Suchergebnisse

Continuous change of requirements poses a challenge for every modern organization. Especially, ever changing regulatory requirements that affect business processes and, if not fulfilled, can cause an organization even legal problems. Also there is increased pressure on regulatory institutions when it comes to maintaining integrity and coherence of requirement package. By regulatory requirements we mean legislation, regulations of municipalities, external regulatory requirements and also internal organizational policies. The purpose of this paper is twofold, first, we briefly discuss existing limitations in existing business process modelling solution in the context of compliance management, and, second, we propose a high-level method to support organizations stay compliant with regulatory requirements in the changing environment.

The pursuit of quality and excellence drives the efforts of companies wishing to improve and gain competitive advantage. Operational excellence programs are thus used as one of the most common approaches to promote structured change, with organizations implementing them in search for consistent strategies that match their customers' requirements. However, while being undeniably successful approaches in achieving organizational improvement, truth is that engaging in operational excellence programs has also proven to not be enough to ensure the long-term success, and companies do not develop the ability to quickly adapt to the demands of quickly changing markets. Economic, social and political transformations are hitting the world, adding to a fast-technological evolution and creating deeply unstable business environments. The development of agile capabilities becomes essential for organizations to stay competitive and address the changing demands of its stakeholders. Accordingly, we believe that developing an enduring capacity to change must be considered as one of the desired outputs of the implementation of any quality and operational excellence programs. However, being agile demands transversal support from the entire organization, under the risk of finding resistance to its implementation. It is necessary to work and transform the culture of organization to allow a closer fit to the strategic choices made to face the marketplace. Our proposal is to bring together organizational culture, operational excellence and organizational agility, structuring the pursuit of adaptability in a strong social and technical framework. We present a conceptual model interrelating the three concepts and the methodology in use for identifying the elements and enablers that help acquire the necessary capabilities for an organization to become adaptable. ; - ...

Electronization and digitalization of the public administration services performance is one of the long-lasting priorities of the Czech Republic, of course in coordination with the European Union procedure, in correspondence with the strategies of the European committee oriented to the information and communication technologies (ICT) in the public administration. The eGovernment heads towards creating user friendly on-line services for businesses as well as citizens for decreasing administration work, for remote contact with the public administration. It also enables safe and protected services of the public administration. These visions are gradually realized by the ICT projects in coordination with connected legislation. It means, in its consequence, constantly changing environment which is difficult not only for the institutions of organs of public administration, but mainly difficult and burdensome for businesses out of the public administration. This text is focused on the situation of small and medium-sized businesses. These do not have specialized ICT departments, but must manage their performance of legal obligations towards the state, which means constantly changing and developing technological-legislative aspects of the eGovernment. This text maps the present basic communication models in relation to businesses towards the eGovernment. ; Elektronizace a digitalizace výkonu služeb veřejné správy je jednou z dlouhodobých priorit České republiky, samozřejmě v koordinaci s postupem Evropské unie, tedy v souladu se strategiemi Evropské komise zaměřenými na informační a komunikační technologie (ICT) ve veřejné správě. eGovernment směřuje k vytváření uživatelsky přívětivých on-line služeb pro firmy i občany, ke snížení administrativní zátěže, k umožnění vzdáleného kontaktu s veřejnou správou, zároveň i k zajištění bezpečného a chráněného přístupu ke službám veřejné správy. Tyto vize jsou postupně realizovány ICT projekty v koordinaci s příslušnou legislativou. To však ve svém důsledku znamená stále měnící se prostředí, které je obtížné jak pro instituce orgánů veřejné moci, ale zejména je to náročné a zatěžující pro organizace mimo veřejnou správu. Text se soustředí na situaci malých a středních firem. Ty nemají specializovaná ICT oddělení, nicméně musí zvládnout výkon svých zákonných povinností vůči státu, tedy musí zvládnout stále vyvíjející se a měnící se technologicko-legislativní aspekty eGovernmentu. Text mapuje současné základní komunikační modely ve vztahu firma a eGovernment.

Purpose
– The purpose is to conceptually construct a service-dominant (S-D) logic-based integrated product service system (IPSS) business model.


Design/methodology/approach
– The model is constructed through literature reviews and inferences.


Findings
– IPSS model is in compliance with the ten fundamental premises of S-D logic as well as conforming to triple bottom lines of sustainability.


Research limitations/implications
– To convert a firm from goods-centric model to service-centric IPSS model is not easy. There are quite a few challenges to be overcome.


Practical implications
– There are many successful cases adopting service-centric business model. The key success factors are to be identified in the future studies.


Originality/value
– It is the first paper discussing the sustainability of IPSS model and its relationship with S-D logic.

This paper examines the effect of inter-agency delivery systems on the agility of public sector organizations and ease of doing business. The empirical focus is the Nigerian public sector, in relation to the implications of the recent Executive Order regarding how Ministries, Agencies and Departments (MDAs) should operate towards improving the ease of doing business .The study finds that poor inter-organizational linkages in terms of Information and Communication Technology, ICT, and poor interagency collaborative structures constitute serious challenges to the realization of organizational agility and ease of doing business. The paper suggests further investment in establishing a comprehensive government database accessible by various government agencies and enhancing social networking among public agencies through strong ICT and e-governance infrastructure development. By implication, the study reveals that the use of Executive Orders to address fundamental economic and administrative challenges appears perfunctory and superficial without strong ICT support.

Recognising the indispensable role of women owned enterprises in general economic development, the government of Nigeria have offered support to the development of women owned enterprises through financial intermediary, infrastructures and policy measures. Despite of these indicators, the state of micro entrepreneurship has yet to reach a satisfactory level and women enterprises continue to lag behind that of their male counterparts. This study therefore investigated the influence of financial inclusion and social inclusion on the Performance of Women - Owned Businesses in Lagos State, Nigeria. The population of this study comprised all four thousand six thousand sixty three (4,663) women-owned Micro, Small and Medium Enterprises (MSMEs) registered with SMEDAN while three hundred and fifty seven (357) were selected as a sample size for the study. The data collection instruments for the study were structured questionnaire and personal interview. Data were analyzed with the aid of Multiple Regression (Ordinary Least Square Estimation) and Pearson Product Moment Correlation Coefficient. Results showed that financial inclusion and social inclusion have positive and significant influence on women–owned businesses performance. Additionally, financial inclusion and social inclusion jointly contribute about 42.9% to the performance of women –owned businesses. Results also indicated that social inclusion (r = 0. 543**) is positively and significantly related with the financial inclusion. The therefore recommended that government should have a policy in place through its financial regulator to encourage financial institutions to diversify their branch networks in the country and government should also have policies and regulatory frameworks in place that will close the gender gap in financial inclusion and social inclusion.