The main aim of this paper is to develop a conceptual framework for understanding the cocreation of ICT Innovation.To do this wejirst review key innovation literature with the argument that each set of innovation literature considers the world of innovation from a sterile perspective, normally linear in nature.We propose an alternative view encapsulated in our idea of 'Co-creation of ICT Innovation ' . To illustrate the nature of Co-creation of ZCT Innovation, we present three case studies from India and show the distinctness in the nature of problem solving in each case. We then use this distinctness to develop a dual interactive framework. One framework is at a Meta level that develops the conceptual theme for the process of co-creation. The other framework, that populates the conceptual theme with operational drivers, is aimed to populate the Meta level with ideas that can initiate the process of Co-creation of ICT Innovation. Our contribution in this paper is this dual interactive framework that we argue explains the nature and process of cocreation.
This research uses configuration theory and data collected from a major IT vendor organization to examine primary configurations of distributed teams in a global off-shoring context. The study indicates that off-shoring vendor organizations typically deploy three different types of configurations, which the authors term as thin-at-client, thick-at-client, and hybrid. These configurations differ in terms of the size of the sub-teams in the different distributed locations and the nature of the ISD-related tasks performed by the distributed team members. In addition, the different configurations were compared on their inherent process-related and resource-related flexibilities. The thick-at-client configuration emerged as the one that offers superior flexibility (in all dimensions).However, additional analysis also revealed contingencies apart from flexibility that may influence the appropriateness of the distributed ISD team configuration, including the volatility of the client organization’s environment and the extent to which the ISD tasks can be effortlessly moved to the vendor’s home location.
With this paper we want to explore further the innovators intent, where social enterprises use imaginative ways to take advantage of information technology to create, share and manage the knowledge pool of their small enterprise. We draw on several perspectives on how information processing needs are addressed, as well as the manner in which IT enables and facilitates sensemaking. Studies exploring the role of IT in organisations abound, however our focus is not large organisations but small social enterprises (SEs) and how they use IT to further their business objectives. Hence there is still a lack of understanding on how IT can support the management of knowledge within the context of SEs dealing with different contextual settings influenced by: constant tensions between social and economic objectives, more focus on sustainability than competiveness, limited resources, and high levels of democratic participation. All these conditions manifest themselves in SEs, aiming to tackle social problems, improve communities, people's quality of life, and environment. To obtain a conceptual and empirical understanding of how IT can facilitate acquisition, conversion and application of knowledge in SEs, we conducted a qualitative study with 21 interviews to owners, senior members and founders of SEs in the UK, underpinned by findings from a quantitative survey with 432 responses. We found how IT was supporting informal practices of knowledge management in SEs, more the recovery and storage of necessary information in SEs, and less the collaborative work and communication among enterprise members. However, it was established that SEs were using different technologies, such as, cloud solutions and web 2.0 tools to manage informally their knowledge. The possible impediments for SEs to support themselves more on IT solutions can be linked mainly to economic 13995 2 and human constraints. These findings elucidate new perspectives of how small and hybrid organisations are supporting their operations using IT and the crucial role of cloud and web 2.0 tools in facilitating informal knowledge management practices.
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