Narrow Results

The emergence of decentralized finance (DeFi) allows arbitrageurs to obtain risk-free income from price gaps of cryptocurrency tokens in many global markets. Several automated arbitrage techniques have been invented to profit from single or multiple platforms, including Centralized and Decentralized Exchange (CEX and DEX), triangular, and DEX-Fait. This paper proposes the arbitrage strategy of cross-cryptocurrency exchanges (ASCEX), a novel automated arbitrage strategy for CEX-DEX platforms, to maximize profit and loss (PNL) using a token route searching algorithm. Based on feature comparison, ASCEX outperforms the existing trading strategies available. Our actual trade experiment shows that ASCEX can generate up to 0.95% monthly risk-free profit compared to 0.34% trading on DEX alone.

The common argument for the small business is that there simply is no strategy; that small businesses react heuristically to events, guided by the whims and passions of the owner-manager. Strategy, however, can be looked at from a behavioural perspective, as opposed to the more normative strategic planning schools that small firms rarely abide by. This concept of strategy as 'behaviour' encompasses the actions of the owner-manager, the context of the small firm, and the consequences of the actions taken. It looks at strategy as part deliberate and part emergent, allowing for the inclusion of both external influences and internal decision making. Grounded theory research on small firms in Malta has in fact shown strategy to be a dynamic phenomenon, one that can be viewed as a set of defined pathways between identifiable life cycle states. The paper shall outline the research findings that have identified five distinct patterns of small firm strategic behaviour, each with its own unique trajectory and performance implications. Understanding which strategic pathway a small firm belongs to allows for a comprehensive insight into the firm's competitive behaviour, and a prediction of the consequences of that behaviour.

This collaborative paper aims to reflexively evaluate the versatile and comprehensive application of grounded theory, comparatively using two studies researching the strategic behaviour of small organisations within a small island state. The methodological stance adopted is that of practitioner researchers, critically analysing the research positioning and processes in two large grounded theory studies that mapped the competitive behaviours of some 100 small businesses in the small island EU state of Malta. The study evaluates grounded theory processes and actions taken in the two studies, depicting the systematic collection, comparison and analysis of the data gathered, concept generation, continuous interaction between actions and context, use of in-depth interviews combined with quantitative data, coding, mapping and categorisation of the data collected, and the use of MAXQDA as a viable software tool to carry out grounded theory. This practitioner research study comprises detailed practice-related implications for the use of grounded theory in researching small organisations, in a manner that a novice grounded theory practitioner can adopt and a manager in a small business can appreciate.

TELCO is the leading manufacturer of commercial vehicles (trucks) in India. In 1998, TELCO succeeded in manufacturing a small car of international standards without financial or technological collaboration with any leading foreign car manufacturer. This case deals with TELCO's success in its small car project and the challenges that lie ahead. It highlights the role played by creative resource leverage in the success of firms from developing countries in a global environment.

This case deals with a medium-sized engineering company's experiences with initiating CSR. It covers aspects like the rationale for CSR, its relationship with strategy, participation in CSR and speed breakers on the path to building a CSR culture in the company. After sustained growth over a few years, the top management has decided to look beyond profits and embarked on CSR. They allocated 2% of their PBT to their Trust to oversee CSR activities. They began the activities about one and a half years ago. The engagement began with much enthusiasm but with time, it started losing steam. The senior management has also been having a rethink about CSR strategy. Mr. Khonde, the HR head now has to suggest ways of mainstreaming CSR within the company.

SINGAPORE – The Only Singapore Private Hospital to Achieve Success at Asian Hospital Management Awards 2016.

UNITED STATES – Study Finds Vision Loss Due to Diabetes Is Rising Globally.

UNITED STATES – How Sleep Deprivation Harms Memory.

UNITED KINGDOM – Plasticell and CellSpring Collaborate to Validate Osteogenic Cell Therapy and 3D Cell Culture Models for High Performance Drug Screening.

