-
Due, R.T.: ¬The value of information (1996)
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- Abstract
- 2 different Types of information systems, operational and management information systems (or decision making systems) are required to meet management's need for information. Examines the methods of measuring the value of the information produced by these systems. Suggests the net present value plus risk assessment approach for assessing operational information. There are 3 techniques collectively known as relative value of information approaches for assessing the value of decision making information
- Source
- Information systems management. 13(1996) no.1, S.68-72
-
Remenyi, D.; Sherwood-Smith, M.; White, T.: Achieving maximum value from information systems : a process approach (1997)
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- Footnote
- Rez. in: International journal of information management 18(1998) no.2, S.161 (D. Bawden)
- LCSH
- Management information systems
- Series
- Wiley series in information systems
- Subject
- Management information systems
-
Yasin, M.M.; Quigley, J.V.: ¬The utility of information systems : views of CEOs and information system executives (1995)
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- Abstract
- Examines the views of 25 chief executive officers and their information systems executives on the utility of information systems in their organizations. Detects a gap between these 2 groups of executives with regard to their satisfaction with information systems and those who run them. Concludes that such a gap must be eliminated through training and education if information systems are to be effective in achieving a strategic competitive advantage for the organization
-
Liu, Z.: Dissipative structure theory, synergetics, and their implications for the management of information systems (1996)
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- Abstract
- Dissipative structure theory and synergetics are applied in the management of information systems. Briefly reviews dissipative structure theory and synergetics, and demonstrates why they could be applied in information systems. Orderliness is pervasive and of central importance in the operation of information systems. Information science can be regarded as a science about knowledge ordering with the goal of making information more accessible to potential users. Analyzes 5 types of entropy in information systems. Discusses the relationship betweem dissipative structure theory and traditional management theories. Examines implications for the management of information systems
- Source
- Journal of the American Society for Information Science. 47(1996) no.2, S.129-135
-
Jordan, E.; Tricker, B.: Information strategy : alignment with organization structure (1995)
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- Abstract
- Examines the relationship between an organization's structure and the information systems that support its operation. 25 business units in an international bank categorized in terms of their organizational structure and information systems. Close association was found between organization structure and hypothesized generic information system characteristics
- Source
- Journal of strategic information systems. 4(1995) no.4, S.357-382
-
Whyte, G.; Bytheway, A.; Edwards, C.: Understanding user perceptions of information systems success (1997)
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- Abstract
- By reference to the service management literature and by using the repertory grid technique, develops a set of service attributes which give a good indication of user perceptions of information systems success. Examines their relationship with the nature of the organisation, the level and involvement of users, and the kind of system to which they relate. There is no single overall set of attributes that relate to user perceptions of success, but it is possible to find subsets that do. The measurement and analysis of these attributes are helpful in setting management policies and guidelines for the improvement of perceptions of information systems success
- Source
- Journal of strategic information systems. 6(1997) no.1, S.35-68
-
Wijnhoven. F.; Wognum, P.M.; Weg, R.L.W. van de: Knowledge ontology development (1996)
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- Abstract
- Knowledge-containing documents and data about knowledge have been handled in stable environments by bureaucratic systems using very stable knowledge ontologies. These systems, though not always very effective in such environments, will become highly ineffective in environments where knowledge has to be updated and replaced frequently. Moreover, organizations in such dynamic environments also use knowledge from extemal resources extensively. This makes the development of a stable ontology for knowledge storage and retrieval particularly complicated. This paper describes eight context classes of knowledge ontology development and explores elements of a method for ontology development. These classes are based an the differences in contexts defined along three dimensions: knowledge dynamics, complexity and social dispersion. Ontology development matches these contexts and ontology needs defined by (logical and social) structure and ontology maturity. The classification framework and methodology are applied to two cases. The first case illustrates a descriptive use of our framework to characterize ontology development in an academic environment. The second case illustrates a normative use of our framework. The method proposed seemed to be empirically valid and rich and be useful for detecting options for ontology improvement.
