Search

Purpose: Given the sudden increase in plant investments across the manufacturing sector due to recent disruptions in the global supply chain caused by the COVID pandemic, the Ukraine/Russian war, ocean piracy incidents, and others, there is a need to strategically align the investments decisions with the overall business strategy. This study aims to establish whether strategic alignment enhances the effect of plant investments on operational performance. Design/methodology/approach: Using the fifth version of the Global Manufacturing Research Group (GMRG V) dataset, we employ a structural equation model (SEM) to establish the moderating role of strategic alignment in plant investments-operational performance relationships. Findings: The results suggest that strategic alignment enhances the positive effect of plant investments on operational performance, especially in cost, delivery, flexibility, and innovation. However, we found partial support for the moderating role of strategic alignment on quality performance. Research limitations/implications: Although the study was based on the GMRG global dataset and numerous papers have been published using the same dataset, the use of a convenience sample on a select group of companies may limit the generalizability of the results. With the increase in new plant investments in computer chip manufacturing, electronics, and electrical in recent years, the findings could help corporate executives maximize the benefits of their investment decisions. Companies should ensure that their plant investment decisions are strategically aligned with their overall business strategy to achieve optimal outcomes. Practical implications: With the increase in new plant investments in computer chip manufacturing, electronics, and electrical in recent years, the findings could help corporate executives maximize the benefits of their investment decisions. Companies should ensure that their plant investment decisions are strategically aligned with their overall business strategy to achieve optimal outcomes. Originality/value: The study comprehensively demonstrates that the extent of improvement in operational performance depends on how closely plant investment decisions align with the overall company strategy. Manufacturers should align major investment decisions with competitive priorities driven by market requirements to enhance operational performance. [ABSTRACT FROM AUTHOR]

This study investigates the impact of green strategic alignment (GSA) and top management green support (TMGS) on green operational performance (GOP) within the UAE's Information and Communication Technology (ICT) sector, focusing on the mediating role of proactive environmental strategy (PES) and the moderating effect of green psychological perception (GPP). Employing a quantitative approach through surveys, data were collected from employees at various ICT companies within the UAE who are directly involved in operations that pertain to environmental strategies. This method ensures a comprehensive understanding from those who engage daily with the company's green policies. Using Partial Least Squares Structural Equation Modeling, the research provides empirical evidence on how strategic orientations and management support contribute to environmental sustainability. The findings reveal that both GSA and TMGS positively influence PES, which in turn enhances GOP. Furthermore, GPP significantly strengthens the relationship between PES and GOP, offering deeper insights into the dynamics of strategic management and sustainability in the services industry. This research is pioneering within the region, introducing empirical data on the synergy between management support and PESs, and it highlights the significant enhancement of operational performance through these combined efforts. This not only supports the theoretical frameworks but also provides actionable insights for firms aiming to enhance their green initiatives. [ABSTRACT FROM AUTHOR]

This study presents a comprehensive bibliometric analysis of Green Supply Chain Management (GSCM), examining its evolution and prospective directions across strategic, operational, and economic dimensions. Drawing upon organizational theory, stakeholder theory, operations management, environmental management, accounting, and economics, the study applies bibliometric techniques, including word analysis and network analysis, to discern significant research trends. It emphasizes the necessity of aligning strategic objectives with environmental sustainability and implementing operational measures to achieve environmental goals while also analyzing the economic implications of sustainable practices. Furthermore, the study highlights the long-term financial advantages of these practices and the potential contributions of emerging technologies, such as blockchain, the Internet of Things, and Artificial Intelligence, to the enhancement of GSCM. [ABSTRACT FROM AUTHOR]

In the era of Industry 4.0, the adoption of digital technology has become a key factor in enhancing the competitiveness and performance of organizations across various industrial sectors. Organizations that do not adopt digital technology risk falling behind in terms of operational efficiency, productivity, and customer satisfaction. In Indonesia, the implementation of digital technology in the manufacturing, retail, and service sectors still faces several challenges, including infrastructure limitations and insufficient human resource readiness. This study aims to analyze the impact of digital technology implementation on operational performance in three sectors: manufacturing, retail, and services in the Pangkalpinang region. Using a qualitative case study method, data was collected through in-depth interviews with 15 operational managers and IT staff from three companies in these sectors that have implemented digital transformation in the past five years. The findings indicate that the adoption of digital transformation has improved operational efficiency by up to 30%, employee productivity by 18%, and customer satisfaction by 22% in the retail and service sectors. However, in the manufacturing sector, technological infrastructure limitations hindered optimal results. Digital transformation has a positive impact on operational performance and customer satisfaction, especially in the retail and service sectors. However, additional investment in technological infrastructure is needed in the manufacturing sector to achieve maximum results. [ABSTRACT FROM AUTHOR]

