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Ecosystem Emergence and Founding Conditions - Lessions Learned from an Imprinting Perspective
(2022)
The rise of ecosystem prominence has provided several definitions of how we understand ecosystems nowadays. In this context, several scholars have considered influencing factors for ecosystem emergence. This paper addresses this consideration and analyzes the salient characteristics of different ecosystem types and their potential persistence since ecosystem founding to improve the understanding of emergence. We applied a three-step approach (1) identifying ecosystem types based on bibliometric analysis, (2) exploring salient characteristics per ecosystem type using qualitative content analysis and (3) deriving founding conditions from the salient characteristics following a conceptual approach. Based on a bibliometric analysis, we identified business/innovation, entrepreneurial and service ecosystems. In a second step, we developed salient characteristics within the themes of structure, power constellation/interdependencies and governance by inductive coding. As we identified a significant difference in alignment structure, we analyzed if alignment structure persists since ecosystem origin and explains why ecosystems differ. We analyzed potential pairings between alignment structure and their respective founding condition for every ecosystem type. With the alignment structures’ persistence, we can better understand why ecosystem types differ.
Specifying roles in purchasing and supply management in the era of Industry 4.0: A Delphi study
(2021)
New technologies and systems within the field of purchasing and supply management (PSM) call forth responsibilities and require expertise. Moving towards Industry 4.0 in purchasing, increasing attention on specialization within talent and skills, where human capital is needed to exploit the full potential of technologies. Based on an internet-based real-time Delhi study with 47 experts within the PSM field, six future purchasing roles have been defined and elaborated. These future roles connect to the maturing and emerging technologies within the purchasing field and provide a guideline to further develop towards Industry 4.0 in purchasing based on a human-centered evolutionary approach.
Professional roles, including specific skills for each role, are a step towards higher professionalism and maturity within purchasing and supply management (PSM). The global development towards increasing digitalization, Industry 4.0, globalization, and increasing attention for corporate social responsibility force change within the purchasing organizations. Here, PSM's professional roles and skills are a good starting point to manage these changes by redefining professional roles organized by specific skills and responsibilities. For this reason, based on a systematic literature review and three World Cafés with 29 purchasing professionals, this study compiles a list of Industry 4.0 professional roles and skills in PSM.
Nowadays, the human-centric discipline of purchasing and supply management (PSM) is of strategic importance for firms’ success. Within the discipline, scholars address PSM professionals’ skills and provide practitioners with academic insights. Due to changes in the industry environment, changes in the working environment and the task of purchasing professionals are assumed. This paper aims to contribute to the PSM professional skills literature by defining current PSM professionals’ skill gaps as the difference between the acquired skill level and perceived skill importance. Findings show that current PSM professionals feel to be underqualified to abstract the full potential of professional relationships, as buyer-supplier relationships, due to current PSM professionals’ skill gaps.
The global development towards the Fourth Industrial Revolution, the so-called Industry 4.0, is steaming forwards. Where cyber-physical systems connect the physical and digital world, allowing for demand identification, without the need for direct human intervention. Further, Artificial Intelligence supports various parts of operative and strategic purchasing. The new purchasing environment forces purchasing professionals to develop new skills. Research is needed to identify appropriate skill sets. Based on a World-Café method with 82 purchasing professionals, a list of 32 essential future skills in purchasing is composed. Further, the identified skills are ranked and assigned to the roles of the direct and indirect material purchasers.
To increase maturity within purchasing and supply management (PSM), future purchasing skills are needed based on the technological development towards Industry 4.0. Past research, eg, the work of Bals, Schulze, Kelly, and Stek (2019), started to address this issue based on literature review and interview studies. However, a detailed description of these skills is missing. Utilizing a real-time Delhi study with 45 experts within the PSM field, nine future purchasing skills have been elaborated. Identified skills connect to the maturing and emerging technologies within purchasing and provide a guideline towards Industry 4.0 in purchasing based on a human-centric perspective.
