Supporting organizational relations through information technology in innovative organizational forms

The paper analyses some of the main organizational changes which have emerged in the last few years as an answer to the new economic environment calling for global, time-based competition: reduction of hierarchy levels, elimination of slack resources, enlargement of decisional autonomy of organizational units/offices and of lateral communication and coordination mechanisms. The paper affirms a new role of information technology (IT) connected to these organizational transformations. Three main areas for new IT support are recognised: (i) facilities for middle manager decisions; (ii) tools for improving the decisional autonomy of organizational units; and (iii) supports to lateral mechanisms of communication and coordination. For analysing and identifying these new areas of support, a new method of organizational analysis is proposed: the relational method of organizational analysis. This new multidimensional method and perspective overcomes difficulties deriving from the reductionism of the existing methods, looking only to the ‘economic’, ‘formal’ or ‘interpersonal’ components of the relation. Instead the proposed relational method is able to analyse simultaneously the several dimensions of a relation and to discover and to explain the new role of IT in innovative firms.     

Information technology: a study of performance and the role of human and organizational factors

The aim of this study was to gather and collate information from the major researchers and consultancies in the UK regarding the performance of Information Technology (IT) and the role of human and organizational factors. The findings are based on the experience of 45 of the leading experts in the UK, drawing on a collective sample of approximately 14,000 organizations, covering all major sectors of economic activity and a comprehensive range of information technologies. The main findings are that 80–90% of IT investments do not meet their performance objectives and the reasons for this are rarely purely technical in origin. The context of technical change, the ways in which IT is developed and implemented, a range of human and organizational factors, and the roles of managers and end-users, are identified as critical areas affecting performance. A major implication is that the poor performance of IT systems is the result of a complex set of interacting forces that will be difficult to change. The study reports ideas concerning ‘best practice’ within companies, along with some suggestions for what needs to be done on a national scale to improve performance and practice in this area. A key goal is that action on these human and organizational issues becomes embedded in practice, part of the natural way of managing organizational and technical change.     

Information technology customer aggression: The importance of an organizational climate of support

Information technology personnel are often ill prepared to react in a positive fashion to the aggressive communications from their customers, the users. Being able to regulate the emotions spiked by aggressive customer behavior is important to the long term health and retention of IT employees. Surface acting responses, the ability to display false emotions to mask strong emotions, is common, but not better for the long term health of the individual or organization. Deep acting responses, where emotional responses are modified to encourage expected behavior, are the better response and can be promoted with an organizational climate of support. A model derived from emotion response theory demonstrates these relationships hold for IT employees, who tend to be more introverted than most employees and often react differently to aggressive communication from customers. The model is verified with a sample of IT employees in Taiwan companies. Organizations should provide a climate of support for IT personnel and train them on how to respond appropriately to customer aggression through emotion regulation strategies in a direction that promotes better relationships.     

Information technology and the search for organizational agility: A systematic review with future research possibilities

Organizations are increasingly turning to information technology (IT) to help them respond to unanticipated environmental threats and opportunities. In this paper, we introduce a systematic review of the literature on IT-enabled agility, helping to establish the boundary between what we know and what we don’t know. We base our review on a wide body of literature drawn from the AIS Basket of Eight IT journals, a cross-section of non-Basket journals, IT practitioner outlets, and premier international IS conferences. We review the use of different theoretical lenses used to investigate the relationship between IT and organizational agility and how the literature has conceptualized agility, its antecedents, and consequences. We also map the evolution of the literature through a series of stages that highlight how researchers have built on previous work. Lastly, we discuss opportunities for future research in an effort to close important gaps in our understanding.     

Information processing using dynamical chaos: neural networksimplementation

In this work, we study information processing applications of complex dynamics and chaos in neural networks. We discuss mathematical models based on piecewise-linear maps which enable us to realize the basic functions of information processing using complex dynamics and chaos. Realizations of these models using recurrent neural-like systems are presented.     

