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IT innovation and adoption: models, waves and diffusion

Vera Schuster Inglés 169 fichas

Fichas del conjunto (169)

  1. 1(Mc Affee- Mastering the 3 worlds of IT) 4 Organizational Complementsbetter skilled workers, high levels of team work, redesigned processes, new decision rights
  2. 2(Mc Affee- Mastering the 3 worlds of IT) 3 categories of ITFunctional IT, Network IT, Enterprise IT
  3. 3(Mc Affee- Mastering the 3 worlds of IT) 3 phases for IT implementationIT selection, It adoption, IT exploitation
  4. 4Swanson (Managers gude to IT innovation waves) Adoption wavesmanagers facing ongoing wave of Innovations
  5. 5Swanson (Managers gude to IT innovation waves) How innovations spreadContagion model, Wave Machine
  6. 6Swanson (Managers gude to IT innovation waves) Hype Cycle1. Breaking the surface 2. Sending out ripples 3. Causing a squawk 4. Building the swell 5. Riding the crest
  7. 7Swanson (Managers gude to IT innovation waves) Phases of the Wave machine1. Attention 2 . Adoption
    3. Implementation 4. Value creation
  8. 8Swanson (Managers gude to IT innovation waves) 2 ways of innovating for managers1. Mindfully
    2. Mindless
  9. 9Firth / Burton (How useful are R&A firms) 4 types of environmental scanning1.Primitive 2.Reactional 3.Proactive
    4.Situational
  10. 10Firth / Burton (How useful are R&A firms) 4 tasks of IT R&A1. Events 2. Research Report 3. Direct analyst interaction with client 4. Consulting projects
  11. 11Swanson (Managers gude to IT innovation waves) Contagion ModelInnovation spreads like a disease = S-shaped curve
  12. 12Firth / Burton (How useful are R&A firms) 3 types of users1. Situational 2. Proactive 3. Reactive
  13. 13Firth / Burton (How useful are R&A firms) Non - users1. Need doubters 2. Cost conscious
  14. 14Firth / Burton (How useful are R&A firms) Innovation life cycle1. Comprehension 2. Adoption
    3.Implementation 4.Assimilation
  15. 15Wang ( Chasing the hottest IT) Management fashion theorythe collective belief that IT is new, efficient and at the forefront of practice
  16. 16Wang ( Chasing the hottest IT) 2 perspectives why to invest/adopt fashion IT1. Economic-rationalistic
    2. Institutional perspective (internal ; external)
  17. 17Wang ( Chasing the hottest IT) 2 ways of engagement in IT fashion1.Material Engagement
    2.Informational engagement
  18. 18Wang ( Chasing the hottest IT) Effects on firm performanceassociation with IT fashion no influence; following material = worse performance following year but better after 3. year
  19. 19Wang ( Chasing the hottest IT) Effects on Corporate Reputationassociation has positive effect on corp. reputation; investment despite first year led to better reputation
  20. 20Wang ( Chasing the hottest IT) Effect on CEO PayAssociation positive on CEO compensation;
    investment higher CEO pay despite worse performance in 1. year
  21. 21Wang ( Chasing the hottest IT) 3 innovation diffusion phasesEarly diffusion; middle phase diffusion; late diffusion
  22. 22Gurbaxani ( The impact of IS systems on organizations and markets) Internal coordination costsAgency costs( Monitoring; bonding;residual)
    Decision Information(Communication;Documentation;opportunity cost)
  23. 23Gurbaxani ( The impact of IS systems on organizations and markets) Market transaction/ external costsOperational(search;transportation;Inventory holding;Communication)
    Contractual(writing/ enforcing)
  24. 24Gurbaxani ( The impact of IS systems on organizations and markets) vertical firm sizerange of value chain, inhouse production
    the bigger -> the lower transaction costs, the higher operation and internal cooperation costs
  25. 25Gurbaxani ( The impact of IS systems on organizations and markets) Horizontal firm sizegeographic scope, product range
    horizontal size increases -> operational cost decrease; internal coordination increases
  26. 26Gurbaxani ( The impact of IS systems on organizations and markets) 5 Roles of IT systems1. Operations 2. Transaction Processing 3. Decision Support 4. Monitoring and performance evaluation 5.Documentation +communication
  27. 27Tarafdar ( The dark side of IT) 3 negative effects of IT1. Technostress 2. Employee Misuse of IT (malicious/unsanctioned/naive) 3. IT addiction
  28. 28Tarafdar ( The dark side of IT) 5 Reasons why managers should care1.Risk to productivity + innovation 2. Harms employee well being 3.monetary+ reputational risk 4.risk technical integrity and operational viability 5.legal risks
