Organizations are increasingly adopting business process reengineering BPR initiatives to achieve multiple performance improvements through fundamental reengineering of work. Because of their expertise, techniques, and style of thinking, IS experts are well positioned to play a significant role in supporting and leading, when appropriate, many of the activities throughout reengineering projects. This role may include, but is not limited to, managing complex large-scale BPR projects, identifying and maintaining a technological vision in support of BPR efforts, developing process-oriented information systems, and managing the ongoing changes in business processes. Implications for such a role include repositioning IS to have business, customer, and information orientations, reinventing its activities, and resharpening its skills to properly function in such a new environment.
{"title":"Implications for the Role of Information Systems in a Business Process Reengineering Environment","authors":"O. Khalil","doi":"10.4018/IRMJ.1997010103","DOIUrl":"https://doi.org/10.4018/IRMJ.1997010103","url":null,"abstract":"Organizations are increasingly adopting business process reengineering BPR initiatives to achieve multiple performance improvements through fundamental reengineering of work. Because of their expertise, techniques, and style of thinking, IS experts are well positioned to play a significant role in supporting and leading, when appropriate, many of the activities throughout reengineering projects. This role may include, but is not limited to, managing complex large-scale BPR projects, identifying and maintaining a technological vision in support of BPR efforts, developing process-oriented information systems, and managing the ongoing changes in business processes. Implications for such a role include repositioning IS to have business, customer, and information orientations, reinventing its activities, and resharpening its skills to properly function in such a new environment.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"10 1","pages":"36-43"},"PeriodicalIF":1.4,"publicationDate":"1997-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477102","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The changing skills requirements for the information systems professionals of the nineties has forced many universities to reconsider their curriculum. The concept of a generic curriculum to meet the educational needs of all future IS professionals is obsolete and IS curriculum design must be targeted at specific career tracks. This paper describes the development of an innovative program to cultivate the "hybrid" business and information systems manager who can play a major role in strategy formulation for effective use of information technology. In order to sustain a high degree of relevancy to the needs of the business community, an action research approach is used which allows the students to build up case portfolios through an organizational cultural audit. These cases have initiated and supported considerable research work from Faculty and provide a longitudinal study of IS development, application and growth. In particular, they have been invaluable as input to our research program on IS strategy formulation as significant patterns of change have been seen to evolve. These relate to a number of contingent factors which would have been impossible to explore through individual research studies.
{"title":"Innovation in IT education—practising what we preach","authors":"J. Burn, Louis C. K. Ma","doi":"10.4018/IRMJ.1997100102","DOIUrl":"https://doi.org/10.4018/IRMJ.1997100102","url":null,"abstract":"The changing skills requirements for the information systems professionals of the nineties has forced many universities to reconsider their curriculum. The concept of a generic curriculum to meet the educational needs of all future IS professionals is obsolete and IS curriculum design must be targeted at specific career tracks. This paper describes the development of an innovative program to cultivate the \"hybrid\" business and information systems manager who can play a major role in strategy formulation for effective use of information technology. In order to sustain a high degree of relevancy to the needs of the business community, an action research approach is used which allows the students to build up case portfolios through an organizational cultural audit. These cases have initiated and supported considerable research work from Faculty and provide a longitudinal study of IS development, application and growth. In particular, they have been invaluable as input to our research program on IS strategy formulation as significant patterns of change have been seen to evolve. These relate to a number of contingent factors which would have been impossible to explore through individual research studies.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"10 1","pages":"16-26"},"PeriodicalIF":1.4,"publicationDate":"1997-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477323","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
As scholars and expert practitioners, we portray globalization and technological innovation as key drivers for a new industrial age. We herald the dawn of an “information revolution,†a new economy revolutionizing the organization of production and distribution, an upheaval of long-stead technical, political, and economic institutions of our society. But as information professionals, how well equipped are we to explain and predict — much less lead — this revolution? On what foundation do we stake our claim as knowledgeable experts? Today I want to discuss with you just this issue.
{"title":"Managing the global impacts of IT: standing on conceptual quicksand","authors":"John Tillquist","doi":"10.4018/JGIM.1997100101","DOIUrl":"https://doi.org/10.4018/JGIM.1997100101","url":null,"abstract":"As scholars and expert practitioners, we portray globalization and technological innovation as key drivers for a new industrial age. We herald the dawn of an “information revolution,†a new economy revolutionizing the organization of production and distribution, an upheaval of long-stead technical, political, and economic institutions of our society. But as information professionals, how well equipped are we to explain and predict — much less lead — this revolution? On what foundation do we stake our claim as knowledgeable experts? Today I want to discuss with you just this issue.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"10 1","pages":"37-38"},"PeriodicalIF":1.4,"publicationDate":"1997-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70491172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Information Systems IS have become an important part of organizational processes. IS use and management are daily issues in current business organizations, and in almost every work task and at every organizational level. The integration of work tasks and IS use has led to a situation where tasks and their management cannot be separated from the management and use of IS. We therefore need a conceptual framework for an holistic but systematic view of the complex nature of IS utilization. These assumptions have led to the development of the IS-related organizational maturity concept. The conceptual framework concentrates on the quality of IS utilization and its development in user-organizations from three perspectives: management, IS usage and Information Technology IT. In this paper, the conceptual framework is presented and tested in two longitudinal mini-cases. Experiences and research findings are reported and future research needs addressed.
