Section 1.2: Organisational
Issues
Managing Organisational Capital in the
New Economy: Knowledge Management and Organisational Design
A. Bounfour, P. Damaskopoulos
Lore: Language-Based Expertise Mining
H. Rutten, S. Rogers
Measuring Value - Creating Value - A
Solution for Process Innovation in High-Tech Company Networks
B.R. Katzy, M. Dissel, M. Blum
Dynamics of Innovation towards E-Commerce:
The Case of France
C. Charbit, V. Fernandez, E. Tricot
Automated Performance Measurement
N. Ferguson, B. Andersen, J. Browne
A Performance Management System for New
Product Development from a Reuse and
Invention Perspective
N. Roth, J. Prieto, F. Lettice, R. Dvir, I. Penev, M. Tsanev,
S. Evans, K. Young, T. Schulte
SMART: System for the Development, Management
and Support of Strategic Alliances
I. Bitran, J. Bitran, S. Corm, C. Hall, A. Nagel, H. Nicholls
BENE-BUS - Benchmarking of E-Business
Solutions for Western and Eastern European SMEs (IST- 1999-29024)
R. Zuffada, F. Giacometti
Methodology for the Implementation of
e-Business Solutions in SMEs
L. Carneiro, A. Alves, D. Carneiro, H. Held, C. Wolf, J. Macey,
F. San Martin, F. Ballester
B4U - Business for You - The Virtual
Community for the SME Development and Consolidation
T. Dell'Orto, B. Ferlito, U. Galluccio
Critical Success Factors for eBusiness
for SMEs
S. Feindt, J. Jeffcoate, C. Chappell, E. Gaboardi
EC Funded Industrial Research Co-Operation
in the Area of IT
P. Drath, R. Gagliardi, S. Muscella, R. Pleger, A. Ceccarelli
Managing
Organisational Capital in the New Economy: Knowledge Management
and Organisational Design
Ahmed Bounfour(1) and Panagiotis Damaskopoulos(2)
(1) RCS, Research on Competitive Strategies, Universite Marne
La Valle'e, France
(2) Centre of Advanced Learning Technologies, INSEAD, France
This paper develops a framework
of analysis of "organisational capital" as a strategic
field of corporate action. It concentrates on three dimensions.
First, the paper surveys the changing parameters of competitive
advantage with specific attention to changes in valuation processes
in financial markets. Second, it advances an analysis of the
growing importance of the intangible assets of corporations,
and specifically the field of organisational knowledge. Third,
the paper examines processes of organisational design and explores
horizontal organisational tendencies and specifically the concept
and practice of the "horizontal network enterprise"
as a key component of competitiveness.
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Lore:
Language-Based Expertise Mining
Huub Rutten, Steve Rogers
Sopheon NV, MECC Office Building, Geatano Martinolaan 95, 6229
GS Maastricht, The Netherlands
Lore (Leveraging Operational
Resource Expertise) is a European Commission part-funded project
within the IST programme. The innovative purpose of the project
is to exploit information about expertise held in a human resource
management system (HRMS), documents and other sources. By applying
various linguistic tools Lore goes beyond conventional information
and documents management to exploit the wealth of knowledge available
in the community. Usually, classification methods for knowledge
rely on hand-written taxonomies that offer hierarchical topics
of interest. This limited unidirectional way of "reading"
the enterprise is superseded by Lore's dynamic navigation. A
linguistic analysis of unstructured texts, filtered with known
HRMS data about the author and organisation, renders a potent
information service to HR professionals, line managers and staff.
This paper introduces the project, its principles and technology.
It comments on the lessons learned to date as the project enters
its experimentation and validation phase.
