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The .com crisis of 2000, the financial crisis of 2008 and the COVID-19 crisis of 2020 show us the importance for organisations to become resilient or even antifragile to survive (unexpected) external stressors. Research states that the current VUCA world will expose enterprises to more and more stressors. Resilience is the way how a system bounces...
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Conventional stone aggregates are becoming scare and costly because of huge infrastructure activities going on since last three decades in India. On the other hand, wastes such as that resulting from old concrete constructions are abundantly available. Many attempts have already been made to utilise these wastes referred to as recycled concrete agg...
Citations
... The literature review uses an iterative divergent and convergent process (see Figure 39 Divergent and Convergent ). This process is described in more detail by Edzo Botjes (Botjes, 2020). The process of analyzing and synthesizing the literature is repeated several times until a comprehensive understanding of the different topics is achieved. ...
Digital-centric businesses use IT infrastructure to create business value. Today, an IT infrastructure is made up of different parts. These parts are on-premises, cloud, and legacy IT infrastructure. As a result, the IT complexity is tremendously increased. By automating IT infrastructure management, organizations can reduce overall complexity. An automation maturity model helps define a clear roadmap and steps to implement and bring an IT infrastructure to a certain desired maturity level. This research aims to explore whether it is feasible to develop a maturity model for IT infrastructure automation. Design science research is used together with the Delphi method, with seventeen subject matter experts, for the iterative development of the maturity model. A new definition and model of the IT infrastructure and IT infrastructure automation are created to understand the environment in which the maturity model operates. The developed maturity model has five levels, allowing automation of the IT infrastructure management to grow from a stand-alone technology to a fully integrated cross-technological domain environment. Intending to enhance quality and productivity, strengthen a business's competitive advantage, and reduces IT complexity. The maturity model defines three dimensions: People, Processes, and Technology. The dimension of people addresses the knowledge and skills needed to understand and implement different levels of automation per maturity level. The dimension technology covers the technical aspects required to operate and maintain an automated IT infrastructure platform. The dimension process concerns the structured and documented workflows guiding IT infrastructure management. Conclusively we can state that this research provides a maturity model for organizations to assess their current IT infrastructure automation level and identify areas for improvement, ultimately enhancing their digital transformation efforts and being better prepared to adopt industry trends. Future research aims to develop and validate the IT infrastructure model and should focus on exploring the "how" aspect of automation and conducting practical validation. Another research topic would be to explore whether reaching level five of the maturity is possible. With the IT infrastructure automation maturity model, this thesis contributed to both the Body of Knowledge and the practitioners that can immediately apply the developed maturity model.
... Antifragility is the capacity to remodel an organization's business model in response to a crisis (Botjes, Mulder, & Nouwens, 2020;Taleb, 2013). There are several main factors that can help developing this capacity: the ability to imagine new solutions and creativity (Pettit, Croxton, & Fiksel, 2013), the ability to change in response to the disruptions in the environment (Fiksel, 2015), the ability to transform processes, structure, and behavior to cope with a crisis (Gotham & Campanella, 2010). ...
Antifragility is the ability of organizations to face difficulties and improve their strategic position. Manufacturers, as opposed to service companies, are burdened by high fixed costs, impeding in developing antifragility. The purpose of the article is to analyze the factors that enhance antifragility in a cosmetics company. The article is exploratory in nature. The case of a cosmetics company that improved its business model and strengthened its competitive position during COVID-19 pandemic was analyzed. The author found that antifragility is a mix of operational agility, context intelligence and entrepreneurial attitude. The main resources and capabilities supporting the development of antifragility in the cosmetics company are slack financial resources and a large and varied network of partners for innovation and research. The creativity, velocity and operational agility were the main capabilities found. This article offers directions for entrepreneurs in the cosmetics industry to be prepared for adversity and turn it, as much as possible, into opportunities. The concepts of resilience and agility have been broadly studied, however there is a lack of research on antifragility. This is the first case study to explore factors enhancing antifragility in the cosmetics industry in Eastern Europe.
The purpose of this paper to evaluate the level of antifragility in the supply chain of a Daroopakhsh company. To improve the company's competitive position and Confrontation to disruptions and breakdowns, the supply chain must move towards antifragility. Accordingly, the supply chain, in addition to being prepared to deal with and respond to disruptions, has the ability to recover pre-disruption conditions and create even better conditions. To move in this direction, it is necessary for decision makers to properly recognize the current position of their supply chain and make the right decisions to improve its dominance.
To achieve this goal, the present study intends to determine the declining performance of this supply chain system in optimal, current and minimum conditions using Demetel technique, graph theory method and matrix approach. Finally, using the Importance-Performance analysis method, the components of supply chain are analyzed and prioritize the improvement of each factor.
Based on the results, respectively, supply chain structure, improvement and recovery, learning, flexibility and innovation are in the first to fifth priority to improve the dominance structure of the company's supply chain.
This research supports organizations in assessing the level of sufficiency of their supply chain and facilitates decision making. The following approach can simplify the dynamic nature of the environment for managing supply chain disruptions and even allow managers to compare different supply chains. Continuous assessment and monitoring of the level of chain volatility enables the creation of a competitive advantage to achieve greater market share even during a disruption or ongoing disruptions.
