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Institute
Ziel des Forschungsprojekts RAcceptance war die dauerhafte Nutzung der Effizienzpotenziale von Robotic-Process-Automation (RPA) in KMU durch die Förderung der Akzeptanz. Es wurden diejenigen Faktoren bestimmt und adressiert, welche die Akzeptanz der Nutzung von RPA-Software positiv sowie negativ beeinflussen.
Analysis of Strategic Business Ecosystem Role Models for Service-Oriented Value Creation Systems
(2023)
The way companies create service-oriented value is changing as organizational boundaries blur towards value creation in ecosystems. To position themselves strategically, practitioners need to understand the different roles in service-oriented value creation systems (SOVCS). Still, there is no evidence if existing role models can be applied for SOVCS. This paper analyses the adequacy of existing strategic role models for service-oriented business ecosystems. The suitability of the role models is evaluated using central aspects of the Service-Dominant Logic. We demonstrate that the existing central strategic role models cannot be transferred to a SOVCS and outline the research need for an adequate strategic role model. Scholars will find an overview of existing role models and use the conducted evaluation as a foundation for further service science research. Based on the identified inaccessibility, a comprehensive strategic positioning model can be developed.
Die pandemiebedingt angestiegene Homeofficequote in produzierenden
Unternehmen ist seit Juli 2020 deutlich rückläufig und indiziert ein
geringes Maß an langfristig gestalteten hybriden Arbeitsplatzkonzepten.
Angesichts des Fachkräftemangels besteht Handlungsdruck, eine
attraktive Arbeitsumgebung mit industriellen Tätigkeiten zu vereinbaren.
Um zukunftsorientierte Arbeitsplatzkonzepte zu gestalten, nennt
das vorgestellte Vorgehen systematisch die menschlichen Tätigkeiten
in produzierenden Unternehmen und bewertet deren Remotefähigkeit.
Objectives and Key Results (OKR) is an approach that focuses on the company's goals through trust-based agreements between leaders and employees. With the OKR framework in its original form, strategic business goals are aligned with the employees' active involvement, which promotes intrinsic motivation, transparency, commitment, and alignment. Inspired by the successes at Google and Intel and shaped by its use in the tech industry, the use of OKR increased across industries. Although companies within all sectors use the OKR framework, numerous implementation efforts fail. The challenges of practitioners are not fully addressed in the development of implementation concepts for OKR. One main reason is that these challenges are not taken into account in scientific publications. The paper aims to investigate to what extent existing OKR frameworks need to be adapted to provide companies with suiting implementation guidance. Firstly, OKR is placed in the context of academically widely discussed Performance Management Systems (PMS).
Secondly, criteria for successful PMS implementation are identified and used as a baseline for analyzing existing OKR implementation concepts. A systematic literature review shows the current state of research, identifying existing OKR implementation concepts from practice and theory. The OKR implementation concepts identified are systematically mapped to the series of identified criteria for PMS implementation. It is shown that the existing OKR frameworks do not address the described criteria necessary for a successful implementation of PMS, thus the adaptation of existing OKR implementation concepts is required.