By Arthur M. Langer
This e-book is designed to aid company and person managers comprehend and take care of the numerous matters fascinated with constructing studying companies and integrating a major part: their IT firms. The ebook presents a mixture of study case experiences and present theories on organizational studying within the place of work, to supply researchers and company practitioners instruments to include a starting to be info expertise infrastructure with their latest team tradition.
Read or Download IT and Organizational Learning: Managing Change through Technology and Education PDF
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Additional info for IT and Organizational Learning: Managing Change through Technology and Education
Based on McFarlan’s hypothesis, Applegate et al. (2003) establish five key questions about IT that may be used by executives to guide strategic decision-making: 34 • IT and Organizational Learning 1. Can IT be used to reengineer core value activities and change the basis of competition? 2. Can IT change the nature of the relationship and the balance of power between buyers and sellers? 3. Can IT build or reduce barriers to entry? 4. Can IT increase or decrease switching costs? 5. Can IT add value to existing products and services or create new ones?
Implementing the Integration: A Move Toward Trust and Reflection As communication became more open, a certain synergy began to develop in the IT organization. Specifically, there was a palpable rise in the level of cooperation, and agreement with regard to the overall goals set during these meetings. This is not to suggest that there were no disagreements, but rather that discussions tended to be more constructive in helping the group realize its objective of providing outstanding technology support to the organization.
They have difficulty measuring value since traditional ROI formulas are not applicable. Thus, executives would do better to focus on valuing technology investments by using methods that can determine payback based on a matrix of indirect returns, which do not always include monetary sources. There is a lack of research on the question of what general knowledge non-IT executives need to have in order to manage effectively the strategic use of technology within their firms. Non-IT chief executives are often not engaged in day-to-day IT activities, and they often delegate dealing with strategic technology issues to other managers.
IT and Organizational Learning: Managing Change through Technology and Education by Arthur M. Langer
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