Information technologies (IT) have become a fundamental pillar for contemporary organizations, driving not only operational efficiency and automation, but also improving decision-making processes. The objective of this study was to measure the influence of the three dimensions of IT (devices, functionalities, and potentialities) on the two dimensions of productivity (service performance and performance of business processes) in service sector companies in Ecuador. Primary data were collected from 375 Ecuadorian companies at a single moment in the service sector, a sector chosen for being the one that contributes the most to the country’s economy, using a non-experimental research design. Data analysis was performed using SPSS statistical software, with binary logistic regressions and the Nagelkerke pseudo-R² test to evaluate the explanatory power of the variables. The results indicate that IT, evaluated through its three dimensions (devices, functionalities, and potentialities), positively influences service performance by 44.80%. Similarly, these three dimensions positively influence 39.15% of the performance of business processes, empirically demonstrating that implementing IT allows achieving higher productivity levels in service companies in developing countries.

This article explores the National Aeronautics and Space Administration's (NASA's) journey to strategic agility through successively shifting to three different strategic alignments over the last six decades and suggests that logical incrementalism may be an unappreciated driver of this process. Three successive alignment models exhibit important shifts in technology strategy, competencies, and values of the organization. The three phases of incremental changes in shifting from one alignment model to the next are the emergence of new approaches, the embeddedness of these approaches in particular contexts, and their expansion to other organizational contexts. [ABSTRACT FROM AUTHOR]

In the digital age, the role of information technology (IT) management in organizations is fundamentally changing, especially in aligning business and IT. This study examines the relationship between organizational culture and business-IT alignment. It juxtaposes two four-component models in a novel way and presents a sound methodology for dealing with multiplicative ipsative rating scales of a questionnaire. Such measures have in common that the items' alternatives relate to each other or the whole and need corresponding compositional data analysis. Linear regression and the resulting log-ratio coefficients reveal a culture/alignment combination of hierarchy with service- and adhocracy with investment orientation. This study claims to be one of the first papers to successfully employ the established compositional methodology on a composition-to-composition model in IT management research. Plain language summary: Purpose—This paper examines the relationship between organizational culture and business-IT alignment moderated by digitalization based on established models from IT and management research. Methodology—Ipsative data from 450 respondents of an online questionnaire were analyzed using compositional data analysis and linear regression. Findings—The results show that culture and alignment are interrelated. Hierarchy and adhocracy culture types in IT are paired with the alignment performance criteria of a service center and an investment center; digitalization moderates and amplifies the effects. Research limitations/implications—This study compares two four-component models in a novel way and applies compositional data analysis to explain the culture-alignment relationship. However, it represents only a general snapshot; sample or group differences remain to be explored. Practical implications—The findings indicate that a combined cultural mindset of stability and innovation can help IT management and staff better align IT and business and achieve strategic and operative goals. Originality/value—Comparing two established IT culture and alignment models, this paper presents a sound methodology for dealing with forced-choice questionnaire data. [ABSTRACT FROM AUTHOR]

This article examines the integration of Blue Ocean Strategy (BOS) into project management, providing an innovative approach to executing strategic projects. BOS, developed by W. Chan Kim and Renée Mauborgne, promotes the creation of uncontested market spaces--"blue oceans"--through value innovation, rather than competing in oversaturated markets. In contrast, traditional project management focuses on efficiency, risk control, and achieving predefined goals. The article explores how BOS principles can enhance project management by promoting innovation, reducing competition, and driving value creation. The proposed framework aligns BOS tools with project management practices, particularly within the IPECC (Initiating, Planning, Executing, Controlling, and Closing) framework, to balance creativity with structured execution. Through theoretical discussions and case studies, the article illustrates how integrating BOS into project management improves strategic alignment and fosters innovation, making projects more adaptable to changing market environments. However, it also addresses the challenges of merging BOS's exploratory and flexible nature with the structured, scope-focused processes typical of project management. Despite these challenges, BOS encourages strategic differentiation and enhances project results by focusing on creating new markets instead of competing in existing ones. The article concludes by offering a balanced view of the advantages and limitations of integrating BOS into project management, suggesting this fusion as a novel approach for organizations to foster innovation while maintaining project structure and efficiency. [ABSTRACT FROM AUTHOR]

