Strategic Information Management Third Edition Challenges and Strategies in Managing Information Systems by ROBERT D GALLIERS and Dorothy E Leidner 13 doc
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, 1970), 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
... they werediscussed by IT and business executive identified. How the level of shareddomain knowledge had influenced communication and the understanding thatIT and business executives displayed ... 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, 1998). Knowledge management systems (KMS) areintended 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 learning(Vandenbosch and ... 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
... 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 ... However, it would also includeknowledge created around other interdependent processes.Insight #6: Methodologies for redesigning IT-enabled knowledge-creatingcustomer support processes in the ... the least bit suitable and were quickly eliminated. Only fourpackages in the help desk software category came close, and these wereevaluated in detail. These help desk software packages were...
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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 ... the costs and benefits being assessed. Costs and benefitsneed to be sub-classified into ‘for example’ hard/soft, or tangible/intangible,or direct/ indirect/inferred, and the more appropriate...
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