1,721,090 research outputs found
Corporate Strategy and Systems Integration Capabilities: Managing Networks in Complex Systems Industries
No full textThis chapter identifies two analytical categories of systems integration in multi-technology multi-component products, namely synchronic and diachronic. Synchronic systems integration refers to the technological capabilities required to set the product concept design, decompose it, coordinate the network of suppliers, and then recompose the product within a given family. Diachronic systems integration refers to the technological capabilities to envisage and move progressively towards different and alternative paths of product architectures (i.e., new product families) to meet evolving customer requirements
Exploiting and Nurturing In-House Technological Capabilities: Lessons form the Aerospace Industry
No full textCompetenze Tecnologiche, Divisione del Lavoro e Confini d’Impresa: Il Caso dell’Industria della Motoristica Aeronautica
No full textExploiting and nurturing in-house technological capabilities: lessons from the aerospace industry
No full textThis paper identifies four major types of technological capabilities of firms developing multi-technology products: integrative, absorptive, coordinative, and generative. Using an in-depth case study of a high technology sub-system, the paper focuses on a firm's generative capabilities. The paper illustrates that a firm's generative capabilities enables it to (a) frame a particular problem, (b) enact an innovative vision, and (c) solve the problem by developing new manufacturing techniques. The triad frame-enact-solve is argued to be the primary feature of a firm's generative capability
La digital transformation di una multi-utility: tecnologia e persone, fattori chiave dell’esperienza ACEA
No full textCon oltre cento anni di storia, ACEA rappresenta una delle aziende più longeve nel panorama energetico italiano. Il recente passato è stato scandito da trasformazioni radicali, che hanno visto l’azienda municipalizzata diventare multi-utility, quotarsi in borsa, e intraprendere a fine 2014 ACEA 2.0, il coraggioso progetto di innovazione, organizzativa oltre che tecnologica. ACEA 2.0 esprime infatti una vera e propria strategia di business volta ad incrementare radicalmente le performance operative ed economiche, nonché a condividere il valore generato verso tutti gli stakeholder (clienti, azionisti, dipendenti, ambiente, fornitori) attraverso il ripensamento del ruolo dell’azienda e della propria responsabilità nel tessuto sociale ed economico di riferimento.
Questa scelta strategica ha portato l’azienda a digitalizzare i processi di gestione di infrastrutture e reti (ridefinendone il modello operativo), a rileggere radicalmente le logiche di gestione della forza lavoro (Work Force Management) e a ripensare la customer experience, disegnando i processi in ottica end-to-end e ridefinendo le competenze tecniche e manageriali necessarie.
Questo studio si concentra su ACEA 2.0, approfondendo il tema della gestione del cambiamento organizzativo e di come questo sia stato preparato, progettato e implementato negli ultimi anni. Oltre ad una consistente ed accurata raccolta documentale, lo studio è stato realizzato grazie ad interviste in profondità con rappresentanti dell’organizzazione operanti a tutti i livelli organizzativi, nonché con la partecipazione diretta ad eventi interni
Dinamiche Evolutive delle Imprese Familiari: il ruolo del capitale umano e del capitale sociale nel ricambio generazionale
No full text
Does Distance Hinder Coordination? Identifying and Bridging Boundaries of Offshored Work
Full text linkThe Role of Knowledge Base in Complex Product Systems: Some Empirical Evidence from the Jet Engine Industry’
No full textFaraway, so close. Division of labour, supplier relationships and industry architectures
No full textIndustry architecture is considered as the structure of relations among agents in an industry: by describing the division of labour and interactions among players, it sheds light on the question of how industries evolve and are transformed, identifying who does what, as well as who takes what. The traditional dichotomy market vs hierarchies do not perfectly describe the reality. The decisional process is more complex and, once the productive process is moved outside the firm’s boundaries, firms are called to define also typologies of the relation with the suppliers. Firms are called to define how close to be with its suppliers, how much knowledge, capabilities and sensitive information to share, how strategic will be the relation.
The empirical setting of the study is the solutions business model, where we assist to the elimination of the traditional division between service and manufacturing. Relying on an original dataset of 102 firms operating in the IT sector in Europe, our results identify a curvilinear U-shaped relation between the specificity of the assets required by the outsourced activities and the typology of relationship with the supplier. A strong relationship with the supplier (e.g., a joint venture or partnership) can be found in presence of both low and high levels of asset specificity: these results only partially confirm the previous understanding of how firms shapes their offering, shedding further light on the evolution of organizational and industry architecture in evolving context
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