Perspective - (2022) Volume 12, Issue 11
Received: 13-Oct-2022, Manuscript No. jbmr-23-90093;
Editor assigned: 15-Oct-2022, Pre QC No. P-90093;
Reviewed: 27-Oct-2022, QC No. Q-90093;
Revised: 03-Nov-2022, Manuscript No. R-90093;
Published:
10-Nov-2022
, DOI: 10.37421/2161-5833.2022.12.475
Citation: Xei, Chaie. "Cashless Transactions: A Research on e-Wallet Intention and Uptake." Arabian J Bus Manag Review 12 (2022): 475.
Copyright: © 2022 Xei C. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
It accomplishes this by eliminating redundancies and bottlenecks in the process, leading in increased efficiency and productivity. Businesses can achieve their desired business results faster with more agility, and they can reallocate any extra resources to other high-priority tasks. Improved staff and consumer satisfaction: A BPM suite of tools aids in the elimination of repetitive tasks and the accessibility of information. Employees are able to focus on their work and customers when distractions are removed, which leads to higher customer satisfaction. Clear protocols also reduce the learning curve during the on boarding process for new employees, increasing productivity and engagement. Therefore, it might not be applicable to colleges in other nations or innovation implementation managers in other industries [1,2]. Previous research tended to focus on the function of organisational capabilities in isolation, but they underappreciated the possibility that several resilience capabilities can have a substitute, competing, or complementing effect on firm performance during crises. It is known that many organisational capacities can work together to help an organisation react to adversity, leading to recovery and long-term firm performance in the face of adversity [3].
This type of processing is also sporadic. A. T. (start, stop, start) this type of business has less variation than a job shop, and the equipment employed will be more general-purpose and tailored to the industry. Employees must have the necessary skills and experience to operate the equipment and produce the items. Baked goods, aeroplane parts, apparel, and vaccines are all examples of batch manufacturing products. The size of the batch is a crucial consideration for these businesses. When a large volume of standardised product is produced, it is referred to as a continuous process. The product being manufactured is classified as non-discrete. This indicates that these companies don't make distinct products, but rather a product that can be customised. The product does not flow from one step to the next within the system; hence there are no separate individual workstations [4-6].
In this type of procedure, the equipment is extremely complicated and was created specifically for that product at that location. Except for those in charge of process monitoring, maintenance, and cleaning, there are relatively few employees. Our findings demonstrate that concurrent organisational resilience skills must be identified, organised, and made sure that their effectiveness is dependent upon the company size in order for a firm to perform sustainably in the face of adversity. The study's findings imply those crisis leaders' decisions in coordinating organisational resilience capabilities might lessen damages and achieve sustainable firm performance during the COVID-19 crisis. It is difficult for businesses to respond to and recover from a terrible crisis situation.
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