Creating Tomorrow’s Advantages

Porter, McDowell

doi:10.1007/3-540-30763-x_13

Cited by 15 publications

(16 citation statements)

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“…New business models based on process orientation (Hammer and Stanton, 1995), dynamic partnership relationships with trading partners (Miles and Snow, 1992), and concentration on core competencies (Porter, 1997;Prahalad and Hamel, 1990) emerge. Faster, more accurate, and integrated information is a cornerstone in this effort.…”

Section: Introductionmentioning

confidence: 99%

Program Management and Complexity of ERP Implementations

Ribbers

Schoo

2002

Engineering Management Journal

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The central questions of this article are: How can the design of program management contribute to the success of complex software implementations? How do we deal with the complexity that large implementation projects encounter from changes over time and from strong integration needs? These questions become increasingly pertinent as software projects include the implementation of new internet-based IT architectures and business models. To answer these questions, we propose ways that have worked well in recent complex multi-project Enterprise Resource Planning (ERP) implementations ("programs"). We start by defining complexity in this context and making it measurable through three dimensions: variety, variability, and integration. We then investigate 15 cases and outline how our framework can be applied to deal with increasing ERP implementation complexity. One of our conclusions is that successful implementation programs leave more room to explore innovative technology but are more rigorous in rolling out proven technology. They differentiate their approaches according to the extent of the different complexities they encounter. In particular, they adjust the number of parallel rollout activities to the static complexity (variety) and organize the alignment of IT and business needs during the parallel activities according to the integration needs.

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Section: Introductionmentioning

confidence: 99%

Program Management and Complexity of ERP Implementations

Ribbers

Schoo

2002

Engineering Management Journal

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“…Some of the most important demands that the discipline will need to respond to include the following:  organisational fragmentation, characterised by a dramatic trend towards decentralization, outsourcing, networked organisations comprising interrelated independent satellites and small service related organisations (see, for example, Porter, 1998, Kelly, 1995, Byrne, 2000.  the so called "zero sum game" where capital is measured in intellectual terms rather than in financial terms (Thurow, 1998).…”

Section: Challenges Faced By Industrial Psychology As a Discipline Tomentioning

confidence: 99%

The relevance of industrial psychology as a Profession and discipline in South Africa

Renecle¹

2001

SA j ind psychol

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Unequivocally, Industrial Psychology as a relevant discipline or, more specifically, the application of the principles of human behaviour in the workplace has, and will continue to have, a central impact on the human condition. Principles arising from Industrial Psychology are interwoven in management practice. The terminology from the discipline is part and parcel of the South African manager's daily nomenclature. In South Africa thousands of university, technicon and college graduates take the principles they have learned in their studies of human resources management and apply them over time in organisations, either directly, or in terms of the outlook (or philosophy) which frames their approach to the working world.Understandably therefore, over time organisations have adapted to the needs of people so that productivity, quality of work life and self-actualization are promoted. Trends that demonstrate this include: flatter organisational structures, the devolution of power, fragmentation of organisations into smaller entities, shared ownership and the incentivisation for achievement.Moreover, evidence abounds that organisational effectiveness is promoted through the application of the principles of Industrial Psychology (see for example, Khumalo, 1999). In addition, it is unthinkable that we will succeed in a world economy built on intellectual capital (Handy, 1995;Bennis, 1998) and creativity (Coy, 2000) without the input of the discipline we call Industrial or Organisational Psychology. Without any doubt Industrial Psychology as a discipline plays an important role in the South African economy. INDUSTRIAL PSYCHOLOGY AS AN IRRELEVANT PROFESSIONWhile the place of the discipline in enhancing the world of work is certain, the same cannot be said for Industrial Psychology as a profession in South Africa. If a profession is an occupation requiring specific, specialized education (Fowler & Fowler, 1966), then Industrial Psychology in South Africa is clearly not a profession. If the occupation of the Industrial Psychologist is applying the discipline as discussed earlier in this paper, then the vast majority of those practicing Industrial Psychology are not Industrial Psychologists, as only a very small percentage of those practicing Industrial Psychology are indeed registered as such (Renecle & Crafford, 1990). The difference between the Industrial Psychologist and the many others working in the field of people management and performance, is that the functioning of the former is regulated, whereas the latter are free from so-called professional regulation. This is particularly relevant in areas such as advertising and promotion.Furthermore, the profession as an umbrella is becoming increasingly irrelevant for practicing Industrial Psychologists. The profession, for example, remains regulated by the Health Professions Council of South Africa, whereas Industrial Psychology has as much to do with health professions as does auditing or street sweeping. Few practicing Industrial Psychologists are involved in the profe...

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“…Such a change derives essentially from the evolution and changes in customers' needs, technological advances to satisfy those needs and the evolution in business management (Porter, 1997).…”

Section: Introductionmentioning

confidence: 99%