  29. 29Tarafdar ( The dark side of IT) What senior managers can do1. prvide positive example + promote security behavior
    2.Empower employees to be mindfull 3.create climate so people understand how to use IT
  30. 30Tarafdar ( The dark side of IT) What IT leaders can do1. ongoing educational training 2.enourage to share IT related experience 3.Engaged with user for a longer time after implementation 4. IT use policies 5. security related countermeasures
  31. 31Tarafdar ( The dark side of IT) What HR leaders can do1. assess extent of technostress / addiciton firm faces 2.Improve employee sense of well being 3.Tailor organizational policies 4.weigh the cost of terminating employees misusing repeatedly IT
  32. 32Mata ( IT and sustained CA) Underlying assertion of the resource based view1. Resource heterogenity 2. Resource Immobility
  33. 33Tarafdar ( The dark side of IT) When is something immobile?1. Role of history 2. causal amiguity 3. social complexity
  34. 34Tarafdar ( The dark side of IT) 5 Resources important to gain SCA1. Customer switching costs 2.Access to capital 3.Proprietary technology 3.Technical IT skills 4.Managerial IT skills
  35. 35Carr ( IT doesn't matter) 2 types of technology1. Proprietary Technology
    2. Infrastructural Technology( can become commoditized)
  36. 36Carr (IT doesn't matter) 3 Characteristics of infrastructural IT leading to commoditization1. Transport mechanism 2. highly replicable 3. subject to rapid price deflation
  37. 37Carr ( IT doesn't matter) 3 new rules for management1. Follow dont't lead 2. Spend less 3. Focus on vulnerabilities, not opportunities
  38. 38McAfee (Investing in IT that makes a competitive difference) Link IT spending and competitiveness1. Concentration 2. Turbulence 3.Performance Spread
  39. 39McAfee (Investing in IT that makes a competitive difference) 3 Factors to survive1. Deploy 2.Innovate 3. Propagate
  40. 40McAfee (Investing in IT that makes a competitive difference) What is the role of decision rights?1. ERP centralizes companies > decisions are made at the top and the rest exists to execute them 2. Other decisions pushed downward
  41. 41McAfee (Investing in IT that makes a competitive difference) 3 Conclusions1. It sharpened differences among companies 2.Real value comes from process innovation 3.competitive dynamics alter as investments grow
  42. 42McAfee (Investing in IT that makes a competitive difference) "Superstar effect"disproportionate rewards accrue to best knowledge worker
  43. 43McAfee (Investing in IT that makes a competitive difference) Elements of successful IT enabled Process1. cover a wide span 2.Produce result immediatly 3.Precise guidelines 4. consistent 5. easy monitor
  44. 44Piccoli&Lui ( The competitive impact of IT..) Theoretical Framework1. Successful Use 2.Unreliability 3.Brand
  45. 45Piccoli&Lui ( The competitive impact of IT..) IT dependent strategic perspectivefirm integrates IT assets and complementary organizational resources to design a value proposition by builiding synergistic UT enabled resources that produce a sustained competitive performance
  46. 46Piccoli&Lui ( The competitive impact of IT..) Conclusion1. IT enabled resources can be rare and imitable even at their core they are not
    2. Same technology can have different effects on organization
  47. 47Piccoli&Lui ( The competitive impact of IT..) 5 Research findings1. Evidence for synergistic interaction of organizational resources and IT assets
    2. Failure of self service channel negative effect 3. Same commidty IT can produce different outcomes 4. even simple IT enabled strategic initiative in terms of core asset can enabel a sustained CA
  48. 48Davenport ( Putting the Enterprise into ..) Legacy system1. Fragmented IT system 2.segregated; customized processes 3. valuable when used alone
    4. direct + indirect costs
  49. 49Davenport ( Putting the Enterprise into ..) ERP systemenables to inegrate all data used throughout whole organization into one single comprehensive database; off the shelf solution
  50. 50Davenport ( Putting the Enterprise into ..) Benefits ERP system1. Universal;real time access 2. Broader access to info 3. centralization of control and process standards
  51. 51Davenport ( Putting the Enterprise into ..) ERP Drawbacks1. high installing costs 2.failure to align ERP with business needs 3. businesses need to be modified to fit ERP 4.