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Measuring
Value - Creating Value - A Solution for Process Innovation in
High-Tech Company Networks
Bernhard R. KATZY, Marcel DISSEL and Markus BLUM
Center for Technology and Innovation Management (CeTIM) at University
Bw Munich, Werner-Heisenberg- Weg, Neubiberg, 85577, Germany
In today's rapidly changing
business environment, enterprises must continually innovate to
stay ahead of competition. Over the last decade process management
has been the focus of many organisational efforts, which were
designed to increase the efficiency of stable work processes.
But what is the organisational impact of new businesses? How
does efficiency and performance of processes change, when faced
with new products and innovations? This paper presents a solution
for the assessment of process performance for innovative products,
ahead of time, enabling management to recognise problems and
taking corrective action before these problems escalate. This
paper presents a solution that combines process design with easy-to-use
performance measurements. The solution consists of methods and
tools, which allow analysing cost- and time performance of business
processes and their design. We report a case in the telecommunication
industry, where the successful performance of new innovations
is the result of efficient processes in tiered supplier structures.
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Dynamics
of Innovation towards E-Commerce: The Case of France
Claire CHARBIT, Valerie FERNANDEZ and Etienne TRICOT
Ecole Nationale Superieure des Telecommunications
46, rue Barrault - 75634 Paris Cedex 13 - France
Abstract. This report will
provide an analysis of the innovative behaviour of traditional
firms in France and their evolution towards e-commerce. It may
be that in France, although there are start-up Internet firms,
the pattern of evolution is less influenced by pure Internet
players forcing traditional players to react. In France, traditional
firms appear to be really pro-active concerning e-commerce. This
report will investigate the specific advantages and failures
of successful actors in the "old economy" and their
transition to the "new economy" in three industrial
sectors: automotive, tourism and large-scale retailing. Two opposite
strategies of migration appear. These strategies relate to two
business models of e-commerce. We present these two e-commerce
configurations through metaphorical designations: the "portal
model" vs. the "fair model".
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Automated
Performance Measurement
Neil Ferguson(1), Bjorn Andersen(2) and Jim Browne(3)
(1) C.I.M.R.U., National University of Ireland, Galway, Ireland
(2) Department of Production and Quality Engineering, Norwegian
University of Science and Technology, Norway.
Enterprise Resource Planning
(ERP) software has been developing rapidly over the last years.
Attempts have been made at including performance measurement
in these systems. However, such attempts have mainly been limited
to financially based performance measures. While financial measures
are Important, companies require a more holistic view of performance
across all their processes. In an attempt to address this deficit
a European project called Automated Performance Measurement (APM
- IST-1999-10279) was established. The APM project aims to deliver
an enhanced ERP system which facilities the automated collection
of performance data across the supply chain using Internet/XML
technology to improve SMEs position in global supply chains.
The paper describes a framework for how real-time, operational
performance measurement combined with performance benchmarking
can be exploited by enterprises and business networks as a means
for decision support in dally management and improvement work.
More specifically, sub-parts of the paper will deal with the
issues of a standard business process model, standard performance
indicators, including indicators for environmental impact, the
functionality of the automated performance measurement system,
and its application for such purposes as decision-support and
benchmarking.
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A
Performance Management System for New Product Development from
a Reuse and Invention Perspective
Norman ROTH(1), Juan PRIETO(1), Fiona LETTICE(2), Ron DVIR(3),
Ivo PENEV(4),
Michail TSANEV(4), Steve EVANS(2), Karen YOUNG(2) and Thomas
SCHULTE(4)
(1) Fraunhofer IAO, Nobelstr. 12, 70569 Stuttgart, Germany
(2) Cranjield University Cranfield, Bedfordshire MK43 OAL, United
Kingdom
(3) Innovation Ecology, 45 Rambam St, Pardesia, Israel
(4) Commtrain Consulting GmbH, Lautenschlagerstr. 4, 70173 Stuttgart,
Germany
Performance Management in the
context of knowledge management and new product development is
on the agenda: 70-80% of manufacturing productivity is determined
by the point of design freeze. Therefore new product development
(NPD) is critical and is increasingly subject to the practices
and systems of performance management. NPD performance is inseparable
from an organisation's ability to manage its reuse and invention
assets. Knowledge and the ability to reuse and innovate it efficiently
and effectively is a key success factor in NPD. However, most
existing performance management frameworks do not address this
knowledge aspect of NPD. This paper outlines some novel performance
management functions which specifically address management issues
of the reuse and creation of knowledge. The functions are embedded
within an innovative IT solution, which will also be outlined.