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Auer, T.; Ruohonen, M.: Analyzing the quality of information system use and management in the organizational context : experiences from 2 cases (1997)
0.02
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- Abstract
- A conceptual framework for an holistic but systematic view of the complex nature of information systems utilization is needed. Sets out the information systems related organization maturity concept which concentrates on the quality of information systems utilization and its development in user-organizations from 3 perspectives: management, information systems usage and information technology. Presents the conceptual framework and tests it in 2 longitudinal mini-cases. Reports experiences and research findings and addresses future research needs
-
Willcocks, L.: Investing in information systems : evaluation and management (1996)
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- Footnote
- Rez. in: Journal of strategic information systems 5(1996) no.1, S.81-82 (P. Powell)
-
Lissack, M.R.: Chaos and complexity : what does that have to do with knowledge management? (1996)
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- Abstract
- As interest in the study of complex systems has grown, a new vocabulary is emerging to describe discoveries about wide-ranging and fundamental phenomena. Complexity theory research has allowed for new insights into many phenomena and for the development of a new language. 'his paper argues that a shared language based an the vocabulary of complexity can have an important role in a management context. The use of complexity theory metaphors can change the way managers think about the problems they face. Instead of competing in a game or a war, they are trying to find their way an an ever changing, ever turbulent landscape. Such a conception of their organizations' basic task can, in cum, change the day-to-day decisions made by management. If part of the problem of knowledge management is the need to identify value added knowledge, language and metaphor play a key role - for they are the very tools of the identification [what is knowledge] and ascription [what makes it value-added] process. Complexity theory metaphors, it is argued, are not panaceas. There are limits to the types of organizations where the notion of a "fitness landscape" and "degree of coupling" can make a positive contribution to managements understanding of the world. The author argues that one potential distinction - between worlds where complexity metaphors can contribute and those where they cannot - can be drawn by measuring the degree to which an organization perceives that value-added investments are to be made in a) the development of new knowledge or b) infrastructure. In this context, infrastructure is defined as those items to which an economist might (once such investment is made) ascribe the label "sunk costs", but which management would not willingly walk away from. For this purpose then, emotional investments, legacy systems, existing bureaucracy, and material goods could all constitute "infrastructure". Infrastructure investments it is argued are pari of what Brian Arthur of the Sante Fe Institute defines as the world of diminishing retums. Investments in knowledge are different. While the ability of an organization to effectively deal wich new knowledge is limited by a variety of constraints, the leverage which can be obtained from such knowledge gives rise to the potential for increasing retums. As organizations leam to remove some of the constraints an their ability to absorb and lever new information, they force themselves down to the increasing retums part of the "S" curve. Several case studies are presented to illustrate the potency of complexity metaphors in driving managerial perceptions of knowledge management businesses.
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Ang, J.; Shaw, N.; Pavri, F.: Identifying strategic management information systems planning parameters using case studies (1995)
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- Abstract
- The management information systems literature reveals a list of parameters essential for the successful implementation of an information system palnning process. Some studies stress the importance of integrating the corporate objectives of a firm into the information systems planning process. Other studies discuss the importance of performing an analysis of competitors, or determining the stage of maturity a firm has reached, or the framework used for setting information technology investment priorities. Yet others state that the choice of methodology that will be utilized to develop the information systems plan will be crucial to the success of that plan. Aims to develop a holistic model
- Source
- International journal of information management. 15(1995) no.6, S.463-174
-
Jurison, J.: ¬The role of information systems in total quality management (1994)
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- Abstract
- Presents a conceptual model for describing the role of information systems in a total quality management (TQM) organization and contrasts it with one for a traditional business firm. The model, based on systems theory, provides a framework for understanding the principles of TQM and their effects on information systems. Suggests that TQM introduces changes in the firm's feedback loop and creates new requirements for the information system function. The TQM model is also used to analyze and compare TQM with business engineering
-
Bonaventura, M.: ¬The benefits of a knowledge culture (1997)
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- Abstract
- Reviews the emergence of knowledge management as a discipline, presents a model for the flow of commercila knowledge through an organization (knowledge economies), and looks at the cultural and organizational ramifications of knowledge programmes (knowledge cultures). Discusses the technological superstructure in the context of one intranet application: coporate digital library. Asserts that applications of this type can only be said to be commercially successful when they are deployed in support of knowledge based iniatives where first order benefits can be realized, in particular improved market performance. Provides a prototypical benefit statement
- Footnote
- Paper presented at the Aslib conference on 'Evaluating the intranet as part of your knowledge management strategy', 26-27 Sep 97
-
Lederer, A.L.; Salmela, H.: Toward a theory of strategic information systems planning (1996)
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- Abstract
- Sets out an input-process-output model as an initial basis for a theory of strategic information systems planning. Constructs in the final version of the theory are: the external environment, the internal environment, planning resources, the planning process, the information plan, the implementation of the information plan, and the alignment of the information plan with the organization's business plan. The constructs exhibit causal relationships among each other. Hypotheses illustrate the relationships. The theory has value for both researchers and practitioners
- Source
- Journal of strategic information systems. 5(1996) no.3, S.237-253
-
Lammers, I.S.; Eijnatten, F.M. van: Improving the management of knowledge in an automation department of a Dutch bank : embarking on action research (1996)