Information technology and structural change in the paper and pulp industry : Some technological, organizational and managerial implications

The paper and pulp industry has experienced a structural change during the last 15 years. The products have differentiated and completely new paper types have been introduced. The standard and classical products, like news print paper, are often specialized and customized versions from the standard product in order to fulfill the specific needs of different printing processes better. These changes have impacted on the production organization and structures of enterprises. The key companies have acquired more production capacity in different countries and have become really international companies. These trends are likely to continue. One of the technological driving forces has been the applying of information technology. The digital process automation systems as well as the mill wide information systems have been strategic tools and technological corner stones in the structural change. However, it is only technology which matters. Also new organisational forms as well as new implementation methods of systems are needed.     

Information technology,the organizational capability of proactive corporate environmental strategy and firm performance: a resource-based analysis

The study of the relationships between information technology (IT), environmental organizational issues and firm performance is a cutting-edge research topic for the information systems (IS) community. However, at present we know very little about these relationships. Drawing on the perspective of IT-enabled organizational capabilities and the literature on organizations and the natural environment, our study introduces conceptually the construct organizational capability of proactive corporate environmental strategy to the IS field. We propose that IT capability may enable the implementation of a proactive environmental strategy and that this strategy could play a significant role in determining the business value of IT. Using structural equations modeling with data collected from 63 firms, we find that IT capability is an enabler of proactive environmental strategy and that this strategy plays a significant role in mediating the effects of IT on firm performance. Our study provides initial evidence on the role of IT in the implementation of proactive environmental practices. Our results suggest to IT executives that their decisions matter in shaping environmental sustainability, which in turn will generate business value from IT.     

Managing emerging technology and organizational transformation: An acculturative analysis

From 1992 to 2005 Singapore National Library Board (NLB) successfully incorporated IT into its working procedures and customer service. The organization has adopted RFID and other technology applications; transformed its operating routines and provided access to millions of publications for its library users. A key issue in this transformation was how the organization managed its cultural change and took advantage of emerging technology. The success can be considered remarkable since, in the past, public libraries in Singapore have carried the stigma of traditional public sector organizations in tending to resist new technology. We examined the cultural changes resulting from introduction of IT in order to show how the Singapore National Library Board managed its employees’ adaptation to the new technology. A number of key factors emerged; these show how an organization can manage this type of cultural adaptation.     

Information security strategies: towards an organizational multi-strategy perspective

There considerable advice in both research and practice oriented literature on the topic of information security. Most of the discussion in literature focuses on how to prevent security attacks using technical countermeasures even though there are a number of other viable strategies such as deterrence, deception, detection and response. This paper reports on a qualitative study, conducted in Korea, to determine how organizations implement security strategies to protect their information systems. The findings reveal a deeply entrenched preventive mindset, driven by the desire to ensure availability of technology and services, and a comparative ignorance of exposure to business security risks. Whilst there was some evidence of usage of other strategies, they were also deployed in a preventive capacity. The paper presents a research agenda that calls for research on enterprise-wide multiple strategy deployment with a focus on how to combine, balance and optimize strategies.     

The organizational and managerial consequences of computer technology

Computer technology is profoundly influencing the ability of managers to obtain, analyze and transmit information. What is the impact of that change on managers and on their organizations? In an initial effort to answer this question 22 managers who use office automation were interviewed. Important changes seem to occur in three areas: information used for decision making and associated beliefs concerning what kinds of problems can be solved, locus of decision making authority and managerial job characteristics. Content analysis of interviews and case examples are brought to support these conclusions. Suggestions for further research are presented.     

The role of perceived organizational support,distributive justice and motivation in reactions to new information technology

Despite tremendous investments in information technology (IT), many technological interventions in organizations fail because employees do not fully accept and use IT. The present study explored how perceived organizational support and distributive justice affect employee reactions to new IT from a motivational point of view. Self-determination theory was used to understand how different motivational styles, varying in degree of self-determination, mediate the relationship of perceived organizational support and distributive justice with reactions to new IT. Results showed that perceived organizational support and distributive justice were associated with intrinsic and identified motivation to use the IT, but only POS was related to enjoyment and acceptance of the IT. Intrinsic and extrinsic motivation were both associated with IT usage, but IT usage was associated with enjoyment and acceptance only when people were intrinsically motivated. Intrinsic motivation also mediated the effects of POS on enjoyment and acceptance. Moreover, intrinsically motivated users were less likely to use a paper-based appointment booking alternative than those who were not. Implications for managing IT implementations are discussed.     