Finally, an assessment tool is described which provides companies
with an analysis of their current NPD reuse and invention performance,
ascertains future vision and targets and identifies an appropriate
implementation path to improved NPD performance.
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SMART:
System for the Development, Management and Support of Strategic
Alliances
Iain BITRAN(10, Joseph BITRAN(1), Steffen CONN(2), Carolyn HALL(3),
Arie NAGEL(4) and Harry NICHOLLS(5)
(1) S3 International Ltd, PO Box 18, Worsley, Manchester M28
1XP, UK;
(2) Groupe Ecole Superieure de Commerce de Rennes, 2, rue Robert
d'Arbrissel, 35065
Rennes Cedex, France
(3) Chalice Projects Ltd, 34 Fields Court, Warwick CV34 5KP,
UK;
(4) Eindhoven University of Technology, Den Dolech 2, TEMA 0.31,
PO Box 513, 5600 MB
Eindhoven, The Netherlands;
(5) International Association of Science Parks, Parque Tecnologico
Andalucia, Sede Social C/Marie Curie S/No, Campanillas -Malaga
29590, Spain;
Despite the increasing number
of strategic alliances, how to ensure their success is poorly
understood. Studies suggest that up to seventy-five percent of
alliances fail to meet their initial objectives due to a multitude
of cultural, political, technological and human factors. If such
an eclectic set of competencies is required for success, alliance
management is clearly a difficult task for today's manager. Traditionally,
managers wishing to develop strategic alliance competencies have
relied on ad-hoc consultancy services and training. This has
not, to date, resulted in a notable improvement in alliance success.
The SMART project redresses this growing need by developing a
knowledge-based software support system to help managers conceptualise,
implement and manage strategic alliances. First, this paper introduces
the field of strategic alliances, then the foundations of knowledge-based
support systems are discussed. Finally, how the SMART approach
will create value for managers is relayed.
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BENE-BUS
- Benchmarking of E-Business Solutions for Western and Eastern
European SMEs (IST- 1999-29024)
Roberto ZUFFADA(1) and Fiorella GIACOMETTI(2)
(1) ETAss European Trends Association, Corso Matteotti 38, 20038
Seregno (MI), Italy
(2) Sineura s.r.l., Via Egadi3/5, 20144 Milan, Italy
While the European Union is
launching its main challenge through the next enlargement the
co-operation between the EU member states and the Associated
countries is becoming more and more critical. A closer collaboration
is thus expected at economic and political level in terms of
knowledge transfer, adoption of models of sustainable growth,
increasing of competitiveness and development of novel opportunities
for the players. Under this framework e-commerce solutions can
support the strategy towards the change but their adoption, mainly
by the SMEs, should be well established and as a result of an
informed decision. The BENE-BUS project is in line with this
approach being mainly focused to provide the Eastern and Western
European SMEs with innovative assessment models and benchmarking
tools aimed at improving their way to approach e-business implementation.
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Methodology
for the Implementation of e-Business Solutions in SMEs
Luis CARNEIRO(1), Antdnio ALVES(1), Diana CARNEIRO(1), Hans HELD(2),
Christian
WOLF(2), Jim MACEY(3), Fernando SAN MARTIN(4), Frederic BALLESTER(4)
(1) INESC Porto, Apartado 4433, 4050-497 Porto, Portugal
(2) ATB, Wiener Str. 1, 28359 Bremen, Germany
(3) BMT, Teddington, TW11 8LZ, United Kingdom
(4) CARSA, Madrid, 28033, Spain
This paper presents the concept
of a Methodology for the Implementation of e-Business solutions
in SMEs, developed within the MEDIAT-SME project (IST-1999-11570).
