Empresarial que medición indicadores de asociatividad en unidades empresariales. Los resultados indican que, aunque la mayoría de las empresas del estudio tienen interés por crear y mantener alianzas estratégicas, es necesario mejorar aspectos como el cumplimiento de objetivos y generar acuerdos de cooperación, para que puedan compartir información y otros recursos tangibles e intangibles con los cuales puedan conseguir beneficios mutuos.

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The effects of business systems leveraging on supply chain performance: Process innovation and uncertainty as moderators

Cited by 46 publications

References 76 publications

Business Analysis Based on Traceability Framework on Sugar Supply Chain

Business Analysis Based on Traceability Framework on Sugar Supply Chain

Digital Orientation of Health Systems in the Post–COVID-19 “New Normal” in the United States: Cross-sectional Survey (Preprint)

Cooperación Empresarial: Un análisis en el sector manufacturero

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