JAPAN – Takeda Announces Bold, New Access to Medicines Strategy.

THAILAND – Ministry of Public Health Embarks on eHealth in Thailand with VMware Virtualization and Mobility Solutions.

AUSTRALIA – Australian-led Global Sleep Apnea Medical Device Study Shows Treatment Improves Wellbeing but Without Any Cardiovascular Benefit.

RUSSIA – R-Pharm Produces Biological Drugs in Yaroslavl with GE Healthcare's FlexFactory™ Manufacturing Platform.

AUSTRALIA & RUSSIA – Pharmaxis Announces Russian Approval for Bronchitol Largest Market Accessed to Date.

This study explores the use of rough-set methods for marketing decision support systems in the retail business. A tutorial presentation of Rough Set Data Analysis (RSDA) in the context of knowledge discovery from time series databases is given. We show how an RSDA model can be used to develop a marketing decision support system which can capture the complex relationships between marketing factors, such as advertising and promotion, and the total impact on sales levels in order to find influential advertising strategies. This information is used by the business manager to make faster and better strategy decisions for the business to survive in the rapidly changing and competitive environments. The data set used for RSDA application example contains weekly investments in different media categories: TV, radio, cinema, morning press, evening press, popular press, special interest press, and outdoor posters; for seven makes of cars in the Swedish market.

Over the last few decades, Corporate Social Responsibility (CSR) disclosures become a powerful driver of overall stakeholders’ development while the relationship between CSR and its performance has provided conflicting results due to the most used intersecting circle representation of assessment of CSR. This study fills an important gap by analyzing the framework of CSR assessment practices on identification of five criteria and 17 indicators encompassing the strategies of accountability, transparency and compliance of CSR. To achieve the goal of CSR, the strategies have been defined in connection with different literatures and quaternary survey for criteria selection, where the criteria are expressed in a fuzzy horizon. This multi-criteria decision-making (MCDM) model has been solved using a fuzzy analytical networking process and balanced scorecard (BSC) method to develop selection strategy and criteria for implementation of CSR. The paper’s outcomes help administrators of corporate sectors, particularly in developing countries, to follow sustainable actions as CSR providers effectively and to gain a significant reasonable advantage. The findings exposed the CSR assessment structure and interrelationships among BSC perspectives/criteria and indicators on which managers are needed to emphasize to get optimum CSR performance. In this study, the most important strategy and criteria to perform optimum CSR level are as follows: “accountability of CSR project” is the best strategy; “Project team work, incentives, Environmental resources, Communication for motivation, Reporting initiative of stockholders, CSR project with stockholder capital, Strategic governance, Mission sustainability, political role, Human resources”, respectively, are criteria.

Information technology (IT) has a crucial role in knowledge management (KM), as the facilitator or enabler. To find the IT strategy for KM and related aspects such as the tools being utilised, and the problems faced by Indian firms, research was conducted in leading firms in three sectors of the Indian economy; namely software, pharmaceutical and petroleum marketing, covering both the private and public sectors. The results indicated that Indian firms have implemented many IT tools. The internet is the most widely used tool, whereas KM software is the least used. The way IT is growing or implemented and maintained in the firms under study is not encouraging. Barring a few software sector firms, IT tools are neither well maintained nor fully exploited by the firms. In addition, Indian firms lack an IT strategy for KM.

Businesses today, including non-profits, recognise the need for knowledge management (KM). KM may require new strategies and goals before it can be implemented, or it can be aligned with current business strategies for quicker implementation. The framework presented here is for managers in companies and organisations to use to align their KM strategies with business strategies to improve performance involving financial growth, cost reduction and customer satisfaction. A study of three strategic types of organisations (defender, prospector, analyser) and interviews at a large corporation and a non-profit organisation suggests that the conceptual framework presented in this paper can be verified. More empirical evidence of alignment is planned, as organisations become more sophisticated users of KM.

