Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner 9 docx
Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner_1 pot
... theroles of the stakeholders involved, and how the results are perceived. Wefound that in all three companies the executive board, IT management and line management are heavily involved in the information ... the impact (both intended and unintended) of the strategy onceimplemented.Smits and colleagues describe the information strategies of three major insurance companies in the Netherlands. The ... imbalances caused by the ad hoc nature ofdevelopments in Stage 1 and the ‘blind’ rush into systems of Stage 2. Theneed for comprehensive planning is recognized and embraced wholeheartedly by some...
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Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner_2 pot
... In the threecases we investigated all respondents gave feedback at least once, partici-pated sincerely, and added notably to the case descriptions. By followingthese procedures a validated ... describing and assessing the informa-tion strategy from different perspectives. This procedure resembles theDelphi procedure (Turoff, 197 0), whereby several persons are interviewedindividually and ... thiscontext: the use and functioning of steering committees and the mechanismsused for, and the effectiveness of the linkage between business strategy and information strategy. Both issues have recently...
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Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner_7 pptx
... traced and the meetings at which they werediscussed by IT and business executive identified. How the level of shareddomain knowledge had influenced communication and the understanding thatIT and ... alignmentmeasures being high and the other three being medium. The increasedalignment apparently improved both business and IS performance. LEASEseemed to have finally succeeded in resolving the ... collectionEach case examined changes in both business and IS strategies and structures over extended time periods. The events were studied retro-spectively through intensive, nondirective interviews...
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Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner_12 pdf
... enhance, and expedite intra- and inter-firm knowledge manage-ment (Alavi and Leidner, 199 8). Knowledge management systems (KMS) areintended to help organize, interpret, and make widely accessible ... more analysis before decision making, and greater understanding of the business (Leidner and Elam, 199 5; Elliott, 199 2).Evidence also suggests that EIS allow single- and double-loop learning(Vandenbosch ... organizational level effects havereceived little substantiation and have been overshadowed by the individuallevel effects (Elliott, 199 2). Moreover, research on DSS showed that decisionmakers used the tools...
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Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner_13 doc
... other manner) are counted as ‘experience,’ while examples generatedelsewhere are not.Within the knowledge system framework, the distinction between learning by experience and learning by example ... (Argote, Beckman, and Epple, 199 0). While the distinction between experience and example can beformalized and estimated statistically (Epple, Argote, and Devadas, 199 1), thedistinction is less clear ... However, it would also includeknowledge created around other interdependent processes.Insight #6: Methodologies for redesigning IT-enabled knowledge-creatingcustomer support processes in the...
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Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner_14 pptx
... incorporated intobusiness area budgets, and individuals identified for monitoring performance and delivering benefits. Variables impacted by the IT/IS investment wereidentified and decomposed into ... them and ensure benefits are delivered. The following schema is derived from work by Peters ( 199 6) and Willcocks and Lester ( 199 6). Projects were found to bemanaged well, and often over-performed ... Moreover therewas no strong correlation between size of IT expenditure on reengineeringprojects, and resulting productivity impacts. In business process reengineer-ing, as elsewhere (see below),...
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