Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner 1 pot

... the roles of the stakeholders involved, and how the results are perceived. We found that in all three companies the executive board, IT management and line management are heavily involved in the information ... imbalances caused by the ad hoc nature of developments in Stage 1 and the ‘blind’ rush into systems of Stage 2. The need for comprehensive planning is recognize...

... In the three cases we investigated all respondents gave feedback at least once, partici- pated sincerely, and added notably to the case descriptions. By following these procedures a validated ... describing and assessing the informa- tion strategy from different perspectives. This procedure resembles the Delphi procedure (Turoff, 19 70), whereby several persons are interviewed indivi...

... shared understanding is created. Business Units 9 and 10 : contingent findings BUs 9 and 10 exhibited mixed support for the model and were investigated further to try to determine the causalities ... there seemed to have been a deep understanding formed within IT that this area offered the most leverage to the business. A dialogue had ensued with business executives about the exact na...

... enhance, and expedite intra- and inter-firm knowledge manage- ment (Alavi and Leidner, 19 98). Knowledge management systems (KMS) are intended to help organize, interpret, and make widely accessible ... organizational level effects have received little substantiation and have been overshadowed by the individual level effects (Elliott, 19 92). Moreover, research on DSS showe...

... in some other manner) are counted as ‘experience,’ while examples generated elsewhere are not. Within the knowledge system framework, the distinction between learning by experience and learning ... (Argote, Beckman, and Epple, 19 90). While the distinction between experience and example can be formalized and estimated statistically (Epple, Argote, and Devadas, 19 91) , the dis...

... investment were identified and decomposed into a hierarchy based on key operating parameters necessary to deliver the benefit. A framework needs to be established for clearly identifying responsibilities ... implementation. Project benefits need to be incorporated into business area budgets, and individuals identified for monitoring performance and delivering benefits. Variables impacte...