{"title":"Analysing the Quality of IS Use and Management in the Organizational Context: Experiences from Two Cases","authors":"T. Auer, M. Ruohonen","doi":"10.4018/IRMJ.1997070102","DOIUrl":"https://doi.org/10.4018/IRMJ.1997070102","url":null,"abstract":"Information Systems IS have become an important part of organizational processes. IS use and management are daily issues in current business organizations, and in almost every work task and at every organizational level. The integration of work tasks and IS use has led to a situation where tasks and their management cannot be separated from the management and use of IS. We therefore need a conceptual framework for an holistic but systematic view of the complex nature of IS utilization. These assumptions have led to the development of the IS-related organizational maturity concept. The conceptual framework concentrates on the quality of IS utilization and its development in user-organizations from three perspectives: management, IS usage and Information Technology IT. In this paper, the conceptual framework is presented and tested in two longitudinal mini-cases. Experiences and research findings are reported and future research needs addressed.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"10 1","pages":"18-27"},"PeriodicalIF":1.4,"publicationDate":"1997-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476681","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Over the last decade, researchers of user satisfaction have continued to examine the elusive failure of information systems IS amidst advances in computer technology. This paper suggests that despite the very important findings in the area of user satisfaction, very little is finding its way to the day-to-day practices. The paper continues to suggest that even more alarming is the notion that most users expect that systems will be difficult to use and there is little demand by them for the inclusion of psychological or organisational aspects to be included in information systems. This is supported by results of a pilot study examining criteria used for purchase/re-purchase of computing technology. Finally, the paper briefly examines the organisational culture which appears to prevent users demanding more attention to user satisfaction criteria and proposes some necessary inclusions for an infrastructure; users will begin to expect and demand the inclusion of psychological and organisational aspects in the development and implementation of information systems.
{"title":"Our Mousetrap's Fine: So Why Aren't People Beating A Path To Our Door?","authors":"G. Ditsa, R. MacGregor","doi":"10.4018/IRMJ.1997070103","DOIUrl":"https://doi.org/10.4018/IRMJ.1997070103","url":null,"abstract":"Over the last decade, researchers of user satisfaction have continued to examine the elusive failure of information systems IS amidst advances in computer technology. This paper suggests that despite the very important findings in the area of user satisfaction, very little is finding its way to the day-to-day practices. The paper continues to suggest that even more alarming is the notion that most users expect that systems will be difficult to use and there is little demand by them for the inclusion of psychological or organisational aspects to be included in information systems. This is supported by results of a pilot study examining criteria used for purchase/re-purchase of computing technology. Finally, the paper briefly examines the organisational culture which appears to prevent users demanding more attention to user satisfaction criteria and proposes some necessary inclusions for an infrastructure; users will begin to expect and demand the inclusion of psychological and organisational aspects in the development and implementation of information systems.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"10 1","pages":"28-39"},"PeriodicalIF":1.4,"publicationDate":"1997-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476838","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Rapid changes in the business environment are causing organizations to dramatically redesign how they do business. Business process reengineering is the fundamental redesign of business processes to achieve dramatic improvements in organizations. Business process reengineering cannot redesign business processes without the support of fundamental aspects of the organization, such as strategic planning, personnel, change management, and information technology. This research project surveyed 43 companies and identified six factors that impact the use of information technology in business process reengineering: IT-based reengineering modeling and methodologies; direct IT business process support; IT supported change; reengineering directed IT/IS development; post-reengineering IT impact; and comprehensiveness of strategic IT support.