Disruption, Machine Learning, Internet of Things, Augmented Reality, Industry 4.0 and Rapid Prototyping are just a selection of the buzzwords that come up in connection with the rapid changes in the professional world and society brought about by digitalisation. As frequently occurs when buzzwords are used, their exact meaning is unknown, or remains unquestioned, but the use of them is nevertheless excessive. In this way, the buzzword ‘digital native’ assumes that an entire generation has a command of digital skills simply because they were born into this world and use digital media naturally. Which skills profiles this generation, and therefore a majority of today’s students, actually command, remains vague however, and is rarely explored systematically. The same is true of the specific formulation of necessary skills profiles in the digital world for higher education graduates. In the debate around higher education institutions, the description of the swift digital transition (with or without buzzwords) is not usually followed by a revision of existing curricula. This article describes strategic considerations for a better fit between the skills demanded of students and the challenges of the digital world.
Against the setting of an increasing need for innovation and low margins, companies in the logistics
sector are facing highly competitive pressure. One field with high potential for optimization lies within
damage quotas. The use of big data analytics or data mining represents a promising approach to face
this challenge. However, within supply chain management, data mining is hardly being researched on
regarding damage quotas and thus not being utilized to its full possible extend. At the current time it
seems to predominantly be used for route and utilization optimization while the analysis of delivery
damages is hardly considered.
The aim of this research is therefore to showcase an initial approach for data mining in logistics to predict
delivery damage probabilities and to validate this by means of a multiple case study research. To create
a sound basis for evaluation, the groundwork is laid out based on CRISP-DM by the analysis of reference
data (German road-cargo market).
As a central result it is noted that data mining can systematically be used to help reducing the damages
by forecasting the probabilities of damages occurring during transport in dependence of different factors.
The approach can be utilized across different markets as long as sufficient data tracking delivery
damages is being collected within a company. Challenges arise in the field of air- and sea-freight.
Strategically Aligning Additive Manufacturing Supply Chains for Sustainability and Effectiveness
(2019)
This paper builds on a previously developed framework that integrated additive manufacturing, life-cycle analysis, and value creation (Feldmann & Kirsch, 2019) by exploring conditions related to the life-cycle approach that would require alignment among suppliers, additive manufacturing firms, and customers. This extension creates a bridge to aid implementation of taking a sustainability approach to additive manufacturing. In order to develop this extension, we distinguish between direct/indirect customers and internal/external customers and then create a matrix of incentives and cognitive frames that we believe will help companies interested in large-scale AM improve both the speed and the effectiveness of AM adoption. We provide an organizing framework that managers can use to create a supply chain that is aligned around closed-loop principles that will help speed adoption and move closer to sustainable goals that exist for AM technologies. These include reduced raw material use, reduced scrap and material overage, and reduced rework, and lower transportation costs. The goal is to attain often-conflicting goals of lower long-term costs and decreased environmental footprint. Using our extension, we believe we can provide a useful framework to help managers implementing advanced manufacturing technologies to achieve lower costs and greater environmental sustainability by creating a common supply chain framework around customized, on-demand products.
Digitalization and sustainable development are goals of the global community, but can they also be achieved simultaneously? This article investigates the impacts of additive manufacturing (AM) on sustainable production and consumption. The use of AM technology as a means of digitalizing manufacturing processes is assessed through a qualitative life cycle analysis.
The model developed for this purpose provides a structure for an analysis of the general ecological effects of AM. The systematics of the life cycle model also supports a company-specific assessment.
AM can have a positive impact on achieving sustainable development with regards to ecological effects, particularly by reducing the consumption of resources in production and distribution. However, there are also negative ecological impacts of this technology, such as rebound effects and high energy consumption, which vary depending on the application and the printing process. It appears necessary for regulatory policy to intervene to maximize the opportunities for the positive effects of this technology. However, it is important to reduce the risks that contradict the objectives of the 12th Sustainable Development Goal of the UN: sustainability of consumption and production.