Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner 13 doc
... 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 ... the impact (both intended and unintended) of the strategy once
implemented.
Smits and colleagues describe the information strategies of three major insurance comp...
... 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, 1970), whereby several persons are interviewed
individu...
... they were
discussed by IT and business executive identified. How the level of shared
domain knowledge had influenced communication and the understanding that
IT and business executives displayed ... alignment
measures being high and the other three being medium. The increased
alignment apparently improved both business and IS performance. LEASE
seemed to have finally succeeded in...
... enhance, and expedite intra- and inter-firm knowledge manage-
ment (Alavi and Leidner, 1998). Knowledge management systems (KMS) are
intended to help organize, interpret, and make widely accessible ... before decision making, and
greater understanding of the business (Leidner and Elam, 1995; Elliott, 1992).
Evidence also suggests that EIS allow single- and double-loop lear...
... 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 by example ... However, it would also include
knowledge created around other interdependent processes.
Insight #6: Methodologies for redesigning IT-enabled knowledge-creating
customer support processes...
... 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...