{"title":"Factors affecting the use of information technology in business process reengineering","authors":"M. Whitman, M. L. Gibson","doi":"10.4018/IRMJ.1997070101","DOIUrl":"https://doi.org/10.4018/IRMJ.1997070101","url":null,"abstract":"Rapid changes in the business environment are causing organizations to dramatically redesign how they do business. Business process reengineering is the fundamental redesign of business processes to achieve dramatic improvements in organizations. Business process reengineering cannot redesign business processes without the support of fundamental aspects of the organization, such as strategic planning, personnel, change management, and information technology. This research project surveyed 43 companies and identified six factors that impact the use of information technology in business process reengineering: IT-based reengineering modeling and methodologies; direct IT business process support; IT supported change; reengineering directed IT/IS development; post-reengineering IT impact; and comprehensiveness of strategic IT support.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"10 1","pages":"5-16"},"PeriodicalIF":1.4,"publicationDate":"1997-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70477122","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Mintzberg's viewpoint that strategy is an emergent learning process rather than a plan has a valuable contribution to make to the Information Systems IS field. This argumentation has rendered both the necessity of strategy planning sessions and the strategy plan itself questionable. Here, strategy is seen from an experiential learning perspective, but learning is supported by planning sessions. The purpose of the planning process is to produce a formal plan to direct IS development and utilization. On the other hand strategy is what an organization knows, not what is written. The outcome of an IS strategy process should thus be an increased understanding of IS opportunities and constraints, and a shared view of IS utilization. This study presents an approach to combine the learning and planning approaches to strategy formation. An approach to link the experiential learning cycle and the Information Systems Strategy ISS process is presented and tested. The proposed solution is based on four process phases. First, evaluation of the current organizational reality of IS utilization from the management, usage and Information Technology IT viewpoints. Secondly, joint learning through an interactive planning process between interest groups to improve managerial abilities, change organizational structures and reach a common view of IS use and management i.e. IS Strategy. Thirdly, another learning process directed by IS strategy during implementation at middle management and personnel levels. Finally, the outcome of the ISS process has to be constantly observed and evaluated to understand progress and needs for further development. A longitudinal case study has been conducted to test the developed approach. The research process is presented and the outcomes of the approach discussed.
{"title":"Information Systems Strategy Formation Embedded into a Continuous Organizational Learning Process","authors":"T. Auer, T. Reponen","doi":"10.4018/IRMJ.1997040103","DOIUrl":"https://doi.org/10.4018/IRMJ.1997040103","url":null,"abstract":"Mintzberg's viewpoint that strategy is an emergent learning process rather than a plan has a valuable contribution to make to the Information Systems IS field. This argumentation has rendered both the necessity of strategy planning sessions and the strategy plan itself questionable. Here, strategy is seen from an experiential learning perspective, but learning is supported by planning sessions. The purpose of the planning process is to produce a formal plan to direct IS development and utilization. On the other hand strategy is what an organization knows, not what is written. The outcome of an IS strategy process should thus be an increased understanding of IS opportunities and constraints, and a shared view of IS utilization. This study presents an approach to combine the learning and planning approaches to strategy formation. An approach to link the experiential learning cycle and the Information Systems Strategy ISS process is presented and tested. The proposed solution is based on four process phases. First, evaluation of the current organizational reality of IS utilization from the management, usage and Information Technology IT viewpoints. Secondly, joint learning through an interactive planning process between interest groups to improve managerial abilities, change organizational structures and reach a common view of IS use and management i.e. IS Strategy. Thirdly, another learning process directed by IS strategy during implementation at middle management and personnel levels. Finally, the outcome of the ISS process has to be constantly observed and evaluated to understand progress and needs for further development. A longitudinal case study has been conducted to test the developed approach. The research process is presented and the outcomes of the approach discussed.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"49 1","pages":"32-43"},"PeriodicalIF":1.4,"publicationDate":"1997-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476962","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In modern organizations, information resources are now recognized as the single most important asset of the organization and requires effective management that is highly trained and educated in information resources management. An international state-of-the-art information resources management curriculum for a four-year undergraduate level program is detailed in this document. The intention of this curriculum is to prepare students to understand the concepts of information resources management and technologies, methods, and management procedures to collect, analyze and disseminate information throughout organizations in order to remain competitive in the global business world. Core course descriptions, rationales, and objectives are outlined. Specific course topics and the percentage of emphasis are also included. The proposed IRM Curriculum Model should be considered as a general generic framework for customizing a specific curriculum in light of local needs and requirements.