The purpose of this study is to apply Q Methodology to identify the barriers to strategic alignment between the actions of the human resources manager and the organization's strategy in 21 public organizations in Tehran. The similar and conflicting perspectives of the participants, along with 11 Q factors, and mental patterns about different types of barriers were revealed. Based on the tables of arrays and Q factor scores, the indicators of each factor were identified. The indicators include, but are not limited to, the following: less alignment of goals of each unit or department with organizational goals (19% of 81%), non-alignment between job extension and physical and cognitive ability (11.5% of 81%), non-alignment between job description and job specification, and selection and recruitment (8% of 81%), and other indicators, which shows the importance of strategic management, and the necessity of interventions and actions of strategic human resource managers to increase strategic alignment in organizations. Therefore, the contribution of this study is presented through the explanation and interpretation of the determinants of strategic misalignment and in the form of misalignment indicators, which aim to develop researchers' understanding of how to achieve strategic alignment by strategic human resource managers. [ABSTRACT FROM AUTHOR]

Copyright of Systems Engineering & Electronics is the property of Journal of Systems Engineering & Electronics Editorial Department and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Information and communication technologies (ICTs) are effective in helping firms adapt to unstable external conditions. Specifically, the development of smartphones, mobile apps, social media, and payment systems have enabled both well-developed corporations and small to medium-sized enterprises to improve their performance and competitiveness. The focus of researchers and managers has shifted from the availability and functionality of ICTs to how effectively they can be used. However, there is a lack of agreement on the definition of ICT-related capabilities. Therefore, this study investigates the relationship between SMEs' ICT-related dynamic capabilities and their performance during economic stagnation. The study introduces unique constructs for ICT-related capabilities based on dynamic capability theory. The main results of the structural equation modeling procedure demonstrate that the capability to align business development with ICT implementation and CRM capabilities have a direct positive effect on SMEs' performance. Additionally, the estimated results indicate that the speed of industry change affects all ICT-related dynamic capabilities. [ABSTRACT FROM AUTHOR]

Despite researchers having averred that big data analytics (BDA) transforms firms' ways of doing business, knowledge about operationalizing these technologies in organizations to achieve strategic objectives is lacking. Moreover, organizations' great appetite for big data and limited empirical proof of whether BDA impacts organizations' transformational capacity poses a need for further empirical investigation. Therefore, this study explores the association between big data analytics management capabilities (BDAMC) and innovation performance via dynamic capabilities (DC), by applying the PLS-SEM technique to analyzing the feedback of 149 firms. Consequently, we ground our arguments on dynamic capability and social capital theory rather than a resource-based view that does not provide suitable explanations for the deployment of resources to adapt to change. Accordingly, we advance this research stream by finding that BDAMC significantly enhances innovation performance through DC. We also extend the literature by disclosing how BDAMC strengthens DC via strategic alignment and social capital. [ABSTRACT FROM AUTHOR]

A well-developed measurement scale is worthwhile for developing a theory and assessing a specific activity within a firm. In the past, many studies investigated the alignment between information technology (IT) and business strategy and knowledge management (KM) strategy. However, currently, there needs to be a scale for measuring KM and IT alignment maturity in nature, resulting in a research gap. Therefore, the main purpose of this present study is to empirically develop and examine an instrument to measure KM-IT strategic alignment maturity. Following the scale development procedure, reliability, exploratory factor analysis, and confirmation factor analysis are employed to validate the instrument. According to the 3 stage empirical data collections from companies in Taiwan, finally, a revision containing 35 items that include 6 sub-constructs for measuring the maturity of KM-IT strategic alignment is generated, namely communications maturity, value maturity, governance maturity, partnership maturity, technology scope maturity, and skills maturity. These assessment criteria can provide practitioners and researchers for understanding and assessing the characteristics and status of KM-IT strategic alignment maturity. [ABSTRACT FROM AUTHOR]

The aim of this paper is to discuss the challenges in attracting and securing adequate budgets for departments of agricultural and applied economics, while recognizing that the institutional and political contexts matter. Agricultural and applied economics departments that operate with an entrepreneurial mindset, that maintain and grow their student numbers, and that have a vibrant demand for their extension and research activities will thrive. The good news is we often have considerable control over the factors that contribute to our longer‐term success. [ABSTRACT FROM AUTHOR]