Information management and organizational processes: an approach through soft systems methodology

Abstract. This paper explores an approach to understanding information provision in organizations which is built around soft systems methodology (SSM). It also, from recent research in both industry and the National Health Service, derives a sense-making framework for work of this kind. A view of the fundamental nature of information systems is presented. This is compatible with SSM, and uses of SSM in information-focused studies are illustrated. These cover the rethinking of the Manufacturing Function in the Shell Group and a number of studies in the NHS concerned with the information implications of current changes. Out of this work, in order to make sense of disparate experiences, a framework is derived which captures three necessary domains (conceptual, organizational, technological) whose interaction defines an organization's response to its information provision.     

From chaos and cosmology: a new space for the visual arts

By sourcing ideas in contemporary cosmology, chaos theory and mathematics, and using these to formulate an approach to visual representation, the potential for new visual expressions arises. This paper introduces a curved picture space, which offers a rationale for projections of imagery in painting and computer art, based on shapes. Curved picture space is based on a spiral, and the encyclopedia of shapes provides alternative possibilities.     

Information technology transfer: Indicators and issues

Abstract

Information technology (IT) stimulates social and economic change, which in turn spur technological development. The management of technological change is seen as pivotal in this era of new information technologies. The development and impact of IT in four countries—the USA, Japan, UK and India, are reflected via quantitative indicators: the IT (Development) Level Index and the IT Penetration Level Index, over the years of 1970–81. Gaps in their (nation's) relative information technology levels are exemplified via the potential technological distance parameter, D, which is also utilised in a model for information technology transfer so as to assess potential for transfer between countries. Some channels for technology transfer are given. A logistic curve for the rate of technological progress in IT shows the spectrum for introduction, growth and maturity of IT; a nation's IT Level Index value gives it a placing on the curve to show its stage of development. Some inferences of the trends for IT development and impact in the four countries are given. The uses of these Indices, and for whom, are also mentioned.     

Applying an organizational learning perspective to new technology deployment by technological gatekeepers: A theoretical model and key issues for future research

Organizations often under-utilize expensive information technology (IT) enabled work processes that automate routines or processes that were previously carried out manually. One reason for this phenomenon may lie in the types of decisions made by technological gatekeepers, who are key individuals charged with deploying new technologies in organizations. From an organizational learning perspective, technological gatekeepers are more likely to perform successfully when they make appropriate decisions about exploring or exploiting the routines associated with a new technology. The factors that influence gatekeepers’ decisions about exploration or exploitation, however, are still largely unexplored. In this study, we present a model based on the basic technology acceptance model (TAM) to examine this issue. We use concepts from the literatures on organizational learning, expertise, and cognitive styles to elaborate on the constructs in our model, and examine how these literatures can inform our understanding of technological gatekeepers’ decisions. The goal of this paper is to accelerate micro-level research on new technology deployment in organizations by identifying some key issues and propositions for future studies.     

Strategizing information systems-enabled organizational transformation: A transdisciplinary review and new directions

Twenty years after the promise of Information Systems enabling Organizational Transformation (IS-enabled OT), what have we learned? This paper reviews the literature in order to better understand this phenomenon. As specialists in IS, strategy and organizational studies, we analyze the discourse on OT found in the strategy, organizational theory and IS literature, and identify four structuring themes: organizational inertia, process, agency and performance. We apply the coding derived from these themes to a set of 62 empirical papers and discuss the results. Ten research avenues are then identified to show that IS-enabled OT is still a new frontier for strategic information systems research.     

Associating organizational strategic performance with information technology investment: an exploratory research

In the last twenty years, firms have witnessed an explosive growth in information technology (IT) investment. This is true both for manufacturing industries and service industries. The existing literature on IT investment and organizational strategic performance, however, provides very little evidence linking IT investment to organizational strategic and economic performance. The present research investigates whether certain IT investment measures are useful in differentiating organizational economic performance among the most effective information technology users. Eight measures were used to represent IT investment. Ten ratios were utilised to measure organizational strategic and economic performance. The sample organizations were analysed using multidimensional cluster analysis. The results of the analysis suggest that a clear distinction exists between organizations in terms of IT investment and organizational strategic and economic performance. This is true even among the most effective users of information technology. The results also suggest that the majority of the organizations that are investing more in IT seem to be achieving superior strategic and economic performance.