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Business practices in emerging markets are constantly challenged by the dynamic environments that involve stakeholders. This increases the interconnectedness and collaboration as well as spillover effect among business agents, that may increase or hold back economic stability. This phenomenon is captured in this proceedings volume, a collection of selected papers of the 10th ICBMR 2016 Conference, held October 25—27, 2016 in Lombok, Indonesia. This ICBMR’s theme was Enhancing Business Stability through Collaboration, and the contributions discuss theories, conceptual frameworks and empirical evidence of current issues in the areas of Business, Management, Finance, Accounting, Economics, Islamic Economics, and competitiveness. All topics include aspects of multidisciplinarity and complexity of safety in research and education.
This book describes a new organizational model for the creation of economic wealth through inter-firm collaborative innovation.
Collaborative Networks A Tool for Promoting Co-creation and Innovation The collaborative networks paradigm offers powerful socio-organizational mec- nisms, supported by advanced information and communication technologies for p- moting innovation. This, in turn, leads to new products and services, growth of better customer relationships, establishing better project and process management, and building higher-performing consortia. By putting diverse entities that bring different perspectives, competencies, practices, and cultures, to work together, collaborative networks develop the right environment for the emergence of new ideas and more efficient, yet practical, solutions. This aspect is particularly important for small and medium enterprises which typically lack critical mass and can greatly benefit from participation in co-innovation networks. However, larger organizations also benefit from the challenges and the diversity found in collaborative ecosystems. In terms of research, in addition to the trend identified in previous years toward a sounder consolidation of the theoretical foundation in this discipline, there is now a direction of developments more focused on modeling and reasoning about new c- laboration patterns and their contribution to value creation. “Soft issues,” including social capital, cultural aspects, ethics and value systems, trust, emotions, behavior, etc. continue to deserve particular attention in terms of modeling and reasoning. Exploi- tion of new application domains such as health care, education, and active aging for retired professionals also help identify new research challenges, both in terms of m- eling and ICT support development.
Enterprises and organizations of any kind embedded in today's economic environment are deeply dependent on their ability to take part in collaborations. Consequently, it is strongly required for them to get actively involved for their own benefit in emerging, potentially opportunistic collaborative enterprise networks. The concept of “interoperability” has been defined by INTEROP-VLab as “The ability of an enterprise system or application to interact with others at a low cost in a flexible approach”. Consequently, interoperability of organizations appears as a major issue to succeed in building on the fly emerging enterprise networks. The International Conference on Interoperability for Enterprise Systems and Applications (I-ESA 2014) was held under the motto “interoperability for agility, resilience and plasticity of collaborations” on March 26-28, 2014 and organized by the Ecole des Mines d’Albi-Carmaux, France on behalf of the European Laboratory for Enterprise Interoperability (INTEROP-VLab). On March 24-25, co-located with the conference eight workshops and one doctoral symposium were held in four tracks complementing the program of the I-ESA’14 conference. The workshops and the doctoral symposium address areas of greatest current activity focusing on active discussions among the leading researchers in the area of Enterprise Interoperability. This part of the conference helps the community to operate effectively, building co-operative and supportive international links as well as providing new knowledge of on-going research to practitioners. The workshops and doctoral symposium aimed at exploiting new issues, challenges and solutions for Enterprise Interoperability (EI) and associated domains of innovation such as Smart Industry, Internet-Of-Things, Factories of the Future, EI Applications and Standardisation. These proceedings include the short papers from the I-ESA’14 workshops and the doctoral symposium. The book is split up into 9 sections, one for each workshop and one for the doctoral symposium. All sections were organized following four tracks: (1) EI and Future Internet / Factory of the Future; (2) EI Application Domains and IT; (3) EI Standards; (4) EI Doctoral Symposium. For each section, a workshop report is provided summarizing the content and the issues discussed during the sessions. The goal of the first track was to offer a discussion opportunity on interoperability issues regarding the use of Internet of Things on manufacturing environment (Workshops 1 and 3) on one hand, and regarding the potential of innovation derived from the use of digital methods, architectures and services such as Smart Networks (Workshops 2 and 4) on the other hand. The second track focused on particular application domains that are looking for innovative solutions to support their strong collaborative needs. Thus, the track developed one workshop on the use of EI solution for Future City-Logistics (Workshop 5) and one on the use of EI solutions for Crisis / Disaster Management (Workshop 6). The third track studied the recent developments in EI standardization. Two workshops were dedicated to this issue. The first one has proposed to focus on the management of standardization (Workshop 8) and the second one has chosen to work on the new knowledge on standardization developments in the manufacturing service domain (Workshop 9). The last track, the doctoral symposium presented research results from selected dissertations. The session discussed EI knowledge issues, notably in terms of gathering through social networks or Internet of Things and of exploitation through innovative decision support systems.