{"title":"The IRM curriculum model: an international curriculum model for a 4-year undergraduate program","authors":"D. Greenawalt, M. Khosrowpour","doi":"10.4018/IRMJ.1997040101","DOIUrl":"https://doi.org/10.4018/IRMJ.1997040101","url":null,"abstract":"In modern organizations, information resources are now recognized as the single most important asset of the organization and requires effective management that is highly trained and educated in information resources management. An international state-of-the-art information resources management curriculum for a four-year undergraduate level program is detailed in this document. The intention of this curriculum is to prepare students to understand the concepts of information resources management and technologies, methods, and management procedures to collect, analyze and disseminate information throughout organizations in order to remain competitive in the global business world. Core course descriptions, rationales, and objectives are outlined. Specific course topics and the percentage of emphasis are also included. The proposed IRM Curriculum Model should be considered as a general generic framework for customizing a specific curriculum in light of local needs and requirements.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"10 1","pages":"3-21"},"PeriodicalIF":1.4,"publicationDate":"1997-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476745","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Electronic Data Interchange EDI has come to revolutionize in recent years the way in which businesses conduct their trading activities. Based on the establishment of trading partner relationships, EDI systems have come to signify a speedy, efficient, and accurate means of electronically exchanging business transactions. Even as there is growing popularity and potential underlying EDI, there appears to be insufficient insight into the adoption and management of EDI systems. Specifically, there is a need to know more about why EDI is or is not adopted, how EDI has worked for past adopters, what aspects may need further development in order to enhance its value to users, and the nature of organizational experiences with EDI in general. With these factors in mind, this study reports on the results of an empirical study of EDI users. Findings indicated that organizations experience several benefits from EDI. These benefits tended to vary based on factors such as length of EDI use, proportion of customers using EDI, total EDIrelated investment, and number of employees. Findings also indicated that the overall fulfillment of EDI expectations was influenced by incorporation of management reporting and the integration of EDI technology into the information systems function of the organization. The presence of formalized cost-benefit assessment procedures and planned expansion were also associated with greater fulfillment of EDI expectations. These findings are discussed in terms of their implications for the management of this valuable, strategic IT resource: EDI.
{"title":"Electronic data interchange: issues in adoption and management","authors":"V. Arunachalam","doi":"10.4018/IRMJ.1997040102","DOIUrl":"https://doi.org/10.4018/IRMJ.1997040102","url":null,"abstract":"Electronic Data Interchange EDI has come to revolutionize in recent years the way in which businesses conduct their trading activities. Based on the establishment of trading partner relationships, EDI systems have come to signify a speedy, efficient, and accurate means of electronically exchanging business transactions. Even as there is growing popularity and potential underlying EDI, there appears to be insufficient insight into the adoption and management of EDI systems. Specifically, there is a need to know more about why EDI is or is not adopted, how EDI has worked for past adopters, what aspects may need further development in order to enhance its value to users, and the nature of organizational experiences with EDI in general. With these factors in mind, this study reports on the results of an empirical study of EDI users. Findings indicated that organizations experience several benefits from EDI. These benefits tended to vary based on factors such as length of EDI use, proportion of customers using EDI, total EDIrelated investment, and number of employees. Findings also indicated that the overall fulfillment of EDI expectations was influenced by incorporation of management reporting and the integration of EDI technology into the information systems function of the organization. The presence of formalized cost-benefit assessment procedures and planned expansion were also associated with greater fulfillment of EDI expectations. These findings are discussed in terms of their implications for the management of this valuable, strategic IT resource: EDI.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"10 1","pages":"22-31"},"PeriodicalIF":1.4,"publicationDate":"1997-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476844","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Information Systems IS managers are under increasing pressure to justify the value and contribution of IS expenditures to the productivity, quality, and competitiveness of the organization. This paper examines the need for IS assessment and suggests a comprehensive IS assessment framework linked to organizational performance using existing IS assessment theory as a base and incorporating measurement concepts from other disciplines. The existing models of IS success are updated to include the emerging IS success dimensions of service quality and work group impact and provide a comprehensive method for organizing the various measures of IS success. In addition, many new measures from recent research are presented to supplement the lists supplied by previous research. Additional research is suggested to advance the IS assessment contingency theory. Such a theory has the potential to contribute to the quality and productivity of the IS function and the larger organization by providing feedback to manage and improve the IS function to better meet the needs of the organization.
{"title":"A Comprehensive Model for Assessing the Quality and Productivity of the Information Systems Function: Toward a Theory for Information Systems Assessment","authors":"Barry L. Myers, Leon A. Kappelman, V. Prybutok","doi":"10.4018/IRMJ.1997010101","DOIUrl":"https://doi.org/10.4018/IRMJ.1997010101","url":null,"abstract":"Information Systems IS managers are under increasing pressure to justify the value and contribution of IS expenditures to the productivity, quality, and competitiveness of the organization. This paper examines the need for IS assessment and suggests a comprehensive IS assessment framework linked to organizational performance using existing IS assessment theory as a base and incorporating measurement concepts from other disciplines. The existing models of IS success are updated to include the emerging IS success dimensions of service quality and work group impact and provide a comprehensive method for organizing the various measures of IS success. In addition, many new measures from recent research are presented to supplement the lists supplied by previous research. Additional research is suggested to advance the IS assessment contingency theory. Such a theory has the potential to contribute to the quality and productivity of the IS function and the larger organization by providing feedback to manage and improve the IS function to better meet the needs of the organization.","PeriodicalId":44735,"journal":{"name":"Information Resources Management Journal","volume":"10 1","pages":"6-26"},"PeriodicalIF":1.4,"publicationDate":"1997-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.4018/IRMJ.1997010101","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"70476335","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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