The authors have been working for over three years on the taxonomy and conceptual framework for KM/BS Alignment (also known as KMSABS) and present a procedure for implementation in this paper. The KM/BS Alignment model involves concepts, actors, actions and processes. An important aspect of the methodology is for businesses and organisations to identify their strategic character to support appropriate interactions associated with knowledge. As shown in this paper, product and knowledge managers can affect goal alignment and interaction in an organisation if they implement change based on the suggested framework.

This paper analyzes two different approaches to assessing the knowledge assets of multiple firms in a given industry. Typically, in evaluating knowledge management (KM) results by measuring intellectual capital (IC), studies in the field have looked specifically at individual firms or a small cluster of organisations. Measuring a large number of firms has proven more of a challenge even though the discipline has some established metrics to do so, principally those using some variation of Tobin's q. In moving such methodologies forward, we look at two variations on Tobin's q for assessing KM requirements in an industry and the relative level of KM success in member firms. We contrast different industries with apparently different KM circumstances, allowing some deeper insights into the strengths and weaknesses of our two metrics. These results will be of interest to those studying KM and IC as they provide guidance in evaluating performance (as well as the need to invest in order to keep up with industry top performers). For the same reason, the results and methodology will inform practitioners taking a strategic approach to knowledge investment, giving them a way to assess relative standing within and across industries. KM strategies can and should differ, and these metrics provide guidance for such decisions.

The aim of the research is to develop theory and practice of strategic planning in the field of knowledge generation as competitiveness factors of economic entities. The paper presents results of empirical researches of knowledge generation strategies that the Russian industrial enterprises realise. This study focuses on analysis of microdata (enterprise level) as the key instrument to reveal facts and hypotheses describing the innovation activities depending on different types of changed resource, quantity of new products made by the company, structure of costs for different types of knowledge, profit growth. The idea locates about strategies generation of different types of knowledge (operational, structural, functional) considerably differ. The authors prove that effective innovative company development, particularly in the difficult economic condition, stresses the importance of organising optimal cost structure for different types of knowledge. It is strategic knowledge management based on company strategy, its aims and growth trends that gives the most significant effect in the field of providing competitiveness.

The properties inherent in Advanced Manufacturing Technology (AMT) create new opportunities for firms, and in particular small firms. The capability of this technology to modify production specifications quickly and accurately means that firms can customize their products and attain economies of scope based on low volume and low cost production. While traditionally technology has been perceived merely as a tool in implementing business strategy, this paper suggests that AMT has the potential to directly affect a firm's innovation strategy. To date, however, empirical analysis to examine the technology-strategy relationship has not been forthcoming. Through empirical analysis this paper focuses on the relationship between the adoption of AMT and one element of firm's strategy choice, that is, their innovation strategy. This relationship is examined in the context of firm's market and industry structure and internal non-technological resource capabilities.

In order to gain competitive advantage in the globalization today, effective management strategies need to be incorporated, especially in collaborating information sharing among multi-site manufacturing facilities. Information visibility within the supply chain is the process of sharing critical data required to manage the flow of products, services, and information in real time between suppliers and customers. If the information is available but cannot be accessed by the parties most able to react to a given situation, its value degrades drastically. We propose a software system, which incorporates mathematical models, user-interface and web application to solve the collaborative planning problems between multiple sites. Model validations proved the architecture to be robust and suggested cost savings through priority goal structuring. This paper offers a practical solution to real-life industrial problems often faced by the management of manufacturing industry in the world today.

Organizations are looking for new ways to compete within increasingly turbulent business environments. At the macro level, governments are challenged to develop strategic innovation policies that seek to support business competitiveness in this new era. At the same time at a micro level, companies are struggling to re-orientate themselves and become strategically innovative so that they can effectively overcome threats presented by, for example, new emerging low wage economies. This paper aims to develop a clearer understanding of the interface between innovation policy at a macro (regional) level and strategic innovation development at an organizational (micro) level.