  52. 52Davenport ( Putting the Enterprise into ..) ERP Drawbacks - competing on differentiationUbiquity, standardized and generic processes decrease flexibility and customized processes
  53. 53Davenport ( Putting the Enterprise into ..) ERP Drawbacks - competing on costcarefully weigh implementation cost against eventual savings
  54. 54Davenport ( Putting the Enterprise into ..) Possible solutions1. ES customization
    2. Federalistic operating model
  55. 55Davenport ( Putting the Enterprise into ..) Helpfull tools and strategies1. large broadly representative implementation team 2. Unit by unit rollout system
  56. 56Luo&Strong ( A framework for ...) ERP benefits1. Integration of Data and implementation
    2. Replacement of old legacy system
    3. Cost + productivity advantages
  57. 57Luo&Strong ( A framework for ...) ERP drawbacks1.Huge investment 2.Incompatibility with strategic partner 3.conflict to management style+culture 4. overwhelming large scale organiztational change 5.dealing with ever changing ERP technology
  58. 58Luo&Strong ( A framework for ...) Unique ERP characteristics1. packaged software 2. complexity 3. system adaptation 4. organizational adaptation
  59. 59Luo&Strong ( A framework for ...) Technical customization1.module selection 2. table configuration 3. Code modification
  60. 60Luo&Strong ( A framework for ...) Process customization1. No change 2. Incremental change 3. Radical change
  61. 61Nicolau (Firm performance Effects..) ERP Benefits1. cost reduction 2.improved efficiency 3.reduced product cycle 4.improved customer satisfaction 5. able to react quickly to changes
  62. 62Nicolau (Firm performance Effects..) ERP Drawbacks1. huge investment decision 2.significant commitment of resources 3.dramatic effect on all operations 4.system integration problems 5. lack of alignment system and business 6. shifting business requirements
  63. 63Nicolau (Firm performance Effects..) Implementation characteristics1. Vendor choice 2. Scope of Implementation 3. Anticipated benefits and justification based on business 4. Change management during implementation process
  64. 64Nicolau (Firm performance Effects..) Results1. In general enhanced revenues in return while not having significant effect on expenditure reduction 2. Large vendor is more benefical 3. Better to implement just one module ( primary or support) 4. Have system led goals 5. Length of implementation NO significant impact
  65. 65Surma ( The Data Warehouse) 4 characteristics1. Non-volatile 2.time variant 3. subject oriented 4. integrated
  66. 66Surma ( The Data Warehouse) 4 Reasons for a Data warehouse1. conduct business analysis without interference with online transaction processing 2. obtain global picture of company data 3. Gain acess to historical data 4. standardize information
  67. 67Surma ( The Data Warehouse) How is data entered ?1. Extract 2. Transform 3, Load
  68. 68Surma ( The Data Warehouse) 4 Sources of data1. operational system 2. ERP systems 3. External data 4. Clickstream data (company website, cookies)
  69. 69Surma ( The Data Warehouse) 4 Design steps1. Specify business requirements
    2. Declare the granularity
    3. Choose the dimensions
    4. Identify the facts
  70. 70Watson ( Recent development in data w.) Data mart types1. Independent ( directly from source systems (business unit) )
    2. Dependent ( drawn from data warehouse)
  71. 71Watson ( recent developments in data w.) Operational dataconsolidates data from multiple source systems, provides near real time, integrated view of volatile, current data
    BUT no historical data; less expensive ; data aged -> passed on to data warehouse
  72. 72Watson ( recent developments in data w.) Oper martCreated when current operational data needs to be analyzed
    BUT uses small subset of ODS; stored in STAR schema and updated; analysis completed= mart dismantled
  73. 73Watson ( recent developments in data w.) MetadataData about data, for the IT personnel
