The determinants of retail productivity: a critical review of the evidence

This paper discusses the literature on the established determinants of productivity in the retail sector. It also draws attention to some neglected strands of research which provide useful insights into strategies that could allow productivity enhancements in this area of the economy. To date, very few attempts have been made to integrate different specialisms in order to explain what drives productivity in retail. Here this paper rectifies this omission by putting together studies from economics, geography, knowledge management and employment studies. It is the authors' view that quantitative studies of retail productivity should focus on total factor productivity in retailing as the result of competition/composition effects, planning regulations, information and communications technology, the multinational operation element and workforce skills. Further, the fact that retail firms possess advantages that are transferable between locations suggests that investment in strategies enhancing the transfer of explicit and tacit knowledge between and within businesses are crucial to achieve productivity gains.

Integrating Social Knowledge and Collaboration Tools into Dispersed Product Development

Employee collaboration and knowledge sharing is vital for manufacturing organisations wishing to be successful in an ever-changing global market place; Product Development (PD) teams, in particular, rely heavily on these activities to generate innovative designs and enhancements to existing product ranges. To this end, the purpose of this paper is to present the results of a validation study carried out during an Engineering Education Scheme project to confirm the benefits of using bespoke Web 2.0-based groupware to improve employee collaboration and knowledge sharing between dispersed PD teams. The results of a cross-sectional survey concluded that employees would welcome greater usage of social computing technologies. The study confirmed that groupware offers the potential to deliver a more effective collaborative and knowledge sharing environment with additional communication channels on offer. Furthermore, a series of recommended guidelines are presented to show how PD teams, operating in globally dispersed organisations, may use Web 2.0 tools to improve employee collaboration and knowledge sharing.

Crowdsourcing User-Contributed Solutions to Aerospace Product Development Issues through Micro-Blogging

Revenue and production output of the United Kingdom’s Aerospace Industry (AI) is growing year on year and the need to develop new products and innovative enhancements to existing ranges is creating a critical need for the increased utilisation and sharing of employee knowledge. The capture of employee knowledge within the UK’s AI is vital if it is to retain its pre-eminent position in the global marketplace. Crowdsourcing, as a collaborative problem solving activity, allows employees to capture explicit knowledge from colleagues and teams and also offers the potential to extract previously unknown tacit knowledge in a less formal virtual environment. By using micro-blogging as a mechanism, a conceptual framework is proposed to illustrate how companies operating in the AI may improve the capture of employee knowledge to address production-related problems through the use of crowdsourcing. Subsequently, the framework has been set against the background of the product development process proposed by Maylor in 1996 and illustrates how micro-blogging may be used to crowdsource ideas and solutions during product development. Initial validation of the proposed framework is reported, using a focus group of 10 key actors from the collaborating organisation, identifying the perceived advantages, disadvantages and concerns of the framework; results indicate that the activity of micro-blogging for crowdsourcing knowledge relating to product development issues would be most beneficial during product conceptualisation due to the requirement for successful innovation.