The current study examined how branded encounters, in which an athlete's image is aligned with a team's brand positioning, may positively affect fans' evaluations of the team. Particularly, this study investigated the effect of strategically aligning athlete and team brand images on team-related fan responses. The empirical evaluation was undertaken using data collected from athlete-fan meeting events. The authors demonstrated that athlete-team brand image alignment positively affected overall team evaluation, with more pronounced result for unfamiliar (vs. familiar) teams and when the quality of the athlete-fan interaction was high (vs. low). This study is one of the first to demonstrate how teams can leverage player image as a brand-building advantage. Moreover, the results fill gaps in the literature and extend the body of knowledge in sport team branding studies. [ABSTRACT FROM AUTHOR]

Copyright of Revista Ingeniería e Investigación is the property of Universidad Nacional de Colombia, Facultad de Ingenieraia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study presents a comprehensive bibliometric analysis of Green Supply Chain Management (GSCM), examining its evolution and prospective directions across strategic, operational, and economic dimensions. Drawing upon organizational theory, stakeholder theory, operations management, environmental management, accounting, and economics, the study applies bibliometric techniques, including word analysis and network analysis, to discern significant research trends. It emphasizes the necessity of aligning strategic objectives with environmental sustainability and implementing operational measures to achieve environmental goals while also analyzing the economic implications of sustainable practices. Furthermore, the study highlights the long-term financial advantages of these practices and the potential contributions of emerging technologies, such as blockchain, the Internet of Things, and Artificial Intelligence, to the enhancement of GSCM.

In the rapidly evolving landscape of freight transportation, the key management systems and outsourcing strategies should be developed for best results, including the whole process optimizations, costs reduction as well as market competitivity improvement. In this paper, the authors seek to explore via in-depth study the subtle intricacies of the link between Supply Chain Management (SCM) decisions and the choice to outsource, in order to unearth unique considerations that will guide important strategic choices in the industry. This research first embodies a systematic literature review and theory and empirical study as well as practical cases from the real world. Finally, the authors present multi-dimensioning implications and practical policy recommendations for supply chain management related to outsourcing initiatives. This research emphasizes the criticality of coordinating the SCM and the strategy for outsourcing to businesses that may be major players in the road and rail freight transportation sector. Strategy mapping generates both operational efficiency and adaptability as well as robustness which becomes a tool to tackle the complications of international supply chains thus allowing the enterprises to respond gracefully to dynamic markets. However, the research also highlights three factors of collaborative partnership, technological integration, and continuous improvement that determine the management and the supply chain outsourcing. Through creation of collaborative governance models, the deployment of advanced tech tools including AI, IoT and blockchain in addition to providing a culture a learning and improvisation, businesses can enhance their supply chain and outperform their competitors in the market space. This research is a contributory factor, revealing the strategic consequences of balancing SCM and outsourcing for the businesses, policymakers, and stakeholders of the industry. It is a point of discussion related to a demand from enterprises for strategic planning processes and governance arrangements to take into account the SCM and outsourcing synergies. Moreover, it emphasizes the fact that administrators should be able to put in place regulations seen to enhance collaborations, discoveries, and funding to the technological projects. Lastly, this research covered deeply all SCM-outsource aspects in this industry freight transportation. Through the extensive observation and the change of the suggested strategies, companies can create new openings for development, innovation, and sustainability in the midst of the world’s supply and logistics environment that is ever changing.

This research explores the relationship between recruitment, selection, employee training, client-centric approaches, and organizational performance within the Business Process Outsourcing (BPO) industry. Through a comprehensive analysis of these elements, the study aims to uncover the intricate dynamics that contribute to organizational success in this rapidly evolving sector. The findings reveal the critical importance of strategic recruitment strategies in attracting top talent with diverse skill sets. Organizations that effectively target and acquire individuals who align with their organizational objectives experience higher levels of productivity and performance. Moreover, structured selection processes emerge as crucial in identifying candidates who not only possess the necessary skills but also fit seamlessly within the organizational culture. Thorough selection methods contribute to higher levels of employee satisfaction and performance, ultimately driving organizational success. Furthermore, the research highlights the significance of continuous learning and development initiatives in enhancing employee skills and adaptability. Companies that invest in comprehensive training programs tailored to diverse job roles witness improved employee satisfaction, productivity, and overall organizational performance. Client-centric approaches are also found to be essential in driving organizational success within the BPO industry. Organizations that prioritize client satisfaction and focus on delivering exceptional service experience higher levels of financial performance and market adaptability. Lastly, the study underscores the necessity for continuous adaptation and strategic alignment with organizational goals. Companies that remain agile and responsive to market changes while maintaining strategic alignment achieve higher levels of performance and competitiveness in the dynamic BPO landscape. [ABSTRACT FROM AUTHOR]