"The book analyzes the development of global business-to-business electronic markets, and whether these markets are becoming a way of improving trust between organizations"--Provided by publisher.
"This book covers a wide range of topics involved in the outsourcing of information technology through state-of-the-art collaborations of international field experts"--Provided by publisher.
The channels and mechanisms of knowledge flows define the links that make up production and innovation systems. As such, they relate directly or indirectly to all policies that affect such systems. Knowledge flows are also directly related to intellectual property protection policies and competition policies that create the infrastructure supporting various forms of formal interaction among economic agents in production and innovation systems. Knowledge Flows in European Industry presents the results of an extensive research programme funded by the European Commission to empirically appraise the dissemination of knowledge relevant to the innovative activities of European manufacturing and service sectors. It explores the extent, density, and mechanism of innovation-related knowledge flows affecting the innovative capacity of European industry and the mechanisms that support such flows, as well as examining incentives to access and transmit results and the determinants of knowledge transmission. Featuring contributions from leading international scholars including Anthony Arundel and Bent Dalum, this interdisciplinary volume focuses on questions of interest to regional, national, and pan-European science, technology and innovation policy, and will be an important read for those involved in business and management as well as those in the field of economics.
Stories from Nokia, Dell, UPS, Toyota, and other companies show how firms can reduce their vulnerability to high-impact distributions, from earthquakes to strikes, from SARS to terrorism, and use them for competitive advantage. What happens when fire strikes the manufacturing plant of the sole supplier for the brake pressure valve used in every Toyota? When a hurricane shuts down production at a Unilever plant? When Dell and Apple chip manufacturers in Taiwan take weeks to recover from an earthquake? When the U.S. Pacific ports are shut down during the Christmas rush? When terrorists strike? In The Resilient Enterprise, Yossi Sheffi shows that companies' fortunes in the face of such business shocks depend more on choices made before the disruption than they do on actions taken in the midst of it—and that resilience benefits firms every day, disaster or no disaster. He shows how companies can build in flexibility throughout their supply chains, based on proven design principles and the right culture—balancing security, redundancy, and short-term profits. And he shows how investments in resilience and flexibility not only reduce risk but create a competitive advantage in the increasingly volatile marketplace.Sheffi describes the way companies can increase security—reducing the likelihood of a disruption—with layered defenses, the tracking and analysis of “near-misses,” fast detection, and close collaboration with government agencies, trading partners, and even competitors. But the focus of the book is on resilience—the ability to bounce back from disruptions and disasters—by building in redundancy and flexibility. For example, standardization, modular design, and collaborative relationships with suppliers (and other stakeholders) can help create a robust supply chain. And a corporate culture of flexibility—with distributed decision making and communications at all levels—can create a resilient enterprise.Sheffi provides tools for companies to reduce the vulnerability of the supply chain they live in. And along the way he tells the stories of dozens of enterprises, large and small, including Toyota, Nokia, General Motors, Zara, Land Rover, Chiquita, Aisin Seiki, Southwest Airlines, UPS, Johnson and Johnson, Intel, Amazon.com, the U.S. Navy, and others, from across the globe. Their successes, failures, preparations, and methods provide a rich set of lessons in preparing for and managing disruptions. Additional material available at www.TheResilientEnterprise.com.