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1 – 10 of over 291000Compelled by every increasing competition, newly opening markets, globalization, deregulation channels and joint ventures. Information technology (IT) is increasingly taking on a…
Abstract
Compelled by every increasing competition, newly opening markets, globalization, deregulation channels and joint ventures. Information technology (IT) is increasingly taking on a key role in this. IT helps in restructuring business units, business processes, business activities, and business networks, all with the aim of faster, cheaper and better performance. This means ever higher requirements are being set for the IT that is needed. Examines the necessary strategy and the questions that have to be answered by IT organization managers, if they are to be, and remain, successful.
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This paper presents an analysis of selected participants in a survey of Australian organisations’ approaches to business and information technology (IT) contingency planning. In…
Abstract
This paper presents an analysis of selected participants in a survey of Australian organisations’ approaches to business and information technology (IT) contingency planning. In particular, it examines the role of management in planning and setting priorities for contingency planning, especially in those organisations that have specified that IT is critical to the business operations. The survey was undertaken because there was a perception that coping with disaster is a much‐neglected aspect of management in Australia, and this analysis examines the underlying attitudes. The findings reveal that most organisations are inadequately prepared and fail to take the issue seriously. Business continuity is not rated as a high priority. Managers in the IT area are also expected to take the responsibility for contingency planning for the whole business.
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Abdelkebir Sahid, Yassine Maleh and Mustapha Belaissaoui
Since 2007, the cloud computing term had been introduced to the information technology (IT) dictionary. The theme is attracting growing interest from both the IT world and the…
Abstract
Since 2007, the cloud computing term had been introduced to the information technology (IT) dictionary. The theme is attracting growing interest from both the IT world and the business players, who need to enhance information systems agility, reduced costs, or even less dependence on internal IT teams when they are judged too slow. However, the fact that cloud computing, as presented by providers, increases the agility, is unclear. Business Managers; IT professional, and academics are querying about relationship between cloud computing and IT agility. This chapter aims to answer two major concerns: Factors that influence cloud computing adoption in medium and large organizations, and the cloud computing role to improve the agility of information systems. This chapter argues that cloud computing impacts Information System (IS) performance by organizational capabilities (agility). One of the primary motivations of this chapter is the lack of fieldwork when considering how cloud computing improves the information systems’ agility.
Lori Anderson Snyder, Deborah E. Rupp and George C. Thornton
The impetus for this paper was the recognition, based on recent surveys and our own experiences, that organizations face special challenges when designing and validating selection…
Abstract
The impetus for this paper was the recognition, based on recent surveys and our own experiences, that organizations face special challenges when designing and validating selection procedures for information technology (IT) workers. The history of the IT industry, the nature of IT work, and characteristics of IT workers converge to make the selection of IT workers uniquely challenging. In this paper, we identify these challenges and suggest means of addressing them. We show the advantages offered by the modern view of validation that endorses a wide spectrum of probative information relevant to establishing the job relatedness and business necessity of IT selection procedures. Finally, we identify the implications of these issues for industrial/organizational psychologists, human resource managers, and managers of IT workers.
Abdelkebir Sahid, Yassine Maleh and Mustapha Belaissaoui
In order to support transformational business change, IT needs to streamline the process of bringing new IT processes to life.In today’s ever-changing business world, nobody knows…
Abstract
In order to support transformational business change, IT needs to streamline the process of bringing new IT processes to life.
In today’s ever-changing business world, nobody knows what is around the corner, so improving agility is the best way to the future-proof organization.
IT Service Management is the ability to collect data, analyze it, to make reports, and to implement improvements in agile mode, sometimes make it challenging to manage all these informational organization assets effectively. To perform real-time monitoring of these activities, manage, and be able to involve the final user in the heart of the IT process, or reduce operating cost, agility is the ideal solution.
In this chapter, the authors propose a global strategic model to improve Information Technology Service Management service management processes with the additions of two drivers: agility management and security management.