Overview: Prior research has understood the process of digital transformation as shifts between digitization, digitalization, and digital transformation phases and has treated the digital transformation process tautologically. In the literature, digital transformation is understood as transforming the whole organization, including its business processes and value proposition. This understanding is problematic because it fails to capture the need for achieving alignment between the organization, the environment, and the strategy based on the finer details of an organization's context. Achieving this fit is important in a VUCA environment characterized by volatility, uncertainty, complexity, and ambiguity. We conducted a single case study of Linn Products, a UK-based high-tech company renowned for designing and manufacturing high-end home entertainment systems, including digital streaming products, music players, and speakers. This award-winning firm has not only embraced digital transformation but also sustained its performance proactively amidst the dynamic shifts in the consumable electronics industry. Our interpretive longitudinal study spans 2007 to 2023 and incorporates insights from 23 in-depth interviews. Our research provides valuable guidance for practitioners seeking to build resilience and adaptability in an era of digital disruption and polycrisis. In an era marked by polycrisis, organizations must cultivate a combination of threshold and core capabilities to attain organizational fitness amidst the challenges of a VUCA environment. To leverage digital transformation, companies must adopt a strategic approach, whether through providing digital support in business processes or opting for full digital participation. Success in digital transformations hinges on the harmonious alignment of strategy, an organization's unique circumstances, and the dynamic conditions of the VUCA environment. [ABSTRACT FROM AUTHOR]

Corporate social responsibility (CSR) implementation is a process that continues to move forward in a sustainable manner. Its influence not only impacts the company itself, but also society at large. The aim of this research is to develop a framework for understanding experiential learning in the context of Sido Muncul CSR implementation and how strategic alignment and dynamic capabilities facilitate this to encourage sustainable performance for both Sido Muncul and Sido Muncul partner farmer groups. The type of data used in this research is primary data obtained from interviews with the Sido Muncul Public Relations and CSR Department and Sido Muncul partner farmers. The research results show that first, the dimensions of experiential learning are critical reflection, participation and experimentation; second, the dimensions of strategic alignment, namely strategy, structural, business processes, information systems, cross-functions, and alignment mechanisms; third, the dimensions of dynamic capabilities are resource integration capabilities, organizational learning capabilities, and innovation and change capabilities; fourth, the dimensions of CSR implementation are economic value creation, social value creation, and environmental value creation; fifth, the dimensions of sustainable performance are reputation, innovation, employee involvement, and inter-organizational learning. Index Terms— Corporate social responsibility, Strategic alignment, Experiential learning. [ABSTRACT FROM AUTHOR]

The direct influence of digital platforms on organizational efficiency, financial performance, and strategy attracts the close attention of researchers. The complex mechanisms and pathways of digital platforms on transformation capacity, however, are still unclear at the global and Asia Pacific levels. Drawing on dynamic capability theory, we empirically explore how digital platforms augment organizational innovation performance. We advance the current literature on digital platforms by finding that digital platform capability boosts an organization's dynamism and innovation performance. Furthermore, we extend the literature by revealing that, indirectly, innovation capability and strategic alignment have a substantial influence over digital platform capability and innovation performance. Finally, the study formulates a conceptual model from a dynamic capability perspective, rather than from a resource-based view, and test it using the responses collected from 153 Pakistani manufacturing firms. [ABSTRACT FROM AUTHOR]