  74. 74Watson ( recent developments in data w.) Data mart strategy1. Bottom up approach 2.specific business need for data and then evolves into data warehouse
  75. 75Watson ( recent developments in data w.) Enterprise Data Warehouse Approach1. top down
    2. Data marts are created after the warehouse is build
    3. risk : never completed
  76. 76Watson ( recent developments in data w.) 5 Stages of Data cleansing1. Parse the data
    2. Correct and enhance
    3. Standardize the data
    4. Match the records
    5. Consolidate matching records
  77. 77Watson ( recent developments in data w.) 3 types of data loading1. Bulk loading
    2. Refreshing
    3. Trickle loading
  78. 78Brown ( Methodologies for custom software development) Traditional system development cycle1. Definition 2. Construction 3. Implementation
  79. 79Brown ( Methodologies for ...) Transition strategies1. Pilot strategy 2. Phasing strategy 3.Parallel strategy 4. Cutover strategy
  80. 80Brown ( Methodologies for ...) Advantages SDLC1. highly structured 2. thorough requirements decision
    3. Clear milestones with management sign off
  81. 81Brown ( Methodologies for ...) Disadvantages SDLC1. Does not account well for evolving requirements during project
    2. TIme consuming 3. Costly 4. Top-down commitment required
  82. 82Brown ( Methodologies for ...) Prototyping methogologyrelational database management systems, opportunitiy to inititally build a system, revise after user tried it and provided feedback
  83. 83Brown ( Methodologies for ...) Protoryoing best suited when-1. requirements hard to define
    2. system needed quickly or used infrequently
    3. efficiency not major consideration
    4. can be used within SDLC process
  84. 84Brown ( Methodologies for ...) Prototyping steps1. Identify basic system requirements
    2. Develop initial prototyp
    3. Use prototype and denote desired changes
    4. Revise + enhance prototype
    5. Evaluate as operational systems
    6. necessary modifications or abandon
    7. Install , operate , maintain
  85. 85Brown ( Methodologies for ...) Rapid Application development- hyprid methodology , combining SDLC and prototyping
    - goal: system in less than 1 year
    -applied in isolation
    - best in rapidly changing business environment
    - highly dependent on involvement by key users
  86. 86Brown ( Methodologies for ...) Rapid Application development - 4 Steps1. Requirements planning 2.User design
    3. Construction Phase 4. Cutout
  87. 87Brown ( Methodologies for ...) Agile Methodologies1. for smaller projects 2. rather a module than full application 3. deliver product with very low defect rates 4. late changes to requirements are welcome 5. learning through repletion 6. best for dynamic requirements
  88. 88Brown ( Methodologies for ...) Agile Methodologies 4 key values1. Simplicity 2. Communication 3. Feedback 4. Courage
  89. 89Brown ( Methodologies for ...) Agile Methodologies Critics1. too radical
    2. dominated by users not understanding IT
    3. testing occurs throughout cycle
    4. lack and limited conduct of planning / documentation
  90. 90Petter ( Journal of the Association for IS) Key measurements of success1.Relevance 2. timeliness 3. accuracy
  91. 91Petter ( Journal of the association of IS) The Data Processing Era 1950 -601. Initial computing days 2. small subset of users highly trained and knowledgable 3. Focus automating process
    4.Success whether system met specific technical needs
  92. 92Petter ( Journal of the association of IS) The Management Reporting and Decision Support Era 1960 -80- now also human factor considered
    - should only support data processing but not change business
    - focus manly technical + lowering costs
    - increased users, but still little training
    - starting to see strategic value
  93. 93Petter ( Journal of the association of IS) The strategic and personal Computing Era 1980-1990- back office to front office
    - increase use of personal computers -> not much training needed anymore
    - growing realization IS can help pursue strategic goals