There is a staggering decline in the capitalization of intellectual property (IP) and low levels of investment in R&D, particularly with respect to emerging nations within the global IP environment, which limits accelerated industrial growth. In most emerging markets, this necessitates that management address multiple competencies better, that exploit organizational resources, knowledge, and management ability, to adapt faster than the competition. Our research offers a management model to address this management challenge strategically.

This research also indicates that IP as a value creation mechanism is currently not a top management priority although investors increasingly look toward good IP management as an indicator of future organizational growth. The research presents the IP Scorecard, a further inductive development of Kaplan and Norton's traditional Balanced Scorecard. The IP Scorecard is a strategic management tool that enables management to drive a robust industrial growth strategy that is explicitly positioned within the knowledge economy, identifying target areas for organizational development around knowledge and IP management, in order to achieve the competitive higher-ground, by strategically creating and capitalizing on value arising from innovation and R&D activities.

The IP Scorecard sensitizes management on where and how to carve out competitive turf, particularly from a knowledge and IP value creation perspective, seeking ultimately to enhance corporate/shareholder and product-life-cycle value. The paper encompasses limited field research findings on key IP-related strategic management considerations that promote leadership in innovation and R&D, across the product life cycle.

The US financial meltdown has changed companies' situations not just fundamentally but pervasively. Institutions and channels of supply and communication have disappeared or become unreliable; we are literally managing in chaos, and traditional notions of strategy, planning, and implementation must be (temporarily, it is to be hoped) discarded. This presentation draws on classic management theory, newer ideas, and experiences from technology companies to outline principles for managing for survival in times of chaos. It introduces new management cycles as alternatives to Fayol's classic management cycle, and a corresponding taxonomy of organizational situations, including stable, chaos, edge of chaos, and disaster. It aims for a clear synthesis suitable for management education and training.

This paper analyses the link between project portfolio management (PPM) implementation and perceived company success in achieving strategic objectives. As foundation for a conceptual model, the paper explores and investigates three areas of PPM literature: (1) PPM success criteria (2) PPM success factors and (3) problems faced in PPM. Using a conceptual model, the paper empirically investigates the link between the implementation of various PPM practices, the perceived importance of these practices and the perceived success of project portfolios within a South African context. A mixed methodology approach consisting of: (1) surveys and (2) follow-up interviews was followed during the execution of the study. The study targeted 10 different industries and obtained 342 responses in total. The survey data was supported by four semi-structured follow-up interviews that aimed to further investigate some of the salient trends observed in the data. The study enables the deduction of various recommendations for good practice and implementation gaps in the area of PPM in the South African context. This includes recommendations regarding practices that appear to have a strong link with perceived PPM success, yet are viewed as unimportant by many practitioners.

Systematic Review of Literature is done by this research with the purpose that it could be possible to analyze the existent interaction between exploration and exploitation that leads organizations to become ambidextrous ones. That is to say, that they have the faculty to look for opportunities at the same time they work to obtain a good performance in their daily activities. The methodology was based on a documentary review, through a chronological reading. The investigation was made using articles that deal with the issue of ambidextrous organizations, based on the Scopus scientific database, published between 2006 and 2016.

Synchronization plays an important role in strategic planning, especially for large multi-business firms, in avoiding parallel duplicate efforts and improving synergies. The focus is on (technology) roadmapping as it is a simple, flexible, and popular method that covers three core dimensions relating to synchronization in strategic planning: function (horizontal), system hierarchy (vertical), and time. This research aims to identify the enablers of the synchronization process, and to develop, test and refine a Synchronization Assessment Framework (SAF). The adopted methodology is a process approach, consisting of three phases: development (literature review), improvement (in-dept case study), and validation (case studies). As a result, five groups and 13 enablers or critical factors of synchronization processes were identified, and a SAF was developed, leveraging the identified enablers and the roadmapping structure (know-why, know-what and know-know), leading to practical guidelines for a company.