Implementation costs of IS-enabled organizational change

Sharma, Rajeev; Yetton, Philip; Zmud, Robert W.

doi:10.1016/j.infoandorg.2007.09.001

Cited by 20 publications

(10 citation statements)

References 39 publications

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“…Actions taken within one department affect the actions and work outcomes of other departments (McCann & Ferry, 1979) in this task. This interdependence among departments increases the likelihood that changing conditions in one department require other departments to adjust (Thompson, 1967;Sharma et al, 2008). To achieve this type of adjustment, each department should be aware (Gattiker, 2007).…”

Section: Development Of Information Synergymentioning

confidence: 99%

Developing information processing capability for operational agility: implications from a Chinese manufacturer

Huang

Pan

Ouyang

2014

European Journal of Information Systems

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The operational agility literature suffers from a lack of clarity in terms of the process or underlying mechanisms through which operational agility is achieved. Drawing on the information processing view of the firm, this study attempts to address this gap by examining the process of operational agility development. A process model of developing information processing capability for operational agility is proposed. As the model suggests, operational agility is achieved through a twostep process -the construction of IT-enabled information processing network and the implementation of organizational control -to enhance the right information processing capability. We further identify three types of information processing capability -information sensitivity, information synergy and information fluiditythat enable operational agility. Furthermore, a five-step practical guide for developing information processing capability for operational agility is provided for practitioners. This is achieved by conducting a case study of Haier, one of the largest household appliance manufacturers in China. This paper concludes with a discussion of the potential contributions and directions for future research.

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Section: Development Of Information Synergymentioning

confidence: 99%

Developing information processing capability for operational agility: implications from a Chinese manufacturer

Huang

Pan

Ouyang

2014

European Journal of Information Systems

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“…Educational technologists who are trusted local champions are now a vital component of this communicative process (Grimshaw and Wilson, 2006;Coen et al, 2007). Institutionally, they can provide a cost effective resource for change management, development of effective materials, and training and support of academics leading to transformation of learning and teaching (Sharpe et al, 2006;Sharma et al, 2008, for discussion of the feedback between information systems and organisational change). Educational technologists who are local champions with appropriate social networks within an institution can engage front-load change management into participative design involving workers of influence across the institution (Browne et al, 2003;Shurville and Williams, 2005;Luckin et al, 2006).…”

Section: This Transition Towards a New Profession Is Confirmed By Deblois (2006 P 1)mentioning

confidence: 99%

Accommodating the newfound strategic importance of educational technologists within higher education

Shurville

Browne

Whitaker

2009

Campus-Wide Information Systems

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Purpose -Educational technologists make significant contributions to the development, organisational embedding and service provision of technology-enhanced learning (TEL) environments, which are key enablers for mass access to flexible higher education (HE). Given the increasing centrality of this role, it is advocated that institutions investigate sustainable career structures for educational technologists. This paper aims to address these issues. Design/methodology/approach -The arguments are evidence-driven by the small body of research literature describing the role of educational technologists and contextualized by the experiences as academics and leaders of TEL projects in HE, including managing educational technologists. Findings -The roles of educational technologists are very diverse, requiring competencies in educational leadership, both management and technical. Their career paths, backgrounds, legitimate powers and organisational locations exhibit considerable variation. Research limitations/implications -University leaders require evidence to formulate appropriate human resource strategies and performance management strategies for educational technologists. Further empirical research to analyze current issues and future trajectories relating to their aspirations, career structures, legitimate power, management and organisational contexts is proposed. Originality/value -Given the strategic importance of educational technologists to information and communications technology-driven transformation, university leaders will require evidence to formulate appropriate human resource and performance management strategies for these key academic-related/professional staff. This paper brings together relevant literature for the first time, generates recommendations for further research and policy discussion.

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“…ERP systems are cross-functional platform solutions associated with great socio-technical complexity, and therefore demand resource-intensive justification and funding stages (Stefanou, 2001) and implementation procedures (Sharma et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

Effective ERP adoption processes: the role of project activators and resource investments

Bernroider

2013

European Journal of Information Systems

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This document is the version accepted for publication and -in case of peer review -incorporates referee comments. There are minor differences between this and the publisher version which could however affect a citation.http://epub.wu.ac.at/ This is a post-peer-review, pre-copyedit version of an article published in European Journal of Information Systems. The definitive publisher-authenticated version [BERNROIDER EWN (2013) Effective ERP adoption processes: the role of project activators and resource investments. European Journal of Information Systems 22(2), 232-250.] is available online at AbstractThe aim of this paper is to demonstrate whether stakeholders activating a project shape team building, the structure and magnitude of resource investment levels, and to what extent these levels impact ERP project effectiveness. The process view of an ERP project includes project initiation, system justification and funding, implementation, and early system use. Results from a nationwide empirical survey conducted in Austria (N = 88) show that activating actors influence team formation and resource investments, which impact project effectiveness levels. Resource-intensive justification and funding phases tend to precede resource-intensive implementations in heavy-weight projects, which seem to be less effective than light-weight projects. Resource and change conflicts are associated with lower project performance and are more common in resource-intensive ERP projects, where early system use appears to be relatively less stable.

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Implementation costs of IS-enabled organizational change

Cited by 20 publications

References 39 publications

Developing information processing capability for operational agility: implications from a Chinese manufacturer

Developing information processing capability for operational agility: implications from a Chinese manufacturer

Accommodating the newfound strategic importance of educational technologists within higher education

Effective ERP adoption processes: the role of project activators and resource investments

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