Tomasz Mucha, Sijia Ma and Kaveh Abhari
Recent advancements in Artificial Intelligence (AI) and, at its core, Machine Learning (ML) offer opportunities for organizations to develop new or enhance existing capabilities…
Abstract
Purpose
Recent advancements in Artificial Intelligence (AI) and, at its core, Machine Learning (ML) offer opportunities for organizations to develop new or enhance existing capabilities. Despite the endless possibilities, organizations face operational challenges in harvesting the value of ML-based capabilities (MLbC), and current research has yet to explicate these challenges and theorize their remedies. To bridge the gap, this study explored the current practices to propose a systematic way of orchestrating MLbC development, which is an extension of ongoing digitalization of organizations.
Design/methodology/approach
Data were collected from Finland's Artificial Intelligence Accelerator (FAIA) and complemented by follow-up interviews with experts outside FAIA in Europe, China and the United States over four years. Data were analyzed through open coding, thematic analysis and cross-comparison to develop a comprehensive understanding of the MLbC development process.
Findings
The analysis identified the main components of MLbC development, its three phases (development, release and operation) and two major MLbC development challenges: Temporal Complexity and Context Sensitivity. The study then introduced Fostering Temporal Congruence and Cultivating Organizational Meta-learning as strategic practices addressing these challenges.
Originality/value
This study offers a better theoretical explanation for the MLbC development process beyond MLOps (Machine Learning Operations) and its hindrances. It also proposes a practical way to align ML-based applications with business needs while accounting for their structural limitations. Beyond the MLbC context, this study offers a strategic framework that can be adapted for different cases of digital transformation that include automation and augmentation of work.
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Shuchih Ernest Chang and Chienta Bruce Ho
This paper aims to examine the influence of organization factors on the effectiveness of implementing BS7799, an information security management (ISM) standard.
Abstract
Purpose
This paper aims to examine the influence of organization factors on the effectiveness of implementing BS7799, an information security management (ISM) standard.
Design/methodology/approach
Based on literature review, a research model was formulated by extracting the antecedents of ISM, and an empirical study was conducted to show how the organizational factors influence organizations in carrying out BS7799.
Findings
The study result revealed that there were significant impacts of organizational factors, including IT competence of business managers, environment uncertainty, industry type, and organization size, on the effectiveness of implementing ISM.
Research limitations/implications
The sample is limited to the organizational factors in Taiwan. It is suggested to replicate this study in other countries to reconfirm the result before adopting its general implications. Owing to the highly intrusive nature of ISM surveys, a cautious approach with rapport and trust is a key success factor in conducting empirical studies on ISM.
Practical implications
IT competence is conducive to ISM implementation through subjective norms, leadership, belief, and behavior of ISM activities. Environmental uncertainty positively influences the need for greater innovation, which increases the dependence on IT, and therefore makes the effectiveness of ISM more desirable. Companies in an industry sensitive to security threats should pay more attentions to ISM practice. Corporate executives should also realize the size difference for adopting appropriate ISM strategies.
Originality/value
A research model was proposed to study the impacts of organizational factors on ISM, after a broad survey on related researches. The validated model and its corresponding study results can be referenced by enterprise managers and decision makers to make favorable tactics for achieving their goals of ISM.
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Alison J. Smith and John A. Piper
Management training and development is currently in vogue. Thereappears to be a growing belief in the benefits of investment in trainingand development. When a market is buoyant…
Abstract
Management training and development is currently in vogue. There appears to be a growing belief in the benefits of investment in training and development. When a market is buoyant is the time to consider and anticipate the consequences of a future downturn in demand. Such a downturn in demand may demonstrate increasing pressure to “justify” investment in training and development. There is a long established academic body of knowledge on the subject of evaluating training and development. From research evidence and the authors′ experience, the sponsors and the providers of training and development pay scant attention to systematic evaluation of these activities and investments. It is the authors′ contention that when the market′s critical assessment of the value of training and development increases there will be an increasing interest in evaluation. An overview of the history of evaluation traditions is provided and the state of play is commented upon. It is noted that there is a shortfall between theory and practice. It is argued that evaluation is a worthwhile and important activity and ways through the evaluation literature maze and the underpinnings of the activity are demonstrated, especially to management. Similarly the literature on evaluation techniques is reviewed. Tables are provided which demonstrate areas of major activity and identify relatively uncharted waters. This monograph provides a resource whereby practitioners can choose techniques which are appropriate to the activity on which they are engaged. It highlights the process which should be undertaken to make that choice in order that needs of the major stakeholders in the exercise are fully met.
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