  94. 94Petter ( Journal of the association of IS) The Enterprise System and Networking Era 1990-2000- network use enables sharing of information
    - emphasis shifted towards improving collaboration
    -Using ERP systems+ database
  95. 95Petter(Journal of the association for IS) The Consumer Focused Era 2000 - now- Power shifted to consumers
    - customers interact with IS directly
    - IS form of entertainment
  96. 96Weill ( Don't just lead govern) 6 mutually exclusive governance types1. Business Monarchy
    2. IT Monarchy
    3. Feudal
    4. Federal
    5. IT Duopoly
    6. Anarchy
  97. 97Weill ( Don't just lead govern) 5 IT decisions1. IT Principles
    2. IT Architecture
    3. IT Infrastructure Strategies
    4. Business Application Needs
    5. IT Investment and Prioritization
  98. 98Weill ( Don't just lead govern) Variations of IT governance due to:1. Strategic and performance goals
    2. Organizational structure
    3. Governance experience
    4. Size and diversity
    5. Industry and regional differences
  99. 99Weill ( Don't just lead govern) 4 measures for governance effectiveness1. Cost effective use of IT
    2. effective use for asset utilization
    3.effective use for growth
    4. effective use for business flexibility
  100. 100Weill ( Don't just lead govern) Top financial performersLeaders on asset utilization : Duopoly
    Leaders on proft : Business Monarchy
    Leaders on growth: Business Monarchy
  101. 101Weill ( Don't just lead govern) 8 critical Success factors1. Transparency
    2. Actively designed
    3. Infrequently redesigned
    4. Education about IT governance
    5. Simplicity
    6. An exception handling process
  102. 102Aron (Just right outsourcing) Form of risk through outsourcing1. Strategic risk
    2.Operational risk
    3. Long term intrinsic risk of atrophy
    4. Intrinsic risk of location
  103. 103Weill ( Don't just lead govern) Types of strategic risk1. Shirking ( principal agent problem)
    2. Poaching (Misuse of Information)
    3. Opportunitstic Renegotiation
  104. 104Weill ( Don't just lead govern) Vertical chunkificationDividing a process into sequential, non overlapping activities
  105. 105Weill ( Don't just lead govern) Horizontal chunkificationdividing the volume of a process/ subtasks among different vendors
  106. 106Harris ( IT consumerization: when gadgets..) IT consumerizationThe adoption of consumer devices and applications in the workplace. Perceive own tools as better,more fun , useful and faster
  107. 107Harris ( IT consumerization: when gadgets..) 3 general strategies1. Laissez Faire
    2. Middle Groudn strategy
    3. Authoritarian
  108. 108Harris ( IT consumerization: when gadgets..) Laissez faireBoundles tolerance of consumer IT devices at workplace
    -> at expense of data security, standardization and compatibility
  109. 109Harris ( IT consumerization: when gadgets..) Middle ground strategy1. Providing a Gadget budget
    2. Broadening the Scope
    3. Segment Employees by Role
    4. Advocating Update
  110. 110Harris ( IT consumerization: when gadgets..) AuthoritarianManagement exercises tight control and restricts the number of devices and applications entering the enterprise
  111. 111Harris ( IT consumerization: when gadgets..) Lessons learned for IT consumerization1. Consumer IT has many faces
    2. Security is achievable
    3. Different countries have different rules
    4. User motivation and and base differ
    5. Leverage consumer IT for corporate strategy and processes
  112. 112Sarker ( Managing Employee's use of mobile technologies..) Work Life BalanceDegree to which an individual is simutaneously able to balance the temporal emotional and behavioral demands of both paid work and family responsibility
  113. 113Sarker ( Managing Employee's use of mobile technologies..) Positive impacts1. 24/7 uninterrupted connection
    2. flexible time management
    3. improved coordination
    4. increased productivity
    5. pleasure and enjoyment
    6. multiple ways of communication
