Current Issue : October - December Volume : 2019 Issue Number : 4 Articles : 5 Articles
This paper analyses the means by which major innovations in the operations\nmanagement (OM) practice develop. It describes the process as having a life cycle\npattern that starts with a big idea. The big idea concept promises breakthrough\noperating results, ultimately providing lower price, better quality, faster delivery, or\ncombinations of these and other attributes that add value for the customer. A\nsuccessful big idea goes through the phases of provenance, experimentation,\npenetration, consolidation, and absorption. At that point, it is being incorporated\ninto business operations throughout the industry. If the original idea reaches the end\nof its useful life or proves unsuccessful during development, it is supplanted.\nMaterials requirements planning (MRP) and supply chain management (SCM) are\nused to illustrate the general life cycle model. The analysis of these two successful\nmajor OM innovations discloses a similar development pattern but different final\nabsorption outcomes. While MRP became an everyday tool for tactical level\noperations, SCM is an important strategic tool for integrated company management.\nThe similarity of their development patterns, however, supports the general nature of\nthe life cycle model introduced....
In spite of the recurrent emphasis on the importance of social enterprise (SEs) in the\nentrepreneurship literature, there has never been a research conducted on the\nmarketing approaches for a social enterprise. The focus of this article is on the\nentrepreneurial marketing (EM) aspects in social enterprises by reviewing more than\n170 articles that had to do with SEs and marketing including marketing for nonprofits,\nSE management, financing SEs, social marketing, services marketing,\nrelationship marketing, and entrepreneurial marketing. The analysis of the review\nrevealed that a social enterprise can enjoy the elements of entrepreneurial marketing\nin four areas: first, in competing in the market; second, in its endeavors to attract\nfinance to its structure; third, in employing volunteers; and fourth, in presenting its\nservices or product to its target audience. The relative domains are finally proposed\nin a model of entrepreneurial marketing in social enterprises which shows that EM in\nSEs is not a single-dimension phenomena but is rather a multipurpose tool in service\nof any social enterprise to be enjoyed in the four aforementioned areas...
This paper summarizes the literature on the independence and effectiveness\nof independent directors, finds indicators of independence and effectiveness,\nand finds the connection between the two....
A research gap was found in evaluating the role of Innovative Work Behavior\nin the food and Beverage sector, which is important for organizations to gain\na competitive advantage. Therefore, this research aims to test the impact of\nthe Perceived Organization Support and on the Employees Innovative Work\nBehavior in the Food and Beverage Sector in Egypt. It also aims to test the\nmediation role of Learning Organizations and Work Engagement between\neach of Perceived Organization Support and Employees Innovative Work\nBehavior. Thus, a semi-structured interview will be constructed with managers\nof Food and Beverage SMEs to explore the dimensions affecting Innovative\nWork Behavior. Also, a questionnaire will be constructed with the employees\nof the same SMEs to test the relationships under study. Regression\nanalysis and structural equation modeling will be used to respond to the research\nhypotheses....
The obstacles to, influences on, and impact of womenâ??s business ownership have\nbeen studied for the researchers, offering a substantial knowledge about the female\nentrepreneurs and their businesses. However, the vast majority of research about\nwomen entrepreneurs is still very western-oriented, and more studies are needed\nbased on international data. This investigation examines the extent to which a set of\nsocial and firm factors influences womenâ??s decisions to start and grow their own\nbusinesses. It includes 59 countries and takes into account their stages of economic\ndevelopment. Findings show that the level of a countryâ??s development has an\nimpact on how social and firm factors affect womenâ??s decisions to become engaged\nin business. Findings also show that womenâ??s education levels are independent of\ntheir countryâ??s level of economic development, in terms of its impact on their\nentrepreneurship. Recommendations are provided to promote womenâ??s entrepreneurship\nand support them to reach their potential....
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