This study aims to analyze the determinants that influence the consumers' disposition to invest in microgrid technology in the United Arab Emirates (UAE). This research offers valuable insights for policymakers on investors' motivations to develop strategies to foster microgrid technology adoption through end-user investments leading to a reduction in microgrid high capital cost. The study employed descriptive statistics, correlation, and regression analyses to analyze the responses of a sample of property owners to a quantitative survey. The study examines such variables as strategic alignment, profitability, digitization, renewable energy utilization, CO2 emission reduction, and disaster recovery readiness. The data collected reveal a moderate level of understanding and cost-awareness of microgrid technology among the respondents, with a mean of 2.46 out of 5. Notably, the data highlight the significant influence of strategic alignment with the UAE's national energy goals on the respondents' inclination to invest in microgrids, with a strong positive correlation of 0.942 at the 0.01 level (two-tailed). By comparison, profitability and disaster recovery have a comparatively weaker correlation. Furthermore, based on the data collected during this study, it has been determined that there is a strong value added by the microgrid initiatives considering the UAE's strategic direction and the positive influence of reduced CO2. The regression models used were highly significant at F = 85.690. There is an acceptable level of multicollinearity with VIF values ranging from 1.087 to 2.155. UAE Strategy has low collinearity. UAE Strategy emerges as the only significant predictor of willingness to invest (p < 0.001) in the stepwise regression analysis. The analysis shows that villa and townhouse owners are willing to invest in community microgrid given that it is aligned with UAE strategy and leads to CO2 emissions reduction. [ABSTRACT FROM AUTHOR]

Risk inherence jeopardises Information System (IS) and Information Technology (IT) Project Portfolio Management (PPM) to realise the strategic objectives. Previous studies have mainly provided Artificial Intelligence (AI) and statistical models to predict the overall risk of IS/IT project portfolio, whereas neuro-fuzzy models were rarely used. This paper proposes a Sugeno Adaptive Neuro-Fuzzy Inference System (ANFIS) model based on Fuzzy Factor Analysis (FFA) named ANFIS-OPR to predict the overall risk of IS/IT project portfolio from historical IS/IT project risk data. The ANFIS-OPR inputs are the relevant factor loadings resulting from the FFA application on the IS/IT projects risks set to cope with the curse of dimensionality. Then, the Sugeno ANFIS model is adopted to give strategic interpretability to the predicted IS/IT project portfolio overall risk by implementing the IS/IT Project Management Office (PMO) expert knowledge, represented by fuzzy rules, on the relationship between IS/IT project portfolio strategic alignment and the IS/IT projects risks. The ANFISOPR outputs are the predicted Overall Portfolio Risk (OPR) and Root Mean Square Error (RMSE). The paper also presents an IS/IT PMO case study that shows the proposed ANFIS-OPR efficacy, which predicted the OPR values closely to the OPR estimates with an accepted RMSE of 0.108. The proposed ANFIS-OPR is a novel intelligent decision-making tool that enables the IS/IT PMO to monitor the OPR, considering its linkage with strategic alignment; thus, contingency plans can be carried out appropriately while ensuring that the IS/IT project portfolio is strategically aligned. [ABSTRACT FROM AUTHOR]

Project portfolio selection is a multi-criteria decision-making process that is always accompanied by important decisions with uncertainty. Considering the existence of different data in the field of various projects, the use of data-driven approaches to evaluate and select projects in previous studies has been neglected. To cover this gap, the purpose of this study is to provide a hybrid data-driven framework for selecting investment projects in the telecommunication industry. To do this, first by reviewing the theoretical literature and surveys of experts, project evaluation criteria through sustainability paradigm as well as strategic issues are identified, and then with the best–worst fuzzy approach (FBWM), the weight of each criterion is determined. According to the FBWM findings, the most important criteria identified include initial capital requirements, initial revenue, number of specialists employed, energy consumption reduction, and market share increase. After identifying the important criteria, using data envelopment analysis (DEA), the performance of each project was determined separately for each year. Then, based on project labels specified by DEA, the efficiency of projects is measured and evaluated with a forward-looking view through machine learning algorithms such as random forest and support vector regressors. Results show that both models can predict the project performance appropriately, while the random forest regressor has the highest evaluation metrics in both train and test sets. So, the managers could use these results for more efficient project selection. [ABSTRACT FROM AUTHOR]