  114. 114Sarker ( Managing Employee's use of mobile technologies..) Negative impacts1. constant raise of expected availability
    2. Blurring boundaries
    3. Coordination among co workers becomes more complicated
    4. Constant work-related stress
  115. 115Sarker ( Managing Employee's use of mobile technologies..) 3 perspective of WLB1. Compartmentalized
    2. Overlapping
    3. Encompassing
  116. 116Sarker ( Managing Employee's use of mobile technologies..) Strategies to encompass WLB1. Compensation
    2. Negotiation
    3. Integration
    4. Protection
  117. 117Sarker ( Managing Employee's use of mobile technologies..) Guidelines to manage mobile workforce1. Acknowledge different perception of people for WLB
    2. Universal strategies unlikely to be effective
    3. Strategies should cause minimal work-life conflict
    4. Mobile technologie implementation consistent with employees WLB perspective
    5. Effective management requires entire firm to work together
    6. WLB suggested strategies should be applied with caution
  118. 118Guo ( Security related behavior..) 4. types of security related behavior1. Security assurance
    2. Security compliance
    3. Security risk taking
    4. Security damaging
  119. 119Guo ( Security related behavior in using infor..) 8 dimensions1. Intentionally 2. Motive 3.Expertise 4.Role 5.Job relatedness 6.Consequences
    7.Action vs. inaction 8. Rule
  120. 120Lampel ( Embracin realism and rec. choices in IT offshoring..) Offshoring Dilemma- 70:70:70
    - decline of customer satisfaction
    - was presented as universally applicable solution
  121. 121Lampel ( Embracin realism and rec. choices in IT offshoring..) 3 drivers of offshoring1. Cost containment and reduction
    2. Focus on crucial core competencies
    3. Spurring innovation
  122. 122Lampel ( Embracin realism and rec. choices in IT offshoring..) 3. Associated risks with the drivers1. Cost savings are often smaller than anticipated
    2. Losing capabilities may undermine strategic differentiation
    3. Outsourcing can undermine innovation capability
  123. 123Lampel ( Embracin realism and rec. choices in IT offshoring..) 4 models of offshoring centers1. Captive centers
    2. Build-operate transfer
    3. Dedicated offshore center
    4. Fee-for service relationships
  124. 124Lampel ( Embracin realism and rec. choices in IT offshoring..) 3 factors influencing offshore model selection1. Response to pressure on operating margins
    2. Response to pressure on key value chain
    3. Response to pressure on operating margins and value chain activities
  125. 125He ( Social media competitve analysis, text mining..) Competitive Intelligenceart of defining, gathering and analyzing intelligence about competitors products etc from external sources
  126. 126He (Social Media competitive..) 3 Steps of text mining1. Text pre-processing
    2. Text processing and analysis
    3. Actionable Intelligence
  127. 127He (Social Media competitive..) What is text mining ?Is an emerging tool to extract meaningful information from unstructured textual data
  128. 128He (Social Media competitive..) Recommendations for a companyallows to gain possible business advantage by analysing the publicly available social media data of business and its competitors,
    - compare to find weak and strong opportunities
  129. 129Lucas ( Disrupting and Transforming the university) Typology of open online courses- Instruction at for profit organizations
    - reach students unable to come physically to university
    - improve quality of courses
    - Instructions for underserved populations
    - New models for university
  130. 130Lucas ( Disrupting and Transforming the university) Opportunities- expand brand globally / supplement existing courses/ start new campus without high investment in physical plants/ increase flexibility for students/ varitey of subjects
  131. 131Lucas ( Disrupting and Transforming the university) ThreatsHigh investment cost, overruns, competition easy, accept more responsibility for learning outcomes