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- Abstract
- In contemporary practice it is widely asserted, that smart management of knowledge (KM) could be a new panacea for the ever-increasing market and environmental demands put an companies in order to become more flexible, leaming and innovative at the same time. Effective KM is becoming a strategic issue in innovative organizations. Traditionally, managers view knowledge as intangible: Being spread all over the company, it is predominantly hidden in all sorts of databases and in the tacit customs of their employees, and often of course it is securely and unattainable locked in their heads. Often managers have asked themselves difficult questions like: "How to manage something you can't see?" and "How do I know whether it is worth the effort?". Although KM as an issue can hardly be evaded nowadays, design-oriented research an how to come to grips with managing the company's intellectual capacities is still very limited. Action research, showing how KM is dealt with in actual practice, is lacking. Our contribution to the conference is straightforward. We wart to discuss the preliminary results of an action-research project that is currently carried out in a large Dutch bank. Our paper supports the ISMICK conference theme an the organization dimension of KM. Based an the literature an innovation, organizational learning and socio-technical systems design, a number of in-depth interviews were held to determine the possible contribution of KM to increase the controllability and flexibility of the automation department. A qualitative analysis of the data Show that over half of the problems (i.e. poor knowledge about the distinctive systems in the organization, insufficient skills levels, unproductive redundancy of activities, 'islands' of knowledge, and recurring mistakes) could be attributed to the company's inability to successfully manage its intellectual capital. Further analysis of the data showed, that the organizational structure and the maturity of the organization - in terms of Bolwijn & Kumpe (1991) - proved to be the dominant factor in determining the KM approach that would fit the organization. In order to lift the rigidities that resulted from the stock of systems to be maintained and from its bureaucratic structure, several suggestions were made in an attempt to solve the problems mentioned. Those suggestions have been discussed with stakeholders in the organization to increase their fitness for implementation. To improve KM in this organization asks for a multifocus renewal effort. Several approaches are distinguished (i.e. competence centers; dedicated career paths; cluster organization; knowledge infrastructure), each focused an a particular knowledge management problem. These proposals form a design oriented research agenda for the study at hand, while at the same time take the explicit aim to foster implementation in close collaboration with the main stakeholders.
- Source
- Knowledge management: organization competence and methodolgy. Proceedings of the Fourth International ISMICK Symposium, 21-22 October 1996, Netherlands. Ed.: J.F. Schreinemakers
-
Wiggins, B.: What do we really mean by information management? (1994)
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- Abstract
- Discusses information and the areas of expertise concerned with information and its management. Defines information resources management as an integrated organizational strategy for managing both the information itself and the enabling information resources such as physical tools, materials, financial investments and people. Discusses how an information systems strategy can be developed. Outlines the stages of an information systems strategy plan. the role of information systems development and document management, and details the information life cycle stages. Outlines monitoring and control of the information resources management function
-
Information management : the evaluation of information systems investments (1994)
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- Footnote
- Rez. in: Journal of strategic information systems 5(1996) no.1, S.81-82 (P. Powell)
-
Due, R.T.: ¬The value of information (1996)
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- Abstract
- Data lacks value by itself, it needs to be processed into information. There are 2 types of organizational information: operational and management information systems. Details how the value of these types of information are measured. Explains the normative or information-economics approach to valuing information which attempts to quantify the incremental value of the decisions made with new information. Details the different types of decision assistance systems that can be provided. Describes the weaknesses of the realistic and the subjective value of information approach
-
Fallon, H.: How to implement information systems and live to tell about it (1995)
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- Abstract
- Leading-edge techniques for implementing systems and products Tried-and-true project management techniques are fine when it comes to designing, coding, testing, and installing stand-alone information systems. But meeting the challenge of orchestrating the many technologies, departments, and personnel involved in the planning and implementation of information systems for today's distributed, cross-organizational, multi-platform environments requires the talents of an emerging new breed of coordinator, capable of building networks of cooperation for getting things done. Based on Howard Fallon's extensive experience as an implementation coordinator (IC) at corporations nationwide, this book clearly defines the vital role of the IC in today's downsized, decentralized organization, and: Helps you to decide if being an IC is right for you Arms you with IC techniques that can be applied to everything from reengineering legacy systems to client/server implementations Provides detailed guidance on planning and managing system and product implementations into the operational environment Offers expert advice and guidance on handling logistics, organizational issues, and company politics Introduces the Joint Implementation Process (JIP) - an innovative, highly effective group planning technique that keeps the implementation on track, on schedule, and within budget
- Footnote
- Rez. in: International journal of information management 16(1996) no.1, S.79 (D. Blawden)
- LCSH
- Management information systems
- Subject
- Management information systems
-
Galliers, R.D.; Merali, Y.; Spearing, L.: Coping with information technology? : How British executives perceive the key information systems management issues in the mid-1990s (1994)
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- Abstract
- Survey research amongst senior information systems (IS) and non IS executives in UK organizations was conducted in order to identify their views as to the most important and problematic issues they face in managing information systems. The survey mirrored similar research that has been undertaken in the USA and elsewhere, thus enabling international comparisons in the future. Provides comparisons of the views expressed by IS executives vis a vis those with a non IS role
- Source
- Journal of information technology. 9(1994) no.3, S.223-238