Risk inherence jeopardises Information System (IS) and Information Technology (IT) Project Portfolio Management (PPM) to realise the strategic objectives. Previous studies have mainly provided Artificial Intelligence (AI) and statistical models to predict the overall risk of IS/IT project portfolio, whereas neuro-fuzzy models were rarely used. This paper proposes a Sugeno Adaptive Neuro-Fuzzy Inference System (ANFIS) model based on Fuzzy Factor Analysis (FFA) named ANFIS-OPR to predict the overall risk of IS/IT project portfolio from historical IS/IT project risk data. The ANFIS-OPR inputs are the relevant factor loadings resulting from the FFA application on the IS/IT projects risks set to cope with the curse of dimensionality. Then, the Sugeno ANFIS model is adopted to give strategic interpretability to the predicted IS/IT project portfolio overall risk by implementing the IS/IT Project Management Office (PMO) expert knowledge, represented by fuzzy rules, on the relationship between IS/IT project portfolio strategic alignment and the IS/IT projects risks. The ANFISOPR outputs are the predicted Overall Portfolio Risk (OPR) and Root Mean Square Error (RMSE). The paper also presents an IS/IT PMO case study that shows the proposed ANFIS-OPR efficacy, which predicted the OPR values closely to the OPR estimates with an accepted RMSE of 0.108. The proposed ANFIS-OPR is a novel intelligent decision-making tool that enables the IS/IT PMO to monitor the OPR, considering its linkage with strategic alignment; thus, contingency plans can be carried out appropriately while ensuring that the IS/IT project portfolio is strategically aligned.

In a context marked by increasing digital transformation, this study sets out to examine the influence of e-governance on strategy execution within family businesses in Morocco. Adopting a qualitative approach, this research looks specifically at the effects of three dimensions of e-governance - e-participation, e-transparency, and e-accountability - on the effectiveness of strategic execution. Based on data collected from 31 family businesses, the analysis reveals that e-participation and e-accountability contribute significantly to improving strategic alignment, thus fostering more efficient strategic execution. On the other hand, the impact of e-transparency, while relevant, remains less pronounced. This study enriches the literature by highlighting the transformative potential of e-governance in the strategic management of family businesses, while taking into account the particularities of family culture, resistance to change and technological capabilities specific to these organizations. [ABSTRACT FROM AUTHOR]

Copyright of International Journal of Innovation in Engineering is the property of International Journal of Innovation in Engineering and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In order to preserve vitality of historic urban centre areas, it is necessary to deploy new and innovative strategies to ensure proper development and management, and avail potential opportunities. This study explores the strategic revitalization of the Atatürk Cultural Centre (ACC) area - a historic urban centre in Ankara, Türkiye. A mixed-method approach has been adopted in this study, which examines the area's physical, economic, social, and environmental dimensions, conducting questionnaire surveys, stakeholder analysis, and SWOT analysis. Again, the most appropriate alternative was selected by using Analytical Hierarchy Process (AHP) method, concurrently, competitor analysis was performed, a strategic visionary plan was determined, and later on the plan aligned with the corporate strategic plan. According to the study, competitive advantage in real estate markets and the functioning logic of the studied area should be considered for long-term results and potential benefits through a strategic planning approach. The study concludes that strategic planning, stakeholder collaboration, and targeted interventions can transform the ACC area into a vibrant cultural hub, contributing to Ankara's broader urban development goals. The proposed strategic plan provides a roadmap for realizing this vision, ensuring the preservation of historic cultural heritage while fostering sustainable urban growth. [ABSTRACT FROM AUTHOR]

Copyright of Accounting & Financial Studies Journal is the property of Republic of Iraq Ministry of Higher Education & Scientific Research (MOHESR) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Purpose: Do managers at different hierarchical levels in a firm perceive the effectiveness of a lean program differently, and does it matter for their commitment to it and the resulting lean implementation? This study answers these questions by analyzing the perceptions and behaviors of top and middle managers in a manufacturer deploying a global lean program. Design/methodology/approach: The authors hypothesize that managers at different levels perceive lean programs differently, which, in turn, should affect their commitment to lean and the resulting implementation. To test these relationships empirically, the authors collect survey data from a global manufacturer in the process industry and analyze them using hierarchical linear regression and structural equation modeling. Findings: The findings show that middle managers perceive lean programs as more effective than top managers do. They further show that higher commitment from the top and middle managers to the lean program is positively related to building the organizational infrastructure needed for lean implementation. Research limitations/implications: This research is conducted in one global company. Although the research setting implicitly controls for many possible confounding variables, such as the product and process complexity or organizational culture, future research can explore and test the findings in other organizational contexts. Originality/value: This study is the first to empirically study the relations between perceptions of and commitment to lean programs across different hierarchical levels and what it means for program implementation. The paper contributes new plausible explanations for why many lean programs slow down. [ABSTRACT FROM AUTHOR]

Copyright of GeSec: Revista de Gestao e Secretariado is the property of Sindicato das Secretarias e Secretarios do Estado de Sao Paulo (SINSESP) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)