Search results

Problems are experienced when introducing computerised systems by libraries in countries remote from the major centres of development and expertise in the field of library computerisation. Main problems identified are those of lack of expertise of librarians and of hardware and software suppliers, a limited market for such systems in these ‘remote’ countries and hence a limited range of appropriate hardware and particularly software available or marketed, a reliance on the products and support of major computer suppliers, and access to relatively limited resources leaving little scope for the adaptation of existing library software to suit local needs or for the development of new systems. Solutions to these problems lie in cooperation and coordination of library computerisation so that maximum benefit can be derived from available resources and expertise, a conscious effort being made to become as self‐reliant as available resources will allow, the use of library systems developed abroad with as little adaptation as possible being made to them, the careful evaluation of those systems available as well as of their suppliers, and possibly in future a greater use of dedicated mini‐ and microcomputer‐based systems as such systems become more readily available. The problems and solutions discussed are illustrated by referring to the experience of library computerisation in the Republic of South Africa.

To examine the impact of organizational learning factors (training available, technical expertise, and knowledge level) and knowledge management processes (knowledge acquisition, knowledge application, and knowledge sharing) on e‐business systems adoption level.

The data from a survey of 202 IS executives in Taiwan were used empirically to test the proposed research model. Moreover, confirmatory factor analysis was conducted to examine the reliability and validity of the measurement model, and the structural equation modelling technique was used to evaluate the research model.

The analytical results showed that organizational learning factors and knowledge management processes are closely related to the level of e‐business systems adoption. However, knowledge sharing did not significantly affect e‐business systems adoption level.

Future studies could seek an enhanced understanding of the impacts on the level of e‐business adoption of the organizational learning and knowledge management factors investigated in this paper through structured interviews and case studies of IS executives dealing with ongoing or recently completed e‐business systems projects.

Owner/managers considering e‐business systems adoption would be best to focus on both social and technical factors, and their interaction within and beyond the organization, rather than focusing exclusively on technological considerations.

This paper has implications for e‐business managers or policy‐makers in formulating policies and targeting appropriate organizational capabilities to ensure effective adoption of e‐business systems.

There is, in the literature on administration, a general implication that resource levels are to be largely taken as givens, operating as constraints within which the administrator must work. A contrary view may be taken, namely that the level of resources made available to a specific operating unit may be increased by the insightful administrator. Careful analysis of the situation coupled with a reasoned strategy which utilizes an expanded definition of resources, a definition which rejects superficial categorization in favor of intensive examination of its finer nuances, are necessary to the achievement of this end.

This paper forms part of a presentation on the same subject given by the author to the Basel II conference organised by the Securities Institute in London during March 2004. It is a case study based on the author’s experience in Barclays Bank on the preparations required for successful implementation of the new Basel II Accord. First it considers changes to regulatory capital, and then goes on to examine the main challenges that lie ahead and, finally, the advantages and disadvantages of adopting one of the internal ratings‐based approaches. The views and opinions expressed in this paper are those of the author and do not necessarily reflect the views or opinions of the Barclays Group.

The purpose of this paper is to determine the association between the strength of different types of ties with the sharing of different kinds of knowledge.

In this paper the association of ties with the sharing of different types of knowledge was measured by a specifically created and developed web survey that was made available to 22 units in the subject organization. Multiple Regression Quadratic Assignment Procedure (MRQAP) was used to examine the resulting data in order to address the following questions: first, is there a significant association between strength of business ties and the sharing of public knowledge? Second, is there a significant association between strength of social ties and the sharing of private knowledge?

Findings in this paper show that the strength of business relationships rather than the strength of social relationships contributed most significantly to the sharing of public and private knowledge in this organization. Specifically, the frequency of business interactions predicted the sharing of public non‐codified knowledge, while the closeness of business relationships predicted the sharing of private non‐codified knowledge and the sharing of public codified knowledge. Unexpectedly, neither business nor social ties predicted the sharing of private codified knowledge.

The paper shows that one organization belonging to a certain type of business was studied, and these results might be more relevant in the setting of similar business organizations that have similarities in their contexts and profiles with this organization.

The results in this paper may assist organizations in rethinking the ways of approaching certain types of knowledge sharing in their strategic and infrastructural decisions and their application. Organizations might invest in promoting inter‐unit exchanges and in creating meaningful social nets for more innovative products and better performance.

This paper makes a distinct contribution to the available body of research on how social networks in organizations operate in sharing knowledge. The paper provides answers to a number of research questions that have not been addressed thus far in the literature; this study also provides fresh insights into the investigation of patterns of association and prediction.

Examines the acquisition of vocational skills through apprenticeship‐type situated learning. Presents findings from studies of skilled workers revealing that learning processes that were consonant with the apprenticeship model of learning were highly valued as a means of acquiring and maintaining vocational skills. Supported by current research and theorizing, describes some conditions by which situated learning through apprenticeship can be utilized to develop vocational skills. These conditixons include the nature of the activities learners engage in, the agency of the learning environment and mentoring role of experts. Addresses conditions which may inhibit the effectiveness of an apprenticeship approach to learning. Concludes by suggesting that situated approaches to learning, such as the apprenticeship model, may address problems of access to effective vocational skill development within the workforces.

School children in Avon county will shortly get an opportunity to increase their understanding of microprocessors, their limits, their capabilities and their likely effects on people. This opportunity occurs through the advent of a unique schools/industry linking scheme sponsored by The National Computing Centre in Manchester and senior executives in Bristol. This article describes the scheme, the thinking behind it and the potential benefits.

Hiring management consultants as external support in organizational change is in the literature described as a socially and emotionally stressful activity for managers. Management consultants need to deal with these threatening aspects of their service. This paper aims to explore the subject positions management consultants offer managers in their self‐presentations on the World Wide Web.

The paper studies the self‐presentations on the www of four large management consultancies–Accenture, BCG, KPMG, and McKinsey & Co. Using a Foucault inspired discourse analytical framework, we analyze the subject positions offered to client‐managers in these self‐presentations and how these subject positions relate to the management regimes of bureaucracy and post‐bureaucracy.

The study identifies two different discursive practices–one normalizing practice, constructing the use of management consultants as a natural aspect of management and a second practice rationalizing the use of management consultants, providing arguments aimed at reducing the pressures on the manager. The normalizing discourse which draws on a post‐bureaucratic regime was found in Accenture and KPMG. The rationalizing discourse was found in McKinsey and BCG and draws on the bureaucratic regime.

This work highlights how consultants deal with the pressures their presence puts on managers. It illustrates how managerial truth regimes contribute to shaping the conditions for management consulting and the consultant‐client relationship.

This paper presents a case study of the response of a pharmaceutical goods manufacturer to an unexpected disruptive event. Following a period of heavy rainfall, a small town within the UK was quickly overwhelmed by localised flash flooding. The sudden rise in ground water overwhelmed local drainage systems and caused flooding in several areas of the town. One of the impacted areas included the manufacturing facilities of a pharmaceutical goods producer. This case study explores the subsequent response of the organisation to the event.

Based on direct interviews and supporting documentation, this case study analyses the organisation's response and recovery activities in the face of escalating impacts. Drawing on identified theory, specific attention is placed on characterising severe events and the challenges of coordinating response activities.

Drawing on the evidence of this case study, this paper highlights the identified features of an effective response within escalating events. Without this response, events such as those experienced by the case study organisation carry the distinct possibility of developing into large scale disruptions. This study highlights the importance of established channels of authority and the ability to identify and contain impacts.

This paper outlines some of the key considerations and operational priorities within response activities. These priorities support the effective identification and resolution of disruptive events and their associated impacts.