  132. 132War ( Applications of Business Analytics in Healthcare) Analytics Process1. Data Generation
    2. Data Extraction
    3. Data Analysis
    4. Visualization and Reporting
  133. 133War ( Applications of Business Analytics in Healthcare) 7 Data sources1.EHR's
    2. LIMS
    3. Diagnostic or monitoring Instruments
    4. Insurance claims/billing
    5. Pharmacy
    6. HR and supply chain
    7. Real time locating systems
  134. 134War ( Applications of Business Analytics in Healthcare) 5 problems and challenges of Health Cara Analytics1. Managerial Issues
    2. Data Quality
    3. Data Collection
    4. Competitive Concerns and public reporting
    5. Data Privacy and Governance
  135. 135Keil (Why software projects escalate..) 4 Theories why they escalate1. Self justification theory
    2. Prospect Theory
    3. Agency theory
    4. Approach Avoidance Theory
  136. 136Keil (Why software projects escalate..) Self justification theoryIndividuals escalate commitment to a course of action and ungego risk of negative outcome to self justify correctness of an earlier decision
  137. 137Keil (Why software projects escalate..) Prospect theoryManagers commit further resources to a project because decision is framed between losses and so they engage in risk taking behavior
  138. 138Keil (Why software projects escalate..) Agency theoryManagers commit resources bcs of:
    1. Goal incongruency
    2. Information asymmetry
  139. 139Keil (Why software projects escalate..) Approach Avoidance theoryonce you startet a project you want to finish it ( completiong effect) , so the driving forces are higher than the restraining forces
  140. 140Keil (Why software projects escalate..) 1. Findings1. Frequency and Duration of Software Project Escalation
    Av. time: 21 months
    --> frequently occuring so managers should be concerned of it
  141. 141Keil (Why software projects escalate..) 2. FindingComparison of escalated vs. non-escalated project performance
    -Escalated significantly more likely to have worse performance problems
  142. 142Keil (Why software projects escalate..) 3. FindingUsing theory based models to distinguish escalation from non-escalation
    - all constructs ( excep psychological justification) increase probability of escalation
    -Completion effect increases escalation probability by 21 times
  143. 143Keil (Why software projects escalate..) Implications for practice- Be aware that incident of project escalation is high and outcomes are much worse
    - Escalation can be identified + prevented by examining presence of behavioral factors
    - Models better determinants than traditional variables
    - consider culture and strategy to determine appropriate balance of type 1 /2 error
  144. 144Nonaka ( Knowledge creating company) Traditional viewFirm is like a machine for information processing
    - useful knowledge only in quantified data
    - key metrics quantifiable
  145. 145Nonaka ( Knowledge creating firm) Alternative vieworganization manages creation of knowledge
    - only source for CA
  146. 146Nonaka ( Knowledge creating firm) Japanes approach1. create knowledge and make it available throughout whole firm
    2. emphasis tacit knowledge + subjective insight
    3. Rely on personal commitment
    4. Everyone is a knowledge employee
    5. Ongoing recreation of company / workers
  147. 147Nonaka ( Knowledge creating firm) The spiral of knowledge1 Tacit to tacit ( Socialization)
    2. tacit to explicit (Articulation)
    3. explicit to explicit (Combination)
    4. explicit to tacit (Inernalization)
  148. 148Nonaka ( Knowledge creating firm) How to express the inexpressible1. Linking contradicting ideas through a metaphor
    2. Resolve contradictions through analogy
    3. Create the Actual Model
  149. 149Nonaka ( Knowledge creating firm) 3 Roles that interact1. Senior Manager( vision/ team importance)
    2. Frontline Employee ( knowledge is born)
    3. Middle Managers( knowledge engineers)
  150. 150Hansen( Whats your strategy for managing knowledge) Codification strategy- people to document approach