The main goal of this Methodology is to provide the e-Business
consultant with systematic methodological and IT support to the
tasks of identification and analysis of opportunities; requirements
definition; detailed specification of e-Services, systems and
interfaces to be implemented; vendor selection; implementation
planning and management of e-Business solutions in SMEs. It is
also expected that the target SMEs after active participation
with the consultant team in one implementation project will be
able to apply the methodology to other application areas without
external support.
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B4U
- Business for You - The Virtual Community for the SME Development
and Consolidation
Tiziana DELL'ORTO(1), Bruno FERLITO(1) and Ugo GALLUCCIO(2)
(1) Sviluppo Italia, via Calabria 46, 00187 Rome -Italy
(2) Bull Italia S.p.A., Strada consortile ASI, 83030 Prata Princlpato
Ultra (AV) -Italy
The major objective of B4U
project is to implement a system, based on the concept of a virtual
community, which will answer to the needs of SME's at consolidation
and development stage. The system will give them appropriate
answers, providing a set of "on line" services, targeted
to catch new businesses and development opportunities, and enabling
SMEs to compete in the global marketplace, through the use of
electronic commerce. B4U project is based on an integrated system
composed of a Technological Platform, a Service Centre and an
Innovative Approach to support the SME development and consolidation.
This paper describes the overall environment and reports the
first release results of B4U project.
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Critical
Success Factors for eBusiness for SMEs
Sylvie FEINDT (SFC), Judith JEFFCOATE (Trefoyle), Caroline CHAPPELL
(Trefoyle), Elena GABOARDI (Databank)
KITS Project, Bd. Clovis 39, B-1000 Brussels
In this paper, the authors
will look at the critical success factors that will underpin
the continuing competitiveness of SMEs within increasingly 'virtual'
and Internet-dependent value chains. These critical success factors
include: vision for information exploitation; adding value through
agile and specialist processes; ensuring e-business technology
adoption at an appropriate level of control; providing integrated
electronic support for customer, supplier and partner relationships;
and creating the trust essential for participating in new types
of virtual organisation. The paper will explore the roadmap to
e-business success for SMEs within value chains and suggest ways
in which they can leverage their position in the value chain
by applying the KITS critical success factors to their business.
It will illustrate its findings with case studies of the best
practice.
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EC
Funded Industrial Research Co-Operation in the Area of IT
Paul DRATH(1), Roberto GAGLIARDI(2), Silvana MUSCELLA(2), Roland
PLEGER(3), Alfredo CECCARELL1(4)
(1) Singleimage Ltd, 3 Foundry Walk, St Ives, Cambridgeshire
PE17 4FW. United Kingdom
(2) Consorzio Pisa Ricerche-Centre META, Corso Italia, 116, 56125
Pisa, Italy
(3) DLR Linder Hohe, D-51147 Cologne Germany
(4) CNUCE/CNR, Via Alfieri, 56010 Ghezzano, Pisa, Italy
Despite simplification for
Framework Five, the work involved in preparing and submitting
an Information Society Technologies (IST) proposal is still extensive
if you consider the large volumes of paperwork necessary for
consultation, which is a laborious task for even the most experienced
of IT project proposers. At the same time, it is necessary that
the IST programme accomplish its aims in realising the benefits
of the Information Society for Europe both by accelerating its
emergence and by ensuring that the needs of individuals and enterprises
are met. A ready-made solution for tackling both issues above
is available in the form of IDEAL-IST, an ELI funded project,
set up in 1996, which reduces the barriers faced by organisations
wishing to participate in the IST programme. The project will
accompany the IST Programme throughout its whole duration and
serve as a central mediator between the European Commission,
national institutions of countries associated to the programme
and potential or successful proposers.
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