Strategic Information Management Third Edition Challenges and Strategies in

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 ... 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 ... 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...

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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, 19 70), 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

... shared understanding is created.Business Units 9 and 10 : contingent findingsBUs 9 and 10 exhibited mixed support for the model and were investigatedfurther to try to determine the causalities ... there seemed to have been a deep understanding formed within ITthat this area offered the most leverage to the business. A dialogue had ensuedwith business executives about the exact nature ... subsidiary.Data collectionEach case examined changes in both business and IS strategies and structures over extended time periods. The events were studied retro-spectively through intensive,...

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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, 19 98). Knowledge management systems (KMS) areintended to help organize, interpret, and make widely accessible ... organizational level effects havereceived little substantiation and have been overshadowed by the individuallevel effects (Elliott, 19 92). Moreover, research on DSS showed that decisionmakers used the tools ... employee/job orientation and open/closed system were more determined by the philosophy of thefounders and senior managers. These latter dimensions might therefore bemore malleable. In considering...

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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

... in some other manner) are counted as ‘experience,’ while examples generatedelsewhere 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 beformalized and estimated statistically (Epple, Argote, and Devadas, 19 91) , thedistinction is less ... 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

... investment wereidentified and decomposed into a hierarchy based on key operating parametersnecessary to deliver the benefit. A framework needs to be established forclearly identifying responsibilities ... implementation. Project benefits need to be incorporated intobusiness area budgets, and individuals identified for monitoring performance and delivering benefits. Variables impacted by the IT/IS investment ... perspective, 512 14 individual cultures, 514 16 value view, 511 12 Landmark Study (19 90), 2 41 Land’s End, 396602 Strategic Information Management Completing the cycle: existing and future investmentsOne...

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