    - Stored in database link through network
    - heavy investment in IS and IT support
    - achieve scale in knowledge reuse
    - pursued by firms with assembled to order strategy
  151. 151Nonaka ( Knowledge creating firm) Personalization strategy- person to person approach
    - small IT investemtn but heavy in personal networks
    - pursued by firms offering highly customited strategy
  152. 152Matson ( Stimulating Knowledge sharing..) 4 components of internal knowledge markets1. Internal demand for knowledge
    2. Internal available supply for knowledge
    3. The enabler connecting demand and supply
    4. The market conditions facilitating the entire system
  153. 153Matson ( Stimulating Knowledge sharing..) Market lenseUsed to identify and correct critical barriers to share relevant type of knowledge
  154. 154Matson ( Stimulating Knowledge sharing..) 2 ways to create market equilibrium1. Reduce buyers search costs : to avoid a knowledge surplus
    2. Increase sellers perceived value to avoid knowledge shortage
  155. 155Matson ( Stimulating Knowledge sharing..) 2 ways to increase the market size1. Decrease sellers codifications costs to increase knowledge supply
    2. Increase buyers perceived value to increase knowledge demand
  156. 156Matson ( Stimulating Knowledge sharing..) Common Market Failures - Supply Side1. Lack of codification mechanism
    2. Lack of incentives to codify/share
    3. Lack of external knowledge sources
  157. 157Matson ( Stimulating Knowledge sharing..) Market Failure - Demand Side1. Inefficient delivery mechanisms
    2. Perception knowledge isn't valuable
    3. Lack of external awareness
  158. 158Matson ( Stimulating Knowledge sharing..) Market Enabler Failure - Technology1. Uncoordinated knowledge system
    2. Inconsistent knowledge architecture
    3.Lack of brokers/ intermediaries
  159. 159Matson ( Stimulating Knowledge sharing..) Market Wide Failure - Governance1. Redundant initiatives
    2. Inadequate measures
    3. Unprotected intellectual property
  160. 160McAfee(what every CEO needs to know about the cloud) Offerings for Cloud computing1. IAAS
    2. SAAS
    3. PAAS
  161. 161McAfee(what every CEO needs to know about the cloud) Benefits1. Make individuals more productive
    2. Facilitate collaboration
    3. Mining insights from data
    4. Develop and host applications
  162. 162McAfee(what every CEO needs to know about the cloud) Concerns1. Cost benefits are contradictory
    2. Reliability , Infrastructure you control is more stable and reliable (?)
    3. Security
    4. Regulation
  163. 163McAfee(what every CEO needs to know about the cloud) Conclusion1 Uncertainty - keeps firm from making bold moves
    2. effects might not be visible at first only those that follow the cloud trend will experience the benefits
  164. 164Venters ( A critical review of cloud computing) 2 Business Benefits1. Opportunity to reduce cost and complexity of enterprises
    2. Offer new, yet unknown , innovation opportunities
  165. 165Venters ( A critical review of cloud computing) Reclassification of ITfrom capital expenditure to operational expenditure (pay as you go)
  166. 166Venters ( A critical review of cloud computing) 4 technological desires1. Equivalence
    2. Variety
    3. Abstraction
    4. Scalability
  167. 167Venters ( A critical review of cloud computing) 3 Service dimensions1. Efficiency
    2. Creativity
    3. Simplicity
  168. 168Venters ( A critical review of cloud computing) Equivalence subcategories1 Security
    2 Availability
    3 Latency (lag time)
    4 Hybrid cloud as response to failure of equivalence
  169. 169Venters ( A critical review of cloud computing) Abstraction categories1 key to cost reduction
    2 harder to manage IT

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Fichas sobre Sin título, creado por Vera Schuster el 09/06/2015.
Creado por
Vera Schuster · jun 2015
Actualizado
3 feb 2018
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2
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